Picture of Martin Miller

Martin Miller

Managing Director

National Housing Trust (NHT)

Picture of Linval Freeman

Mr Linval Freeman, J.P.

Board Chairman

National Housing Trust (NHT)

Picture of Andrew Holness

Dr. The Most Hon. Andrew Holness, ON, PC, MP

Minister with Portfolio: Office of the Prime Minister & Economic Growth and Job Creation

Office of the Prime Minister (OPM)

Picture of Arlene Williams

Mrs Arlene Williams, CD, JP

Permanent Secretary

Ministry of Economic Growth and Job Creation (MEGJC)

Overview

The National Housing Trust (NHT) was established in Jamaica in 1976 and became a body corporate in 1979 under the National Housing Trust Act. It is an institution created to respond to the housing needs of Jamaicans by lending money at low interest rates to Contributors who wish to build, buy or improve their houses or who wish to buy or build on lots. The NHT also develops housing schemes for sale to Contributors and provides low cost financing to private developers.

Over the last three financial years 2020/21 to 2022/23 the NHT delivered 6,657 housing solutions to the market. For the Financial Year 2024/25 the Trust plans to commence construction on 15,009 new housing solutions and deliver a total of 3,664 solutions, comprising a mix of residential lots and houses.
To achieve these targets the staff and the Board of the NHT must ensure there is robust corporate governance. Let’s see how they are doing!!

Key Compliance Results

Indicators

Findings

Board Composition

Board with requisite skills as per the Competency Profile

Chairperson is not sitting more than two consecutive terms

Chairperson that chairs no more than two other public boards

Board with a minimum of 30% male members

Board with a minimum of 30% female members

Current board retained at least 3 members or a third of previous board

Governance Structure

Board Charter (which includes conflict of interest provisions)

Non-Executive Independent Chair

Trained Corporate Secretary

Annual board training (in procurement, risk management, etc.)

Annual board evaluation

Board processes are executed (AGM, Annual Calenders, Meeting Frequency, Filings at Companies Office, etc.)

Board minutes are transmitted to the Permanent Secretary

Information & Disclosure policy

Audit and Internal Control

Internal auditor that reports to board through Audit Committee

Audit Committee with Terms of Reference

Audit Committee with three or more members including a qualified accountant/persons possessing expertise in finance

Audit Committee that does not include the Board Chair

Audit Committee that excludes the Procurement Committee Chair

Procurement Committee that rotates members every three years

Independent Chair of Procurement Committee (not chaired by Finance Director)

Board procedures in place regarding procurement oversight

Trained Procurement Committee

Annual Procurement Plan

Reporting and Compliance

Annual Report to the Responsible Minister submitted within 4 months of the end of the entity's financial year

Annual Board-Approved Corporate Plan in place by Nov 30 (must include strategic objectives, budget and work plan)

Annual Report tabled in Parliament within six (6) months of the entity's financial year

Minister issued Statement of Corporate Expectation to board

Chair and Responsible Minister met at least twice yearly to discuss Agency performance and emerging issues

Ethics and Behaviour

Corporate Social Responsibility Framework (including Donations Policy)

Code of Ethics with conflict-of-interest provisions

Staff that are trained in Code of Ethics

Whistle Blowing Policy

Enterprise Risk Management Policy

Indicators

Findings

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$3 TRILLION+
not accounted for

HELP US HOLD OUR GOVERNMENT AND PARLIAMENT TO ACCOUNT!

Governance is too important to be left solely to our politicians. Send a letter to your MP and to the Parliament letting them know where you stand.

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