Carbery Housing AGM

Year 2023-2024�www.carberyhousing.eu

​

08.10.2025

1

Approval of last year’s AGM Minutes:

AGM Minutes 2024

Chairperson's Report�2023-2024

CHA AGM 08.10.2025

3

Board of Management

• During 2024 the Board of CHA consisted of 10 members. During the year, 1 Director resigned and 2 joined

​

• New Board Members must complete a probationary period of 3 consecutive meetings, before they are ratified as full Members and their names passed on to the Companies Registration Office.

​

• Members may be co-opted by the Board on a non-voting capacity at any time.

​

• Three Officers are elected by the new Board, Chair, Secretary , Treasurer

​

• The Board also allocates responsibility for areas of work, at the moment these are Development, Membership, Communications and Risk Assessment (Chair of RASC). We also nominate representatives to ICSH Council, the Charities Regulator Consultative Panel, and Cork Co. Co. PPN

​

• Officers during this financial year were Jose Ospina (Chair and Development Delegate), Tadgh Quill-Manley (Treasurer and ICSH Council rep) Joe O’Brian (Chair of RASC and Charities Regulation Panel rep) and Orla Ryan (Communications Delegate)

​

• Ana Ospina (Operations Manager and Secretary) is responsible for housing management, day to day, cyclical and periodic maintenance and energy initiatives. We are in the process of appointing a part-time Works and Maintenance Manager, also on a part-time basis.

​

Governance and Regulation

• CHA is registered a company limited by guarantee with charitable status. The company is owned and managed by its Members.
• At each AGM four Board Members are required to resign. These Members can be nominated for re-election The AGM also accepts new nominations to the Board of Management.
• The AGM may also co-opt non-voting members onto the Board.
• CHA has Charitable Status and s registered with the Charities Regulator and reports to it yearly.
• Since 2022 CHA has come under statutory regulation by the Approved Housing Bodies Regulatory Authority (AHBRA) that has statutory powers of supervision and enforcement over all Approved Housing Bodies. AHBRA is tasked with assessing and investigate AHBs and removing and appointing Directors and Temporary Managers and take control, of housing stock, assets and funds., if the AHB is found at fault.
• AHBRA has issued a revised new set of Standards that apply to all Approved Housing Bodies. The Board of CHA is monitoring this to ensure that it is compliant.
• CHA is currently “deemed to be compliant” by AHBRA.
• it will be probably be subject to an Assessment of performance sometime in the coming year.

Networking and Affiliations

• PPN Secretariat of the Cork County Council and have elected delegates on the Cork County Council represented on Housing, Planning Environment and Local Development Strategic Policy Committees (SPCs)

​

• Irish Council for Social Housing (ICSH) and have an elected delegate on the ICSH Board.

​

• The Wheel Community Organisations Network

​

• Sustainable Energy Community (SEC) registered with SEAI.

​

• EU REVES Network of Cities and regions of the Social Economy

​

• REEP Renewable Energy, Energy Efficiency Partnership, and international network promoting sustainable energy at an international level.

​

Secretary's Report�2023-2024

CHA AGM 08.10.2025

7

Governance

• CHA has lodged its Annual Report for 2024-2025 with AHBRA. This has been accepted and CHA is “deemed to be compliant” with the new Regulations.

​

• CHA has lodged an Annual Report for 2025 with the Charities Regulator (including Activity Report and Annual Accounts for 2023-2024).

​

• As part of our loan agreements with AIB, the bank also holds a yearly compliance audit of our financial activities.

​

​

​

Risk and RASC

RASC (Risk and Audit Subcommittee) was established in 2019 and currently meets every 2 months. Risks reviewed may be governance, financial, operational or reputational. RASC also maintains a Risk Register.

​

Continuing risks encountered this year:

​

• Restricted access to loan funding for property purchase (until today only borrowing from HFA)
• CHA has been engaged in refinancing discussions
• We are compiling drafts on our internal compensation policy
• Multiple obstacles and delays in procurement of Mortgages to Rent properties
• Rising cost of repairs and limited availability of tradespeople
• Continued difficulties in diversifying housing procurement (especially to new build)

​

• The M3Vision Asset Management Software allows CHA to better monitor and manage our assets and improvements and repairs carried out.

