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2026-03-31-accounts

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 2026

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

20th June 2026

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

Directors’ Report and financial statements for the year ended 31 March 2026
Contents Pages
Reference and administrative details 2 - 3
Directors’ report 4 - 23
Annual report 24 - 25
Chief Executive Officer’s report 26 - 28
Annual Governance Statement 29 - 46
Remuneration and Staff report 47 - 53
Assembly Accountability and Audit Report 54
Independent auditors’ report 55 - 59
Statement of financial activities (including income and expenditure account) 60
Statement of financial position 61
Statement of cash flows 62
Reconciliation of net outgoing reserves to net cash inflow/ (outflow) from 63
Continuing operating activities
Notes to the financial statements 64 - 79

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

Reference and administrative details

Directors/Trustees

Ashleigh Moran Bernie Webster Bill Miscampbell (Treasurer) Cathal Mullaghan Colin Millar (Vice Chairperson) Colleen Armstrong (Appointed 10 January 2026) Duncan Morrow Eamon Quinn (Chairperson) Helen Smyth (Secretary) Nigel Arnold Pamela Algie Patrick McIlveen Sandra Patterson Shane Greer

Senior management members

Sean Pettis (Chief Executive Officer) Maureen Johnston (Finance Officer) Cliodhna Scott Wills (Senior Development Officer) Lynn Johnston (Senior Development Officer) Emma Hume (Senior Development Officer)

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The Northern Ireland Council for Integrated Education

(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 1 The Square Moy BT71 7SG

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 2026

The directors, who are also trustees, present their annual report and the audited financial statements for the year ended 31 March 2026. 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 2026 (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”) is Sean Pettis.

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:

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

Significant risks identified are in relation to the following areas:

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

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.

The Northern Ireland Council for Integrated Education

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Directors’ report for the year ended 31 March 2026 (continued)

Financial Review

The full financial results of NICIE are set out in detail in the financial statements on pages 60 to 79. The net outgoing resources for the year before recognised gains and losses was £23,361 (2025: £68,001).

Performance

NICIE bases its operations on its 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 £96,894 (2025: £73,533). This includes a net pension liability of nil. (2025: £NIL). The company’s funding for the year ended March 2027 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 73) and the Remuneration report on pages 4753.

Forward funding

NICIE has secured sufficient income from a variety of sources for the year 2026 - 2027 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).

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

Strategic Context Update

This Strategic Plan, originally adopted to guide NICIE’s work from 2022 to 2025, was extended to cover the period up to 31 March 2026[[1]] ~~.~~ This ensured continuity of purpose and activity while a new Strategic Plan for 2026–2029 was created.

Recent developments continue to reshape NICIE’s strategic environment.

• The Integrated Education Act (Northern Ireland) 2022 has come into effect, placing a statutory duty on the Department of Education (DE) to encourage, facilitate, and support Integrated Education. ‘Support’ is referred to as ‘...identifying, assessing, monitoring and aiming to meet the demand for the provision of Integrated Education...’

• In June 2025, the Department published the Vision 2030 Strategy for Integrated Education and its associated Action Plan[[2]] ~~.~~ These documents set out a roadmap for system-wide delivery of the 2022 Act over a five-year period.

• The Vision 2030 Action Plan identifies NICIE as a lead or supporting organisation for key actions, including expanding Transformation (Action 4), assessing public understanding and knowledge of Integrated Education (Action 15) and promotion focused on improving public understanding (Action 16), supporting ethos development (Action 13), and sector-wide leadership (Actions 1, 6, and 19). NICIE’s Business Plan 2025–2 ~~6~~[[3]] was structured to align with these priorities.

For the period 25/26 we reconfirmed the following strategic vision, mission and priorities, which are aligned to the NICIE Business Plan 25/26.

Our Vision

A society where children are educated together; confident to express their own identity and culture; 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 2022-2026

1. Promote Integrated Education

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

  1. 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.

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

This report is structured into five sections. The introduction is followed by three sections which each relate to our strategic priorities to promote, grow and support Integrated Education, and section six is a summary and conclusion.

1. Introduction

The 2025–26 period was used to consolidate progress, contribute to the implementation of Vision 2030, and engage with stakeholders for the next Strategic Plan (2026–2029).

This has been a dynamic and pivotal year for policy development within education in Northern Ireland. DE has consulted on 11 new policy measures relating to a variety of aspects of the educational landscape. ‘TransformED’ is the DE’s major education reform programme to transform teaching and learning in Northern Ireland and delivery has continued across 2025/26, since the publication of the strategy in March 2025[[4]] ~~.~~

In relation to Integrated Education, the publication of ‘Vision 2030’ and the associated Action Plan in June 2025 was followed by the DE Parental School Admission Survey Report[[5]] in July, representing an initial exploration of parental preference and demand for Integrated Education. In September 2025, the Ministerial Statement on Reasonable Numbers[[6]] was published and in December, further research on demand for Integrated Education[[7]] ~~,~~ based on NI Life and Times survey questions and written by the ARK team from Ulster University and Queen’s University Belfast, was published. The most recent publication from DE was in February 2026, which was updated guidance for schools relating to the acquisition of Integrated status ‘Transforming Together – Understanding the Pathway to Integrated Education’[[8]] .

This year we have continued to experience demand for our key services as follows:

The Northern Ireland Council for Integrated Education

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Directors’ report for the year ended 31 March 2026 (continued)

The pressures on our small team are exacerbated by the ongoing reductions (in real terms) in our core funding from DE. We are extremely grateful for the ongoing support of the NIO. This year NICIE and NIO agreed bespoke, time bound KPIs for the delivery of services over the next three years, to March 2029. Without these funds, we would be much less able to meet the demand for our services.

We are also indebted to the Irish Department of Foreign Affairs (DFA) reconciliation funding, which also supported the work of our Development Team this year through our partnership with the Integrated Education Fund. In March 2025, we are a team of fourteen people (13.0 Full Time Equivalent) (nine funded with DE resource, three with NIO resource one with DFA resource):

NICIE Staff Team: March 2026

Chief Executive Officer (CEO): Sean Pettis

Personal Assistant to Chief Executive Officer: Jodie Ward (from January 2026) Finance Officer: Maureen Johnston

Office Manager: Mark Roberts

Administration Officer: Michael Nicholl

Senior Development Officers (SDO): Cliodhna Scott-Wills, Emma Hume, Lynn Johnston Development Officers (DO): Claire Martin, Harriet Neely, Jessica Clarke, Mary Potter, Tiarnán McMeekin. Fiona Darrah and Cathy McIver (April -June 2025 incl.)

Communication and Digital Marketing Development Officer: Rachel Brady (from November 2025)

2. Promoting Integrated Education

We were pleased to be able to recruit a part time Communication and Digital Marketing Development Officer this year, who has assisted the team to develop and maintain engagement with our brand and digital presence.

The annual #ChooseIntegrated campaign ran over a three-month period to coincide with the Integrated School Open Days and the Education Authority Admissions Process. All Integrated school open days were promoted via our website and social media accounts as well as profiling school specific content for the 18 schools who provided it. We continued the ‘Anti-Bias Wednesdays’ social media campaign this year, 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 ‘Better Together.’ Within this campaign we have profiled the work of 28 schools who provided us with content specific to their celebrations and activities.

With the increasing popularity of Instagram and people beginning to engage less with Facebook we decided to invest effort in developing our Instagram profile while continuing to maintain our Facebook presence. The social media engagement metrics in Table 1 below shows the slight decline in the Facebook platform and a growth in the Instagram platform:

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

Table 1: Social Media Engagement Metrics

Facebook Activity Facebook Activity Facebook Activity Instagram Activity Instagram Activity
24/25 25/26 Difference 24/25 25/26 Difference
Followers 4,177 4,468 +6.96% 1,031 1,182 +14.6%
Posts 267 252 -5% 182 211 +15.9%
Reactions 8,564 7,269 -15%
Reach 23,411 31,368 +34%
Engagements 40,905 31,819 -22%
Impressions 35,724 87,913 +147%

Figure 1 below refers to all school-facing sessions with staff, governors and/or parents; publicfacing sessions, as well as other events such as school assemblies and celebrations and NICIE committees and/or forums. It shows that our engagement rates have increased this year, reaching over 4,300 people.

Figure 1: Delivery of NICIE sessions/events related to Integrated Education

This year we have also met and engaged with each of the political parties represented on the NI Assembly Education Committee.

