Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 Mareh 2023 The Board ot'management present5 its strategi¢ report and the audited fmancial statements for the year ended 31 March 2023 of Newinglon Housing Association (1975) Limited (the Association). Principal activities Newington Housing Association (1975) Limited is a registered non-profit making housing association providing liousing acconimodalion for those in need. Group Strueture Newingion Housing As50ciauon (1975) Litlliled is part of APEX Housing Association Limited group. Board of M2nagement The Board of Management is a volwilary Committe¢ who have responsibility for the strategi¢ direction, general policy and management of the Association. The day to day n)anogement of operaiions is del¢wdled to the Senior Managcment Team of the AssoLiation. Governallce The Board of Managemeni of Newington Housing Association (1975) Limited ("NHA") c4)nsists of a minimum of 7 and a maxirnuni of 18 b03rd members (current membership is detailed on p&ge l). It is made up of the honorary offi¢ers. being the ChaiTperson. Vice- Chairperson. Hon. Treasurer and up to 15 other Tntees. The good govemance responsibilities of the Board are to set the organisation's strategic 8ims and ensure that tlie necessary financial and hun]un resou¢$ are in plac¢ for the orgaDisation to tne¢i its obj¢clives and r¢view manag¢ment perfomydnce. In particular: overseeing the activities of the organtsation. its strategic d]rtion and planning processes. prOgrnMe delivery, financial controls and performance rneasur¢s: reviewing and guid18 stralegy" reviewing and approving strategic plans, annual budgets. piogramme plans and p¢rforrnanc¢ objectives, and risk manageinent strategies and plans. as devcloped by th¢ managemeni monitoring implementation and performance. alld overseeing major ¢apital expenditure: ensuring ihat th¢ organisational structure is appropriate for achieving the organisation's str&te£ic goa15, and that tbe necessary policies. procedur¢5 al controls are in place to ensure that authority may be delegated by the Board witlioui loss ot a¢count8bility- and in generdl. approving and overseeing the maintenance of sound corporate governance and the accountV¢bility of the Board. The Board meets ai least 4 (imes per year and to aS5isI it in ¢2rrying out its duties has delegated authority to four standing committees: Audit and Risk Committee" Finance and HR Committee" Property Servi¢es Committee. and Housing & Communities Committe¢. From time to timc the Board may also fonn time-limited committees to deal with specific issues as r¢quired.
Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 March 2023 Gender analysis I I members of the Board of Management Bre maIe and 4 2re female. The Association has 22 employees of which 9 are male and 13 are female. Operydtional perfornianee Th¢ A550ciation aims to operate efftcientEy and effectively, znd output5 are monitored by the Board of Management who receive performance reports covering a variety of financial and non-financial perforn]aDce information. The Board has set a number of corpordte slrdtegy Dbjectives in its 2023-26 COorate Plan. These are: Our Homes- Provide high quality. sustainabl¢ and affordable homes by: Maintaining our existing properties to the highest possible standard. Identify and Implement bem prdctice in ternis of environmental Standards and sustainability. Review and renew our Asset Management Strategy. Continue t0 seek opportunities to meet the need foi high quality social housing in North Belfast both through the acquisltion and renovation of existing residential properties and through the development of new housing projects. Our Services- Provide bigh quality, susrainable and affordable homes by.. Review our existing services and ensure they Continue to be fit for PUTPOS¢. Innovate and develop new rViCeS in order to meet the challenges our tenants and the ¢ommunity are likely to face in the future. Provide both a quick response and value for money in all our services. As a community-based Housing A&sociation. continue to develop our wraparoundlenabling