Daisyhouse Annual Report 2022 by hedermangms

ANNUAL REPORT

2022

Contents Our Vision, Mission and Values

Foreword from the Chairman

Welcome from the CEO

Our Services

Referral and Entry Process

Meet our Clients

Impact of what we do

Housing Management and Maintenance

Legal Status, Administrative and Governance Detail

Profile of Board of Directors

The History of Daisyhouse

Director’s Report and Financial Statements for year ended 31 of December 2022

Misson, vision values and objectives Mission Our mission is an Ireland where vulnerable homeless women seeking to break the cycle of homelessness are nurtured and supported to develop their skills and abilities that enable them to make the right choices that support their independent living.

VISION Our vision is to support vulnerable homeless women break the cycle of homelessness on their own terms

VALUES Our values are our guiding principles driving what we do and how we work. They set standards that our clients, staff and stakeholders can expect from us. They help us to manage performance, recruit new staff and recognise and reward good work. Our values inform a positive and proactive culture that will help us to achieve our strategic objectives.

They are as follows: Empowerment: We empower people to get back on their feet in a safe and confidential, collaborative environment. We give a ‘hand up’ – not a ‘hand out’. Mutual Respect: Mutual respect is a core value of Daisyhouse in how we deal with our clients, staff, board members and partners. Advocacy: We advocate on behalf of our clients to ensure that they secure appropriate services and housing. Integrity: Daisyhouse aims to fulfil its Mission with the highest level of integrity, demanding full transparency, accountability, and the utmost professionalism from its board, executive and staff in all its dealings. Collaboration: the ability to work cohesively with all.

Foreward from Chairperson 2022 PROVED TO BE A YEAR OF CONSOLIDATION AND CHALLENGE FOR DAISYHOUSE. THE PRINCIPAL CHALLENGE REMAINS THE CONTINUED HOUSING CRISIS WHICH HAS BEEN FURTHER EXACERBATED BY INCREASED COST OF LIVING AND THE ON-GOING WAR IN UKRAINE. FORTUNATELY, DAISYHOUSE HAS BEEN ABLE TO RETAIN AND MAINTAIN SERVICES AND CONSOLIDATE ITS BASE FOR THE PLANNED GROWTH AND DEVELOPMENT OF ITS MUCH-NEEDED SERVICES. Strategy

Our Strategic Plan has not progressed to the extent we hoped but critical development elements required are now in place. In particular, our commitment to work exclusively with women has been re-established and consolidated. Recognition and approval for both the results achieved and our plans for growth have been accepted in principle. Our strategic plan to double the size and scale of our facilities and the number of clients that we serve over the next five years remains our principal goal. Our extended Board is confident that this will be achieved and are active in their support for our CEO who will drive the necessary developments and changes to effect the plan. Our clients are both homeless and recovering from other challenges, such as addiction and a combination of traumas, continue to have success in exiting the programme and our public health funders are acceptant of that fact and supportive of our plans to increase our numbers substantially.

The Daisyhouse model will continue to have a positive impact on the problems, issues and challenges in the sector through our promise and commitment to insist on the best outcomes for the clients that we serve.

Board membership

January 2022 brought an influx of new talent and abilities to the Board with the appointment of Sarah Colgan, John Driver and Ruth McCourt. The year was a period of consolidation for them and already they have contributed significantly at both Board and Committee level. Danny Buttle, a Board Member of extraordinary ability, commitment and contribution to Daisyhouse for four years resigned. Daisyhouse is a substantially stronger charity because of his work. We wish him well. The dedication and support of our current Board Members minimizes any challenge I may have as Chair and justifies my confidence and expectation that Daisyhouse will continue to grow and develop as a positive force for our clients who commit to exit homelessness and create better lives for themselves, their families and their communities.

Operations

This year, the operational environment particularly challenged us in our ability to progress clients who have completed the eighteen-month programme but frequently have been unable to leave our facilities due to the lack of alternative accommodation. Recruitment and retention of staff continues to be a challenge in a period of full employment and opportunities for improved salaries and conditions outside the sector.

The CEO, Ena Norris, continues to manage each challenge in a quiet, dignified and effective manner, ensured that the Board were kept well informed of any significant developments and changes and that best practice is always adhered to.

Finance and Fundraising

HSE and other Public Services Funders relationships are being managed and monitored to ensure support for all existing programmes and proposed developments are optimised. Fundraising has been negatively impacted in terms of events and activity through challenges on recruitment. Key relationships with philanthropic supporters continue to be managed and developed so that they both understand and are kept informed of the essential nature of the contribution they make and the impact that has. The Strategic Plan success is dependant on both the retention and growth of income and revenue and some progress in additional opportunities has already been developed. Costs continue to be tightly managed and controlled and this resulted in a modest surplus for the year which enables achievement of the desired revenue reserve levels that the Board have set as a target.

Conclusion

Board Members continue to make significant commitment and contribution to drive the maintenance, grow th and development of Daisyhouse and work to be effective in relation to how we implement our Strategic Plan.

Daisyhouse make a huge contribution within our society. We continue to support the work that will minimise the deprivation and challenges our clients’ experience so that they can make the changes they wish to exit the blight and distress that is homelessness. The work of the Board and the services of Daisyhouse are only possible through the extraordinary commitment and quiet resilience, presence and support of the staff of Daisyhouse. Our CEO Ena Norris, with her small team of stalwarts meet the challenges, trials and tribulations whether it is the needs of clients, the requirements of the HSE and funders and regulators, or any of the challenges that will arise in such a complex and challenging environment. Our gratitude and esteem in which they are held cannot be stated in words.

Our clients and their needs, wants and desires drive us. We know that we enable the change that women who have suffered extreme trauma want, need and are committed to work for. We help change lives for the better for women who have been ignored and disregarded. The need continues. Daisyhouse makes the difference. We are honoured to be allowed to do this work. Thank you.

Alan Tracey, Chairperson

It is both a pleasure and humbling to continue to be nominated as Chairperson. The challenges that are faced by our clients have neither diminished nor reduced and the services of agencies such as 3

Welcome from the CEO When the pandemic hit in 2020, we did not know what was in store for us over the next two years. It quickly became apparent that life had changed and we didn’t know if we would ever revert back to pre- pandemic. However, we learned over the last two plus years to live with Covid. What we didn’t imagine back then, was that just as normality was returning on that front, we would be faced with one of the worst housing crisis in the history of the State which saw the highest ever number of people entering homeless accommodation. This coincided with a global cost of living crisis and an ongoing war in Ukraine. Whilst these circumstances are extremely difficult for all members of society, they are much more compounded for those who are homeless and in recovery from substance misuse. In 2022, progression routes came to all but a standstill and even though clients had showed amazing resilience over the previous two years as the world contended with a global pandemic, I could see that panic and anxiety set in regarding the lack of housing. However, our clients having come so far on their journey out of active addiction and homelessness, remained strong and whilst the numbers we were able to rehouse were lower than previous years, every time someone secured their long term home, it gave a sense of hope not only to clients but to staff also. In this vein of hope and resilience, I would like to extend my thanks and gratitude to the Board of Directors who have given of their time so freely during 2022. Although the Board of Directors come from a wide range of backgrounds, their drive to support some of the most vulnerable members of our society is evident in all of their interactions with and on behalf of Daisyhouse.

I want to thank our donors, without whom Daisyhouse would not be able to provide the services it does. Those donors include individuals, community groups, corporates, trust and foundations, philanthropists and many more. All of the aforementioned have shown great belief in the work of Daisyhouse and for that I am truly grateful. I want to thank my unwavering small but mighty team of staff. People are always surprised when I let them of the small number of staff we have in Daisyhouse. However, when you have a committed team, they go above and beyond to provide for better outcomes for our clients. Finally want to thank all of the clients who shared their stories as part of this report. A person’s story is one of the most precious things a person owns, as it is so individual to them and I am privileged that they have allowed me to share their story with you. I want to thank you for taking the time to read this report as we cannot do this alone, we need your support to continue moving people out of homelessness for the last time in their lives.

Ena Norris, CEO

I also want to thank our statutory funders- The HSE for their continued support of the work we do. I want to thank The Department of Housing also for their support over 2022 and the relevant local authorities.

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Our Services Our clients are people who are homeless for a variety of reasons- domestic violence, sexual abuse, sexual violence, addiction, ill health, relationship breakdown, loss of income, coming out of care and other complex traumas. Most of the people who have been referred to us have faced a combination of these complex challenges. Many of our clients are also parents whose children are either in the care of family members or in state care. We work closely with our clients and TUSLA on a family reunification programme to support them to become better parents and to one day be reunited with full care of their children.