3. Growing Integrated Education

There are 28,617 pupils enrolled in Integrated schools (25/26 school year) with an increase this year of 206 pupils. This is set in the backdrop of 3060 fewer pupils attending schools across NI this yea ~~r~~[[9]] ~~.~~

Table 2: Number of pupils in Integrated schools 2021/22 -2025/26

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The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

School Type 21/22 22/23 23/24 24/25 25/26
Nursery schools 26 104 105 105 400
Pre-school Specialist Provision in nursery
schools		 0 0 8 4 13
Nursery classes in a primary school - Full-
time		 211 210 209 231 515
Nursery classes in a primary school -Part-
time		 518 555 605 660 476
Pre-school Specialist Provision in primary
schools		 0 0 0 0 4
Reception class in a primary school 18 29 19 24 9
Primary schools
(Year 1toYear 7)		 11,167 11,162 11,362 11,989 11,748
Primary schools
(Nursery to Year 7)-Total		 11,914 12,060 12,308 13,013 13,165
Secondary-Year 8 to Year 12 11,751 12,997 13,218 13,196 13,219
Secondary-sixth form 2,103 2,126 2,149 2,202 2,233
Secondary- Total 13,854 15,123 15,367 15,398 15,452
GRAND TOTAL 25,768 27,183 27,675 28,411 28,617
Source : DEhttps://www.education-ni.gov.uk/publications/school-enrolments-202526-statistical-
bulletins

In September 2025, we welcomed three additional Integrated Nursery schools: Magherafelt, Downshire and Ballymena, with a combined pupil population of 294 in 2025/26. There have been no parental ballots relating to Transformation in this year. A number of schools continue to express interest in Integration, and we will continue to engage.

Across the year we have reflected on recent Transformation experiences and reviewed the support structures and resources available for schools exploring Integrated status. For example, NICIE collaborative working with DE and EA supported the publication of the new DE guidance mentioned above: ’Transforming Together.’ In addition, IEF, EA and NICIE are collaborating to publish a new version of the ‘Transformation Toolkit.’ This includes the planned launch of a new programme in September 2026, designed to support a cohort of schools to move through the Transformation process together, within a structured three-year framework, delivered collaboratively by NICIE, EA, IEF and DE.

We have supported Sperrin IC to submit a proposal to academically select 35% of their year 8 intake. We responded to the public consultation processes in relation to six schools: Hazelwood IC, Slemish IC, Braidside IPS, Killowen PS, Larne and Inver PS and Ballougry PS. There are currently five schools awaiting Ministerial decision in relation to Transformation. Alongside the three primary schools named above are Downshire PS and Ballyhenry PS, both of which have

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

been awaiting decision since November 2024. Table 3 below shows the Ministerial decisions relating to Integrated Education in the reporting period.

Table 3: Ministerial decisions 1st April 2025 to 31st March 2026

No Date School Proposal Decision
1 9thJun 25 Duneane PS Transformation
to Integrated
status		 Not Approved
2 13thJun 25 Culmore PS Transformation
to Integrated
status		 Not Approved
3 19thNov 25 All Children’s
IPS		 Establish Nursey
Unit		 Not Approved
4 18thDec 25 Hazelwood IC Increase
admissions		 Approved
5 5thDec 25 Braidside IPS Increase Nursery
places		 Not Approved
6 20thFeb 26 Slemish IC Increase
admissions and
enrolment		 Approved

We continue to work with partners to assist the continuing development of three exciting new Integrated school projects:

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The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

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:

Figure 2 below shows that this year we have facilitated at least 90 sessions to explore and develop the Integrated ethos, including Anti-Bias in Education, with school leaders, staff governors, student teachers and others, engaging approx. 2378 people. Over 70 of these sessions were school facing. In terms of highlights, we delivered our flagship ‘Anti-Bias in Education’ 3-day programme, with 16 staff members from 14 schools and ‘Staff new to Integrated Education’ with 24 participants from 12 schools.

Figure 2: NICIE sessions focussed on the development of the Integrated ethos

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 EIEA, 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 school 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 and schools are eligible to begin work on the Award five years after they open as an integrated school.

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The Northern Ireland Council for Integrated Education

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Directors’ report for the year ended 31 March 2026 (continued)

At the time of writing, there are 23 schools working towards the Award for the first time, and 5 in the process of renewal. In the last 6 years, 9 schools have achieved the Award for the first time and 10 have renewed their Award. In March 2026, 72% of eligible schools either hold the Award or are actively working towards it. Fig 3 below shows the increasing interest in the Award.

Fig 3: Integrated schools’ engagement with Excellence in Integrated Education Award.

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 have met six times and hosted five online workshops:

There were approx. 50 attendances from around 40 schools. These sessions are all available on our YouTube Channel where they have accumulated approximately an additional 100 views.

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

The Vice-Principals’ Forum met three times, engaging 33 Integrated schools, with over 65 attendances across three workshops which explored a variety of themes:

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

APTIS events attracted 71% of schools to attend at least one, with 93 attendees across the three events.

The Integrated Schools’ Finance Association (ISFA) supports bursars in GMI schools and ISFA continues to meet regularly and share resources.

A new forum for Primary Religious Education Co-ordinators was formed on the back of the research and publication ‘Faith and Belief in School - Guidance for RE, assembly and religious practice in Integrated primary schools’[[10]] . The forum focused on effective practice and resource sharing in schools. There were 32 participants from 26 schools engaged across two events.

Summary of Support Activities

Through these support activities, we have directly engaged 88% of existing Integrated schools (67 out of 76). In the majority of these schools, we have had multiple direct engagements. We ask all participants in sessions relating to ethos development, information about Integrated Education, EIEA Award, or NICIE committee/forums, to complete an evaluation form.

Some of the comments participants made when asked to expand on how their involvement in the session would enhance the educational experiences of children and young people included:

‘I feel that this will help to cultivate a stable understanding of how common bias may be, and how important it is to try to promote respect in school.’

It prompts me to think about my values and how these underpin my interactions with the children, show them my values influence my teaching and also the hidden curriculum.’

‘It has made me think about a range of issues and approaches which impact my practice.’

‘Acting as a role model, encouraging tolerance/acceptance in pupils’

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Directors’ report for the year ended 31 March 2026 (continued)

Reflecting on our vision has felt inspiring - renewed sense of pride in our school - and I feel I could instil this in the children I teach.’

Figures 4 and 5 below provide a summary snapshot of the views of participants.

Figure 4: Reponses from 806 evaluation forms completed relating to NICIE ethos support sessions in 2025/26 for the question ‘How satisfied were you with the session overall?’

Figure 5. Responses from 861 evaluation forms completed for NICIE support session and committees/forums in 2025/26 for the question ‘ Do you feel your involvement in the session is likely to enhance the education experiences of the children and young people you work with in your role?’

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The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

5 Summary and Conclusion

The continuing demand for and engagement with our support, growth and promotional services and the excellent evaluation outcomes from participants engaged in workshops is regarded as a key success this year and as an indication of the passion, commitment and expertise of our staff team.

In February 2026, we hosted an event to showcase the Excellence in Integrated Education Award in Malone House. The event attracted over 100 attendees, including a wide range of educational stakeholders and provided an uplifting opportunity to celebrate the Integrated ethos.

NICIE responded to at least nine consultative processes this year in order to make recommendations and comments on the development of a range of policy out workings relating to the Integrated Education Strategy: ‘Vision 2030’ and other DE policy issues.

We are optimistic that the publication of the new DE guidance for schools seeking to become Integrated, and the preparatory work to develop a new Programme to support Transforming schools in collaboration with DE, EA and IEF will encourage more schools to consider acquiring Integrated status.

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. Whilst there have been several publications this year, the complexity of the task continues to be apparent, particularly in the exploration of parental choice.

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 a range of academic research projects. In September 2025 we hosted an ‘Emerging PhD research symposium’ which gave five PhD researchers an opportunity to share their work with academics and staff from NICIE, IEF and EA.

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

As an NDPB and a sectoral support body, we represent Integrated Education at a wide range of forums, including Area Planning. Officers also attended meetings relating to Specialist Provision in mainstream Schools. Through these attendances, we have supported the Area Planning process and worked collaboratively with partners to create a draft Operational Plan for the period 2026 to 2027, which is currently in draft form.

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

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 seven occasions, with an additional eleven committee meetings.