Engagement Report

2023-2024

AGM 08.10.25

Keeping informed

• CHA and the RED WoLF project were featured in local and national press several times in the year.

​

​

​

• Our Operations Manager, Ana, created a number of blog posts and newsletters. Please see our website’s ‘News’ section for blog and to subscribe to our mailing list! In 2025, our new board member, Orla Ryan, became CHA’s first Communications and Engagement Delegate.

​

​

​

​

​

​

​

​

From blog post on

FEEL Project Meeting (March 2024)

Social Media

​

• CHA uses Facebook and Linkedin to promote its work. We now have 353 Linkedin followers and 473 Facebook followers…. Thank you!

​

• Check us out @carberyhousing

​

Treasurer’s Report�2023-2024

CHA AGM 10.08.25

13

KEY FINANCIAL ACTIVITY (YEAR ENDED 30/9/24)

• Income totalled €346,909, a decrease of 11.8% mainly due to reduced external project and grant funding.
• Rental income rose by around 13%, confirming continued strength in core housing operations.
• An annual surplus of €59,344 was achieved, down from €111,275 in 2023, reflecting lower non-rental income.
• Reserves increased to €510,849, maintaining a healthy financial position and demonstrating ongoing sustainability.
• Cash balances improved to €221,708, strengthening liquidity and day-to-day operating capacity.
• Total assets stand at €3.8 million, with loans of €3.29 million being serviced as scheduled.
• Operating costs remained stable, with modest rises in legal and professional fees offset by savings on maintenance and insurance.
• Overall, CHA remains financially stable, solvent, and well-positioned to meet its commitments.

CARBERY HOUSING ASSOCIATION - FINANCIAL SUMMARY 2024

YEAR ENDED 30 SEPTEMBER 2024

CARBERY HOUSING ASSOCIATION - FINANCIAL SUMMARY 2024

YEAR ENDED 30 SEPTEMBER 2024

CARBERY HOUSING ASSOCIATION - FINANCIAL SUMMARY 2024

YEAR ENDED 30 SEPTEMBER 2024

CARBERY HOUSING ASSOCIATION - FINANCIAL SUMMARY 2024 (YEAR ENDED 30/9/24)

​

• Rental income increased ~13% overall (tenants + council).
• Research/consultancy income from Leeds Beckett reduced (-€62,774).
• Grant and project income reduced significantly year-on-year.
• Legal/professional fees increased sharply due to specific engagements.
• Maintenance and insurance costs slightly reduced.
• Depreciation steady; staffing costs stable.
• CHA continues to operate on a sound financial footing, with total assets of €3.8m.
• Surplus reduced due to lower external project income, but rental operations remain strong.
• Cash at bank increased from €157k → €222k, improving liquidity.
• Loans outstanding remain substantial at €3.29m but are being serviced.
• Reserves increased to €510,849, reflecting the annual surplus.

CARBERY HOUSING ASSOCIATION - FINANCIAL SUMMARY 2024 (YEAR ENDED 30/9/24)

• Total income: €346,909 (↓ 11.8% from €393,176 in 2023)
• Annual surplus: €59,344 (↓ 46.6% from €111,275 in 2023)
• Operating surplus before interest: €187,053
• Net assets / reserves: €510,849 (↑ €59,344 on previous year)
• Cash at bank: €221,708 (↑ from €157,234) – improved liquidity
• Total assets: €3.80 million
• Loans outstanding: €3.29 million – all serviced as scheduled
• Rental income: up ~13% (tenants + council) – core operations strong
• Expenditure: broadly stable; small rise due to legal/professional fees
• Maintenance and insurance: slightly lower than 2023
• One employee; staff costs €27,253 + pension €800
• Organisation remains solvent, sustainable, and meeting obligations

Development Delegate Report�2022-2023

CHA AGM 02.07.2024

20

Development Delegate Role

The CHA Development Programme is managed by the Development Delegate (Jose Ospina) with support from the Operations Manager.