Supported Temporary Accommodation We worked with twenty individuals in our supported temporary accommodation programme in 2022. This is a unique service in Ireland where people who are homeless post treatment can come to and continue their journey through recovery. We offer this programme for eighteen months. Whilst people are with Daisyhouse, they are provided with a key worker who works with them using the Outcome Star to develop individualised care plans. Clients are encouraged to be self-directing in their care plans with a great emphasis put on recovery, mental and emotional health and meaningful use of time. All clients who avail of our supported temporary accommodation have to engage fully with the programme, regularly meeting with their keyworker and all other supports including specialised counselling which Daisyhouse provides for. There is also an expectation that all clients are involved in a meaningful day time activity, whether this is a recovery programme, volunteering, work, education or training. If a placement in Daisyhouse does not work for a client, the staff of Daisyhouse support them to ensure that they can access alternative services. We had five client s move onto long- term accommodation and two clients who we asked to leave the service. Of the five clients who moved ontwo moved into HAP and three moved into another Approved Housing Body accommodation. 6

Education and Employment 2022 continued to be a year of great learning in Daisyhouse. Most of the people who come to Daisyhouse initially are already partaking in a drugfree structured day programme. These programmes offer our clients their first experience of a return to structured education and training. Participants tend to attend for between six and twelve months. Once a client completes their day programme, they generally tend to move onto some form of third level education or employment. Daisyhouse supports this work through the very generous donations given by some corporate companies for educational purposes. In 2022, we supported people to study a variety of different disciplines including but not limited to•

Tour Guiding

•

Social Care- Level 6

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Literacy and Numeracy

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ITEC Certificate in Makeup

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Forklift Driving

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BA in Social Policy

•

Pilates

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Third Level Access Course – Trinity

We continue to provide laptops, books, and materials for all clients where needed. We also supported them with the cost of travel to their place of training or education. These opportunities give our clients great self-confidence and opportunities to continue to rebuild their lives and to create a brighter future for themselves.

Our Services Family Reunification Eight of the twenty clients we worked with in 2022 were parents and availed of our supports in relation to family reunification. In all cases, our client’s children are in the care of the state or living with family members which has given the parent time to address their issues and trauma whilst accessing Daisyhouse homeless accommodation. In many cases the children have witnessed domestic violence, parental substance misuse, have experienced neglect and physical and emotional abuse. The biggest wish for all of our parents, who come to Daisyhouse, is that one day they will be reunited fully with their children. This is a long process, especially for those who have children in the care of the State. Every decision, which our clients make in their lives whilst in Daisyhouse, is made with these children in mind. Research has shown that when the biological parents maintain their physical and emotional ties with the child, these ties are considered crucial, for the essence of foster care is that it is a temporary expedient, since “it is generally agreed that it is in the best interests of children to live with their families”. Daisyhouse staff work with our parents to support them to overcome issues, which have or may in the future affect their relationships with their children. This may involve one to one counselling, group work, parenting skills, support in relation to meeting with TUSLA social workers and staff. Our parents may then be in a position to have contact with their children and begin to address the negative impact that their children have endured. Unfortunately due to lack of night staff and space, clients in our supported temporary accommodation cannot have any children overnight within Daisyhouse. However, we do offer on occasion, in conjunction with TUSLA (where necessary), overnight stays in hotels and B&B’s for parents and their children. Staff regularly check in with the parent throughout these overnights to ensure that everything is going well. These overnights continue throughout a client’s stay in Daisyhouse. Staff continuously liaise with TUSLA and other family members regarding the reunification of families. One of the biggest challenges for clients is ensuring that they can secure appropriate move on accommodation. Due to the traumas experienced by a lot of our clients, many are only recently on the local authority housing list. This means that as their children are not currently residing with them or as in the case of many, they don’t even have access to them when 8

they arrive in Daisyhouse, the clients housing eligibility is for one bedroom accommodation. In order for them to be reunified with their children, we work closely with the relevant local authority to ensure appropriate sized move on accommodation.

Long Term Housing Daisyhouse also operates as an Approved Housing Body. Daisyhouse has fifteen long-term properties, which are essentially a home for life for these tenants. Twelve of these are within the Dublin City Council area with a further three within the Fingal County Council catchment area. Daisyhouse is responsible for the repair and maintenance of these properties. Daisyhouse staff also offer support to the tenants at times when they need it. This is especially pertinent when tenants first move in and during their transition period. Staff are there to support tenants to fully integrate into their new communities where they feel safe and can continue to rebuild their lives away from homeless services. Daisyhouse is also responsible to address any anti-social behaviour and tenancy issues. All our long-term properties were occupied in 2022.

Aftercare Support Daisyhouse offers a comprehensive aftercare and post settlement support programme to clients who move on from Daisyhouse. We work closely with landlords, other approved housing bodies and Local Authorities to secure safe and suitable accommodation for clients. As each client works through their programme and is ready to move on and create their own home, a support system provided by the support team ensures that the condition of housing is appropriate, that utilities and services are in place, that the rights and responsibilities of the prospective tenant and landlord are clear and adhered to and that the transition to permanent independent living is as smooth as possible. The resettlement support includes everything from making approaches to secure the accommodation to the viewing, signing of documents, setting up of utilities, purchasing of furniture, getting to know the local area, identifying new doctors and other supports (NA/AA) in the communities, etc. This outreach support is provided, where practicable, for up to 1 to 2 years, in a flexible manner, to suit the needs of the client. We worked with five people in our aftercare programme in 2022.

Referral and entry process: Daisyhouse provides an eighteen-month placement to clients who are ready to live independently with a view to moving them into their own home. It is important that referral agents have completed a risk assessment and have assessed that the applicant is ready to live semi-independently as support staff work 9-5 Monday to Friday. An oncall system is in operation for out-of-hours but for emergencies only. If you believe that your client has medium to high support needs then Daisyhouse may not be in a position to meet their needs.

CLIENTS ARE REFERRED TO US THROUGH HSE SOCIAL INCLUSION AND OTHER ADDICTION SERVICES. OUR ENTRY CRITERIA IS AS FOLLOWS:

18+

VIOLENCE

The client must be over 18

HAP

drug and alcohol free for six+ months

no history/pending charges for arson, violence, sexual or children related criminal offences. This is due to the vulnerability of our client groups and children that maybe on-site.

The client accepts HAP as a move on option

DCC DLRCC FCC SDCC They must be registered as homeless with the DCC/DLRCC/FCC/SDCC

engaging in a day programme

in need of low supports and mental health associated risks. has resided in an aftercare house, (directly leaving aftercare house to come to Daisyhouse)

engaging in supports for their recovery

is not currently addressing charges in need of low supports and mental health or conviction. associated risks.

If the referred client meets our criteria, they are placed on a waiting list. The “referring agency” is contacted and advised of same. Once a unit becomes available, the potential client is called for an assessment. If your client is successful following the assessment a date is arranged for them to move into Daisyhouse. 10

Meet our Clients Josie’s Story I am from a good family and received the best education. I left school and travelled abroad, where I met a man, married him and had a son. However, I raised my son on my own while I had a great corporate job. There was a good social life attached to the job, with a lot of alcohol involved. I functioned well at home and at work. Stubbornness kept me working abroad, I was running away. My family At home there was a lot of drinking, I was close to my dad, but he died when I was in my twenties. I was very different to the rest of my family. They were all academic. After school I worked in a shop and wanted to be a chef and I went to a cookery course abroad. I met a man while I was abroad and travelled even further with him, this is the man I married. 1991 I got a great job in Asia as a representative in a travel company, three mornings per week. I had my son then and continued working but moved to an office job. I ended up organising corporate travel, inbound. Three mornings a week became five mornings a week and then into five days a week. My marriage ended and my son’s father wasn’t in his life. I continued corporate work for twenty years and became managing director. Back in Ireland Where I worked there was political unrest, business dried up. I thought this was the time to come home. My family was getting older and I thought it would be nice to spend time with them. I stayed in the family home and they were happy to see me initially. I thought I could bring my lifestyle back home, but their traditional lifestyle didn’t match. Different family rivalries and jealousies happened. I stayed eight months. Covid Lockdown I stayed in a friend’s house for about one year. I was living alone during the Covid lockdown. I didn’t have any neighbours to talk to and no outlet. I couldn’t see any friends, didn’t have any club membership, I had no firm footing. I had no one to Zoom. Everyone I knew in Asia was scattered across the world. Prior to lockdown I was temping for work, but lockdown finished it.