In the summer of 2025, we launched an internal Learning and Development Strategy, aiming to support our staff to grow and develop in their roles. This strategy sits alongside the continual review and development of our policy suite, which now also includes Equality, Diversity and Inclusion considerations.

Our organisational challenges, in common with many publicly funded institutions continue to be focussed on 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.

We have sourced funds to commence an initial review of the Statement of Principles for Integrated Education. The pace of our activity in 2025/26 prevented a substantial start on this significant project but the learning connected to research outputs, activities and ongoing conversations between Integrated Education professionals continues to enable reflection and learning throughout the movement.

We look forward next year to welcoming new Integrated schools to the movement, to engaging new schools who want to explore what Integrated Education might mean in their school communities, and to continue to deepen and widen our reach within existing Integrated schools and be inspired by their contributions to building peace and reconciliation.

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Directors’ report for the year ended 31 March 2026 (continued)

We have:

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 Integrated Education.

To fulfil the expectations of Vision 2030 and the 2022 Act, NICIE reiterates its position that sustained and enhanced resourcing is essential. This includes adequate core funding to deliver commissioned services and meet increasing sector demand.

NICIE remains committed to working in partnership with DE, EA, the IEF and others to ensure that Integrated Education is accessible, visible, and properly supported as a key feature of the Northern Ireland education system.

[1] https://nicie.org/who-we-are/publications/strategic-and-business-plans/

[2] https://www.education-ni.gov.uk/publications/vision-2030-strategy-integrated-education

[3] https://nicie.org/who-we-are/publications/strategic-and-business-plans/

[4] https://www.education-ni.gov.uk/publications/transformed-ni-transforming-teaching-and-learningstrategy-educational-excellence-northern-ireland-documents

[5] https://www.education-ni.gov.uk/publications/parental-school-admission-survey-report-2025

[6] https://www.education-ni.gov.uk/publications/written-ministerial-statement-reasonable-numbers

[7] https://www.education-ni.gov.uk/news/research-published-demand-integrated-education

[8] - - - - - https://www.education ni.gov.uk/publications/transforming together understanding pathway integrated-education

[9] https://www.education-ni.gov.uk/articles/school-enrolments-overview

[10] https://nicie.org/what-we-do/supporting-integrated-schools/ethos-development/additional-ethosresources/

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The Northern Ireland Council for Integrated Education

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Directors’ report for the year ended 31 March 2026 (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 (2025: £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 92 days 2.94% (2025: 146 days 4.6%). The Directors and Management work continuously to reduce this figure and this is reviewed at BOD meetings and FGPSC.

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Directors’ report for the year ended 31 March 2026 (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 2025/2026 NICIE paid 100% (2024/2025: 100%) of its creditors within 30 days and no commission debt interest was paid or was due in respect of transactions in 2025/2026.

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:

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.

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Directors’ report for the year ended 31 March 2026 (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:

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 Chairperson 20[th] June 2026

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Annual Report from the Chairperson for the year ended 31 March 2026

2025/26 was another year of hectic activity for NICIE as the demand for our services continues to grow.

NICIE’s work with schools and the sector involves daily engagements, and our staff spend much of their time working across Northern Ireland. NICIE supported schools with ethos development, governance and also teacher support. We continued to promote an Anti-Bias approach to education, raised awareness of the benefits of Integrated Education, and managed increasing demand for support services from a growing number of schools.

2025/26 has also been a year of growing and building relationships. The dynamic NICIE team has met with most political parties in Northern Ireland, with the Chairperson of the Education Authority, the Children’s Commissioner for Northern Ireland, the NI Equality Commission and the Ulster Scots and British Ulster Tradition Commissioner, to name a few.

Critically, NICIE supports schools on writing their formal proposals submitted to the Department for Education (DE) for increased school places and to transform schools from non-integrated to becoming Integrated schools. The successes of the staff is reflected in increasing numbers of schools participating in the Excellence in Integrated Education Award scheme, and in the number of development proposals submitted to DE.

I would like to pay tribute to the energy and efforts of the NICIE staff team, under the leadership of our CEO Sean Pettis. They are tireless workers and great ambassadors for Integrated Education.

NICIE was delighted with the Northern Ireland Office (NIO) announcement of £2million to support Integrated Education and had the pleasure of meeting Secretary of State for Northern Ireland Hilary Benn MP at Integrated College Dungannon. This year NICIE built relationships with the new team at the NIO. We would like to record our thanks to outgoing NIO Parliamentary Under Secretary for Northern Ireland Fleur Anderson MP for her commitment, and welcome on board the new Under-Secretary, Matthew Patrick MP.

NICIE continued to operate effectively while managing budget pressures. NICIE is grateful for the financial and other support from DE. NICIE’s core funding still lags behind growing staffing and organisational costs and has never recovered from long-term cuts to its DE funding. In the near future we look forward to receipt of increased funding, particularly as indicated for the implementation of the Integrated Education Act Strategy. It is difficult to imagine how NICIE could cope with the further increased demand 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 work. These programmes include a partnership with the Integrated Education Fund (IEF). The partnership between NICIE and the IEF has been critical, and we are pleased to see our collaborations continue to deepen. In managing the finances, I would like to congratulate Finance Officer, Maureen Johnston, for effectively balancing NICIE’s budget in difficult financial times.

NICIE appreciates the support and collaboration with its partners in Education. Integrated Education has benefitted from partnerships with our colleagues from AlumNI, APTIS, and from collaborations with the Education Authority, CSSC and other sectoral bodies. NICIE is continually invigorated by the enthusiasm from the education community across Northern Ireland; the school staff that educate our children, alongside volunteer governors who manage

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our schools, do an incredible job. NICIE also played its part collaborating with sector partners to raise awareness of the funding crisis within schools. NICIE will continue to advocate for the education sector.

The NICIE Board of Directors has worked tirelessly throughout the year, not just through formal meetings but by supporting a range of initiatives and tasks. I would like to thank all of the NICIE Directors for their good governance, judgement, and the time they have volunteered throughout the year.

The demand for Integrated Education is undeniable. The NI Life and Times survey found that 55% of respondents preferred Integrated Education. At the time of writing, excluding the Integrated Sector, fewer than 10% of schools in Northern Ireland have at least a 10% mix of pupils from both Protestant and Catholic backgrounds. There has been much activity throughout the year on consultations and the potential for additional funding, but now is the time for action. Legislation requires it and parents demand it. NICIE looks forward to facilitating increased provision while delivering its remit to promote reconciliation in Northern Ireland through Integrated Education.

Eamon Quinn Chairperson, NICIE

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Chief Executive’s Annual Report For the year ending 31 March 2026 Introduction

This has been my first full financial year as Chief Executive of NICIE. It has been a year of consolidation, delivery and preparation for what comes next. Following a period of transition in 2024–25, our focus this year has been on strengthening our impact, aligning with a changing policy environment, and positioning NICIE for the next phase of development under our forthcoming Strategic Plan (2026–2029), which was developed throughout the year. What stands out most is the continued demand for Integrated Education, alongside a clear expectation that NICIE will play a central role in responding to it. This is testament to the significant work of our staff team, who combine passion, creativity and commitment in equal measure.

Delivering at Scale

Across our work to promote, grow and support Integrated Education, we have continued to deliver at a high level. Engagement with schools, partners and the public has increased, and demand for our services remains strong. We have sustained direct engagement with the vast majority of Integrated schools, expanded our ethos development programmes, and continued to support both existing school growth and new provision. This level of delivery evidences the commitment of the team and the strength of the movement. It also reflects a system under pressure, where demand is increasing faster than capacity, particularly in relation to financial resourcing.

A Changing Policy Environment

This has been a significant year for policy development. The publication of Vision 2030 provides a framework for delivery of the Integrated Education Act (Northern Ireland) 2022 and sets out a direction for the next phase of development. NICIE has been identified as a key delivery partner across a number of actions. We have worked closely with the Department of Education and sectoral partners to support this work, including contributing to policy development, supporting guidance for schools, and engaging in emerging approaches to understanding demand. While there is greater clarity of intent at system level, the challenge remains to translate that intent into delivery.

Growth in a Challenging System

Integrated Education continues to grow in the context of an overall decline in pupil numbers. New nursery provision, continued interest in transformation, and progress on new school projects all provide important opportunities for children and young people to access Integrated Education. At the same time, wider system constraints continue to limit the pace of change. Capital funding pressures and delays in decision-making remain significant barriers. Transformation remains a key route for growth. Our work this year has focused on strengthening the support available to schools considering this pathway and working with partners to improve the overall process. All of this takes place in the context of a wellrecognised funding and structural challenge across the education system. As reflected in the Department’s five-year budget strategy consultation, there is a need for both increased investment and system reform. Without this, it is difficult to see how the current model can be

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sustained. We will continue to advocate that Integrated Education provides an option for all traditions and beliefs, while respecting the centrality of parental preference.

