b'Joint foreword from Chairand Group Chief ExecutiveThe Choice strategy to 2021 is very clear, If we look at progress within the Choice Group we will ultimately make a difference byin the year to 31st March 2019, there is much increasing the supply of decent, affordableto be pleased about. At a macro level, despite homes, ensuring access to excellent supportall the uncertainty, we achieved 75% of the services, and making best use of ourbusiness plan objectives set for the year, with resources to the benefit of our tenants andoutstanding goals targeted to complete in their communities. Our end of year report forthe first quarter of 2019/20. In relation to the 2018/19 could be summarised as lots done,strategic key performance measures reviewed but so much more to do.by Group Board at each meeting, the finalout-turns for 2018/19 represented improvements In terms of operating environment, not muchon the prior year for all metrics bar one.has changed since this time last year. And the KPI that fell shortSHDP completions The continuing absence of a Northern Ireland was still well ahead of the in-year target set.Assembly has undoubtedly impacted negatively on the social housing sector. The absence of aIncreasing social housing provision across local legislature has compounded uncertaintyNorthern Ireland remains our pervading over the potential reclassification of Housingimperative, absolutely essential to addressing Associations, left the future of our key strategicpersistently high and unmet demand. Choice partner NIHE unresolved, and heightenedis committed to providing Great Homes at anxiety amongst the most vulnerable in ouraffordable rents for those who need them. society about the imminent removal of welfareBut this challenge can only be met with hard mitigations. Whilst Choice will continue to lobbywork and significant resolve in the face of forcefully about the ongoing inadequacies ofprotracted planning processes and often local Universal Credit, ultimately it is our tenants opposition to public housing. Not surprisingly, and society as a whole that bears the brunt Choice is embracing the benefits of competitive of squeezed affordability. Design & Build procurement as a means of supplementing our own sites for development, Choice believes that access to a decent andand to compensate for the lack of clear, local affordable home remains the bedrock for bothplanning policies. We will also retain our personal and collective well-being. But by anyleadership role in promoting integratedmeasure, the local housing system falls welland more sustainable communities.short of what our residents require. With the uncertainty around Brexit, continued pressureCarefully managed growth in the Maple & May on funding for the crucial Supporting Peoplesubsidiary continues to provide affordable programme and challenges for all public servicehomes for private rent and sale. The strategy providers to create seamless service provisionhere is to meet both the demand for other in an era of austerity, there is little surprisetenures and to reflect the inherent strength that both housing stress and the scourge ofof diverse housing development. But Maple homelessness persist. In many ways, & May is also about generating a return on our tenants and their communities arethese investments to support the work of the undoubtedly better served than they werehousing association parent as the latter strives when our predecessor associations beganto do more with less. Whilst our ongoing and over 40 years ago. However, our core purposevalued partnership with Oaklee Housing in the encompassing the prevention or relief ofRepublic of Ireland is absolutely not about profit poverty remains unfulfilled. share, the shared service arrangement benefits both charities in terms of efficiency gains and quality of outcomes. 4 Choice Annual Report | 2018/19'