serviccs sucli as.. access to welfare advice: signposting to other services: ¢mployability sllpport: floating supporL and family support hubs. Our Tell#nts & CommunitKe5- NewTngtOD will: Promote effective tenant participation so that the voice of the tenanl and their famtlies infornis all our work and our seIce8. Continue lo lead and engage eff¢¢tivcly wilh our lenants. their families. the community in North Belfast and our statutory partners in order to create safe. divcrse. vibrant and Confident communities. Support tenants and their families to improve their quality of life. Infonn and influcnce public policy and debate around housing suppty. housing quality. tenancy and other related issues. Provide a respected voice to advocate on behalf of our tenants and the North Belfast community and raise awareness of the many challengcs faced by OUT tenants and th¢ir fatnilies. wÉth statutory agencies and political representatives Promote and eelebTate our tenants And ¢ommunities Our Team- Ncwington will: Continue to prioritise our financial sustainability and viability through good financial manag¢ment PTactices. Deliver Value for Money while Dot ¢ompromising Oll ouicomes. Ensure we provide the staff resource to meet the needs of the orgonisation. Continue lo invest in the skills and profes5ionalisni of our staff. Prioriti5e the wellbeing of our employee5 and board members. Improve communications both internally and externalty and develop an effective comniunication strategy. Celebrate our successes as an organisation. Develop our Board by applying bt PTa¢tice in terms of Board governance. compliance and risk managemenL and ensurÉng our Board has the skills necessary to b¢ effective. Maintain the strategic relationship with APEX Group. To deliver these strategic objectives annual business plans are developed and both Corporate & BlnesS plan performance is monitored by the Board. The management of fman¢ial resources is CTitical to the Association's ability to meet its objectives. Whilst the Association has a voluntary non-profit making status, thc gcneration of an annual surplus 15 Vital to ensure the on-going investment in new housing stocL to provide for longer tenn maintenance obligations. to meet ¢on)mitments lo lenders. and to generdlly ensure adequate protection against unforeseen circumstances.
Newington Housing Association (1975) Limited Status Newington Housing Association {l975} Limited is registrred under the Ci)-opernlive and Community Benefit Societies Act (Northern Ireland) 1969 and is a Registered Housing Associaiion. Newington Housing Association (1975) Limited is a registed charity (Charity No. IP158). Newington Housing Association (1975) Limited ib registered with the Cbarity CODUiSSioll for NorttLCrn Ireland (Registration No. NICI 02477). Regulation Tlie Association ¢ontinucs to meet its regulatory obligations with thc Dcpartmcnt for Communiti¢s Regulation Team and received a Rating of l (Standaids Metl ill its most recent Reoulatory Judgement for the year 2021122 issued in April 2023. Review of stoLg Structure The Board recognibed that a fiLII review of functions and stsffing was necessary to ensure the stsucturcs were fit for purpose and to ensure value for money in s¢rvice delivery. Thc review was compleTed in May 2023 and implementation of the recommendations WO5 completed in June 2023.
Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 March 2023 Employee information The Association's total staff costs increased from £895,184 in 2021122 to £998.108 in 2022123. Sickness absence levels increased to 5.90/0 in 2022123 (4.5•/ts in 2021122). There were 13 leavers and 7 ncw starts in the year. Governance In the year 2022-23 the Association carried out a public recrnitment exercise for new IM)ard members and 6 new board members were appointed following this process. The new board members bring experience in Huvnan Resources. Governance, Equality, Asset Management, Constru¢tt"on, Business Developmen¢ Procurement and Public Relations. Staffing Strucknre In early 2023. the Chief Executive iniliated a review of the staffing structure recognising a numbcr of challenges in relation to tl)e high levels of ttirnover of staff and challcnges maintaining the high levels of service in place prior to Covid_19. This Teview recommended the amalgamation of the Housing & Commvnities and Propety Setvices & Development Departments under one directOTate lead by the Director of Communities. This directorates functions would be splTt into two teams. This recommendation was approved in Moy 2023. The Communities Team. led by the Communities Manager. would focu5 on the.