Supporting Quality and Ethos

Demand for support in developing and sustaining the Integrated ethos remains high. Our programmes, including ethos development, the Excellence in Integrated Education Award, and practitioner forums, continue to attract strong engagement. There is clear evidence of commitment across the sector, with schools actively seeking to deepen and strengthen their integrated practice. This ongoing professional engagement is central to maintaining quality and ensuring that growth is matched by a strong and authentic ethos.

Capacity and Sustainability

NICIE continues to operate within a constrained financial environment. We remain grateful for the investment of the Department of Education in a challenging fiscal environment. In real terms, core funding has reduced significantly over the past decade, while expectations and demand have increased. Additional support from the Northern Ireland Office (NIO) and the Irish Department of Foreign Affairs (DFA) has been critical in enabling delivery this year. We are delighted that the NIO announced they will support our work for a further three years and we look forward to applying again for funds from DFA. Without this support, our ability to respond to demand would be significantly reduced. However, reliance on short-term funding is not sustainable, for both our beneficiaries and for our team, with several staff on rolling fixed-term contracts. If NICIE is to deliver effectively on its role as a key partner in implementing Vision 2030 and supporting the delivery of the Integrated Education Act (Northern Ireland) 2022, a stable and appropriately resourced core funding position will be essential.

Looking Ahead

The direction of travel is clear. For the first time, there is a system-level commitment not only to support Integrated Education but to identify and meet demand. This presents a significant opportunity. Our focus now turns to delivering on Vision 2030, implementing our new Strategic Plan, strengthening organisational capacity, and continuing to support schools and communities. This is long-term work, but there is clear momentum and a strong foundation to build on.

Acknowledgements

I would like to thank the NICIE staff team for their professionalism and commitment throughout the year. My thanks also to our volunteer Board of Directors for their continued leadership and support. In particular, I thank our Chairperson, Eamon Quinn, who contributed significant time, effort and skill throughout the year. We continue to benefit from strong collaboration across the education sector, particularly with colleagues in the Integrated Education Fund. Finally, I want to recognise the leadership within schools. Governors, principals and staff continue to drive this work forward and remain central to the progress of Integrated Education. At its heart, this work is about children and young people. It is about ensuring that every child has the opportunity to learn alongside others from different backgrounds, to develop confidence in their own identity,

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and to build understanding and respect. In doing so, they are not only preparing for the future but actively shaping a more shared and peaceful society in the here and now.

Sean Pettis Chief Executive Officer NI Council for Integrated Education

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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 aid by DE under the Education Reform (Northern Ireland) Order 1989. it was designated as an NDPB in 2012.

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.’

This Governance Statement sets out the governance structures, risk management and internal control procedures that have operated within NICIE during the financial year 2025-2026.

This 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 reflects NICIE’s activities and governance for the current financial year.

Scope of responsibility

As Accounting Officer, I operate in accordance with best practice in business integrity, ethics and maintain the highest standards of financial reporting and governance. In accordance with the responsibilities assigned in the MPMNI. As part of the requirement of Accounting Officers, I have completed Accounting Officer training and meet with the DE Accounting Officer. I am responsible for a robust system of internal control 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.

The system of internal control is informed by ongoing risk management process to identify and prioritise the risks to the achievement of NICIE’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 is due to be replaced by the Partnership Agreement later this year.

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

Following the publication of the Programme for Government in 2025, NICIE has developed an interim Strategic Plan for the year to 31 March 2026 and is currently planning and preparing its new Strategic Plan for the next three years which will be launched later this year.

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Th existing 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.

  1. Grow Integrated Education

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

  1. Support Integrated Education

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

  1. NICIE is an effective organisation

Strengthen NICIE’s organisational infrastructure to ensure it is transparent, accountable and equipped to deliver sectoral leadership in line with statutory responsibilities and good practice.

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 strategic objectives across the period 2022-2026. I have ensured that where possible, the aims and objectives have been communicated to and progressed by staff, Board of Directors (BoD) and relevant stakeholders during the year and that these are regularly reviewed.

Governance Framework

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

Progress against the delivery of the Business Plan was regularly reviewed along with key risks associated with the delivery of NICIE’s objectives throughout the year. Formal Evaluation reports were submitted at predetermined intervals along with updates on progress against the objectives set.

NICIE has been working within our current Development Team capacity to respond to the increasing demand for our services. This DE funded team currently consists of three Senior Development Officers and one Development Officer. In addition, this year NICIE has a part time Communications Officer since December 2025 on a fixed term contract limited to March 2026 due to one year budget cycles and limited resources.

NICIE has obtained restricted funding from the Northern Ireland Office aligned to specific key performance objectives and used to support staff and programme costs. The Irish Department of Foreign Affairs, through a partnership with the Integrated Education Fund, have also funded a Development Officer until 30 April 2026.

In the 2025-26 school year, there were approximately 28,617 pupils enrolled in Integrated schools. Two schools were not approved for Transformation by DE and a further five are awaiting a decision. Two other

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Development Proposals were approved in 2025-26 for increased admissions in a GMI Post Primary. Two Development Proposals for Nursery Units were not approved.

This year has required ongoing support from NICIE for schools seeking Transformation to Integrated Status. One case for change was submitted to EA for schools Transforming to Integrated status.

Development Proposals for significant change to the Integrated Schools sector

There are two more cases for change at an advanced stage, with pre-publication consultations due across year end. One of these is for increased enrolment in oversubscribed GMI Post Primary schools and one for the introduction of academic selection.

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 DE 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 2026-27.

Structure of NICIE

Board and Committees

The Board of Directors has a current membership of 15 non-executive members.

The role of the Board is to provide leadership to NICIE, 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
•Up to 5 members to be elected at
AGM		 Those engaged in running a particular Integrated
school.
2. Support members / Trust
•Up to 3 members to be elected at
AGM		 Organisations for the support and promotion of
Integrated Education.
3. Teacher members Representatives of teacher organisation. Up to 2
members nominated by The Teachers’ Committee
4. Principal Members
•Up to 2 members nominated by
APTIS (Association of Principal
Teachers in Integrated Schools).		 Representatives of Principals’ association. Currently
only 1 member.

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  1. Early Years members

  2. Early Years members Those engaged in running pre-school provision in a • 1 member nominated by Teachers particular Integrated school. Committee

  3. Co Opted To provide additional experience. Currently 3 • Up to 3 directors Directors in 25/26.

  4. Co Opted

  5. Department of Education 4 people appointed by DE

Board and Committees Structure

There are four committees which serve and report to the Board of Directors. 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, in line with NICIE’s Articles of Association.

NICIE Board and Committees Structure

Attendance at Meetings

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

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Director/Member Board of
Directors
6 meetings,
+ AGM)		 Audit & Risk
Assurance
Committee
4 Zoom mtgs		 Finance, General
Purposes & Staffing
Committee
4 meetings		 Policy and
Planning
Committee
1 meeting		 Governance
Sub
Committee
2 Meetings
Adele Kerr 83% - 50% - -
Ashleigh Moran 86% - - - -
Bernie Webster 100% - 75% - -
Bill Miscampbell
(co-optee)		 100% - 100% - -
Cathal Mullaghan 83% 75% - 0 -
Colin Millar 100% 100% - - 100%
Colleen Armstrong
(Joined November
25)		 100% 100% - - -
Duncan Morrow 83% - - - -
Eamon Quinn
Chairperson (co-
optee) Joined
FGPSC July 25		 100% - 100% 100% 100%
Colleen Armstrong
(Appointed
November 2025)		 67% - 100% - -
Helen Smyth 83% 100% - 100% -
John Scott
(deceased May
2025)
Nigel Arnold 57% 75% - - -
Pamela Algie 86% 0% - 0 -
Sandra Patterson 100% 75% - 0 -
Shane Greer 43% - 0 100% -
Patrick Mc Ilveen 100% - - 100% -
Andrew Talbot
(Coopted
Governance Sub-
Committee
Member)		 - - - - 50%
Claire Loftus
(Coopted FGPSC
Member)
-
-		 100%

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Director/Member Board of
Directors
6 meetings,
+ AGM)		 Audit & Risk
Assurance
Committee
4 Zoom mtgs		 Finance, General
Purposes & Staffing
Committee
4 meetings		 Policy and
Planning
Committee
1 meeting		 Governance
Sub
Committee
2 Meetings
Anne Murray
Cavanagh
(Coopted
Governance Sub-
Committee
Member)		 - - - - 100%
Claire Loftus
(Coopted FGPSC
Member)		 - - 100% - -
Maeve Marnell
(Coopted
Governance Sub-
Committee
Member)		 - - - - 100%
Matt O Neill (Co
optee P&P
Member)		 - - - 0 -

Performance of the Board 1 April 2025 - 31 March 2026

The Board of Directors held six meetings and an Annual General Meeting (AGM November 2025.) It was agreed that the Board meetings would continue to focus on strategy and the future direction of NICIE. The Governance Sub-Committee was tasked with bringing forward new draft Articles of Association for NICIE to be fully aligned with current legislation. This process will continue into the year 2026-27.