Drinking I was constantly watching TV and started drinking, there were no libraries open, I was doing crosswords and having a bottle of wine at night. Six o ’clock became three o’ clock. I went to all different shops to buy drink. Two bottles of wine became one bottle of vodka. Then one bottle didn’t last a day. I didn’t wash and the curtains were closed. I lost days. I tried to stop but became violently ill. I asked a friend abroad to help me, they said don’t stop drinking immediately because it was dangerous. I didn’t know how to stop. I didn’t know how to get help. I had no idea a doctor could help me. I stopped paying rent, had a big fall out with my friend and tried to hide this from my son. On my Zoom calls to my son, I put him through hell. He was so far away. I got put out of the house and the locks were changed. My son put me up in a guesthouse. He arranged for me to go to a treatment centre in Limerick. I stayed in a hostel in Limerick for one week and I wasn’t sober, day or night. Before I went into treatment I had to have a Covid test in Stillorgan and had to get a taxi to and from it. I then had to get a bus to Limerick and a taxi to a hotel for one night. I ran out and got a bottle of vodka and had dinner, wine and vodka. Treatment When I went into treatment, I Zoom called my son, who was at a meeting. He said he was so worried, left the business meeting and was crying on a street talking to me. I thought I‘d dry up while I am in treatment and I will learn to drink. I will not drink at home and I’ll only drink wine. Then when the programme progressed, I realised alcohol was a coping mechanism. I learned I was an alcoholic. I was filled with guilt and shame. My son was very good and the programme was emailing him, and I didn’t know and he was able to call me at weekends. My son was scared I would leave the programme. On the first phone call to my son, he asked me what I needed. I had to give him all my underwear measurements. Big Dunne’s Stores pants arrived in a parcel; I went in with nothing. For fourteen weeks, I was up at 6 am and went to bed at 9.30 pm, seven days per week. I had morning sessions, had to clean my room, and had chores every day. Group

sessions, lunch, knitting, crocheting and taking hems down from curtains. Dinner, rosary and bed, I was in a three bedroom. However, you moved rooms too. Aftercare I was focused on living one day at a time. I was told about a transition house in Dublin, you go there for eight months. I got an eye infection during my time in the aftercare house and was lying in a hospital bed for a whole week and I was thinking about buying a bottle of vodka. In the first month of the aftercare house, there is supervision. There is routine, the routine was gone in hospital. I told the staff about wanting a drink. I stayed for eight months.

Outside of Daisyhouse I now have a fabulous house. I am frantically nesting. I am weighing up getting my hair done or buying a new rug. The difference with my new home is I have space. I am buying my own things. I have a garden and a shed. I don’t wear a “mask” anymore and I can still go to the pub. I order myself a soft drink and I always have an exit plan. My son is coming home to my house to visit and I’m going to be cooking his first dinner.

I did everything I was told to do. I lived very much by the system. Daisyhouse When I moved into Daisyhouse I learned to be myself. I loved the privacy. I’m not sharing with anyone. I’m myself now. First night in Daisyhouse- what am I going to do? Five O’clock I was starving. I told myself I’ll wait until 6 pm. I had my day programme in the morning and was still helping out in the aftercare house. While I was in the day programme, I went to the Liberties College to study Tour Guiding. It gave me back my sense of self. It made me feel I was a member of society. It is easier to transition out with the security of someone here. You could always have a chat. There was a great respect for each other on your road to recovery. Daisyhouse gives you those boundaries. Amanda, my Key Worker in Daisyhouse made the difference to my life. I could be honest with her. My laundry slot was really important to me in Daisyhouse, I didn’t wash when I was drinking. The first grown-up thing I bought was an iron and an ironing board. Daisyhouse afforded me the opportunity to shower when you want to. I found myself again in Daisyhouse but my sober self. My new home As I was over 55, I was told by staff in Daisyhouse that I was eligible to apply for over 55’s housing. I couldn’t believe it when all of a sudden I was offered a long term council home. Suddenly I have a house and got an allowance from Social Welfare Office to buy things- I bought a new double bed, something I haven’t had in years.

Lynn’s Experience I am from a large family- it was dysfunctional. My father was an alcoholic. I remember in my early teens; I was at a twenty first birthday. I wanted to have the fun that the people at the party were having. I was there as a guest; I was asked to go behind to bartend. I had my first vodka (because I was told it didn’t taste nasty). I put in a load of orange juice, because the effect wasn’t immediate, I kept drinking. I was a young teenager that evening. I was taken to hospital with a blackout. I woke up in hospital with one shoe. A couple of years later, mid-teens, we went down the country, we went to a disco. We would get a six pack and have a bottle of beer each. It was a prop to look grown up. It was to cover that inadequacy we feel as teenagers. I would have got drunk on wine and champagne with an older sibling too. Late teens. I enjoyed going for pints at the weekends. I would have gone out with older siblings and would have tried Poitin. Early twenties and thirties. I started drinking heavily in my late twenties. At that time, I was living in the states. I was really unhappy at the time. I started medicating myself at the time with home drinking. I realised I couldn’t keep going like that, I couldn’t stop by myself. So, I decided to go home to Ireland to a Rehab. I have been to Rehab several times now. I did really want to change. I didn’t know how to live soberly. I didn’t have the tools to deal with life. The knowledge. The difference this time I had an awareness that none of the programmes had lasted. This time I fought for a transition house; I knew I needed it. During Covid, in the first month we weren’t allowed outside the house on our own. You had to account for everything you were going to do for the day. The good thing about the transition house was it extended my period of sobriety. However, there was a constant threat of homelessness, as soon as I arrived at the interim house. This is a time when you need security. I was there for five months, we had six months to get out, pressure was on to find a home. It was in my mind that there was high rents, I was looking about renting. Through an Day Aftercare Programme, I heard about Daisyhouse. I found out how to apply and I did.

Daisyhouse. I had a meeting with Daisyhouse and then found out my paperwork hadn’t gone through to D.C.C. (Dublin City Council). There were time delays. I was contacting them daily, I thought my file would get closer to the top. My Keyworker in my day programme spent an hour on the phone with me, talking me through other options. She was keeping an eye on me. She was afraid I would start drinking. I wrote to the manager of my aftercare house requesting her intervention, resulting in a phone call. I asked her to contact Daisyhouse directly. Within a week, I had my place in Daisyhouse. Daisyhouse was a next step. It gave me the security, the support and the freedom to implement all the steps I had learned to start living, as an independent human being. The respect and trust from me in Daisyhouse meant people weren’t trying to confine you. They allowed me to make my own decisions, but I was guided and supported. It is there for me. I started back to education in Parnell’s Square, as soon as I started in Daisyhouse. I was over a year here when I started in Trinity- doing a foundation course. My Key Worker used to print out my college work while I was in Trinity. I finally found myself again after all those years of drinking and short lived periods of sobriety. Daisyhouse gave me that opportunity. My own home. While I was in Daisyhouse someone from D.C.C. phoned Daisyhouse to say he wanted to see me to discuss my housing with me. I met him and I was really nervous. I was afraid something might go against me. I was asked would I be interested in a place in D,4. I didn’t know that I was accepting a place until after that. I realised it was near a place I had worked and it was very isolated with a terrible bus service. I was asked could I change, as far as D.C.C. was concerned; I had accepted the place. I went out to see it and I left in tears. If it was accepted, I had better have a look. It was neglected. The isolation would have been detrimental to my recovery. So, I felt cheated and shed some tears. My Key Worker went to D.C.C. and they came up with an amazing home. The place is new. It is spacious. It has a view of the mountains. Without this intervention, and if I had accepted the original offer, I know I would be drinking again. I feel like I am on the next step of my journey. I have to

find a new structure in my life. I need to keep changing. I need to step out of my comfort zone. I have recently secured a job as a receptionist and I love it. I know have peace of mind which allows me to move forward each and everyday and continue into my future with sobriety.

Siofra’s Story I have a great family and went to a private school. I played instruments and took part in gymnastics and drama lessons. However, I had internal struggles. When I look back, I realised my parents drank in our family home... in a normal way for us. Perhaps my parents drank too much. I spent nights in pubs when we were on holidays abroad. The first changes in my personal life were when I started chronic self-harm. I then developed food issues. These were the first steps in my journey. I hid this from my parents for a long time. They knew, however. Twelve Years Old I wasn’t ok with food (it started when I was twelve years old). My parents didn’t find out until I was fifteen. But they did nothing about it. They thought it was a phase, nothing was said about it in our home. Second Year of College Prior to my second year of college, I was drinking socially. In second year, I had a breakdown, I started self-harming again and was admitted to St Patrick’s Hospital. This happened a second time during that college year. By the time I had completed this year, I had lost my job. I was switching behaviours, my drinking was escalating and the self-harming was getting worse. I was living at home with my parents and drinking in my bedroom, but my parents wanted me to drink downstairs in the family home and not alone in my bedroom. As I left my second year of college, the department said I needed to get help and take a year off the books. I said no and got a full-time job. I lasted six weeks in this job, because I found a full bottle of gin in the stockroom and drank it. A customer noticed I was drunk and brought it to the attention of a manager. I was sent home for a few days and referred to the work doctor. I self-harmed the night before and told the work doctor the next day and was sent to A&E. Did anyone ever ask if I was ok? If anyone had asked me if I was ok, I would have broken down, but no one did. I then went for alcohol counselling and went in and out of treatment... four times, going back to my parents’

home each time. In the end, my mum told me I was incompatible with their lifestyle. Anytime my family would go away, I would drink heavily. 2020 I went into treatment and applied to go into an aftercare house, but because of Covid I had to stay with my family and I had a relapse. I would sometimes run away and sleep on the streets. 2021 October 2021, I went into treatment - from there I moved to an aftercare house and eventually on to Daisyhouse. Daisyhouse Life I love it here; all the girls are great. I love independence, but I still have support. I am free to get up when I want to, because I work until ten each night. I am directing my own life here. In the past I always looked after my appearance-, I would have a full face of makeup on, but I was an internal mess and I might not have washed my hair for two weeks, but I still had done my makeup. Now it is about self-care... it feels good. These days I am not inclined to wear makeup, because I am ok. Next Steps from Daisyhouse I am now learning beauty therapy in college, there is freedom to go back to college to study something nonacademic. Next year I will be a qualified beauty therapist. I’ve been doing some freelance makeup artistry and this might lead into new roles. The fact that there is someone there for me in Daisyhouse is great and I have my friends in Daisyhouse too. I am happy about the future, I am busy now and I am now confident in myself. I know what is best for me, from all the supports along the way. The trust is there with Daisyhouse

Impact of What We Do At Daisyhouse, people learn how to rebuild their lives. They learn how to set boundaries. They learn how to move away from their past traumas. They learn how to build and sustain healthy relationships and support networks. This assists in building their personal confidence and their ability to communicate with others. This enables them to take that first step into building a new life, free from their past challenges and difficulties.

