Impact Training Nl Limited Management Committee Report Year ended 31 March 2024 Chairperson's Report Once again it gives me great pleasure to introduce the Impact Training (Nl) Ltd Trustees Annual Report. 202312024 has witnessed the continued growth of the organisation, including greater staff numbers and a wider offer of service provision. Performance Outputs across our contracts have grown once again, and retention on our programmes continues at very high levels. Our ongoing partnership working within the Belfast Works Connect consortium, retains our commitment to the delivery of our adult training and employability service provision within the Community, and our Job Assist Centre service continues its critical work with economically inactive service users across Greater Shankill. Carrickfergus & Larne. We continue to progress our bespoke family engagement and family support services, introducing dedicated parents evenings, one to one family conferencing and wider family support services. Employer engagement continues to grow, alongside new and emerging project partnerships with the private sector, Ulster University and Queens University Belfast. Our end of year financial position shows a net surplus of £50k, and this is an extremely positive end of year position, given the significant in-year capital and revenue investment totalling £125k and provided in greater detail within this report. We remain committed to the continuous personal development (CPD) of our staff, with a total of six staff completing teacher training and assessor awards during the year. fvrther solidifying and strengthening our staff teams. Ke hts In-year Revenue & Capital Investment totalling £125k. Advancement of our Evening Enterprise project (Lanark Enterprises.) Continued growth of our new vocational offers including youth work, hairdressing & barbering. Successful completion of our four-year Digital Hardship programme. Recruitment of new skills tutors and mental health support stsff. Continued IT suite and equipment upgrades. Ongoing partnership delivery of Belfast City Council Bridging initiatives. Ongoing partnership delivery of Nl Executive Office Communities in Transition initiatives. Continued investment in modern industy relevant equipment to Engineering and Joinery workshops. Significant investment in modern technologies including smartboards, laptops and pc's. Continued company investment in broad base training. enrichment programmes and citizenship projects. I remain confident that our Board of Trustees will continue to invest progressively for the future, enhancing our offer and work-related eXperienS. for the benefit of all of our service users. This report details the incredible successes achieved by our hardworking Management and Staff teams, who work tirelessly to enhance the life opportunities of the whole community, and assist participants on a pathway to positive outcomes. At this point I would like to extend my personal thanks to my fellow Board of Trustees members, for their ongoing voluntary contribution and dedication, and to the tireless efforts of our Senior Management and Staff Teams. Finally I would like to thank our delivery partners. employers and funders for their ongoing support throughout the year. Signature lan Jamison Chairperson Date 18th September 2024
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Reference and administrative details Registered charity name Impact Training Nl Limited Charity registration number NIC100694 Company registration number NP000226 Principal office and registered 16 Lanark Way office Belfast BT13 3BH The trustees Mr lan Jamison Mr Ivan Cross Mr William Hutchinson Mr Paul Magee Mrs Nicola Verner Mr Alan Waite Mr Dennis Murray Mrs Ellen Dickson Company secretary Mr Paul Magee Auditor Finegan Gibson Ltd Chartered accountants & statutory auditor Causeway Tower 9 James Street South Belfast BT2 8DN Bankers Ulster Bank Ltd 11-16 Donegall Square East Belfast BT15UB Solicitors Elliot Duffy Garrett Royston House 34 Upper Queen Street Belfast BT16FD
Impact Training Nl Limlted Management Committee Report (continued) Year ended 31 March 2024 Structure, governance and management Impact Training (Nl) Ltd is a community based Training Organisatr-on set up as an Industrial Provident Society and a registered charity, and has been operating since 1978 (formally known as Crumlin Road Opportunities LTD). We are located in the Greater ShankJ"Il area of Belfast and we support young people and adults across BelfasL with their barriers to employment and learning. helping them to reach their full potential. Management Committeeffrustees The Board of Trustees of the charitable company Impact Training {Nl) Ltd are its trustees for the purposes of charity law. Throughout this report they are collectively referred to as "the management committee" The management committee serving from 1st April 2023 to 31st March 2024 were as follows- lan Jamison - Chairperson (Retired, BHSCT) Paul Magee- Secretary & AuditlRisk Sub-Group (Retired. Belfast City Council) Ivan Cross - Treasurer & AudiURisk Sub-Group (Retired Youth & Community Worker) William Hutchinson Vice Chair & AuditlRisk Sub-Group (Mount Vernon Community Development Forum) Ellen Dickson - Committee Member, (Vice President of Enterprise Health Practice - Telefonica Tech) Nicola Verner- Committee