During the period, ‘Vision 2030: A Strategy for Integrated Education’ was published by DE. NICIE are pleased to be a significant delivery partner across several actions contained in the strategy, which is aligned to the requirements on the Department brought about by the Integrated Education Act 2022. NICIE has provided consultation responses to DE as a ‘Section 3’ body identified in the Act within timescales provided. We have submitted a request for additional funds in the 2026-27 year based on the additional tasks commissioned to NICIE under the strategy.

During the year, the Chairperson continued to review the attendance of Board Members for the previous 12 months and reiterated the need for attendance and participation.

The Chairperson was 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 and monitored. Following analysis of a skills audit, we were also delighted to welcome a new Director with Finance experience to add to the proactive and dynamic Board.

The Board meetings were held as hybrid with some attendees online and some in the NICIE offices, whereas all subcommittee meetings continued to be online. NICIE held an in-person board strategy day in June 2025. All new Directors received induction training to ensure that they were briefed accordingly and were aware of their duties.

The Chairperson annually undertakes Board member appraisals. An annual Skills Audit was also undertaken, and a summary report of feedback and recommendations were circulated to the Board and

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discussed. Board members will continue to be subject to ongoing performance appraisal, with a formal assessment being completed by the chairperson at the end of each financial year and prior to any reappointment of individual members taking place. The results of the audit are summarised below:

Across the audit, Board members rated themselves on a scale of 1 to 5:

The analysis of the audit focused on members rating themselves at levels 4 and 5, rather than a composite score. The NICIE Board demonstrated significant strengths in areas closely aligned to its strategic mission, including:

However, the data also highlighted areas for development, particularly in areas essential for NDPB governance:

The appraisals also formed part of the assessment of the Board's effectiveness and were reported accordingly. An external Board Effectiveness Review had been conducted in the previous year by the

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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.’ They had suggested some minor recommendations which were being implemented which included the final sign off and approval of the Partnership agreement and reviewing the existing MSFM (or Partnership Agreement) at the annual Board away day.

The chairperson conducted an annual appraisal with NICIE’s vice chairperson in April 2025. An annual appraisal with DE and the NICIE chairperson is planned for April 2026. The wider Board Member appraisals which took place in April 2025 provided useful feedback which has informed Board practice in the rest of the year. Issues which were raised and addressed throughout the year included communication with Directors, increased communication between Committee Chairpersons via pre-board meeting meetings, improvements to communication for online meetings, and requests for in person/ face to face meetings, all of which have been followed up and have improved board effectiveness.

I also had monthly 1-1 meetings with the Chairperson 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. Finance Training was identified where three Board members attended. In addition, training focused on risk management was also organised and will take place early in the 2026-27 year.

Members at all Board meetings are formally invited to declare actual, perceived and/or potential conflicts of interest and outcomes are formally recorded.

The Board reviewed, 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. A Report Card monitoring achievement of Business Plan objectives is regularly updated.

During the year, the Board reviewed reports from 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 implemented an interim Strategic Plan for 2025-2026 and reviewed the progress on the existing strategic plan and drafted a business plan for 2026-27. The Board also discussed the effectiveness of the reporting processes to the Board as part of the Board Effectiveness programme.

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 given the current challenging financial climate, that budgets were being managed appropriately and all was in order. NICIE continues to submit appropriate 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 across a number of years 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 assisting effective Board meetings, I ensure that the Accounting Officer/CEO Report is circulated prior to the Board meetings along with any other relevant papers.

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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 Audit and Risk Assurance Committee formally met on four occasions during 2025-2026 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. It also carried out a “Deep Dive” of each of the four risks throughout the year at the committee meetings. In addition, an exercise was carried out to make the report more succinct and align it to DE Corporate Risk Register. NICIE is planning to revise the Risk Register and introduce a new more user-friendly template.

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 March 2025 and will also be responsible for the reports to 31 March 2026.

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

The committee also reviewed the results of the Test Drill exercise of NICIE’s Business cases and Post Project Evaluation and correspondence from the DE Permanent Secretary and agreed with the additional assurances put in place. It was agreed that this would continue to be reviewed and would be a standing item at ARAC.

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

Representatives from the DE IE Sponsor Team 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 Chairperson, CEO and other members, 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. Its function is to focus on the finance and personnel issues presented to the Board. This Committee also dealt with all issues relating to staff and premises.

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

This committee also included the Chairperson of NICIE. Progress was then reported accordingly to the Board.

In conjunction with the Finance Officer, I review the monthly financial management statements prior to presentation to the FGPSC who consider the financial and performance management of NICIE to assist with ensuring that all budgets balance.

In this Financial year, a significant deal of time was dedicated to managing staff resources and budget concerns regarding staff on fixed term contracts. The impact of delayed recruitment on overall budget spend was also highlighted.

Health and Safety and Accommodation is a standard item on the FGPSC agenda to ensure that the office is 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.

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. The Committee welcomed the change during the year in Procurement expenditure increasing the £10,000 to £50,000 where three written quotations are sought, rather than having to adhere to the time and costs that NICIE previously had to incur for all tenders over £10,000 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 Policy and Planning Committee held one meeting during the year to formulate & recommend NICIE’s policy position on various educational policies to the Board. There were also a number of sub-group meetings organised to develop a new Strategic Plan for 2026-2029. Committee members provided 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 works under.

39

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Governance Committee

The Governance Committee as established in December 2024 with the overall purpose to address issues related to governance. The Governance Committee is composed of three NICIE Directors and three CoOptee members/ non board members. The Co-Optees are two qualified solicitors (one of which is a governance specialist, and one is a former NICIE Chairperson), and a representative from one of the Integrated Education Trusts to ensure founding views that informed Integrated Education are included in deliberations and proposed improvements.

In the reporting period the committee met twice.

In the reporting period the governance issues that were progressed included Template Articles of Association for GMI Schools, refinement of NICIE Board Roles, work on NICIE’s new Articles of Association, review of NICIE Board Member Terms of Reference and Code of Conduct, and Board improvement. Development of NICIE’s new Articles of Association will progress and be completed within the 2026-27 period.

Initial work was undertaken on standardising the Terms of Reference for the NICIE Board Committees and a scheme of delegation for committees to clarify responsibilities and powers.

Compliance with Corporate Governance

We continually review NICIE’s governance structures, as set out in code (DAO/ (DoF) 02/2025), risk management and internal controls to ensure that we comply with the Corporate Governance Code.

The Management Statement and Financial Memorandum (MSFM), soon to be replaced by the Partnership Agreement sets out a broad framework within which the Council is required to operate, and the Financial Memorandum defines certain financial provisions to be observed by NICIE. As Accounting Officer and CEO, I have ensured that the MSFM has been adhered to for the financial year 2025-2026. At the time of writing, we believe the Partnership Agreement will be completed and signed off early in April 2026. As part of this process, NICIE also has prepared a Corporate Governance Framework with the support of the Integrated Education (IE) Team in DE which will be published once revision work on Terms of Reference are completed.

NICIE has continued to review its internal procedures to ensure that all services are fit for purpose, that business cases are submitted to the IE Team 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.

There is ongoing compliance with all relevant Companies House and Charity Commission for Northern Ireland requirements.

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

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(Company limited by guarantee)

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 Cooper Parry (formerly Cavanagh Kelly Accountants) 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.

There were some minor recommendations identified for improvement to be considered by management on the Business Continuity Plan which have now been implemented.