¢£ryi¢es to the tenants and wider comrnunity and would be responsible for= Housing Management Response Maintenance Tenant Engagement Community Jnvestment The Asset Team will be led by an Assets Manager post. This department will be responsible for: The long-terni viability of the properry assets Technical advice lo Senior Management Team Cornplian¢e Asset Management Sirategy Planned Maintenance Development support Procurement (including response maintenance) Sllstainability and environmental impact The new organisational structure is:
Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 March 2023 Property se1¢es Reactive Mailltenance- The old and new contractor continued io have Lhallenges witb labour resources. Response times for routine orders in¢reased due to a greater reliance on agency staff and supplier chain issues, emergen¢y and urgent ordcrs were also impacied to some cxtent. A new contract with Nicor con)menced on I" June 2022. Cyclical Maintenance- External Cyclical Maini¢nancc continued as planned in the year and health and safety Iservicing including Landlord Gab Safety checks ongoing. Planned Maintellance- Tb¢ Planned MaltellanCe PTogrdm for 2022r23 was partially completed. with the rest of th¢ projects being rolled into the 202312024 Falle1a1 year. Housfing Mallagemellt Services Contact with tenAnts moved on from conthct by telephone, email or letter to face-to-face contact as well as home visit5 and office appoininieiits. Moving into the new offices itL January 2022 witb the office open daily to the public h35 resulted in a Housing Officer being available for any tenants who call into th¢ office with no appointtnent beinu necessary. Allocations- During th¢ year there were 31 relets of existing siocL 16 General Needs Allocatioiis, 7 Sheltered Allocations, 5 dirc¢t exchanges and 3 tenancy su¢cessions. ReDt Collection & Debt Re¢overy- DuTing the year 79/0 of the Association s rental income wa5 received directly from Housing Bcnefii or Universal Credit. As Covid restrictions lifted. fa¢e-tO-fa¢e home and offkce appointments r¢sumed. Recovery action for relcvant debtors including legal proce¢dings w&% in line with Deparnneni for Communities Covid guidance. The Association renewed tlie match-funded W¢lfare Advice post, which couunenced in January 2020 for a further Iwo-year period to March 2024. The iinpact of thc Coronavitw pandemic on rent arr¢ars at the end of th¢ financial year were negligible. Howevei. Non-iechnical rent attears increased from 2.850/0 3 April 2022 to 3.55Q/o ai ye8r eniL Arrears KPI rii 2023 ril 2022 Non teehnieal arrears as i/bo of total income 3.55 /• 2.85°/ Void stock at 31 March 2023 was 2.ooh () l March 2022= 2.1°h). Value for Money (VFM) Newingion Housing Association (1975) Limited h&s defined VFM as a way to manaGe reSoUeS to provide quality services. Iiome.4 and help cTe8te safe. sustainable and vibtant communities for people to live and work VFM is based noi only Oll minimum cost of tlie services provided bul also on the maximum efficiency and ¢ffecriveness (ouiconies) of the resources employed to deliver the service. VFM is aboui achieving tELe right balance between the tliree 'E's'_ E¢onoTny. Efficiency Effectiveness. Economy is the price paid for what go&s into providing a service. Efficiency is a measur¢ of productiviry or how much is gained from what is put in. Effe¢tiveness is a measure of the impact achieved and can be both qualitaiive and quantitative. VFM is bigh when there is an opiimum balonce b¢tween all three'E's': relatively low costs. high productivity and su¢ce5sful outcom¢s.
Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 March 2023 Value For Money (Continued) Social value within Newington Housing Association (1975) Limiied is not limited to the outcomes Ihat flow from housiug assets or from the provision of housing services but by albo supporting the local economy and CoMmlity led organisations that deliver valuable scrvicc and support. whi¢h enhance COTnmunitie5 and people's lives. The Association wan15 to maintain VFM and be transparent about iL We have a clear aim of what we want to achieve, where our principles are and that our homes and services.. Meet the needs of tenants and other service users at the right time and meet their expeclations: Are of the right quality and are fit for pury)5e: Generate high levels of satisfaction and enhance our reputstion and our trd¢k record. and Servtce.s are delivered from suppliers (internal or external) vknose prices are competitive for the quality of service provided. The.se Principles improve our sustainabilxty, viability and opportunities for the future. A comparison of some of the primary indicatOTS for2022123 is set out below alongwith the results of the HouseMaTk Sector Scorecard.. Indicator Newington HA UK Median Operating maTgin 20.4ts/ 20.20/ Interest Cover 24W/e Gearing 23.3/ 35.8Y. Retum on Capital Employed Occupancy 98.42Q/• 99.50/. Headline Social Cost Per Unit £3.137 £4230 Some examples of activities in 2022123 where these Vallle for Money principles were applied are as follows: Repairs and Malntenanee A Measured Term Contract (MTC) for reactive m2inten8n(% jointly procured with Apex Housing Association became operational on l June 2022 with NICOR being appointed. This framework, whcn coupled with a jointly procurcd Planned and Cyclical Maintenance Contractor Framework, ensures that contractors ernployed are the most efficienl in terms of the balance b¢tween competitive pricing &tLd quality of Service. Our approach to how we mainiain our assets and tenants. homes i5 Set out in our Asset Management Strategy (AMS). Tl)e AMS empliasise5 the need to achieve VFM by identifying platwed maintenan¢¢ progrdmmes therefore improving Éhe quality of honies, increasing tenant satisfaction and reducing the c05t of reactive repairs. The annual KPI for Response Mailllenance Performance for the year ended 31 March 2023 15 included below". Overall Jobs completed on time Type Immediate Call Out 8/r• /0 Jobs Completed on time 95.5/0 Emergency Urgent Routine 66.10/. 73.9/.
Newington Housing Association (1975) Limited Strategic report of the Board of Management for the year ended 31 March 2023 Social Value, Tenant Participation, Community Engagement & Investment Newington continues io strive to invest locally and make a real contribution to people's lives. Our Community Inv¢stsnent Fund budget. which is set by our Board each year is used to support a range of stralegic and community activities. One of our main Siraiegic prioritie5 is delivcting on the commiiments we made within our Tenant Participation & Community Iniiolvenicnt Strategy 2020 -2023. Our Community Engagement Officer's Tole. which is part funded from the Community Investmeni Fund is extremely imporrant to locol community and voluntAry groups within North Belfast. Newington co7)tinued to invest and support local coxnmunitics through direct rcquests for fllnding, as well as funding to support a rang¢ of community activities foi young people, families and our older tenallts. Durillg the ycar, our Board approved the retention of thc independent Wclfare Advice post beyond the initially planned 2 years. The post was funded by Newington in partnership and the Welfare Advice worker was based within Ballysillan COn]UnIty Forum. The Welfare Advice worker a150 piovided ouueach support froni the Newingion OITice. Our Tenant Forum members produced a 'Direclion of Travel 'docurnenl which crealed a solid platfomi for the group and were inslruTtLental in the developmenl of our new Tenant Parti¢ipation Strdtegy 2023126 and provided input into the forniation of our first stand alone Community Investrncnt Strategy 2023126. Both of these Strategies will be presented to the Board for approval in 2023124. Tenant Fonll members prioritised the following steps that they felt wet¢ critical to expand on their work to dale.. More represcntationlre¢ruitm¢nt of additional members. Engagement in the Strategic Planning process for NHA Lctld on the Brian Mullan Community Fund distribution of gTants Durillg the year, the Association provided financial suppon to two local community organisatiolls totalling £l1.300. The Association awarded £5.01)O fun(JAn(F to New Lod(pc Housin¥F Oftice to provide general advice atLd assistance and to Tar Isteach of £6.300 to provide additional independent welfare advic¢ to the communiry of North Belfast. These awards wete made to 5UPPOrt the essential and critical work both projects do to support the most vulnerable within our society. Through our Student Bursary Schem¢, we provided £5,500 of finan¢ial supporl to el¢ven membeis of Newington's households who are undertaking ¢ducaiional courses. These bursaries of £500 ar¢ designed to support and as51St the successful applicants tl]roughout the duration of their course alld will be awarded each year while the recipient reniains on their course. Our Brian Mullan Community Fund, administered by our Tenants Forum. distnTrfyuted at total of £9.975 in Community granls ranging froin £425 to £l.000 to I I local organisations opernling and delivering setvices throughout Nonh Belfast. It was evident that the current cosi of living crisis is having a Tnajor impact on our tenants, and the Association established a HordshiplEn¢rgy Support Fund to provide some low-lev¢l fwncial support to nants sttruggling to purchase gas, electricity or essential itcms. Also, by working in partnership with Newington Residents Group. NeW1nOn Credit Ullion. Holy Family Youth Club and other local stakeholders, the 'Camberwell Hub - Heal, Edi & Meet initiative, was rolled out and focwed on creating a welcoming ¢nvironm¢ni tor locals to call in for some warn]th, food and advi¢eJ5UPPOrt. This initiative was warndy w¢lcomed by the residents of Camberwell Court who were fillly supportive. The Association also provided funding of £ Iok to Ashton Community Trust io help deliver a local Anti-Povcrty Strategy for the Greater New Lodge Area. This Sirategy was developed by members of the Community Empowerment Parth¢rship, whi¢h N¢wington HA is an active member. as a respond to the cost of living crisis and to ensure an more co-OTdinaied approach in the delivery of local services and support networks and to provided targeted support to those with within the New Lodge and lower North Belfast.
