HARMON12019 REPORT OF IIIE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 FORWARD On behalf of the Trustte Directors of Harmont, l am delighted to present the annuaI report and accounts for the finanGial year l Yt lalluary 2022 to 31" December 2022. It is my great honour to have become the latest Ghainnan for this very special organisation. That honour only tinged by the circumstan¢¢s requiring a ll¢w Ghair with the passing of my predecessor Mr Norman Carson fvtBE in Iulle 2022. As I begin my tenure in April 2023, 1 want to firstly thatth my colleagues from the Board of Trustee Dire¢tors for their work and ongoing interest in the ch2rity. I would give special mention to Mr David Mcllhagger who as Deputy Chair stepped up to chair presiding for the second time in 2 years during the chair's vacancy. It would be remi5 of me if I did not also acknowledge the stsrlin8 work our stsff carry out day and daily in pursuit of the Gharity's aims and objectives. They are very ably led by an extrernely proficient executive and mallagem¢nt team to which on behalf of the board we offer our appre¢iation. We extend our thanks to the statutory funders from The South Eastern Health and Sooial Care Trust and the North¢rn Treland Housing Executive for their continued engagement and contracting of s¢rvi¢es with us. Finally, I place on record our thanks to our clients for tstIn8 US to delAver the services they require. It is because of the foregoing that I begin my tenure with an organisation that has weathered many stornis with Strong confidence in the organisation's ability to face challenges and deliver a solution which ensures the clients continue to receive the extremely high-qll1ty services they do. 2022 produced a very p05jtive outcome for the charity. that result means as we face into 2023 and one of the most troubling public sector funding Grises of a generation, we have a sound foundation upon whiGh to stand. It is my objective as I take custodianship of th¢ role of chairman to ensure our heritage is protected, our clients remain served and indeed we fLnd opportunities to grow in spits of the funding paradigm as we seek to do mor¢ for more. Pt3uIArcher- Chairman Page 3
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRUCTURE. GOVERNANCE AND MANACEMENT Governing Document The legal entlty name was changed on 8th January 2019 fromNIID to HARMONI 2019 Trading as HamonI. HARMON12019 has its origins in late 19th eenhjry Belfast. It w&s incorporated on 19th July 1906 a charitable Company lilted by guarantee and not having a share ¢apital. The objects and powers of HARMONI 2019 are set out in the Memorandum of Association, and the Company is governed under its Articles of Association, as updated in 2014 and registered on 28 March 2014. In the event of the Company being wound up Memb¢rs are required to contribute an amount not exceeding £1.00. HARMON] 2019 is on the Northern Ireland Charity Register. registration number 101731. Since registration, the Director Trustees have embarked and n]aintained periodic specific training along with the Management team to understand fujly the implications, responsibilities and expectations of HARMONI 2019, the Trustees and the Management who operate under delegated authority. Directors,. Reeruitment and Appointment of directors Under the requirements of th¢ Articles of Assooiation as revised in March 2014, the diIectors are trustees of the charity and are known as Members of Council. From that revision date, Director Trustees serve for 4 years dated frotn the first AGM at which they are voted in, they are eligible to Serve up to three tern of four years at which point they rnst retire. The dats cy¢le is from their first AGM to their fourth AGM. Name of Director Trustee Appointment Date Expected term elld AGM date Archer, Paul (Chair) 281b March 2023 Ist terni chair June 2026 Carsoo Norman (Chair) 26th August 2021 30th June 2010 (NED) Chair May 2014- Dec 2020 Deceased 18th June 2022 McIlhagger. David Appointed Deputy Chair 1st Jan 2020 (Deputy Chair) June 2026 Reagan, PeteT 29° October 2014 June 2023 Lavery, Brian 181h May 2020 15th June 2020 June 2024 Irwio Hannah June 2024 Collins, Paul 15th June 2020 June 2024 Colgan. Elaine 28°July 2021 5th November 2021 June 2025 Graham, Amira June 2025 Page 4