The Internal Auditor was therefore able to give positive assurance to me as Accounting Officer that the above areas were satisfactory.

A review of the progress made by NICIE in implementing prior year recommendations was also undertaken and all prior year internal audit recommendations have been implemented or are being progressed which includes the final approval of the Partnership Agreement between NICIE and DE.

External Auditor

There were no control deficiencies identified during the year to 31 March 2025 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 2025-2026.

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 the 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 fora 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.

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Additionally, our Internal Auditors Cooper Parry independently compiled the internal audit report, and the External Auditors SCC Chartered Accountants, independently verified the Final Financial Statements. It is my view and the view of the committees that the quality of the data used by NICIE is of an acceptable standard.

The staffing structure of NICIE at the end of 2025-2026 is highlighted below:

I have continued to prudently manage NICIE’s budget and limited staff resources despite an increasing demand for our services. Given wider developments in the Education sector, including considering and responding to consultation exercises and attendance at information events, there has been a significant further demand on limited resources.

The lack of 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 a significant proportion of NICIE’s Development Team is made up of external funding posts who are on fixed term contracts.

Ministerial Directions

No Ministerial Directions were given for the year to 31 March 2026.

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 there is ongoing compliance with all health and safety requirements and impacting legislation.

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

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(Company limited by guarantee)

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 has a Business Continuity Plan in place, which has also been reviewed and updated to manage all risks and associated internal controls including hybrid working.

The Chairperson of the Audit and Risk Assurance Committee reports to each Board meeting on any matters of criticality.

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 2025/2026 are highlighted in the table below.

Management of Significant Risks

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

The four headline risks are highlighted below:

Risk 1

NICIE budget is insufficient, not aligned to delivering on the Department of Education’s statutory duties and NICIE’s Strategic Priorities, and /or is managed ineffectively

Risk 2

Weak and ineffective governance & accountability arrangements Risk 3

Failure to exercise proper stewardship, and maximise the resources allocated to NICIE in line with Financial

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

Memorandum (to be replaced with Partnership Agreement) and grant conditions where applicable, within a proper financial control framework under Non-Departmental Public Body (NDPB) status

Risk 4

Failure to support, promote and grow Integrated Education

The first three risks relate to financial management and governance, while risk 4 is operational and highlights the risk of failing to support, promote and grow Integrated Education.

A summary of the underlying areas of concern and management of risks from the NICIE CRR for 2025/2026 are highlighted in the table below.

Management of Significant Risks

CRR
Risk
#		 Description of Risk Remedial action taken Resoluti
on Time
Scale
1 1. Lack of financial resources
required for delivery of
Integrated Education
Strategy.		 • Formal request to Minister for
additional £65k to be submitted via
IMIE team		 April
2026
1 2. Funding currently provided
is not adequate to address
contractual pressures such
as pay, inflationary
increases, potential
insurance claims and meet
demands of DE Strategic
Priorities.		 • Bids made in monitoring rounds
and urgency regarding funding
highlighted at recent IMIE and
GAR meeting.		 April
2026
1 3. Continued concerns
regarding lack of clarity re:
management of potential
legal claims and process
regarding extraordinary
bids.		 • Request made by CEO/Accounting
Officer
and
Board
to
clarify
issue/provide guidance as outlined
in Managing Public money and
Projected budget.
•
Additional Guidance received in
October 2025 to be appraised and
risk
•
reviewed.		 Ongoing
4 4. Department of Education
policy changes or
statements issued related to
Integrated Education
negatively impacts on
potential Transformations
and the growth of
Integrated Education.		 • Request to meet with Senior DE
Team and GAR meeting November
2025.
• Continued engagement with DE in
the re-working of the Integration
Education guidance.		 Ongoing

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

4 5. Unclear scope of NICIE
services creates unrealistic
expectations from sponsors,
stakeholders and the public,
potentially impacting on
our reputation and ability to
effectively grow, support
and promote Integrated
Education.		 • Develop the planning process for a
new 2025-2028 Strategic Plan with
greater involvement and ownership
of stakeholders.
• Internal review of service scope
and availability of resources by
staff.
• Inform scope of proposed review of
NICIE services included in the
draft Integrated Education Strategy
• Meeting IE Implementation Team
re: Vision 2030 actions.		 March
2027
3 6. Public body legal
requirements such as
Freedom of Information
and compliance/regulatory
requests from DE divert
staff time and/or utilises
disproportionate staff time.		 • Rigorously apply ICO guidance
and the NICIE FoI Policy to any
requests received.
• Joined DE Data Protection Forum
Aug 2025
• Explore measures with DE for
more proportionate financial return
monitoring.
• Potentially utilise Monitoring
round bids to increase financial
resources available for legal fees to
ensure FoI compliance.		 Ongoing
4 7. Failure to adequately
monitor and assess demand
for Integrated Education
impacts on growth.		 • Partnership working with DE in the
development of a demand report as
per actions in Vision 2030.
• Rigorous in-house assessment of
available data.		 Ongoing.

I am satisfied that these CRR risks were managed accordingly, and that tolerable and considerable progress continues to mitigate these risks. NICIE has approached DE’s IE Team for assistance and training in Risk Management with the aim to potentially streamline the current register.

One of the risks that continues to present the greatest challenge and highest risk to NICIE is risk 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.

It is important for NICIE to play its part in promoting Shared Education and encouraging Integrated schools

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(Company limited by guarantee)

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 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 the Integrated Education Strategy. NICIE is committed to ongoing engagement to implement commissioned activities in the finalised Integrated Education Strategy in line with budget allocation.

The removal of the 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 nine schools currently awaiting progression.

NICIE is 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. The internal audit also confirmed a ‘satisfactory’ rating in relation to fraud management (January 2026).

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 2025-2026

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 2025-2026.

Data Security breaches

There were no identified 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 information governance processes, procedures, and control. NICIE staff also ensure that all archived

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

materials were appropriately dealt with which included archiving, destroying, and returning materials to schools. NICIE continues to review and adhere to its Retention and Disposal Policy to ensure that records are managed in accordance with GDPR regulations.

Significant Governance Issues

No further significant governance issues have been identified by ourselves, our funders, our internal and our external auditors.

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 March 2026 and identifies a range of significant 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 Chairperson on 21[st] April 2026

Signature of ARAC Chairperson

Signature of Accounting Officer

Date of Signature 21[st] April 2026

The Northern Ireland Council for Integrated Education

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(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:

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)

2025-2026 2025-2026 2024-2025 2024-2025
Salar Benefits Bonus Pension Total Salary Benefit Bonus Pension Total
y
£’000		 in kind
(to
nearest
£100)		 Benefits
(to
nearest
£1,000)		 (£’000) £ s in
kind
(to
nearest
£100)		 Benefit
s
(to
nearest
£1,000)		 (£’000)
R Marshall -
-		 - - - 25- 100 - 4,000 30-35
CEO 30
(Resigned July
24)
M Johnston 45-50 100 - 9,000 55-60 45- 100 - 9,000 55-60
Finance 50
Officer
C Scott Wills 45-50 100 9,000 55-60 45- 100 - 9,000 55-60
Senior 50
Development
Officer
L McAlpine - - - - - 5-10 100 - 1,000 5-10
Senior
Development
Officer

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The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

(Resigned April 2024)

S Pettis 65-70 100 - 13,000 80-85 40- 100 - 8,000 55-60
CEO) 45
L Johnston
Senior
Development
Officer 45-50 100 - 9,000
60-65		 45- 100 - 9,000 60-65
E Humme 50
Senior
Development
Officer 45-50 100 - 9,000 60-65 45- 100 - 9,000 60-65
50

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 2026 (2025: £nil).

Off payroll engagements

During the year, there were no off-payroll engagements (2025: none).

Staff turnover

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

April 2025 to March 2026 April 2025 to March 2026 April 2024 to March 2025 April 2024 to March 2025
Number of staff % of headcount Number of staff % of headcount
Starters 2 15.4% 4 30.8%

The Northern Ireland Council for Integrated Education

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(Company limited by guarantee)

2 15.4% 4 30.8% Leavers

Remuneration and Staff report (continued)

Pay Ratios

The banded remuneration of the highest-paid officer in NICIE in the financial year 2025-2026 was £60,000 - £69,000 (2024-25, £45,000-£50,000). The relationship between the mid-point of this band and the remuneration of the NICIE workforce is disclosed below.