Newington Housing Association (1975) Limited io New Lodge Youth Cliib The Association Also provided thnding of £20k to develop under-lltilised18nd beside New Lodge Youth Centre in Upper Meadow Street, Belfast; in the interest of tbe local community. Working in close cooperation and parthership with Ashton Community Trusl and New Lodge Youth Centr¢ we commenced discu&sion on how we could create meaning7 change in this community. Strategic report of the Board of Management for the year ended 31 March 2023 The first phase of th¢ proj¢ct involved int¢n5ive ¢onsultation with oveT 100 lockl young pcoplc that usc the Youth Centre. followed by the next phase of the process wbich entailed the close engagement with local residents that live in the general locality to get their input and ideas, allow theiT voice and opiDion5 to be heard and to address any concerns residents may have, before progressing towards the practical implementation of the project In early 2023. we were delighted to see all the co-operdtion and hard wodc finally pay off &$ the space has now been transformed witli new facilities and amenities installed that will benefii the young pwple using the youth club as well as the residents within the greater New Lodge. This space now provides a garden. outside Space for the youth club. an outdoor cinema and a pizz2 oven. Newington provided £7,000 of funding to our partncr Grow Nl to ensure the 5uccesstul delivery of our community gardening project at our Sheltered Scheme. Camberwell Court. This project encourages social interaction, improves resident's menial health and well- being, and helps them to develop n¢w 5ki115. through involvement in gardenin& cookin& etc. This pioject has been developed to ensure that our residents have acce&% to thi%. and a range of other activiti&s delivered onsite. Finally. r¢pr¢5cntalives from NHA and Camberwell Court residents wcrc involved in a good relations inttiative in September with staff and tenants from Grovc Housing Association. in a bid to bring peoplc togcthcr. The Association also held or fmancially supported other Tenant & Community Events throughout the year and provided sponsorship 2nd support to other local organisations such as Newington Amateur Boxing Club. Midland Boxing Club. Newington and TAMHI Community Investment 2023126 Newington's Board continued to invest in our tenants and residents within the wider community. For several years NHA'S Board of Management has annually Committed 21J/• of our rent Te1vable to deliver targeted strategic investment initiatives. As well as developing a stand-alone Community Investrnent Str8tegy from April 2023. this budget has been increased to 3 /0 of rent receivable, to allow us to prode greater fmancial support and to Tnake more posilive diffcFeuces. locally. The Assv¢iation Lontinued to work in partllership with our key stakeholdets and partners to enhance the lives of those CUTrcntly residing within existing well- ¢stablished communitie5. Risk Management Responsibility for the identification of risks is clearty defjned and operates through a rolling risk assessment process. Key risks facing th¢ Association are ¢onsidered by the Board of Management at eh meeting and the BoaTd ha5 adopied a risk-aware strategic focus. The Association invested in dedicated Risk Management Software to improve its risk management pro¢esses. Performance in the sector is generally affected by government policies and changing legislation, th¢ impact of the regulalory regime. changes in demographic, political or economic condition5 or environmental risks. Som¢ of the major factors which may affect the Association over the next year are= FinancTal uncertainty around the impact of the cost of ITving crisis and rising inflation on the ability of tcnants to pay ren¢ Financial uncertainty around risxllg int]ation2ry pre&8ures may also significantly impact the costs of the Association, impact budgets and rent increases. Governance risk arising from inadequate skills mix on board. DilcultieS with the supply chain due to Brexit. Covid-19 and other f8¢tors may lead to problems with the availability of labour and materials impacting on the AO¢lation'S ability to caryy out planned and reactive maintenance prograTnmes and the potentiaI impact on new build constructio Potential damage of reputation. Measures are in place to control these risks and the implemelltation of fi]rther mitigating actions is regularly monitored by the Board.