HARMON12019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRUCTURE, GOVERNANCE Alw MANAGEMENT colltillved Director TrustÉÉs durlng reportingperiod No Member of the Board of Director Trustees had a beneficlal interest in any Gontract with HARMONI 2019 during the year. Succession Planning: From I St January 2020 the board of trustses have created a deputy chair role to ensure that in the event of the Chair being unavailable there remains a line of consistency in the charity goventsnce. Since the creation of the role which Mr David McIlhagger has occupied there been regretfully a need on two separate periods for the Deputy Chair to step into the r4Jle of Chatr presiding. The most recent event being the untimely passing of Mr Nom]an Carson MBE. The tTUStees place on record their appreciation for David's willingness to step into the role and provide stable govcrnance leader5bip during the two vacancies. Mr Paul Archer has been appointed as Chairnll in March 2023 and Mr David McIlhagger will retsin the deputy chair role and chair of the Finance and General Purposes Committee. Trmslee induction andtraining TTUStees are aware of the practical work of HARMON12019 at the hostel in Belfast and Strickland's Care Village in Bangor. New trustees are expected to attend an infoTmation session to famitiarise themselves with how HARMON12019 operates. These are jointly l¢d by the Chair of the Board and th¢ Chief Executive of HARMONI 2019 and cover the following.. The obIigations of the Trustee Directors The Articles of Association The financial position as set out in the latest published a¢¢ounts Future plans and obje¢tives New trustees receive copies of the Articles of Association, the latest financial statements, the current strategic plan and the curTent year business plan. They then meet the CEO and undertake a Ilalf day induction process to provide infornlation on the charity function. To ensure that trustees have up to date knowledge regarding charity management issues and the impact of changes in the public sector it is expected that trustees will have the opportilnity to attend suitable training and infortnation events. The CEO disseminate5 all regulatory guidance to trustees as it is received by the charity, Risk management The Board of Director Trustees continues to review the major risks to which EL4RMONI 2019 15 exposed, The risk management stratsgy foT HARMONI 2019 is one which seeks to identify risks and mitigate or manage those Ti5ks. It is not designed to remove all risk as to do so is in itself a risk which could render the organisation impotent. The risk framework seeks to rstlY identify the organisational risk appetit¢, over a range from low. rnedium or high appetite. The Board of Trustees receive regular updates to the risk register. This process allows the board to see pertinent rporate risks, these rtsks are categorised WAth probability and impact scores as High, Medium or Low risk. Thi5 measurement is designed to identify risks that require immediate attention and mitigatiory and those that need attentio but aTe less immediate Page 5
HARMON12019 REPORT OF THE DIRECTORS FOR THE YEAR EIYDED 31 DECEMBER 2022 STRUCTURE. GOVERNANCE AND MANAGEMENT (continued) Each risk is then identified with a risk owner and a mitigation plan nattative provided. Each update of the register identifies new risks and changes in the previous risks due to the effects of the planned mitigation or other external circumstances. The core risks for 2022 were identified as.. Funding Compression.. While there w&s some financial support proffered by the Department of Health there ren1n5 no annual cost of living increment recognition policy for Supported Living therefore. the perpeDJal compression between required income increases and actual or no income increases from the statutory funders remaiJ)s unresolved. The mitigation for that risk continues to be the CEO and senior executive teams engage at the highest levels with the fimding bodies. Staff resources: The increasing demand for agency to fill unfilIed employed staff hours grew in 2022. it is recognised that this would if unchecked lead to an unsustainable situation fu]ancially This leads to limit service growth in respect to accepting new higher need clients, and it could reduce reserves over a prolonged period as the agency cost is significantly higher. The mitigations for this have remained to attempt to keep remuneration levels above that ofNational Living wage and through the use of Values based recruitment and retention strategies increase the employed workforce. At the end of 2022 we noted a rise in inflow of employed staff. Impact of Covid 19: While w¢ reDined vigilant to covid, during the year the management protocols directed from statutory bodies reverted to a standard Risk based approach. Procedures are in place to ensure compliance with health and safety of staff, suppliers, volunteers, clients and visitors to the Hostel atld Stri¢kland'5 Care Village. Page 6