2025-2026 25th
percentile		 Median 75th
percentile
Total remuneration (£) 11,179 36,379 49,282
Pay ratio 1.30:1 1.24:1 1.16:1
2024-2025 25th
percentile		 Median 75th
percentile
Total remuneration (£) 17,720 27,356 44,389
Pay ratio 1.41:1 1.08:1 1.03:1

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 £11,179, £36,379 and £49,282, respectively.

Remuneration ranged from £6,168 to £69,875 (2024-25, £8,282 to £48,993).

Percentage Change in Remuneration

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

Percentage change for: 2025-26 v 2024-
25		 2024-25 v
2023-24
Average employee salary and allowances 3.45% 7.14%
Highest paid director’s salary and allowances Nil Nil

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(Company limited by guarantee)

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

Remuneration and Staff report (continued) Pension entitlements

Officials Accrued pension Real CETV CETV Real Employer
at age 60 as at increase at 31 at 31 increase/ contribution
31 March 2026 in March March Decrease to
and related lump pension 2026 2025 in CETV partnership
sum and £’000 £’000 £’000 payment
£’000 related Nearest
lump £100
sum at
age 60
£’000
R Marshall - - - 199 - -
Chief Executive -
Officer (Retired
July 24)
M Johnston 11-15 0-2.5 219 197 12 -
Finance Officer No lump sum
C Scott Wills 21-25 0-2.5 368 339 13 -
Senior Plus lump sum
Development 10-15
Officer
L McAlpine - - - 409 - -
Senior
Development
Officer (Retired
April 2024)
Sean Pettis 0-5 0-2.5 28 11 11 -
CEO(Appointed No lump sum
August 2024)
L Johnston 6-10 0-2.5 102 83 12 -
Senior No lump
Development sum
Officer
E Humme 5-10
Senior No lump sum 0-2.5 75 60 10 -
Development
Officer

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(Company limited by guarantee)

Remuneration and Staff report (continued)

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 2026 and the contributions to be paid until 31[st] March 2026 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.

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

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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 Remuneration and Staff report (continued)

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)

Staff cost (Audited)
Permanently
employed
staff
Temporary
agency
staff
Total 2026
£		 2025
£
Wages and salaries
552,465
-
552,465
Social security costs
60,586
-
60,586
Otherpension costs
91,593
-
91,593		 566,359
52,072
93,032
704,644
704,644
Less recoveries in respect of
outward secondments
NIO Funded Staff
(49,908)
(148,671)
IAS 19 – Actuarial valuation
Current service cost
65,000
Past service cost/(gain)
Contributions bythe employer
(91,000)		 711,463
(43,002)
(198,107)
97,000
(93,000)
Total Net costs
480,065		 474,354
Number Number
The average monthly number of persons employed by the
companyduringtheyear was:
13		 13

Some staff employed by the company in 2026 and 2025 had permanent fixed term contracts of employment. During the year, the charity incurred costs of £14,590 (2025: £14,028) relating to agency staff and secondees. The staff consists of 10 female and 4 male employees. The sickness absence rate for the year was 2026:92 days 2.94% (2025: 146 days 4.6%) 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 (2025: £0). One employee falls in emoluments band over £60,000 for the current year (2025: 0) and details are below.

53

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

2026 2025
£’000 £’000
- -
Chief Executives’ remuneration – Roisin Marshall (Retired July
2025) 69,875 -
Chief Executives’remuneration–Sean Pettis
Company pension contributions to NILGOSC pension scheme.
Roisin Marshall
Sean Pettis		 -
13,040		 -
-
82,915 -

Compensation schemes – exit packages

The following section provides details of the exit packages paid by the company. details of the exit packages paid by the company. details of the exit packages paid by the company.
Number of Total number of Total number of
voluntary exit packages exit packages by
redundancies by cost band cost band
2026 2025
< £10,000 Nil
Nil		 Nil
£10,000-£25,000 Nil
Nil		 Nil
Total number of exit Nil
Nil		 Nil
packages
Total resource cost Nil
Nil		 Nil

Eamon Quinn

Chairperson NICIE Date 20[th] June 2026

54

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. (2024/2025 – £nil)

Fees and Charges

There were no fees or charges made by the Council in the year. (2024/2025 - £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 2025-2026, (2024-2025 £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

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(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 2026 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:

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

56

(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:

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

57

(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:

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

58

(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:

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:

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 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

20 June 2026

1 The Square Moy Co. Tyrone BT71 7SG

The Northern Ireland Council for Integrated Education

60

(Company limited by guarantee)

Statement of financial activities (including income and expenditure account) for the year ended 31 March 2026

2026 2025
Note £ £
Incoming resources/income
Incoming resources from generated funds
- Voluntaryincome 3 908,727 868,545
Total incoming resources 908,727 868,545
Resources expended/expenditure
Charitable activities
- Development of Integrated Education and (917,962) (939,166)
schools in Northern Ireland
Governance costs (13,404) (13,380)
Other resources expended
- Other finance costs 6 46,000 16,000
Total resources expended (885,366) (936,546)
Net outgoing resources before recognised 4 23,361 (68,001)
gains and losses
Re-measurement on defined benefitpension 12 - -
Net movement in funds 23,361 (68,001)
Funds at 1 April 73,533 141,534
Funds at 31 March 14 96,894 73,533

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.

61

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Statement of financial position as at 31 March 2026

2026
Note
£		 2025
£
Non-current assets
Property,plant, and equipment
7
14,505		 9,218
Current assets
Trade and other receivables
9
9,928
Cash and cash equivalents
10
128,962		 48,748
81,801
138,890 130,549
Total assets
153,395		 139,767
Current liabilities
Trade and otherpayables
11
(56,501)		 (66,234)
Non-current assets less net
current liabilities
96,894		 73,533
Non-current liabilities
Pension commitments as per
Note 12
12
-		 -
Total assets less liabilities
96,894		 73,533

The financial statements on pages 60 to 61 were approved by the Board of directors on 20[th] June 2026 and were signed on its behalf by: Mr Eamon Quinn, Chairperson of NICIE Board of Directors.

The notes on pages 64 to 79 form an integral part of these financial statements

Eamon Quinn Chairperson

Sean Pettis Chief Executive Officer

The Northern Ireland Council for Integrated Education

62

(Company limited by guarantee)

The Northern Ireland Council for Integrated Education Registered number: NI022427

Statement of cash flows for the year ended 31 March 2026
2026 2025
Note £ £
Net cash (outflow)/inflow from operating 56,549 (92,623)
activities
Cash flows from investing activities
Purchase ofproperty,plant, and equipment 7 (9,388) (4,455)
Net cash inflow (outflow) from investing (9,388) (4,455)
activities
Net (decrease)/increase in cash and cash 47,161 (97,078)
equivalents in the year
Cash and cash equivalents at the beginning of 81,801 178,879
the year
Cash and cash equivalents at the end of the 10 128,962 81,801
year

63

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

2026		 2025
£ £
Net (outgoing)/incoming resources before 23,361 (68,001)
recognised gains and losses
Depreciation on tangible fixed assets 4,101 3,731
Movement in trade and other receivables 38,820 (43,672)
Movement in trade and other payables (9,733) 15,319
Difference between pension charge and cash - -
contributions
Other finance costs - -
Net cash inflow/(outflow) from operating 56,549 (92,623)
activities

The Northern Ireland Council for Integrated Education

64

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026

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.

65

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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 2027, 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

66

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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

67

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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 actuaries 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

68

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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 2026

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

The Northern Ireland Council for Integrated Education

69

(Company limited by guarantee)

for the specific objects specified by the donor.

Notes to the financial statements for the year ended 31 March 2026 (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

2026 2025
£ £
Department of Education Northern Ireland 687,526 653,212
Northern Ireland Office 170,000 170,000
Integrated Education Fund - -
Donations 1,293 2,331
Recoveries in respect of
outward secondments (Irish 49,908 43,002
Department of Foreign Affairs
and Trade)
908,727 868,545

4 Net outgoing resources before recognised gains and losses

2026 2025
£ £
This is stated after charging:
Staff costs (Note 5) 704,644 715,463
Depreciation of property, plant, and equipment (Note 7) 4,101 3,731
Fees payable to NICIE’s auditors for the audit of the financial 7,200 7,200
statements
5 Staff costs 2026 2025
£ £
Wages and salaries 552,466 566,359
Social security costs 60,586 52,072
Otherpension costs 91,592 93,032
704,644 711,463
IAS 19 – Actuarial valuation
Current service cost 65,000 97,000
Past service cost/(gain) -
Contributions bythe employer (91,000) (93,000)
678,644 715,463

70

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (continued)

• Staff costs (continued)

During the year, the charity incurred costs of £14,590 (2026: £14,028) 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 (2025: £0). One employee falls in emoluments band over £60,000 (2025: none) and details are below.