Member, (Co-Director- Greater Shankill Partnership) Alan Waite - Committee Member & AudiVRisk Sub-Group (Senior Manager Rcity Belfast) Dennis Murray - Committee Member & Chair AudiURisk Sub-Group (Retired, General Manager Impact Training (Nl) Ltd.) The Executive Director of Impact Training (Nl) Ltd is Gary R. McKay. Govemance Impact is a registered charity and Industrial Provident Society- The Rules of Impact (Memorandum and Articles of Association) sets out the organisations, internal governance structure. It is the organisation's Governing document and fully compliant with the Charities Act 2011, the Industrial and Provident Societies (Northern Ireland) Act 1969 and The Industrial and Provident Societies {Northern Ireland} Order 2005. Impact is governed by a Management Committee made up of six voluntary members with the relevant skills and expertise to fulfil their responsibilities as Board Members. The Committee meets monthly and is responsible for the strategic direction and policies of the charity. Under the requirements of the Memorandum and Articles. the members of the Management Committee are elected to serve for a period of three years, after which they must be re-elected at the next Annual General Meeting. Key designated officers are elected by the Members of the Committee, these roles include: A Chairperson, Vice Chairperson, Company Secretary and Treasurer. The designated officers are elected to serve for one year. after which re-election for the roles normally takes place at the August monthly meeting. Day-to-day responsibility for the provision of services rests with the Executive Director. Quality Manager and the Senior Team Leads. The Executive Director is responsible for ensuring that the charity delivers the services specified and also has responsibility for the day-to-day operational management of the organisation, supervision of the Senior Management Team and Vocational Tutors, skills development and good working practice. Responsibilities of the Management Committee The Management Committee is accountable for the work of the organisation. The matters reserved for the Management Committee include" the approval of strategy., the budget,. the business plan,. the Annual Report and Financial Statements. The Management Committee also retains oversight of management controls and corporate governance. along with the appointment of Management Committee members, the Executive Director and senior staff positions. All members of the Management Committee gtve their time voluntarily and receive no financial or material benefits from the charity. Any expenses claimed from the charity are set out in a note to the accountants.
Impact Training Nl Limited Management Committee Report (eonllnued) Year ended 31 March 2024 Risk Management The Management Committee recognises the inherent risks in working with disadvantaged young people and in raising funds to pay for its work. The span of these risks is wide, including health and safety, client safeguarding, programme development and fundraising. The Committee works to mitigate the risks that it takes and aims to deliver safe and effective opportunities for people. The Management Committee ensures the organisation manages its risk as effectively as follows.. Risk assessment.. Risk management will be co-ordinated through the appointed Audit and Risk Committee (ARC). chaired by a member of the Management Committee. Members include the General Manager and a Committee Member with extensive expertise in Financial Management. The ARC reports to the Management Committee on a bi-monthly basis and as required. Internal Audit." This function falls under the remit of the ARC which is responsible for the audit of operations and finan, including process improvement, value for money, systems development, risk assessment, projects and major contracts. Attention is prioritised in the areas considered most risky, in response to the changing risk profile and an audit plan is agreed by the Management Committee annually. Health and Safety." The company recently invested in IOSH & NEBOSH Health & Safety training for 2 staff members (Tommy Harrison & William Wilson.)Furthermore, both staff members have been elevated to a Health & Safety designated role and report to the Executive Director, providing advice and support in relation to Health and Safety compliance. Health and safety reports also feed into the organisations Risk Register. Quality Assurance." The Quality Manager (Connor Nellis.) ensures that minimum contract compliance requirements and standards are met through regular quality assurance reviews. Any risks emerging are fed back to the Executive Director and ARC. Emerging Risk.. The ARC monitors changes in legislation, government policy and funding environments and reports to the Management Committee on the potential impact Responses to the changing risk environment are monitored in the organisation's risk register. The Management Committee considers that the organisation is operating a reasonable system of risk management and internal control that identifies and assesses major risks facing the organisation in compliance of the Charity SORP. The major risks, to which the charity is exposed, as identified by the Management Committee. have been reviewed and systems or procedures estsblished to manage those risks.