As we all know, the provision of a place to live is just one piece of the overall jigsaw of services that make a difference. In Daisyhouse it is the gender specific accommodation, alcohol and drug free environments and the on-going support and time that clients receive, that plays a crucial role in their ability to rebuild their lives and move on to independent, drug and alcohol free sustainable, safe lives.

When clients move on from Daisyhouse, they have full support and a tenancy sustainment plan in place which is client led. This ensures that the clients remain safe and are given the skills to move forward successfully in their lives so that future tenancies are sustained. Thus preventing them from relapsing and re-entering the homeless cycle.

Housing Management and Maintenance. Daisyhouse has a policy of maintaining its properties to a very high standard. Keeping our properties in good order is essential to the delivery of an excellent service to our clients. In late 2021, Daisyhouse commissioned Impart Links to carry out a stock condition survey across all our properties. A Stock Condition Survey can be defined as an appraisal of the current condition and likely future lifespans of various elements and components that together make up the housing asset. Generally they are used to give a picture of the overall current condition of a home and estimate what needs to be spent to bring them up to, and keep them, at a good standard – over 30 years. Stock Condition Surveys are used as a business planning and asset management tool by housing associations, informing them of the future maintenance needs of their housing assets. As a result of this survey, Daisyhouse will be able to plan for more effective maintenance of our properties, thus ensuring that clients are safe and comfortable in their homes. It also allows us to ensure that an appropriate sinking fund is in place to allow us to carry out those works. Daisyhouse had commenced on a long-term maintenance plan which includes but is not limited to replacement of windows and door, kitchens, bathrooms

Daisyhouse continues to carry out emergency, routine and cyclical repairs across all of our properties.

Legal Status, Administrative & Governance Detail Daisyhouse Housing Association is a Company Limited by Guarantee, without a share capital under the Companies Act 2014. It was incorporated on 03/02/1989 and its registered number is 139811. Daisyhouse was granted charitable status for taxation purposes by the Revenue Commissioners. Our charity number is CHY 9669 and we are registered with the Charities Regulator; number CRA 20024185. All income is exclusively used to promote the charitable objectives of the company. We comply with Statements of Recommended Practice (Financial Reporting Standard 102 and the Statement of Recommended Practice, Housing SORP 2018). Registered Office- 6 Emor Street, Portobello, Dublin 8, D08K3VF Auditors: Crowleys DFK, 17 College Green, Dublin 2, D02 V078 Solicitors: Ryans Solicitors, 46 Harrington Street, Portobello, Dublin 8, D08YFN7 Bankers: Allied Irish Bank, 61 South Richmond Street, Dublin 2, D02 H282

Directors

The Directors serving during the year and since year end were as follows; • • • • • • • •

Alan Tracey (Chairperson) Anne-Marie Dermody ( resigned 24th January 2022) Daniel Buttle ( resigned 17th January 2023) Michael Harrington David McCabe (Company Secretary) John Driver ( appointed 24th January 2022Treasurer) Sarah Colgan ( appointed 24th January 2022) Ruth McCourt ( appointed 21st March 2022)

CEO Ena Norris

Daisyhouse endeavours to achieve high quality standards of governance and management of the organisation. Daisyhouse is managed by a voluntary Board of Directors who are responsible for providing leadership and robust governance to the 20

organisation. The Board reviews and approves the strategic plan, management accounts and annual budgets, company policies and monitors performance. The Board meets regularly as required. It met eight times during 2022. Due to Covid-19 four of these meetings were conducted virtually. On appointment, Directors receive a formal induction and are provided with comprehensive briefing documents designed to familiarise them with the company operations, management and governance structures. The Board undertook a Board review and skills audit in 2022 with BoardMatch to identify any deficits in the Board of Directors. Active recruitment of new Directors is taking place and succession planning is in operation. The Board delegates the day-to-day operation of the organisation to the CEO. The CEO is not a member of the Board. The CEO manages the operation of the charity with delegated responsibility to the staff team. Daisyhouse reviewed all its activities and governance to ensure that it is compliant with the new Charities Regulators Code of Governance. We are registered as an Approved Housing Body with the newly established Approved Housing Bodies Regulatory Authority (AHBRA) who are finalising their new legislation which Daisyhouse will adhere to once fully operational. We are also registered with the Charities Regulator.

Charities Regulator Governance Code

Daisyhouse Housing Association is a Complex organisation in relation to the Code and as such must satisfy forty nine standards based on six principles. 1) Advancing charitable purpose 2) Behaving with integrity 3) Leading people 4) Exercising control 5) Working effectively 6) Being accountable and transparent

Board Member Meeting Attendance 2022 Board Member

2022 Board Member Attendance

Alan Tracey

8/8

Anne-Marie Dermody

1/8 (resigned in January 2022)

Daniel Buttle

7/8 ( resigned 17th January 2023)

Michael Harrington

8/8

David McCabe

8/8

John Driver

8/8

Sarah Colgan

8/8

Ruth McCourt

7/8 (Appointed 21st March 2023)

Sub-Committees

There were three sub-committees in operation in 2022- Governance, Audit and Risk and Funding and Fundraising.

Risk Management

The Audit and Risk Committee reviews the effectiveness of the organisation’s internal financial controls and procedures; oversees the external audit process from planning to completion and recommends the financial statements to the Board for approval. The committee also oversees our risk management process (further details in our Audited Accounts and Directors Report for 2022 and compliance with various legal and governance requirements. The Corporate Risk Register is a standing item on the agenda at every Board and Audit and Risk Sub Committee meeting.

of interest. All new Board members complete a Register of Interests form and sign a Declaration of Compliance with Daisyhouse’ s Conflict of Interest Policy. Conflict of Interests are a standing item on the agenda of each Board meeting. Agendas for each Board meeting are circulated in advance for review. The Chairperson asks at the start of each Board meeting if anyone has a conflict of interest that needs to be declared. Any conflicts are recorded in our conflicts of interest register. There were no conflicts of interest recorded in 2022

Fundraising

Daisyhouse is also fully committed to achieving the standards contained within the Statement of Guiding Principles for Fundraising. The Statement exists to: • Improve fundraising practice • P romote high levels of accountability and transparency by organisations fundraising from the public • P rovide clarity and assurances to donors and prospective donors about the organisations they support

Lobbying and Political Donations

There were no political donations in 2022, and as a result, no disclosures are required under the Electoral Act, 1997. As required under the Regulation of Lobbying Act 2015, Daisyhouse now records all lobbying activity and communications with Designated Public Officials (DPOs). It has made the returns and submissions required by the Act.

Conflicts of Interest

The Board of Daisyhouse has a legal obligation to act in the best interests of the charity at all times and to avoid situations where there may be a potential conflict 21

Profile of the Board of Directors Alan Tracey- Chairperson

A Chartered Accountant, Alan is Principal Business Advisor with Knowledge Business Systems, previously employed as Financial Controller in a number of businesses, including Not for Profit Organisations. Alan has held roles as Non-Executive Director with a number of commercial organisations and supported Voluntary and Charitable organisations in a voluntary capacity. Alan was appointed Chairperson of Daisyhouse at the AGM in September 2020.

Anne Marie Dermody

Anne-Marie joined the Board in December 2018. Originally from Galway, Anne-Marie graduated from UCD in 1992 with a BCL in Civil Law. Anne- Marie has been a practising solicitor for over twenty years, having been a managing partner of her own firm for over eight years. After a number of years in politics, she now runs her own general practice with a particular emphasis in the area of family law and mediation. Anne-Marie’s commitment to the Daisyhouse Charity is borne from her concern for women affected by domestic violence, homelessness and addiction.