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 21Y22 STRUCTURE, GOVERNANCE & MANAGEMENT (contlnued) Organisallonal slpiiclure The Board meets at least three times a year and is responsible for the strategic direction and policy of HAIiMONI 2019. The Trustees cotll¢ from a variety of professional backgrounds relevant to the work of HAIIMONI 2019, The Finance and General Purposes Comn]ittee meets approximately three times a year and as per the change in tenns of reference agreed in 2017 the conirnittee now receives all &udit reports on behalf of the Board. The development committee, which 1$ a project-based committee, did not meet in 2022 due to there being no relevant business b¢fore the committee. Responsibility for operations management is delegated to the Chief Executive. In January 2022 the Board of Trustees launched the next strategic plan iteration. it is entitled Research, Knowledge, Action. It is led by research allowing time to garnish detsiled infoiination which will inforni fukne direction decisions. The key objective being that this newfound knowledge leads to risk &ssessed aGtions which are aimed at enhancing the service offerings provided by the charity. Governance: The Board will fon]Mlly meet a minimum of 3 times in the year to take care of the ordinary business of the charity and its govemance requirements. The board also receives a detailed sub report on Health and Saftty, Safeguarding and Deprivation of Libety issu¢s if any have arisen. They will meet at other times for speoial topics meetings as and when required. The Sub Conunitte¢ of the Finance and General Purposes Committee will normally meet one week in advance of each formal board. The Development Conunittee will meet as required to m¢¢t the ne¢ds of the project timeline. Corporate Oversight: The Senior Management Team meets regularly to ensure the management of the main ¢orpoTafr n¢eds are being rnet. A key eAetnent of this discussion will be the budgets, actuals, and variances we are experiencing and what controls or changes we need to effect in order to keep th¢ organisation on track. Corporate MallagemeDt: The Unit Managers will meet with members of the Senior Team as required to review the peorn1c¢ of the overall business with specific input from the unit heads. These discussions include the regulatory and ¢ompliancc elements from the fimders and commissioners of the services and also key safeguarding issues. Operations Management: A member of the Senior Team meets their direct line n]anagement team as Deeded to review and discuss operational issues and take any operational decisions arising. Page 7
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRUCTURE, GOVERNANCE & MANAGEMENT (continued) The operational organisation strllcture: David Mtlha¢Err A¢U*re5 . ProlEtI $rrPprt Team A[11r1Ellr Page 8
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRUCTURE. GOVERNANCE & MANAGEIIIENT (continued) Related parties HARMONI 2019 did not have any dealings during 2021 with any companies or other organisations in which any of the directors have an interest. oBECTIVEs AND ACTIVITIES The principal objects. as updated, of HARMON12019 are to.. _ To relieve poverty, ilIness, sickness and suffering of people who are in need by reason of sickness, disability, poverty or social and onOMIC circumstance {'the beneficiaTies). To advance the interests of beneficiaries by all means including) but not limited to, their closer integration into wider society. In the Interests of social welfare to provide or asslst in the provision of supported housing facilities or other services, such as nursing care or domi¢iliary care, which improve the conditions of life of the beneficiaries and provide or assist in the provision of respite care or other sUPPOrt for carers of the beneficiaries. To advance the education of the beneficiaries and educats and raise awareness among the public of issues pertaining to social welfare and people with disabilitie5. To relieve sickness and poverty of elderly disabled sick or injured persons and their carers by offering assistance to enable those in need to secure respite care. Such other exclusively charitable purposes according to the law of Northern Ireland for the beneficiaries &s the Trustees May from time to time decide. Strlckland's Care Village located in Bangor provides accommodation in thity-tbree separate units for those individuals living with a disability and needing support and care at various levels depending ott assessed need. The Belfast hostel provides emergency aOrnodati0n for fify-nine men experiencing homelessness with one Toom specifically renovated for men with disabilities. The men are supported and encourdged to improve their situation by taking the necessary steps to move on to training opportunities and employmenÈ and to p¢Mllent accotnmodation. There is close cooperation with the statutory authorities and the Nortbern Ireland Housing Executive. Page 9