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Objectives and activities Mission To deliver, with compassion for our communib'es, high quality training opportunities that foster positive change in the lives of our people. by equipping them with the skills and values needed to reach their full potential. Vision Empower to Succ&d Strategic Objectives l. To provide quality occupational and employability training to school leavers and young people aged 16-24 in the Greater Shankill and Greater Belfast area 2. To provide quality education, training and into employment support to unemployed, underemployed and economically inactive adults in the Greater Shankill and Greater Belfast area 3. To provide opportunities for upskilling and reskilling as driven by labour market need 4. To provide careers education, infomiation, advice and guidance to support informed decision-making. 5. To strengthen employer engagement; developing a comprehensive approach which puts employers at the heart of all Impact Training setvice provision. 6. To provide specialist support for hard-to-reach groups, utilising all existing support services which can help young people and adults who have been outside the labour market for long periods 7. To develop. nurture and facilitate strategic partnership working across the Greater Shankill and Greater Belfast area 8. To constantly review our training offer and ensure that it remains relevant to the needs of the Greater Shankill and Greater Belfast labour market 9. To develop and deliver digital skills across all training areas Principles and Values We promote the following values in all of our work.. belief in the potential of young people and adults; the importance of remaining a community based organisation meeting community needs,. providing a flexible client-centred approach that is caring and compassionate., the inclusion of all sections of the communty, offering equal access to services and support., our role in wider regeneration and economic development at communty and city level., the value of working with the whole family- that everyone should be treated with respect in an open, honest and professional manner; the importance of partnership and collaborative working to maximise client benefit"
Impact Training Nl Limited Management Committee Report {continuedJ Year ended 31 March 2024 Impact Training has two charitable purposes." Pur ose1 To provide occupational and employability training to unemployed school leavers and young people (16-24 year olds) in the Greater Shankill and Gater Belfast area. The direct benefits which flow from this purpose include school leavers and young people becoming qualified with skills and knowledge that meet local and regional employer needs, as well as providing the young person with the opportunity to progress onto apprenticeships and further education. These benefits will be demonstrated through attainment of government targets for progression into employment, apprenticeships or further education. This purpose does not give rise to any harm, but rather. promotes social, educational and emotional wellbeing. The intended beneficiaries of this purpose are unemployed young people in the Greater Shankill and Greater Belfast area, including school leavers and those classed as NEET (Not in Employment, Education or Training,) who require support to secure employment, apprenticeships or progress to further education. Additional beneficiaries will be the local and regional employers with relevant recruitment opportunities, and the local communities, through pro-active citizenship and reduced levels of anti-social behaviour associated with high levels of low educational achievement and unemployment. Impact Training Programmes and Services To meet these purposes and maximise Public Benefit, we provide the following programmes and services from two key sites namely," our Training Centre, 16 Lanark Way and our Job Assist Centre, 252 Shankill Road: Apprenticeships Nl and Skills for Life & Vvork (DfE) Belfast Works Connect (DLUHC) as well as other bespoke programmes that complement our purposes including., Communities in Transition INork Placement Programme (Nl Executive Office) Bridges to Progression Programme (Belfast City Council) Skills for Life & Work SfL& SfL&W is the Department for the Economy's new mainstream programme (replacing Tfs,) targeted at young people aged 16 to 17 (up to 24 if coming from a care background or requiring additional support,) to provide them with the skills, confidence and support they need to secure employment. Young people undertaking SfL&Wjoin the programrne at a level appropriate to their ability, and are supported to progress accordingly within the programme, progress to employment upon completion, and ideally take up opportunities available through AppsNI to study for higher level qualifications whilst they are in employment This year the organisation worked with 185 young people. 