Daniel Buttle

Danny has spent the last 15 years working in technical operations and service management roles, primarily dealing with government and large corporate customer segments. During this time, Danny has worked in a combination of small agile companies and some of the largest employers in the world. Danny’s current role is as Operations Manager in Amazon Web Services. In his career, he has been a keen participant in Diversity and Inclusion initiatives both in Ireland and globally. He holds a BSc. in Computer Applications from Dublin City University.

Michael Harrington

Michael is a real estate agent with over 30 years’ experience in the Irish property market. Previously a director of HWBC and CBRE Ireland, he set up Harrington Retail, a niche advisory practice in 2013. A Chartered Surveyor, Michael holds a Diploma in Property Economics from TU Dublin, a BSc in Surveying and an MBA from Trinity College Dublin. Michael was appointed as a Director in July 2020.

David McCabe- Company Secretary

Dave is the Iarnród Éireann Company Secretary and over the past eight years has worked in a variety of corporate governance and company secretarial roles for semi-sate, private entities and publicly listed companies. Prior to this, Dave devilled as a barrister on the southern eastern circuit and provided contractual legal research services to governmental and non-governmental organisations. Dave holds a BA in Legal Studies and Business from Waterford Institute of Technology, a Barrister-at-law degree from Kings Inns and a MSC in Management and Corporate Governance from Ulster University. Dave was appointed as a Director and Company Secretary in January 2021. 22

John Driver

John is a Tax Director in Grant Thornton Ireland with a focus on the financial services industry and works across a broad range of clients within banking, insurance, aviation and asset management. Prior to specialising in tax, John worked in analytics for a number of years within one of Ireland’s pillar banks and has gained industry experience in a number of Ireland’s leading financial institutions. John is a member of the Irish Tax Institute (ITI) and a member of the Association of Chartered Certified Accountants (ACCA). He holds a Masters of Science (MSc) degree from DCU and a Bachelor of Science (BSc) degree from Maynooth University.

Sarah Colgan

Having studied at Trinity College, Sarah began her career working in television and entertainment in London. She moved from MTV to the BBC before returning home to develop new television formats and produce prime time programming for RTÉ. She established Dublin-based creative advertising agency Along Came A Spider in 2014 and, in 2018, founded and led a national movement called 20×20 which changed the landscape for women in sport, winning several national and European awards.

Ruth McCourt

Ruth has worked in the charity and non-profit sector for over a decade in a variety of areas including child welfare and protection, sexual and gender-based violence, and European affairs. She currently works for the Irish Council for Civil Liberties and is Director of Communications and Development. Ruth holds a BA from Trinity College Dublin and an MA from Dublin City University, as well as a number of further postgraduate qualifications.

Strategic Priorities

Objectives Growth in Services Increase capacity in relation to the Support Temporary Accommodation programme by 100% for both numbers of Clients and Accommodation places. These are to be female specific services. • We will do this by the identification and purchase of a minimum of two additional properties and turning them into individual self-contained units. • We will secure both public and private funding to achieve this. • We will grow our team accordingly. • We will ensure that referral agents are aware of the service and what it offers to potential clients. • We will offer a high quality service to provide for the best outcomes for our clients • We will ensure that we listen to the voice of our clients to ensure that they get the best service possible. • We will maintain our properties to the highest standard. • We will implement an appropriate aftercare service to ensure that clients do not return to homelessness and that they remain in their long term housing.

Extend Relationships Develop and extend relationships with referring partners and service funders who’s Clients would benefit from our Support Temporary Accommodation programme • We will utilise all networking opportunities to ensure that all appropriate and potential referring partners are aware of the service and the requirements to access same • The Daisyhouse team will continue to partake in any research which is relevant to the needs of our clients • We will ensure that our website contains all the relevant information for referring partners. • We will continue to liaise and grow relationships with our service funders • We will ensure that there are appropriate communication streams between Daisyhouse and its referring partners Increase Funding Develop and increase capacity so that a minimum of 25% of overall Income is derived from independent and sustainable means allowing us to set aside a minimum of 10% of our Income each year towards growth in reserves and services. • We will develop and invest in our Fundraising Strategy in order to maintain existing and develop new sources of sustainable income • We will develop and invest in a robust communications strategy to ensure that

all of our funders both public and private Operational priorities are invited to be part of the Daisyhouse journey • O rganisation: Organisational review completed 2020 with focus on culture and • We will ensure the Fundraising Sub operational efficiencies. A lot of work has Committee of the Board of Directors are been carried out on reviewing policies and driving the strategies procedures. • We will develop our relationships with both • Governance and Compliance – Accounts existing and new corporate partners brought back in house for more surety on the standard of accounting practices and • We will develop our relationships with both financial reports produced. Tendered for existing and new philanthropic partners new Auditors who are now in place and have completed their first annual audit. • We will diversify our public sector funding New handbook and Code of Conduct for stream Board members produced and signed off by • We will implement excellent financial the Directors. New Governance, Audit, Risk, management practices Fundraising and Funding Sub Committees in place. • We will use our resources effectively We will achieve these by implementing the • Finance – Comprehensive Budgets set out at the beginning of the year which following operational priorities building on our are managed carefully and reviewed on a achievements from period 2018-2020 regular basis throughout the year. Stringent financial policies in place. Strong relationship built with all funders- Statutory, Corporate, Philanthropic and Individuals. • Charity Operations: Operating at 100% capacity to maximise benefits to clients, supporters and society. New CRM systems introduced to record all client information and maintenance issues. New Assessment, key working and care planning toolOutcome Star, introduced to support clients in their journey out of homelessness. Training schedule in place for all staff.

The History of Daisyhouse Daisyhouse was founded by the late Sr Una McCourtney CSJP (1935-1996). Sr Una was Principal of a School in Washington State, USA for many years before returning to Ireland to work with people experiencing homelessness and women fleeing domestic abuse. With the help of the then Senator, and former President, Mary Robinson, her sister Eilish and Ita Kelly, a property was found in Dublin 8 and Sr Una opened up a new service for single homeless women. Out of this experience, Daisyhouse was born in 1989. Through Sr Una’s inspiration, Daisyhouse continues to offer a service that is nonjudgmental, compassionate and totally focused on the best interests of each individual homeless person we support and work with.

Where did the name ‘Daisyhouse’ come from? Sr. Una chose the Daisy flower as it was symbolic – being ‘rooted’ and ‘secure’, it had the potential for continued growth. The centre of the flower, containing daisy seeds, represented the individualism of the people the organisation worked with. The petals, reaching outward symbolised the embracing of new possibilities based on a sense of security, a feeling of confidence and a recognition of personal dignity and self-worth. We had phenomenal support from both new and existing partners in 2020 on many levels in a myriad of manners. There are so many who assisted us – it is not possible to name everyone; thank you sincerely.

Directors Report and Financial Statements 2022

Daisyhouse Housing Association CLG DIRECTORS AND OTHER INFORMATION DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE COMPANY INFORMATION

Directors

Daniel Peter Buttle (resigned 17 January 2023) Alan Tracey Michael Harrington David McCabe John Driver (appointed 24 January 2022) Sarah Colgan (appointed 24 January 2022) Ruth McCourt (appointed 21 March 2022) Anne Marie Dermody (resigned 24 January 2022)

Company secretary

David McCabe

Registered number

139811

Charity regulatory number

20024185

CHY number

CHY9669

Registered office

6 Emor Street Portobello Dublin 8

Business Address

370 South Circular Road Dublin 8

Independent auditors

Crowleys DFK Unlimited Company Chartered Accountants and Statutory Audit Firm 16/17 College Green Dublin 2

Bankers

Allied Irish Bank 61 Richmond Street Dublin 2

Solicitors

Ryans Solicitors 46 Harrington Street Dublin 2

Daisyhouse Housing Association CLG CONTENTS DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE CONTENTS