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRATEGIC REPORT: ACHIEVEMENT & PERFoR1c STRATEGIC REPORT Achievements and Perfonnallce Organisalional.. In April 2022 the Trustees were introduced to the new concept of Psychologically Infornied Environments (PIE). This overarching model is designed to ensure the organisatioll sees everything it does through the PIE lens. The key element of that lens is to ensure we consider the client and their journey. After deIiberation the trustees declared that Harniont would pursue this tnodel organisationally. Some key reason5 for that decision were: It ensures a Psychological b&sed approach. It places a strong emphasis on the client journey (Person Centred) It places a strong emphasis on staff support, development and inclusion. It fosters 2 culture of leaming and enquiry. It ensures the physical needs of built environment are included in the process. It is not a restrictive list of do and do not, it remains flexible to the need5 of the client and the org8nisation. The PIE philosophy is very much in line with the new HR approach initiated in 2022 by our HR manager Shirley- Anne McFern. The values-based approach has shown incredibly positxve benefits throughout 2022 witb at least 50 /0 of our new recruits joining under this initiative. We have noted significant changes ill ernployee matters arising from the reduced need for investigations and disciplinaries. We have also noted greater Staff engagement in discussion focussed on the client needs. The changes are subtle but powerful, ulttrnately adding value to the client experience of HarmonI's services. StrKklands Care village: A key element in our strategic aspiration for some time has been the implementation of a new digital care management system. In 2022 we were successfully able to secure a grant to fund the new system aspiration alongside a grant to deliver a slte wide Wi-Fi system and associated digital tablet hardware. The net benefit to our client will be the real time updating of their daily living plans, the management of their medications and staff rostering. The sole aim being to maximise the support and care time within an administration TiGh regulatory requirement. The rnanag¢nnt of Covid was reduced in year by the statutory bodies to a risk-based approacb on a case by se basis. We remain on high infertion oontrol awareness, but the relaxations have allowed much more association for clients to rern. Our maintenance programn]e continues to ensure the clients homes are nIntained to the high standards we aspire to for them. Stricklands Care Village again received a positive RQIA rq)ort in 2022 following an unannounced inspection with no improvement plan required. Page 10
HARMON12019 REPORT OF THE DLRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 STRATEGIC REPORT: ACHIEVEMENT & PERFORLIIANCE (continued) Uiiiity Street Hoslel.. The occupancy level in the Hostel bas continued to be n]aintained at an average of 53 men per week. While it is great to have the service so Glose to full it is nevertheless saddening to know the demand for emergency accommodation continues to grow. We successfillly rolled out the new client management system in the Hostel and in June 2022 transitioned all referral, owupancy and support inforniation across to the new system. In 2022 we supported 260 men through the service. Of those 74 went on to successful planned departhres. Our Keys to life programme Continued throughout the year. This year 220/0 of men in the hostel engaged wÉth the programme. A small group of around 10 clients volunteered to help build a new sensory garden for the Clients in Stricklands Care Village. The great element within this is the men themselves wanted to give back to other people in the community. The residents of Stricklan(Ls Care Village have thoroughly enjoyed the new facility and are grate1 for the 5UPPOrt Keys to Life brought. Public Benefit The directors confinn that they hav¢ had due regard for tbe guidance produced on Public Benefit by the Charity Commission for Northern Ireland, and are pleased to report that during 2020 they have continued to meet the Public Benefit requirement as follows: The core activity for HARMONI 2019 is the relief of poverty, illness, sickness and Suffering to tIse living with 5ickne5s, disability. poverty or social Circumstances. All our engagement activities bave been with Individuals