​

The work involves identifying and securing potential properties, sites and development projects for purchase under the Mortgages to Rents programme and, recently, turnkey developments, and securing of loan and CALF funding for purchases as required .

​

Also instructing surveyors and architects, and liaising with funding bodies, mortgage holders, the Housing Agency, the AIB, the local Council, and landowners and developers for “turnkey projects” as required (e.g Sherkin Island (West Cork), Rockchapel and Dromina (North Cork) proposals )All purchases, and and loan offers must be approved in advance by the Board

The DD is also responsible for identifying and securing relevant EU projects and EU grant funding, and writing bids and negotiating CHA’s partnership in developments carried out by other agencies and participation in EU projects. All developments must be approved in advance by the Board

​

The DD reports to the Board of CHA,in writing on a monthly basis. The Development Delegate role is currently being carried out on a voluntary, basis, but needs to progress to paid as the programme grows.

Development pipeline to date

2001 – CHA set up – new build proposals & participation in 3 EU projects

2012 – 2 properties leased from private owners

2013 – CHA approved by Housing Agency for the Mortgages to Rent Programme

2014 – AIB Bank (Skibbereen) agrees to loan financing for CHA

2016 – First home bought (AIB funding)

2017- Six more programme homes brought (AIB Funding)

2018 – Housing Finance Agency agrees to loan funding.

2020 – Five more homes bought (HFA funding)

2020 – EU funded RedWoLF project begins

2021 – Six more homes bought (AIB and HFA funding) – Total 18 properties owned.

2022 – Three more homes bought (AIB funding) - Total 21 properties owned

2024- M3 Vision Asset management system and software adopted.

2025 – Two additional properties bought, taking homes owned to 23.

​

New Housing Proposals

• CHA has a on-going purchase pipeline of 12 additional properties, which if successfully purchased will take our stock to 35 homes by 2026
• CHA , together with Prospec Developments (Clonakilty) and Fuinneamh Workshop Architects in 2024 proposed a new build project of 6 x 2 and 3 bedroom socia homes on Sherkin island.
• The Project was rejected by Planners and Cork Co. Co. housing department has suggested they could develop it directly.
• New developer Aurora Construction has proposed the development of 8 social homes in Rockchapel, and 10 social homes in Dromina, both in North Cork.
• If all these developments bear fruit, they would take CHA’s stock holding to 63 properties
• To secure these new build developments, CHA must register with the HFA or secure other sources of loan funding. (e.g. AIB) We have almost reached the limit of our borrowing capacity with HFA (€ 5 MIO)

​

Completed and proposed European Projects

• RedWoLF (20019-2023) (Completed)

4 year Interreg NWE Project which installed PV panels smart meters, storage heaters and AI based controls 4 CHA homes.

• RED WoLVES (2025-2028) (Will know by December 25)

New Interreg NWE Proposal aiming to build on Red Wolves and combine different sources of renewable energy and a community energy management system for Sherkin Island.

• HESPERIDEX ((Will know by Feb. 26)

Horizon Europe Project (100% funded) looking at rural housing issues around Europe and identifying common problems., related to renovation and retrofitting. CHA has suggested 5/6 properties in various areas as case studies. Led by an Italian consortium of Housing Bodies (APRE).

• BRIDGE (Will know by Feb. 26)

Horizon Europe Project will look at 8-10 case studies in and collect data on the rural areas and involve local communities for mapping the challenges and validate, through ad hoc workshops, the tools that they will be developing as part of the project).

• CO‑HOPE+ Cooperative Housing Opportunities for European Youth

CO-HOPE+ is a transnational project implemented by an informal network led by EPEKA Slovenia and partners from 9 countries. It addresses the urgent housing crisis affecting young people—especially marginalized groups like Roma youth, migrants, NEETs, and LGBTQI+ youth. Rising costs and lack of affordable housing threaten youth autonomy and their ability to fully engage in society and democratic life. The project promotes cooperative housing as affordable, sustainable, community-driven alternatives to private market housing.