90 new recruits and 95 who progressed onto year 2 or 3 training from on SfL&W. 791/10 of completers this year progressed to positive destinations, Employment, ApprentiShipS or Further EducationlTraining. Of those who left early, SS/ left for positive destinations. renticeshi SNI and renficeshi s21 APPS21. AppsNI & Apps21 recruitment has continued to grow steadily over the past year, with 18 Apprentices recruited this year. There has been significant development this year in the organisation's capacity to deliver quality provision consistently across all sector areas offered. A review of Apprenticeship delivery lead to changes to the delivery model that now provides a sound base from which to grow Apprenticeship provision in the incoming year. Note.. A new APPS+ Coordinator will be recruited during late summer 2023.
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Achievements and performance SKILLS FOR LIFEAND WORK SUMMARY DATA 2021122 82 io 2022123 90 70 2023124 109 109 STARTS CURRENT COMPLETERS RETENTION RATE ACHIEVEMENT RATE IComptelErsl 52 75.6% 80.0% ioo.o% ioo.o% ioo.o% CtiiÈ¥ed l or Ivl¢re 52 35 21 13 hieved 2 or fvlore Acnieved 3 or Nlore Achieved 4 Achieved - L2 Qualifrcation 34 DESTINATION RATE Icompletersl 78.8% ioo.o% EmoloymÉnt 35 Apprenticeship FE/HE Othe li DESnNATION RATE All L•4v•rs Empl Apprenticeship FEIHE 65.3% 41 ent s5¥ 5M% 25 APPRENTICESHIP APPRENTICESHIP 2017 2019120 COMP APPS21 2022Iz3 COM ACH TOTAL 2018119 COMP 2020121 comp 2023124 COM ACH APpRENTIHlP 2021112 COM ACH AR STAR srAR COMP 20 io io Programme Starts 24 io io Currentlstlll onthe programno CompleteT5 RENTIoN RATE 15 io 21 33.Y% 6th0% 85.7% 72.7% ioo.o% 76% ACHIÉVEMENT RATE Iw.o% 100.0% 100.0%
Impact Training Nl Limited Management Committee Report (eontinued) Year ended 31 March 2024 ESSENTIAL SKILLS E55ential Skills Cohort 2021- 2022 Starts CpleterS thleyed Current COmer5 Athle¥t4 Curvent Cwplttrrs Athle¥ed Current SWAth% pAth% 51 si P41A ILTh Il% IrA IA 6PA 9ll6 n% J(ffPA 8 CompAth% Pr¢yE$51onkte% WA 7YA 9fA Athlevedfvrm Current Athle¥Edr¥Th•A• Current Athle¥edrkncMuldfj MuAdI FIIA NIA 11% FIIA WA WA 7fA NIA 6eA 4VA M#Ath% MuA(h% MaxAth% Essentlal Skllls Cohort 2022- 2023 utery ELI ll2 Et3 Tors LZ Tola 27 Completers Athled CunI 5t¥tAth% Cornpleter5 Athle%d CurrETht 31 Ji Athlexd rrtnt NIA NIA 8fA ItifA 8VA NIA NIA IiVA CornpAth% PtO8resstd pweslRate % Athl¢¥ed Cuffent M¥nual Adl Current MaiualAdJ NIA NIA gYA t4lA NIA 8 MaxAth% M#Ath% Belfast Works Connect BWC Our Belfast Works Connect contract. funded by the Department for Levelling-up, Housing & Communities (DLUHC.) and led by Upper Springfield Development Tnist. launched on 1 st April 2023. The project is delivered within a consortium partnership also comprising of East Belfast Mission, GemsNI and Ashton Community Trust. Belfast Works. CONNECT SVPPQAT | TRAINING l ElaPiO¥UENT BWC and its, associated KPI'S and targets, is a major shift from our traditional work in assisting the 'Unemployed' into training and sustainable employment. BWC now has a key f¢xus on working with clients who are deemed to be Economicall Inactive. This demographic of clients are much more difficult to engage and progress, due mainly to the additional associated barriers and health-related conditions, that make their progression into training and sustainable employment much more challenging. Greater Shankill BWC operations, hosted within our Job Assist Centres Greater Shankill ofrices at 252 Shankill road, deliver the programme within Greater Shankill, and are also responsible for BWC delivery in Carrickfergus and Larne. During the reporting year. we have established outreach offices in Carrickfergus Communty Fonim, enabling a presence for delivery across Carrick and Larne. Programme targets and KPI'S have proven challenging to our Job Assist team however, they continue to make inroads across their target areas, constructively establishing new working relationships and seeking working partnerships with agencies and organisations who can advocate on their behalf, by introducing them to new groups of Economically Inactive clients, to offer and provide their wellbeing, training and employability services. Year 1 delivery data shows that our JACGS sep4ice engaged 265 New El Clients. 182 Training Interventions, 32 Clients Volunteering and 40 Progressing into Employment 10