froffl one or a range of these groups. The organisation has sought to revive these impacts firstly by providing suitable and appropriate accommodation, be that in Supported Independent living or Hostel provision. The organisation sees that provision as the start of our service intervention. From that point forward, we seek to create a person-centred provision that is cognisant of the individual'5 need. Many of our residents and service users have these needs identified through professional assessment, either from the health care trusts or other social services. n all HAIiMON12019 service interventions, we rst consider the clients personal needs. Our core model rernaiDS accommodation-based caTe arAd support, subject to the service engagemenL We Continue to believe that the most important element for all our clients remains ensuring a safe and secure place to live. This d¢liver5 consistency in what has for some of our clÉents been a cbaotic life to date. Those for whom the need is centred on personal care are provided & bespoke care and support daily living plan which centre5 around their personal needs. This is achieved in conjunction with the South East Health Trust care management teams to ensure the assessed needs are met. Next of kin and family provide valuable input to those requirements in the care plan development stage. Further supports are designed whicb enable the client to live as independently &8 they wish or are capable of. All these plans are subject to regular VIeW and updating as circumstances change. Those for whom support is the core focus of our engagement will receive a personal support plan which aims to assist them in achieving their short terni goals which are aitned at delivering a longer term goal, in the case of our clients in Utility street this is independent living in a place of their choosing. Page 11
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 FINANCIAL REVIEW For many of our service usets the reality is that their experience with HARMON12019 is about small steps and personal capacity i Capability building. Many of OUT residents and families have seen a marked imprnvement in the individuals. engagement and 50cialisation skills and their ability to communicate their wants and needs personally. HARMON12019 works closely with multiple statutory bodies to ensure we plan for and deliver suitable at success1 outcomes for each and every one of our service users. This joined up approach ensures tbat the overall public benefit is delivered where service users have longevity and consistency and therefore tend not to move b¢tween other agencies or service provisions. Page 12
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 FJThANCtAL REVIEW HARMONI 2019 is a unique organisation, not least because of the diverse nature of the service users but also because of the blended ndIng sources for our service delivery. Harmoni is very grateful to the Northern Treland Housing Executive and the South-Eastem Health and Social Care Trus4 being the principal funders of these activities. The directors note that there is a total Net Expenditure for 2022 of £98.199, compared to Net Income of £497,578 in2021. The directors however note that the charity remains in positive position in tsms of generation of a surplus from operating activities. 2022 saw Net Income from Operational Activities of £91.926, with a figure of £283247 retlected in 2021. The main points of note are- Incoming Resources have Increed by £348,040 {10.57/0) Increase in inyestrnent income of £24,698 (Increase of 21.42 0/0). Increase in income from charitable activities of £332,047 (Increase of 10.4W/o). Much of this Telates to Covid 19 funding, ineluding fimding for special recognition payments that was made to staff, as well a8 annual uplifts to contracts from SEHSCT and NIHE. Expenditure has increased by £539.361 (17.92Q/o Increase in expenditure on Charitable activities of £546,116 (18.49%). Costs increased across all departments and expense types, with significant increases in utility costs, Insuran and food. On top of this increases to NL W and decreased staff availabiIity meant a very significallt increase ill agency costs in year (65 % increase on 2021) In 2022 the organisation saw a loss on the revaluation of investment assets of £190,125. This primarlly related to the value of current asset investments (loss on revaluation of £240,125). The revaluation on fixed asset investments meant an uplift in the value of the propertie5 held of £50.000. This loss on revaluation is & swing from a gain on investroent of £214,331 in 2021, which primarily related to the upturn in the investment market at that ti]ne. The net effect of these movements is that the Gharity returned a Net Expenditure figure of £98,199 in 2022. This gives reserves ¢gnied forward on the balanrK sheet at the end of the year cornprising Restricted Funds carried forward of £161,759 {2021: £188,084) and Unrestricted Funds of £6,575,121 (2021: £6,646,995). The Unrestricted funds carried forward comprise Investment Revaluation Reserves of £1,771,237 and General Funds of £4,803,884, The balance sheet of the charity remains strong, with current assets, including current asset investments. comfortably exceeding current liabilities by £3,007,188. Page 13