Newington Housing Association (1975) Limited li Strategic report of the Board of Management for the year ended 31 March 2023 Performance ill the year ended 31 Mareh 2023 During the year the numb¢r of hon]es in management de¢r¢&sed from 719 by 3 w 716. The Association's annual review of rental charges at April 2022 resulted ill a 3.10/0 increase in the majority of Tents. The surplus on ordinary activities. before pension a¢Narial gain was £448.787 (2022: £675,156). The Association continues its programme of major repairs and in]PTovemenis to PTopeJties and Ihe iotal expeiiditure capitslised iii the finaucial ycor was £101.352. The level of ¢xpenditure of this nature will tlUC2te from year to year dependeni on the age and condition of sch¢n]es and this has a significant impact on the amount of retained sU1S in ally one year. Expected performance in the year ending 31 March 2023 The Associativn exp¢¢ts" to mdintain its level ofoperdtions and perforniance in 2023r24. A surplus of £500.097 is budgefed for the year and planned major repair workb in the year ure anticipated (o be £363.01)0. Financial sustainability Tlie Aysocialion has a robust framework of longer- tertn fmanciol pla[lllg in plac¢. The Board regularly considers the longer- term rinancial plan which Lov¢rs a 35- year period. Thc plan includes sensitivity amalysis and compares projected results lo funders. covenatlts wh¢re applicable. Going Concer After making enquirie5. the Board of Management has a reasonable expeciation thai the Association has adequate resources 10 onunue in operdtional existence for at l¢#st 12 months from the date of thi5 report. The financial statements have ther¢fore been prepared on the goiThg7 concern basis. By order of the BoJrd A Kerr Honorary Secretydry Date N Kelly Chairman Date
Newington Housing Association (1975) Limited 12 Report of the Board of Management for the year ended 31 March 2023 The Board of Management present their report and the audited financial stalements for the year ended 31 March 2023 of Newington Housing Ats'sociation (1975) LiEnited. Board of Management Tlie Board of Management is a voluntary Committee who have responsil)ility for the strategic direction, general policy and manag¢m¢nt of the Association. The day to day management of operations is delegated to the Senior Management Team of the Association. Perforniance in the year ended 31 M2reh 2023 and expected performance in the year ended 31 March 2024 The sections on perfonnance in the year ended 31 March 2023 and exp¢cled perforniance in the year ended 31 March 2024, which are in the strategic report, are included Tn this report by cross reference. Treasury The Association's treasury management policy facilitates the effective management of cash flows, bottowings. investrnents and the risks associated with these activities. At 31 March 2023 the Association had bank loans outslaTKling of £1 8.439,777 (2022- £19.192,993) {note 18). The A&sociation was fully e(mipliant with loan covenants during the year. The Board is rcsponsible for the managcmcnt of intcrcst rate risk and liquidTty risk. The Association finances its operations through a combination of borrowing and the reinvestment of retained reserves. Th¢ amount of borrowings and ils tern are reviewed and determined by the Board. Interest rate rlsk Exposure to fluctuating interest rdles is managed by the covnposition of a balanced portfolio between fixed rdte and variable rate loans. Llquidity risk The Association maintains a mixture of long-term and 5hort-tenn108n finance that is designed to ensure there is sufficient fimds to achieve busine55 objectives and to facilitate planned growth. Currency risk The Association does not engage in foreign currency trdnsactions and so is nol exposed io exchange risk. Regulation The Association's principal regulator IS the Department for ComTnunities {DtE). Environmental matters Thc Association recognises its corpornte reSpObIlity to carry Out its operations and development programme whilst minimising environmental impacts. The Board'5 continued aim is to comply with all applicable envirotunental legislation. prevent pollution dnd reduce w2Ste wherever pos8ibl¢.