​

​

Going Forward

• To continue developing social housing it has now become essential for CHA to register with the Housing Finance Agency.
• AIB has now agreed in principle to consider loan funding to CHA for refinance of 13 existing AIB homes, and for purchase of 6 new homes.
• CHA should over the next weeks agree a detailed cash flow and business plan explaining our development plans and the funding we think we requires, and the sources of this funding
• We will also need to justify the unique need for our work, as a sustainable community based association,
• We should also identify where we are intending to develop, what we will develop, and why.
• This is a KEY TASK for the new Board going forward

Operations Manager’s Report

CHA AGM 2025

08.10.2025

Operations Manager (PT)

• Working hours continued at 3 days per week
• Role involves undertaking basic housing management duties such as keeping track of tenancies, rents and arrears, as well as organising repairs and energy efficiency measures

Housing Management Headlines

​

• Total rents increased from €85,836 to €92,570
• Arrears increased from €1,066.08 to €1,427.10 at the end of 2024
• The rising cost of living continues to affect tenants’ incomes, especially energy & fuel

Housing Management Software

• CHA continues to use Tilt Affinity, a cloud-based Housing Management platform
• Helps with day-to-day monitoring and recording of management activities
• Can also calculate rents and produce management reports
• Helps increase capacity in line with growth
• Monthly subscription includes technical support
• In 2024 we started using M3Vision’s Asset Management Software, which will dovetail with our existing Affinity service

Energy Efficiency Initiatives 2023-24

• CHA continues to implement its SEAI sponsored Energy Masterplan drawn up in 2010, which proposed the retrofit of all its properties to Near Zero Energy Standards.
• In 2023-24, CHA carried out cavity wall insulation and drylining at one of its properties. We also replaced a gas boiler in one of our houses and carried out repairs on various boilers at other properties.
• We were unable to secure any further funded retrofits in 2024, although many different options were explored.
• In 2025, CHA plans to partner with major energy supplier, Energia, to retrofit 6 more of its houses with help from a loan from community lender, Clann Credo.

RED Wolf Project Update

• CHA is pioneering a solar panel and energy storage system as part of the RED Wolf Interreg projects. Extensive adjustments to the heating systems of four of our houses have been carried out. Tenants in these houses can now store solar energy in batteries, water heaters or sell excess energy back to the grid.
• The results of this innovative project are now being monitored by CHA and RED Wolf Project Partners, using real time energy production and consumption data transmitted via the mobile phone network.
• Experience gained during this project will be applied on a larger scale, subject to approval of the Interreg NWE solar energy grant application referenced in the Development Delegate’s report.
• Installation of the system began in the last quarter of 2022 and was completed in 2023. PV panels were installed in the 4 houses in July 2022 and the rest of the equipment in 2023. The overall project was extended until September 2023.
• The systems have been functioning since 2023, with the exception of one of the houses, where the system is not currently working due to technical issues. This will be resolved by the end of 2025.

​

Repairs and Maintenance�

CHA AGM 08.10.2025

32

Building and Repair Works

• In 2024, we owned 21 properties of varying ages. This increased to 23 in 2025.
• Maintenance and repairs are broken down into 4 categories : Initial works, planned maintenance, emergency repairs and cyclical maintenance.
• Initial works : Identified pre-purchase surveys of all properties

Loan and CALF (Council standing loan) used to carry out initial works and is included in loan drawdown – increase substantially

• Planned maintenance : Non essential repairs and maintenance. Covered by our Sinking Fund
• Emergency/urgent repairs: Usually reported by the tenants. Minor works covered by current account
• Cyclical maintenance. Works that are required annually can be scheduled in advance. E.g. boiler service

Works during 2023-24

• Use of Affinity software to schedule and record maintenance and repairs work has been fully implemented, input backlogs from the transition period have been eliminated.
• Planned initial works on properties purchased before 2023 have been completed and it appears that incidental or unanticipated repairs to our new properties have peaked, after a busy period in the winter of 2022/2023
• In the financial year 2023-24 we spent €62,371 on repairs, a large increase from 2022-23’s figure of €29,259. This was due to the fact that we did more repairs due to increased capacity.
• For the calendar year 2025, a repairs budget of €75,000 was set and a system created to document completed, current and anticipated repairs/maintenance. Examples of anticipated repairs include electrical inspections and expenses arising from periodic council inspections.