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 FINANCL4L REVIEW (continued) During the year, our incom¢ camc from the following soutces: Income for the year ended 31 December 2022 0.10% 3.84% 96.06%Z- 'Donations'&" Legacies 'In*estments" ' . "Charitable Activlties This income then allowed us to achieve our ain and objectives for the orgatiisation through making the folIowing expendittjre: Expenditure forthe year ended 31 December 2022 0.12% 1.28% 98.60% Grant Fundralslng Cost5 Investment Management Costs F Charitable Activltles Page 14
IIARMONI 2019 REPORT OF TEtE DIRECTORS FOR THE YKAR ENDED 31 DECEMBER 2022 Reserves Policy HARMON12019 aill to maintain a level of resources tbat match the needs of the organisation, both now, and in the foreseeable filture. The two main objectives are that- the available reserves ¢nsure that the activities of the organisation could continue in the face of any unexpecfrd reduction in, or loss of, a particular income stream, while allowing the organisation time to seek alternative funds OT T¢stru¢ture/Gut costs. b. the available reserves allow the organisation to progress with the organisationai development plan laid out in the strategic plan 2017-2022. The Directors assess the risks that ELARMONI 2019 could be exposed to, and the appropriate level of reserve5 that should be maintained. The current assessment of the target range of free reserves- funds that are freely available to be used for general charitable purposes - held by the company should be 6 months of expenditure, with an additional amount to allow the Board the potential to carry out operations in line with the strategio plan. In carying out their assessment of reserves the Directors exclude the fixed asset fimd of £2.6m because this Tepresents functional, operationat &ssets witbin the organisation that could not be reali5ed quickly. restricted reserves of £O.162m which have restrictions placed over the use of funds by the individual funders, and the investment propety value of £1.5m which is used as mortgage security for the original long-tsrm loan. After exGluding the fed asset lld this leaves free reseTV¢S of £2.47m. In the strategic plan 2022-2025 the Directors have identified several key projects to investigate. They hav¢ also identified the need to build and maintain appropriate reserves to carry out these plans. This is to ensure that the organisation can grow and develop while rnaintaining the range of seiviceslactivities. and in time the reserves shouId rebjrn to a level equivalent to the equiva]ent of 6 months running costs. Investment Policy The Directors have agreed an inv¢stment policy within the powers provided to them under the Articles of Association of the organisation. The organisation has a long-established balanced approach towards investment risk, with the need to both protect and grow the charities assets for all service users. Therefore, the Directors defe the organisation's expected investment profile to be balanced, with a desire to grow, but also protect the capital invested, whilst providing a useful source of incon from dividends. The Directors wish the portfolio to represent a balanced spread of investments in equities and fixed interest securities a[ bonds. The inv¢5tment portfolÈo was managed during the year under review by Evelyn and Partners alongside Abrdn (fonnerly Aberdeen Standard Capital) (on b¢half of th¢ Northem Ircland Central InvestEnent Fund for ChaTlties). All are prolessional investment manag¢ment ¢ompanie5 in good standing and regulated by the Financial Conduct Authority. As a Charity with a strong Evangelical cIlStiall heritage, the ethos of which casts a guiding shadow across the organisation's moral p051tion, the Directors have advised the investment managers that the organisation do not wish to invest in the following: Alcohol or tobacco trades Anns and munitions trades The p¢rforman¢e of the investment portfoIio is monitored regularly by the Directors. In the year under review the investments continued to perform well and in line with objectives, providing a good level of dividend income. Page 15