2026 2025
£ £
Chief Executives’ remuneration – Roisin Marshall (Retired July
2025)
-
Chief Executives’ remuneration – Sean Pettis 69,875 -
Company pension contributions to NILGOSCpension scheme. 13,040 -
82,915 -
6
Other finance costs		 2026 2025
£ £
Interest income on pension scheme assets 185,000 147,000
Interest cost on defined benefit obligation (139,000) (131,000)
46,000 16,000

The Northern Ireland Council for Integrated Education

71

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (continued)

7 Property, plant, and equipment

7
Property, plant, and equipment
Information
technology
Furniture
and
fittings
£
£		 Total
£
Cost
At 1 April 2025
63,914
26,407
Disposal
-
-
Additions
9,314
74		 90,321
-
9,388
At 31 March 2026
73,228
26,481		 99,709
Accumulated depreciation
At 1 April 2025
54,990
26,113
Depreciation on Disposal
-
-
Charge for theyear
4,024
77		 81,103
-
4,101
At 31 March 2026
59,014
26,190		 85,204
Net book amount
At 31 March 2026
14,214
291		 14,505
At 31 March 2025
8,924
294		 9,218
Information
technology
Furniture
and
fittings
£
£		 Total
£
Cost
At 1 April 2024
59,680
26,761
Disposal
-
(575)
Additions
4,234
221		 86,441
(575)
4,455
At 31 March 2025
63,914
26,407		 90,321
Accumulated depreciation
At 1 April 2024
51,290
26,657
Depreciation on Disposal
-
(575)
Charge for theyear
3,700
31		 77,947
(575)
3,731
At 31 March 2025
54,990
26,113		 81,103
Net book amount
At 31 March 2025
8,924
294		 9,218
At 31 March 2023
8,390
104		 8,494

The Northern Ireland Council for Integrated Education

72

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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

2026 2025
£ £
Trade receivables 8,922 41,215
Prepayments and accrued income 1,007 7,533
9,928 48,748

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
Cash and cash equivalents
2026
£		 2025
£
Balance at 1 April
81,801
Net change in cash and cash equivalents
47,161		 178,879
(97,078)
Balance at 31 March
128,962		 81,801
The followingbalances at 31 March were held at:
Commercial banks and cash in hand
128,962		 81,801
11
Trade and other payables
2026
£		 2025
£
Trade payables
48,607
Accruals and deferred income
7,894		 58,837
7,397
56,501 66,234

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.

73

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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:

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

2026 2025
Rate of increase in salaries 4.3% 4.0%
Rate of increase in pensions in 2.8% 2.5%
payment
Discount rate 6.2% 5.8%
Inflation assumption 2.8% 2.5%
Pension accounts revaluation rate 2.8% 2.5%

The mortality assumptions used were as follows:

The mortality assumptions used were as follows:
2026 2025
Years Years
Average expected future life at age 65 for:
Male currently aged 65 22.0 21.6
Female currently aged 65 25.3 24.5
Male currently aged 45 22.3 22.2
Female currentlyaged 45 25.6 25.2

`

The Northern Ireland Council for Integrated Education

74

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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 2026 31 Mar 2025
£ £
Equities 41.6% 0.0% 41.6% 1,437,280
1,320,774
Property 0.0% 9.8% 9.8% 338,590
303,810
Government Bonds 21.9% 0.0% 21.9% 756,645
502,086
Corporate Bonds 4.3% 0.0% 4.3% 148,565
124,722
Multi Asset Credit 13.3% 0.0% 13.3%
459,515
415,740
Cash 3.1% 0.0% 3.1% 107,105
342,186
Other 0.0% 6.0% 6.0% 207,300
188,682
Total market value 84.2% 15.8% 100% 3,455,000
3,198,000
of assets
Present value of 2,559,000
2,443,000
scheme liabilities
Unrecognised (896,000)
(755,000)
(Surplus)/Deficit
in scheme
Net asset (liability) - -
recognised on
Statement of Financial
Position

Reconciliation of present value of scheme liabilities

2026 2025
£ £
At 1 April 2,443,000 2,773,000
Current service cost 65,000 97,000
Past service cost - -
Member contributions 33,000 33,000
Interest cost 139,000 131,000
Re-measurement on scheme liabilities 21,000 (487,000)
Benefitspaid (142,000) (104,000)
At 31 March 2,559,000 2,443,000

The Northern Ireland Council for Integrated Education

75

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026

Pension commitments (continued)

Reconciliation of fair value of scheme assets

Reconciliation of fair value of scheme assets
2026 2025
£ £
At 1 April 3,198,000 3,060,000
Expected return 185,000 147,000
Re-measurement on scheme assets 90,000 (31,000)
Employer contributions 91,000 93,000
Member contributions 33,000 33,000
Benefitspaid (142,000) (104,000)
At 31 March 3,455,000 3,198,000

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:

2026 2025
£ £
Current service cost 65,000 97,000
Interest on net defined benefit liability/(asset) (46,000) (16,000)
Interest on unrecognised asset 44,000 12,000
Return on plan assets (90,000) 31,000
Actuarial (gains)/losses 21,000 (487,000)
Adjustment loss due to restriction of surplus 97,000 488,000
Total operatingcharge 91,000 125,000

The total service cost of £65,000 (2025: £97,000) is included within staff costs. The total contributions expected to be made by the scheme by NICIE in the year to 31[st] March 2026 are £124,000 (2025: £126,000)

The Northern Ireland Council for Integrated Education

76

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026

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 2026 employer amount
liability (£’000)
0.1% decrease in Real Discount Rate 1.4% 68
1 year decrease in member life expectancy 2.2% 68
0.1% increase in the Salary Increase Rate 0.1% 7
0.1% increase in the Pension Increase Rate 1.3% 68

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 £2,559,000 (2025 - £2,443,000) and results in an unrecognised asset of £896,000 (2025: £755,000). As per the scheme actuary the net asset/(liability) to be recorded on the Statement of Financial Position is £Nil (2025 £Nil).

For 2025/26, employers participating in the scheme contributed at the rate of 19% (2025 –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.

The Northern Ireland Council for Integrated Education

77

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (continued)

Pension commitments (continued)

Amounts for current and previous four years:

2026 2025 2024 2023 2022
£ £ £ £ £
Scheme liabilities 2,559,000 2,443,000 2,773,000 2,715,000 3,405,000
Scheme assets 3,455,000 3,198,000 3,060,000 2,746,000 2,750,000
Surplus/(Deficit) in scheme 896,000 755,000 287,000 31,000 (655,000)
Experience adjustments on
scheme assets
Amount (£) (90,000) 31,000 157,000 (95,000) 137,000
Experience adjustments on
scheme liabilities
Amount(£) 21,000 (487,000) 106,000 886,000 251,000

13 Members liability

The liability of each member is limited to £10.

14 Reserves – restricted funds

14
Reserves – restricted funds
2026 2025
£ £
At 1 April 73,533 141,534
Net outgoing (losses)/resources before recognised 23,361 (68,001)
losses
Actuarial re-measurement on defined benefit pension - -
scheme
At 31 March 96,894 73,533

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

2026 2025
Restricted Total Total
fund funds funds
£ £ £
Fixed Assets 14,505 14,505 9,218
Current Assets 138,890 138,890 130,549
Current liabilities (56,501) (56,501) (66,234)
Pension commitments - - -
Net funds 96,894 96,894 73,533

78

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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:

2026 2025
£ £
Expenses relating to short term leases - -
Expenses relating to low-value assets - -
Total expenses related to leases - -

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

2026 2025
£ £
Cash outflow for leases (IFRS16) – operating activity - -
Total cash outflows - -

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 2026, the company has no capital commitments (2025 - Nil).

19 Losses and special payments

At 31 March 2026, the company had no losses and special payments (2025: none).

79

The Northern Ireland Council for Integrated Education

(Company limited by guarantee)

Notes to the financial statements for the year ended 31 March 2026 (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 (2025: none). As per the register of interests maintained by NICIE, there were no conflicts of interest during the year (2025: none).

21 Ultimate controlling party

There is no ultimate controlling party.