Page Directors' Report

1-2

Directors' Responsibilities Statement

Independent Auditors' Report

4-7

Income Statement

Statement of Comprehensive Income

xii

Statement of Financial Position

xiii

Statement of Changes in Reserves

xiv

11 - 12

Statement of Cash Flows

xvi

Notes to the Financial Statements

xvii

14 - 23

iii

Daisyhouse Housing Association CLG LIMITED BY GUARANTEE DAISYHOUSE HOUSING ASSOCIATION COMPANY DIRECTORS’ REPORT DIRECTORS' REPORT For The Year EndedFOR31THEDecember 2022 YEAR ENDED 31 DECEMBER 2022 The directors present their annual report and the audited financial statements for the year ended 31 December 2022. Principal activities Daisyhouse Housing Association CLG is a registered charity and Approved Housing Body that provides safe, alcohol and drug free, Supported Temporary Accomodation with uniquely tailored individual Personal Support Programmes to individuals who are homeless, so they can break the cycle of homelessness and be empowered to move forward to independent sustainable, safe living. The company also provides a fully comprehensive resettlement programme. Financial review The surplus for the year amounted to €52,532 (2021:€318,081). Daisyhouse Housing Association CLG would like to acknowledge its many funders and their generosity, without which the company could not continue its work and whose support is greatly appreciated by the Board. The income of the company was €478,759 (2021: €736,852). The main sources of income are rent, HSE grant funding and donations. Total expenditure for the year was €503,824 (2021: €496,368). There is amortisation of capital grants of €77,597 (2021: €77,597). The expenditure of the company is analysed in detailed accounts attached to this report. The net movements in funds for the year was a surplus of €52,532 (2021: €318,081). The Statement of Financial Position shows total reserves of €896,145 (2021: €843,613). Of this, €32,371 (2021: €42,000) is designated as a reserve for repairs and refurbishment of housing stock. Directors The directors who served during the year were: Daniel Peter Buttle (resigned 17 January 2023) Alan Tracey Michael Harrington David McCabe John Driver (appointed 24 January 2022) Sarah Colgan (appointed 24 January 2022) Ruth McCourt (appointed 21 March 2022) Anne Marie Dermody (resigned 24 January 2022) Company secretary The company secretary who served during the year was David McCabe. Accounting records The measures taken by the directors to ensure compliance with the requirements of Sections 281 to 285 of the Companies Act 2014 with regard to the keeping of accounting records, are the employment of appropriately qualified accounting personnel and the maintenance of computerised accounting systems. The company's accounting records are maintained at the company's office at 370 South Circular Road, Dublin 8. Future developments The directors are not expecting to make any significant changes in the nature of the business in the near future, though it is expected that there will be an increase in the scales of services provided in line with the strategic plan.

Page 1

Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATION CLG COMPANY LIMITED BY GUARANTEE DIRECTORS’ REPORT DIRECTORS' REPORT (CONTINUED) For The Year EndedFOR 31 December 2022 THE YEAR ENDED 31 DECEMBER 2022 Statement on relevant audit information Each of the persons who are directors at the time when this Directors' Report is approved has confirmed that: 

so far as the director is aware, there is no relevant audit information of which the Company's auditors are unaware, and



the director has taken all the steps that ought to have been taken as a director in order to be aware of any relevant audit information and to establish that the Company's auditors are aware of that information.

Post balance sheet events There have been no significant events affecting the Company since the year end. Auditors The auditors, Crowleys DFK Unlimited Company Chartered Accountants and Statutory Audit Firm, were appointed in accordance with section 384(1) of the Companies Act 2014 and will continue to act as auditors. This report was approved by the board on 15 May 2023 and signed on its behalf.

___________________________ Alan Tracey Director

___________________________ John Driver Director

Page 2

Daisyhouse Housing Association CLG DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE DIRECTORS’ RESPONSIBILITIES STATEMENT DIRECTORS' RESPONSIBILITIES For The Year Ended 31 December 2022STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2022 The directors are responsible for preparing the Directors' Report and the financial statements in accordance with Irish law and regulations. Irish company law requires the directors to prepare the financial statements for each financial year. Under the law, the directors have elected to prepare the financial statements in accordance with the Companies Act 2014 and Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland' . Under company law, the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the assets, liabilities and financial position of the Company as at the financial year end date, of the surplus or deficit for that financial year and otherwise comply with the Companies Act 2014. In preparing these financial statements, the directors are required to: 

select suitable accounting policies for the Company's financial statements and then apply them consistently;



make judgements and accounting estimates that are reasonable and prudent;



state whether the financial statements have been prepared in accordance with applicable accounting standards, identify those standards, and note the effect and the reasons for any material departure from those standards; and



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

The directors are responsible for ensuring that the Company keeps or causes to be kept adequate accounting records which correctly explain and record the transactions of the Company, enable at any time the assets, liabilities, financial position and surplus or deficit of the Company to be determined with reasonable accuracy, enable them to ensure that the financial statements and Directors' Report comply with the Companies Act 2014 and enable the financial statements to be audited. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. On behalf of the board

___________________________ Alan Tracey Director

___________________________ John Driver Director

Page 3

DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE

Daisyhouse Housing Association CLG DIRECTORS’ RESPONSIBILITIES STATEMENT INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE For The Year Ended 31 December 2022 Report on the audit of the financial statements Opinion We have audited the financial statements of Daisyhouse Housing Association Company Limited by Guarantee (the 'Company') for the year ended 31 December 2022, which comprise the Income Statement, the Statement of Comprehensive Income, the Statement of Financial Position, the Statement of Changes in Reserves and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is Irish law and Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland'. In our opinion, the accompanying financial statements:  



give a true and fair view of the assets, liabilities and financial position of the Company as at 31 December 2022 and of its surplus for the year ended; have been properly prepared in accordance with Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland'; and Statement of Recommended Practice (SORP): Accounting by Registered Social Housing Providers, Updated 2018 FRS102 have been properly prepared in accordance with the requirements of the Companies Act 2014.

Basis for opinion We conducted our audit in accordance with International Standards on Auditing (Ireland) (ISAs (Ireland)) 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 Company in accordance with the ethical requirements that are relevant to our audit of financial statements in Ireland, including the Ethical Standard issued by the Irish Auditing and Accounting Supervisory Authority (IAASA), 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.

Page 4

vii

DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE

Daisyhouse Housing Association CLG INDEPENDENT AUDITOR’S INDEPENDENT AUDITORS' REPORTREPORT TO THE MEMBERS OF DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE (CONTINUED) to the Members of Daisyhouse Housing Association CLG 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 Auditors' report 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. 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. Opinion on other matters prescribed by the Companies Act 2014 Based solely on the work undertaken in the course of the audit, we report that:  

in our opinion, the information given in the Directors' Report is consistent with the financial statements; and in our opinion, the Directors' Report has been prepared in accordance with applicable legal requirements.

We have obtained all the information and explanations which we consider necessary for the purposes of our audit. In our opinion the accounting records of the Company were sufficient to permit the financial statements to be readily and properly audited, and the financial statements are in agreement with the accounting records. Matters on which we are required to report by exception Based on the knowledge and understanding of the Company and its environment obtained in the course of the audit, we have not identified any material misstatements in the Directors' Report. The Companies Act 2014 requires us to report to you if, in our opinion, the disclosures of directors' remuneration and transactions required by sections 305 to 312 of the Act are not made. We have nothing to report in this regard. Respective responsibilities and restrictions on use Responsibilities of directors As explained more fully in the Directors' Responsibilities Statement on page 3, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the directors 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 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 management either intends to liquidate the Company or to cease operations, or has no realistic alternative but to do so.

viii

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DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE

Daisyhouse Housing Association CLG INDEPENDENT AUDITOR’S INDEPENDENT AUDITORS' REPORTREPORT TO THE MEMBERS OF DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE (CONTINUED) to the Members of Daisyhouse Housing Association CLG Auditors' 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 an Auditors' Report 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 (Ireland) 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 on the basis of these financial statements. As part of an audit in accordance with ISAs (Ireland), we exercise professional judgement and maintain professional scepticism throughout the audit. We also: 



 



Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors. Conclude on the appropriateness of the directors' use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Company's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our Auditors' Report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our Auditors' Report. However, future events or conditions may cause the Company to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Page 6

DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE

Harry O'Sullivan for and on behalf of Crowleys DFK Unlimited Company Chartered Accountants and Statutory Audit Firm 16/17 College Green Dublin 2 Date: 15 May 2023

Page 7

Daisyhouse Housing Association CLG DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE INCOME STATEMENT For The Year Ended 31 December 2022 INCOME STATEMENT FOR THE YEAR ENDED 31 DECEMBER 2022

Note

2022 €

2021 €

478,759

736,852

Gross surplus

478,759

736,852

Administrative expenses

(503,824)

(496,368)

Other operating income

77,597

Operating surplus

52,532

318,081

Surplus for the financial year

52,532

318,081

Turnover

The notes on pages 14 to 23 form part of these financial statements.

xi Page 8

Daisyhouse Housing Association CLG DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE STATEMENT OF COMPREHENSIVE INCOME For The Year Ended 31 December 2022 INCOME STATEMENT OF COMPREHENSIVE FOR THE YEAR ENDED 31 DECEMBER 2022

2022 €

2021 €

Surplus for the financial year

52,532

318,081

Other comprehensive income

Note

Total comprehensive income for the financial year

xii

52,532

318,081

Page 9

Daisyhouse Housing Association CLG DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE STATEMENT OF FINANCIAL POSITION STATEMENT OF FINANCIAL for the year ended 31 December 2022POSITION AS AT 31 DECEMBER 2022 Note

2022 €

2021 €

2,780,482

2,866,923

2,780,482

2,866,923

Fixed assets Tangible assets

Current assets Debtors: amounts falling due within one year

106,406

9,230

Cash at bank and in hand

980,604

726,798

1,087,010

736,028

(328,551)

(38,945)

Creditors: amounts falling due within one year

Net current assets Total assets less current liabilities Creditors: amounts falling due after more than one year

Net assets

758,459

697,083

3,538,941

3,564,006

(2,642,796)

(2,720,393)

896,145

843,613

896,145

843,613

896,145

843,613

Reserves Income and expenditure reserve

Total reserves

The financial statements were approved and authorised for issue by the board on 15 May 2023.