Newington Housing Association (1975) Limited Report of the Board of Mallageniellt for the year ended 31 March 2023 13 Donations No donations for political purposes wcre rnade dwing the year (2022: £nil). Statement of the responsibilities of the members of the Board 4)f Management The Board is responsible for preparing the fwnci&l staiements itl accurdallce with applicable laws and regulations. Tlie Co-operative and CommLmity Benefit Societies Aci (Northern Ireland) 1969 and registered social housing legis5ation require the Board of Management to prepare financial statem¢nrs for each financial year ivliich give a tNe and fair view of the state of thc Association's affairs and of its SUTplus or deficit for th&t PCTiod. In preparing those financial staiem¢nts the Board is required io.. select SULtable accounting poli¢i¢s and then apply them consistently: make judgements and estimates that are i¢asonabl¢ and prudent" state whether applicable accounting siandards have bcen followed. subject to any nuteri81 departures disclosed and explained in the financkal statements- and prepare the financial stateinents on the going concern basis wiless it is inappropriate to presume thdi the Association will continue in business. The Members of the Board of MallagemetLt ar¢ respo]Ible for keeping proper accounring Tecords which disclose with rcasonable accuracy at any time the fmancial position of the Association and to enable them to ensure that the financial statements comply with the Co-operative and Communkty Benefit Societies Act (NortheTn Ireland) 1969 and the Registered Housing Associations (Accouniing Requirements) Order (Northetn Ir¢land} 1993. It FLas general responsibility for takiThg r¢asonable steps to safcguard the asscts of the Association and detect fraud aud other irregularities. They are also responsible for safe.(Fuarding the assets of the Association and hence for laking relnable steps for th¢ prevcnlloTh and detection of fraud and other itr¢gulariti¢s. Statement of disclosure of iDformatioll to auditors So faT as each of the members of the Board of MaTJagement at the date of approval of thes¢ fiiloncial statements is aware". There is no rcl¢vant audit inforn)2tion of which the Association's auditors are unaware: Ond They hdve taken all the 51eps that th¢y oughi io have taken as members of the Board of Management in order to make themselves awarc of any relevant audit inforniation and to establish th&t the Associ81ion's auditors are awarc of that inforn)#tion. Internal Control The Board of Management ha5 overdll responsibility for the Associalion's intrrnal control systems and for reviewing the effectiveness of these. Such systems can only provide the Boatd of Managem¢nt with reasonable (and not absolute) assurance against nialerial misstatement or loss as ihey e designed to manage the risk of failure to acbieve business obje¢(ives ta(hcr tlian eliniinate the risk completely. Audit The Association's intemal auditor5 report directly to the Board on completion of e&cb systems Tevi¢w and an annu&l summary report is produced by the internal auditors summarising the systems audit programme each year. The WOLk of the extemal auditors also provides some assurance through the year-end audit and the provision of a report sumnwising their fmdings. Board of Management The members of the Board of Management of the Association are listed on pag¢ l.
Newington Housing Association (1975) Limited 14 Report of the Board of Management for the year ended 31 March 2023 Independent auditor5 The auditors, ASM (B) Ltd have indicated thcir willingness lo continue in office. and a resolution proposing their regppoinlment will be PToposed at the Annual fjeneral Meeling. By order of the Board hwty A Kerr Honorary Secretsry Date N Kelly Chairman Date