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Fundin secured Communit Foundation Nl- Youth Mental Health Pm"ect Our mental health project completed on 31st March 2024. The project secured a total of £74,500. The project employed two Mental Health Mentors. working 16 hpw and 24 hpw respectively. Key components of the project included one to one mentoring. health & wellbeing and a series of group activities with a mental health focus. Belfast Works Connect 01/04/23- 31/03/2525 DLUHC The 0-year citywide project secured funding in the region of £9 Million, with an Impact Training allocation of around £1.4 Million. Vvhilst the vast majority of these funds are for salaries, there are also significant additional budgets to provide other SeNiS such as- 1. Partici ant Incentives: Additional finances to promote engagement on the programme. 2. Internal Trainin Additional finances to deliver internal and partner-specific training interventions. Finally, the allocation incorporates a maximum overheads budget equating to 150kn of salary, meaning additional management and overhead fees support totalling in the region of £140,000. ital Hardshi Pm Funded since the pandemic of 2020, the programme ended on 31st March 2024. DfE funding totalling £86,672, assisted the organisation to deliver a digital support programme for TFSISfL&W students, including flexibilities to support Apprentices. This project ran successfully providing online connectivity to students and their families during a difficult time for training and education. ramme Executive Office Communities in Transition ect- Back TWO Front We successfully tendered for a second run of our CIT Employability model in December 2022 and the new programme began on 151 April 2023. The new tender advanced upon the evaluative learning from our initial Back to Front programme and completed on 31st March 2024. ro The project secured a total of £55,738, made up mostly of mentoring and training funds. Another key cornponent of the fund enabled us to provide twen local Saturda obs to enty school children and pay them £25 for their work. This was extremely well received by participants. their families and our local employers and some of the children were retained by their Saturday employer on a longer-term basis upon completion of the programme. Belfast Cit Council Brid es to Pro ression- Acmss the Line Pm"ect Our working partnership with Belfast City Council continued for a second term during the reporting year. Funding is provided via the BCC Pla & Economy Department, aiming to support young people during the vital stages of transition from training programmes to employment or FE, and seeks to measure the effectiveness of a short and creative training window for pending SfL&W leavers. The project secured a total of £15,257, made up mainly of training and mentoring fees, and a small salary budget to cover delegated staff. Total In-year Funding Secured Internal Projects (enrichment, training* mentoringi salaries) £145,000.00 Note." Whilst the above are the totals secuTrd in.year, some programmes and projects run over a Iwo-yearperiod. Job Assist Centres Operations (salaries, incentives & training) Overheads & Management Fees (all projects) £1.6 M £155,000.00 10