HARMONI 2019 REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31 DECEMBER 2022 (continued PLANS FOR FUTURE DEVELOPMENT The charity placed a hold on major developments during the pandemic. this however has not quelled the plans to increase the positive impact Ham)onI 2019 delivers to a diverse client group. The key enabler of our fvture development will be the research project which will generate new knowledge or solidify current knowledge into a more cohesive ethos and philosophy upon which to buill both figuratively and physically? our fijttwe service offerings. In 2022 we had the opportunity to work alongside undergraduates forni the Queens University Belfast Business School who carried out a specffic piece of market penetration analysis for us in respect to a possible future service. That work will complete in ¢arly 2023 and will be used as a foundation for further analysis to detetmine if a sustsinable business case can be drawn up enabling a new service development to be started. THAIYKS AND APPRECIATION HARMON12019 would like to place on Tecord tbeir thatjks and appreciation for: The continued lldIng provided by the HeaIth Trusts and the Northern Ireland Housing Executive towards the cost of providing vital services in Strickland's Care Village and the Men's Hostel. The Boys, Brigade have been involved, for over 100 years, in organising house to house collections to support the work of Harnioni. Unfortunately, with tbe Covid pandemic and associated restrictions, the opportuntty has been reduced significantly, although we still receive small contributions from indivtdual company's for which we remain grateful. The National Lottery Community Fund for the lldIng to operats Keys to Life project. The Domiant Accounts Fund NI for the funding to facilitate the reSeah project. Those tnany organisations and individuals who made donations of moneyy goods and time to the clients at the Hostel. Page 16
HARMON12019 REPORT OF THE DIRECTORS FOR THE YEAR EIYDED 31 DECEMBER 2022 (continued) FIXED ASSETS Detsils of f¢d asset movement in the year are given in note 7 to the financial statements. Although the market value of the operationat property is comfortably in excess of its amortised histori¢ Cost, the difference is not felt to be of signifIcance to rnembers. FAIR EMPLoYMEwr Th¢ charity is committed to a policy of equal opportunities for all Guent and future employees. This policy also inGlude5 compliance with tbe Sex Discrimination INI) Orders 1976 and 1988 and the Disability Discrimination Act 1995. These policies are incorporated into the Equal OppOrnity of Employment Guidelines that are adhered to by the charity. STATEMENT OF DIRECTORSI RESPONSIBILITIES The director5 are responsible for preparing the financial statements in accordancc with appIicable law and United I(ingdom Generally A¢Gepted Accounting Practice. Company law requires the directors to prepare fmancial statements for each financial year which give a true and fair view of the state of affairs of th¢ company and of the profit or loss of the company for that period. In preparing thos¢ fmancial statetnents, the directors are required to select suitable a¢wunting policies and then apply them consistently. make judgements and estimates that a reasonable and prudent, prepare the financial statements on the going concern basis unl¢s5 It is inappropriate to pr¢sume that tbe company will continue in bSineSS. The directors ar¢ responsible for keeping proper accounting records which disclose witb reasonable accuracy at any time the financial position of the Gompany to enable them to ensure that the financial Statements Comply with th¢ Companies Act 2006. They are also responsible for safeguarding the assets of the company and hence for tskillg reasonabl¢ steps for the prev¢ntion and detection of fraud and other irregularities. REPORT AND FINANCIAL STATEMENTS This report and financial statements have been prepared in accordance with the Statement of Recommended PractLCe: Accounting and Reporting by Charities and in arcordance with the Companies Act 2006. AUDIT The directors have sought to make thernselve5 aware of any relevant audit inforniation and to establxsh that the auditor5 are aware of that infonnation. Insofar as the board is aware there is no relevant audit information of which the company's auditor5 are unaware. AUDrroR The external audit a55ignrnent for 2022 and the subsequent 5 y¢ars has been awarded to Baker Tilley Mooney Moore after an open ¢ompetitive bid process. OIY BEHALF OF THE BOARD: SA Humphries- Secretary Z8-<_20 Page 17