​

Recruitment of new Works Manager (PT)

• In 2024 it was decided that CHA would appoint a new works manager once the purchase of the next batch of properties completed. The role was carried out on a voluntary basis by director Liam Loftus until 2025.
• Ana (Operations Manager) has been covering the role since then, but has been struggling to keep up with the workload.
• The first batch of houses completed on 19/09/25 and the job was advertised immediately after that.
• This role focuses on ensuring the health, safety, and wellbeing of all properties while overseeing the delivery of renovation, retrofitting, and maintenance services. The Works Manager will provide strategic direction, financial oversight, and operational excellence while prioritising tenant satisfaction and compliance with regulations.
• Part-time, permanent, 15 hours per week, 6 months probationary period.
• Pay: €15,340.00 per year.

​

LinkedIn Analytics�AGM 2025

ORLA RYAN

COMMUNICATIONS & ENGAGEMENT DELEGATE

​

Social Media Strategy 2024-25

Higher-quality engagement on LinkedIn noted, compared to Facebook or Twitter

HTTPS://WWW.CARBERYHOUSING.EU/

Focus for the year:

• Grow & engage our LinkedIn followers
• Reach more of the right people: connect with other NGOs and the construction sector
• Start publishing our newsletters on LinkedIn to reach a wider network
• Show what Carbery is doing to tackle Cork’s housing crisis — not just talk about it
• Be more personal: highlight our work to fight for more and better homes in Cork

​

Show that though we’re small, we punch above our weight — in Cork, nationally, and in Europe

As CHA has a smaller & more niche audience, I had applied standard engagement benchmark rates as:

1-3% = Average +3% = Good +5% = Excellent

23% organic increase in LinkedIn followers since Q4-2024

Engagement rate: Total Interactions / Total Impressions × 100 Interactions (Likes, Comments, Shares, Clicks). +10% is considered excellent. We do not pay for sponsored follows or posts.

CTR: Click-Through Rate. Social media engagement metric to calculate how many people clicked on the link or article you posted. Impressions = How many people saw the post in their feed.

CTR and engagement rate give a better sense of how well your audience is interacting with the content, compared to impressions.

Who is following us?

HTTPS://WWW.CARBERYHOUSING.EU/

Engagement spikes after conferences and meetings.

Outreach is working

Target audiences reached: Construction & public sector bodies have grown over the past year. Encouraging signs that our visibility is increasing in target sectors

LinkedIn Post engagement in 2025

Monday, 06 October 2025

Key takeaways from LinkedIn Engagement

HTTPS://WWW.CARBERYHOUSING.EU/

Wix (Email) vs LinkedIn Newsletter Engagement

Wix: 95 subscribers

LinkedIn: 145 subscribers

Analysis

• Lost ~30 subscribers on Wix over 2025: possibly switched to LinkedIn instead, or stopped following CHA.
• LinkedIn is outperforming Wix for driving engagement with the exact same content.
• Email audience: passive, skim through
• LinkedIn audience: more responsive: can ‘like’ or repost. Algorithmic boost

LinkedIn Newsletter stats

Collaboration with Energia

Election of Executive Committee

CHA AGM 2025

08.10.25

Board Members

Resigning this year:

• Tadgh Quill-Manley
• Alan Wiseman
• Joe O’Brien
• Dave Simmonds
• (All may stand again)

​

Proposed New Members

​

• ??

Existing Board Members

• Alan Sheerins
• Jose Ospina
• David Simmonds
• Dan Boyle
• Alan Wiseman
• Tadgh Quill-Manley
• Liam Loftus
• Karl Diskin
• Orla Ryan
• Joseph O’Brien

Any Other Business

CHA AGM 2025

08.10.25

Join us! �Keep in touch...

• Fill in Membership form (www.carberyhousing.eu/getinvolved)
• Follow us on Facebook and Twitter
• Join our mailing list
• Email us: office@carberyhousing.eu

​

Thanks for joining us tonight!