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Impact on the community In addition to the programmes and projects already listed. and our longstanding working relationship with the Department for the Economy, our Board of Trustees have been pleased at the recent partnerships and successful contracts delivered via financial support from the Community Foundation NI {CFNI,l The Executive Office Nl (Communities in Transition Programme) and Belfast City Council. Attracting other funds that can enrich our core contracts remains a key action within our '5 year Strategic Plan, and it is positive to see that we have successfully retained our working partnerships with these Organisations and Departments. Our Lanark Way training centre is now open a minimum of 2-3 evening per-week, with many local residents and community organisations benefiting from the facility- This has included evening and weekend programmes such as employability training for adults, evening enterprise programmes, DIY classes, IT resources, provision of shared meeting space, a drop-in youth club, training rooms and workshops, all of which continues to increase centre foottall during typical out of hours service. The organisation will continue to provide our premises and resources. therefore increasing centre usage further in the coming year. Properties (Use of company properties for charitable revenue) The company retains a signifi'cant propety portfolio, and these properties are rented out to local businesses and agencies. the key purpose being to generate revenue that can be re-invested into the charitable purposes of the company. Further information on these properties. the tenants and the revenue streams are given below: Unit 1- 14 Lanark Wa Mill Sports Ltd have been tenants since 2021 and provide a gymnasium, weights training, personal training programmes and a range of health & wellbeing classes. Income: £10,800.00 Unit 2- 14 Lanark Wa Streetbeat Youth Project completed their tenancy of the property in March 2024, and the unit is now being re-profiled in consideration of a new vocational pathway for our organisation. Income: £6000.00 Unit 1- Merkland Place Streetbeat Youth Pmject took up tenancy of the propety in 2021 and use the space for larger group activities and to host their older volunteers. Streetbeat also make best use of the available outdoor space outside the unit and have utilised this space for outdoor group-based activities through erection of a temporary structure. Income: £4800.00 Unit 2 & 3 - Merkland Place Town & Country are a long-term tenant of the Merkland site and have recently taken tenancy within unit 4 of the site, increasing their usage to 3 of the 4 units onsite. The company provide a diverse range of catering services and essentially use the space for storage of their materials, resources and vehicles. Income: £13,800.00 Unit 4- Merkland Place RC Trading have taken up tenancy during the reporting year, using the space for storage and dispatch. They are also a local employer with a superstore on the Shankill road. and projected to become a long-term tenant. Income: £6720.00 10
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Hu hsm th Centre- Wilton Street West Belfast Athletic & Cultural Society are long-term tenants of the property and deliver a diverse range of health & fitness. community development, community festival. cross-community, peacebuilding, community transformation, community dialogue. housing and social projects. Income: £16,000.00 Totsl Maximum Annual Income from Properties = £58,120.00 Investment Securin & Stren thenin our future offer It has been another year of significant investment within the company, all of which solidifies our present delivery, and elevates the future prospects of the organisation. We continue to meet the set objectives from our 2021-2024 Strategic Plan. ensuring that our provision remains current, and aligned with strong and emerging employment sectors. Additional Ca ital Investment Items Purchased Lenovo Laptop Inv 1005956 Amount Details 993. New Staff X 2 laptops Digi-Hub X 6 ipads and 3D Printer Stock Replenishmentx 3 Laptops JACGS- Colour Copier JobStart- Laptop Joinery- New Sander Boardmom & Classmom JACGS/B WC - Mobile Stand for SMartbOa CFCC Engineering - 2 X HEL VI COMPACT 220 AC/DC each £1390 Engineering - 2 X new machines - HEL VI COMPACT 220 MIGMA TIC 300iP Youth ing- New chaits purLhas8d New Staff - Laptops 4991.13 3 x Lenovo Laptop Inv S16301 1488.00 2598.00 Currys - Laptop Dewalt 125mm 18v Ro Sander Smartboards Clevertouch Smartboard trolley Machine - Helvi - Misc Helvi - Stick holder- Frnme New Chairs Ebuyer - 2 laptops 789.00 499.96 6888.00 780.00 4932.00 3590.64 672.00 971.96 Total Capital Spend £29.195.00 Additional O erational Investment Pro ects Hairdressin & Barberin Salon High-cost vocational section requiring recurring stock quarterly and annually. All related to H&B products, dolly heads and tools necessary for delivery of the pathway. £4000.00 2. IT Suite Pro ects Since splitting the large IT room into two smaller IT rooms, we have gained additional space and capacity, enabling innovation and the creation of new partnerships and projects. To complement this, we have invested in software and hardware that adds to the profile of the section, and started evening classes with QUB and UU. £5500.00 3. Youth Room U rade The remaining youth wing refurbishments completed during the reporting year and the organisation now has a fully-functional youthwork room, equipped with two smartboards, a library, a dedicated group work area and two pool table. £1000.00 11