___________________________ Alan Tracey Director

___________________________ John Driver Director

The notes on pages 14 to 23 form part of these financial statements.

Page 10

xiii

Daisyhouse Housing Association CLG LIMITED BY GUARANTEE DAISYHOUSE HOUSING ASSOCIATION COMPANY STATEMENT OF CHANGES IN RESERVES STATEMENT OF CHANGES IN RESERVES for the year endedFOR 31THE December 2022 YEAR ENDED 31 DECEMBER 2022 Income and expenditure account Total reserves €

€

843,613

Surplus for the year

52,532

At 31 December 2022

896,145

At 1 January 2022 Comprehensive income for the year

The notes on pages 14 to 23 form part of these financial statements.

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Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATIONCLG COMPANY LIMITED BY GUARANTEE STATEMENT OF CHANGES IN RESERVES STATEMENT OF CHANGES IN RESERVES for the year ended FOR 31 December 2022 THE YEAR ENDED 31 DECEMBER 2021 Income and expenditure account Total reserves €

€

525,532

Surplus for the year

318,081

At 31 December 2021

843,613

At 1 January 2021 Comprehensive income for the year

The notes on pages 14 to 23 form part of these financial statements.

Page 12

Daisyhouse Housing Association CLG LIMITED BY GUARANTEE DAISYHOUSE HOUSING ASSOCIATION COMPANY STATEMENT OF CASHFLOWS STATEMENT OF CASH FLOWS for the year endedFOR 31THE December YEAR ENDED2022 31 DECEMBER 2022 2022 €

2021 €

52,532

318,081

Depreciation of tangible assets

86,441

86,435

Government grants

(77,597)

Cash flows from operating activities Profit for the financial year Adjustments for:

(Increase)/decrease in debtors

(97,176)

433

Increase in creditors

289,606

14,828

Net cash generated from operating activities

253,806

342,180

Cash flows from investing activities Purchase of tangible fixed assets

(2,920)

Net cash from investing activities

(2,920)

Net increase in cash and cash equivalents

253,806

339,260

Cash and cash equivalents at beginning of year

726,798

387,538

Cash and cash equivalents at the end of year

980,604

726,798

980,604

726,798

980,604

726,798

Cash and cash equivalents at the end of year comprise: Cash at bank and in hand

The notes on pages 14 to 23 form part of these financial statements.

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Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATION CLG COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS NOTES TO THE FINANCIAL STATEMENTS for the year ended FOR 31 THE December 2022 YEAR ENDED 31 DECEMBER 2022 1.

General information Daisyhouse Housing Association CLG is a company limited by guarantee incorporated in the Republic of Ireland on 3 February 1989. The registered address of the Company is 6 Emor Street, Portobello, Dublin 8 and its registered number is 139811. Daisyhouse Housing Association CLG has been granted charitable status by the Revenue Commissioners and has a charity number CHY9669. Daisyhouse Housing Association CLG is an Approved Housing Body. The principal objective of the Company is to provide secure affordable high quality supported accommodation to homeless individuals and to provide them with the skills and confidence to move to independent living. The financial statements have been presented in Euro (€) which is also the functional currency of the company.

Accounting policies 2.1 Basis of preparation of financial statements The financial statements have been prepared in accordance with Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and the Republic of Ireland and Irish statute comprising of the Companies Act 2014. The preparation of financial statements in compliance with FRS 102 requires the use of certain critical accounting estimates. It also requires management to exercise judgement in applying the Company's accounting policies (see note 3). In preparing the financial statements, the company has referred to guidance included within the following Statement of Recommended Practice (SORP): Accounting by Registered Social Housing Providers, Update 2018 FRS 102. The company has adopted best practice to the extent that requirements contained within the aforementioned SORP is applicable to the company. The following principal accounting policies have been applied:

Page 14

xvii

DAISYHOUSE HOUSING ASSOCIATION COMPANY Daisyhouse Housing Association CLG LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS continued NOTES TO THE FINANCIAL STATEMENTS for the year endedFOR 31THE December YEAR ENDED2022 31 DECEMBER 2022 2.

Accounting policies (continued) 2.2 Turnover Turnover is recognised to the extent that it is probable that the economic benefits will flow to the Company and the turnover can be reliably measured. Turnover is measured as the fair value of the consideration received or receivable, excluding discounts, rebates. The following criteria must also be met before turnover is recognised: Rendering of services Turnover from a contract to provide services is recognised in the period in which the services are provided in accordance with the stage of completion of the contract when all of the following conditions are satisfied: 

the amount of turnover can be measured reliably;



it is probable that the Company will receive the consideration due under the contract;



the stage of completion of the contract at the end of the reporting period can be measured reliably; and



the costs incurred and the costs to complete the contract can be measured reliably.

Turnover sources Rental Income Rental income represents rent from tenants and rent allowances receivable during the year. Grants Grants are recognised using the accruals model when there is reasonable assurance that the grant will be received and all attaching conditions will be complied with. Grants towards capital expenditure are credited to deferred income and are released to the income statement over the expected useful life of the related assets, by equal annual instalments. Grants towards revenue expenditure are released to the income statement as the related expenditure is incurred. Donations Charitable donations are recorded on receipt of income. Non-monetary donations are recorded as income, unless trivial, where the applicable calculation can be determined. 2.3 Government grants Grants are accounted under the accruals model as permitted by FRS 102. Grants relating to expenditure on tangible fixed assets are credited to profit or loss at the same rate as the depreciation on the assets to which the grant relates. The deferred element of grants is included in creditors as deferred income. Grants of a revenue nature are recognised in the Statement of Comprehensive Income in the same period as the related expenditure. 2.4 Tangible fixed assets Tangible fixed assets under the cost model are stated at historical cost less accumulated depreciation and any accumulated impairment losses. Historical cost includes expenditure that is directly attributable to bringing the asset to the location and condition necessary for it to be capable of operating in the manner intended by management.

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Page 15

Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATION CLG COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS continued NOTES TO THE FINANCIAL STATEMENTS for the year ended FOR 31 THE December 2022 YEAR ENDED 31 DECEMBER 2022 2.

Accounting policies (continued) 2.4 Tangible fixed assets (continued) Depreciation is charged so as to allocate the cost of assets less their residual value over their estimated useful lives, using the straight-line method. Depreciation is provided on the following basis: Housing properties Motor vehicles Furniture, fixtures & fittings Computer & IT equipment

2% 20% 10% 20%

The assets' residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, or if there is an indication of a significant change since the last reporting date. Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in Statement of Comprehensive Income. 2.5 Debtors Short term debtors are measured at transaction price, less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method, less any impairment. 2.6 Cash and cash equivalents Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than 24 hours. Cash equivalents are highly liquid investments that mature in no more than three months from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the Company's cash management. 2.7 Creditors Short term creditors are measured at the transaction price. Other financial liabilities, including bank loans, are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method.

Page 16

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Accounting policies (continued) 2.8 Financial instruments The Company only enters into basic financial instrument transactions that result in the recognition of financial assets and liabilities like trade and other debtors and creditors, loans from banks and other third parties, loans to related parties and investments in ordinary shares. Debt instruments (other than those wholly repayable or receivable within one year), including loans and other accounts receivable and payable, are initially measured at present value of the future cash flows and subsequently at amortised cost using the effective interest method. Debt instruments that are payable or receivable within one year, typically trade debtors and creditors, are measured, initially and subsequently, at the undiscounted amount of the cash or other consideration expected to be paid or received. However, if the arrangements of a short-term instrument constitute a financing transaction, like the payment of a trade debt deferred beyond normal business terms or in case of an out-right short-term loan that is not at market rate, the financial asset or liability is measured, initially at the present value of future cash flows discounted at a market rate of interest for a similar debt instrument and subsequently at amortised cost, unless it qualifies as a loan from a director in the case of a small company, or a public benefit entity concessionary loan.

Page 17

Judgements in applying accounting policies and key sources of estimation uncertainty The preparation of these financial statements requires management to make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and liabilities, income and expenses. Judgements and estimates are continually evaluated and are based on historical experiences and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The Company makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. Depreciation of freehold properties Long-lived assets, consisting primarily of housing properties, comprise a significant portion of the total assets. The annual depreciation charge depends primarily on the estimated lives of each type of asset and estimates of residual values. The Directors regularly review the assets residual values and the useful lives and change them as necessary to reflect current thinking on remaining lives in light of prospective economic utilisation and physical condition of the assets concerned. Changes in asset lives can have a significant impact on the depreciation charge for this period. There has been no change to how depreciation is calculated in the current period. Impart Links were engaged by Daisyhouse Housing Association Limited during 2021 to carry out a stock condition survey of the long lived assets. The survey outlined varying time horizons for the forecast maintenance cost estimations for all long lived assets up to the year 2050. This survey was presented to the Board of Trustees for review. Following review of the survey report the Board of Trustees have taken on board the recommendation of the establishment of a sinking fund to cover the future maintenance costs and replacement of various long lived assets over varying time horizons up to 2050. During 2022 the Board of Trustees approved a sinking fund policy which outlines operation and management of the sinking fund, subsequently set up during 2022. Going concern The Irish economy is recovering from the negative economic impact from COVID-19. The Board of Trustees gave detailed consideration to the nature of the uncertainties facing the company when considering whether it remained appropriate to adopt the going concern basis in preparing the financial statements for 2022. The principal uncertainties facing Daisyhouse Housing Association Limited can be summarised as follows: Global Economic Uncertainties The war in Ukraine, which commenced on 24 February 2022, has increased a number of general business risks. Some of these risks were evident prior to February but some of them are now more uncertain in their likelihood and impact. These include potential disruptions to energy supplies alongside a sharp increase in prices, the possibility of supply chain disturbances and the potential for further increases in price levels, as well as a reduction in economic activity and the level of consumer spending. Continued Funding The Board of Trustees would like to acknowledge the continued support and funding from the HSE during 2022 and the continued generosity of our various donors. The directors, having considered projections, are satisfied that there is not a going concern issue for the company. The company continues to operate during this period, where possible. The Directors have prepared budgets and cash flows for a period of at least twelve months from the date of approval of the financial statements which demonstrate that there is no material uncertainty regarding the company's ability to meet its liabilities as they fall due, and to continue as a going concern. Page 18

xxi

Judgements in applying accounting policies (continued)

On this basis, the Directors consider it appropriate to prepare the financial statements on a going concern basis. Accordingly, these financial statements do not include any adjustments to the carrying amounts and classification of assets and liabilities that may arise if the company was unable to continue as a going concern. The financial statements have been prepared on a going concern basis. 4.

Turnover An analysis of turnover by class of business is as follows: 2022 €

2021 €

Rent

119,876

117,924

Grants - HSE

237,400

Donations - Restricted

83,459

38,783

Donations - Unrestricted

29,644

329,017

Other Income

8,380

13,728

478,759

736,852

2022 €

2021 €

478,759

736,852

478,759

736,852

Analysis of turnover by country of destination:

Republic of Ireland

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Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATIONCLG COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS continued NOTES TO THE FINANCIAL STATEMENTS for the year ended FOR 31 December 2022 THE YEAR ENDED 31 DECEMBER 2022 5.

Employees The average monthly number of employees, including the directors, during the year was as follows: 2022 No.

2021 No.

Management

Administration

Housing Services

The remuneration of the Chief Executive Office in 2022 amounted to €70,000 (2021: €70,000). Remuneration included salaries and benefits in kind. No other employee had remuneration greater than €60,000. None of the members of Daisyhouse Housing Association Board of Directors received remuneration or expenses of any kind for their services. 6.

Tangible fixed assets Freehold property €

Motor vehicles €

Fixtures and fittings €

Office equipment €

Total €

At 1 January 2022

4,078,140

9,000

17,323

8,380

4,112,843

At 31 December 2022

4,078,140

9,000

17,323

8,380

4,112,843

1,226,060

7,602

9,828

2,430

1,245,920

81,563

1,398

1,767

1,713

86,441

1,307,623

9,000

11,595

4,143

1,332,361

At 31 December 2022

2,770,517

5,728

4,237

2,780,482

At 31 December 2021

2,852,080

1,398

7,495

5,950

2,866,923

Cost or valuation

Depreciation At 1 January 2022 Charge for the year on owned assets At 31 December 2022

Net book value

The market valuation of the property portfolio was assessed at €5,210,000 when a review was carried out by the Directors in 2019. The current market valuation is likely higher as a result of an increase in residential property prices since the last review was undertaken.

Page 20

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Daisyhouse Housing Association CLG DAISYHOUSE HOUSING ASSOCIATION COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS continued for the year ended NOTES 31 December 2022 TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022

Debtors

2022 €

2021 €

Trade debtors

7,273

771

Other debtors

1,204

Prepayments

30,733

7,255

Accrued income

68,400

106,406

9,230

2022 €

2021 €

980,604

726,798

980,604

726,798

2022 €

2021 €

Cash and cash equivalents

Cash at bank and in hand

10.

Creditors: Amounts falling due within one year

Trade creditors

32,183

8,145

Other creditors

7,430

9,125

Accruals

10,947

21,675

Deferred income

277,991

328,551

38,945

2022 €

2021 €

Government capital grants received

3,947,932

Amounts released at the beginning of the year

(1,227,539)

(1,149,942)

(77,597)

2,642,796

2,720,393

Creditors: Amounts falling due after more than one year

Amortised during the year

xxiv Page 21

Government Grants Government grants represent loans made to the company from the Capital Assistance Scheme (CAS). No capital or interest repayments are required to be made on these loans provided the company complies with certain specific requirements set out by local authorities for which housing loans have been provided for. Government grants are recognised based on the accruals model. Grants which are used for the purchase of freehold property are recognised over the useful life of the housing property, which is fifty years. There are no unfulfilled conditions or contingencies attaching to these grants.

12.

Reserves Income and expenditure account The Statement of Comprehensive Income represents cumulative surpluses and deficits recognised in the Statement of Comprehensive Income. All approved Housing Bodies are required to designate elements of their income and expenditure reserve for the long term systematic repair and refurbishment of housing stock which is known as a sinking fund. For the purposes of SORP Accounting by registered social housing providers, such designations are considered to be an internal matter and therefore are not to be disclosable in the primary statements. Of the total reserves of €896,145 (2021: €843,613) held at the balance sheet date, Daisyhouse internally designate €32,371 (2021: €42,000) as a designated reserve for repairs and refurbishment of housing stock. The reserves of Daisyhouse Housing Association CLG had been depleted so internal policies sought to recover healthy reserve levels over recent years. The resources have been bolstered and a Strategic Plan is now in place, part of which proposes an increase in property numbers to provide additional accomodation units to homeless individuals.

13.

Company status The company is limited by guarantee and consequently does not have share capital. Each of the members is liable to contribute an amount not exceeding €1 towards the assets of the company in the event of liquidation.

14.

Controlling Party The members of Daisyhouse Housing Association CLG are considered to be the ultimate controlling party.

15.

Contingent liabilities As at 31 December 2022, there is an ongoing claim against Daisyhouse Housing Association Company Limited by Guarantee. At this stage of the process, it is not possible to quantify the probable outcome of the claims. All costs associated with this matter will be covered by the insurer.

Page 22

xxv

Daisyhouse Housing Association DAISYHOUSE HOUSING ASSOCIATION CLG COMPANY LIMITED BY GUARANTEE NOTES TO THE FINANCIAL STATEMENTS continued NOTES TO THE FINANCIAL STATEMENTS for the year endedFOR 31 THE December 2022 YEAR ENDED 31 DECEMBER 2022 16.

Other securities and charges The local authorities have legal charges registered against the properties financed under the CAS scheme. Upon expiration of the scheme and compliance with loan agreements with the local authority will release the legal charge of the property and Daisyhouse Housing Association CLG, the Approved Housing Body, will become the legal owner of the property. Daisyhouse Housing Association CLG is then obliged to ensure the property continues to be properly maintained and the property is let to meet social housing needs at reasonable rents. Accordingly, charges are registered against properties in the following locations; Security held by Fingal County Council: Georges Court, George's Hill, Balbriggan, Dublin Moylaragh Court, Ballbriggan, Dublin Prospect, Naul Road, Balbriggan, Dublin Security held by Dublin County Council: Clanbrassil Terrace, Merchant's Quay, Dublin 8 (Property 1) The Malthouse, Marrowbone Lane, Dublin 8 (Property 2) The Malthouse, Marrowbone Lane, Dublin 8 The Tenterfields, South Brown St, Dublin 8 Rathbourne Court, Ashtown, Dublin 15 Bertram Court, Francis Street, Dublin 8 Davis Court, Thomas Davis Street, Inchicore, Dublin 8 Cameron Court, Cork Street, Dublin 8 Parkgate Place, Parkgate Street, Dublin 8 Bellevue, Islandbridge, Dublin 8 The Tramyard, Inchicore, Dublin 8 Sevenoaks, Ballyfermot, Sarsfield Road, Dublin 10

17.

Post balance sheet events There have been no significant events affecting the Company since the year end.

18.

Approval of financial statements The board of directors approved these financial statements for issue on 15 May 2023.

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Page 23

Notes

xxvii

6 Emor Street, Portobello, Dublin 8 D08 K3VF Tel: (01) 453 6763 Email: info@daisyhouse.org Web: www.daisyhouse.org CRA 20024185 Follow us on

Daisyhouse Housing Association

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