Impact Training Nl Limited Management Committee Report {continuedJ Year ended 31 March 2024 Additional Revenue Investment 1. Broadbase Offer There has been a 1000/0 rise in the cost of registrations and certifications since the implementation of the Broadbase Vocational Pathway in September 2021. This additional investment is due mainly to the fact that the organisation now register a majority of students for 3 vocational subjects during year 1 of their training offer. Furthermore, there is an increased need for the purchase of PPE and high-cost materials based on delivery of more expensive pathways such as joinery and engineering. £40,000.00 est 2. Barberin Tutor Part-time Sala In order to serve and facilitate delivery of the newly established hairdressing & barbering salon, it was also necessary to employ a Barbering Tutor to oversee the vocational delivery of the qualifications. Due to the increased demand of the offer, the company employed an additional part-time tutor. £10,000.00 02S903399XO ENTERPRISES 3. Evenin Enter rise Lanark Ente rises Additional Tutor Overtime Salary Payments for out of hours, delivery of the evening enterprise. Our evening enterprise programme is central to our promotion of work placements. and used as a 'last-stop' before students progress to more regular work plarnents. £6500.00 tpACT TIU4lNING 4. Learner & Disabili Based on the growing numbers of students presenting wtth a statemented code for Special Educational Needs (SEN,) Trustees continue to support revenue investment to employ a Learner Support Officer (inc Mentoring responsibilities.) Inlhilst Clanrye provide SEN support to the organisation, it is key that we continue to retain some ownership of the process due to the ever-increasing difficulties in securing a full service of leamer support to meet the demands of our students. £19,000.00 S. Enrichment Communi Pro"ects & Citizenshi Activities An essential component of our vocational delivery, is our ability to provide a menu of additional practical learning and enrichment activities. All of these projects benefit the wider community, and include initiatives such as our EVOLVE Week, community clean-up's, community maintenance programmes, community facilities refurbishments. community gardens and site visits. £6000.00 6. Staff CPD Continuous Professional Develo ment One staff member successfully completed their Certificate in Teaching at the University of Ulster and Five staff members completed their Assessor Awards ITAQA.) This solidifies the wider team, and adds scope to our range of vocational, essential skills and personal development delivery. Other developmental CPD areas such as Child Protection Training, Safeguarding Training, Operation Encompass Training and Neuro-Diversity Training also complements staff skill-sets with the necessary training requirements. £4455.00 Total Additional Operational, Project & Revenue Spend £96,455.00 Overall In-year Investment {Capital, Project & Revenue) = £125,650.00 12
Impact Training Nl Limited Management Committee Report(continuedJ Year ended 31 March 2024 Non-contractual Additionalit Central to the delivery of our key vocational pathways. has been our ability to rovide additional ualifications to students. These qualifications add weight to their vocational achievements and increase student employability. VlThilst it requires financial commitments from the organisation, it also strengthens the employment and career opportunities for our Servi users. The majority of the additional qualifications achieved were as a direct result of external sources of funding achieved. The organisation also made a financial contribution to the inrtiative. Additional qualifications achieved are given below- SIA {Security Industry Authority,) First-Aid, Health & Safety Forklift CSR (Construction Skills Register Python Coding (in partnership with Queens University & Telefonica Tech) Additionality is a key component of our provision, providing further strength to the employment potential of Trainees and clients. Financial review 2023124 has been a developmental and successful year for Impact. with incoming resources of £2,559,019 compared to £2,824,393 in 2022123. Expenditure for the year was £2,446,667 compared to £2,296,876 in 2022123. At year end, the organisation had reser4es of £5,880,627 of which £5,867,579 was unrestricted. The organisation remain confident going forward and optimistic about future opportunities for income generation. We remain wholeheartedly committed to making a positive difference to the lives of all the people we serve in this area of high social need. through the continued provision of a high-quality service offer. Reserves Policy Impact's Reserve Policy outlines the organisab'on's commitment to setting aside funds to meet a number of planned and unplanned events. Note 22 to the 31st March 2024 year end accounts records the sum of £1,550,118 as free unrestricted reserves for events under the following headings.. Business Continuity Funds Asset Management Funds Committed Funds Sustainability funds Buslness Continuity Funds In a worst case scenario event of the organisation being wound-up, it would be necessary to maintain key staff to ensure this was conducted in an orderly manner and that Impact's legal and contractual obligations were met. Within Impact, reserves provision has been made for Business Continuity Funds (wind-up reserves) that includes 'A year operats'onal running costs and the provision of staff redundancy payments. Asset Management Funds Impact is required to provide a safe leaming environment with up-to-date industry specific equipment suitable for training. Provision within the Reserves has been made for building maintenance, equipment replenishment and equipment replacement. 13
Impact Training Nl Limited Management Committee Report (continued) Year ended 31 March 2024 Public Value Impact Training continues to be a financially viable organisation and its administrative systems and procedures are deemed 'Low Risk, by Department for the Economy's Quality and Performance Branch during its most recent compliance monitoring visiL Effective use is made of local community support groups to enable the provision of a cost-effective curriculum. As previously stated, close monitoring of staff to leamer ratios enables efficient use of tutorial time. Effective and established purchasing procedures ensure competitive prices are obtained for the purchase of all equipment. In addition close links with neighbouring training organisations enables increased purchasing power for masor spends, e.g. ICT equipment. Local suppliers are used whenever possible for the purchase of training materials thus ensuring Impact Training's commitment to the local economy. A three-yearly review of supplier pricing strategies guarantees cost effective purchasing on behalf of Impact Training. Future Plans Over the incoming year the company has identtfied the following key areas for consolidation and further development: Review of current 4 Year Strate ic Plan An Executive Summary of the current 2021-2024 strategic plan is nearing completion, and will inform new strategic planning moving forward. 2025- 2028 Strate ic Plan Plans and processes are currently undetway to narrate and launch our new 2025-2028 Strategic Plan. The working title of the new strategic plan is 'Forward to Frfty,, giving attention to the company's pending So Anniversary in 2028. Senior management will use Autumn 2024 to complete the final draft of the plan, in preparation for consideration and endorsement by Trustees for January 2025. Skills trainin and em Our core contracts are; Skills for Life and Work (SfLW) ApprenticeshipsNI lo abili Im act will continue to develop pathways to employment. Apprenticeships and Further Education for young people and adults offer into employment support to economically inactive service users Consider investment in new Vocational areas Over the past 2 years, Impact Training have invested in 3 brand new Vocational training areas, including,. the introduction of the Broadbase pathway, namely" Youth Work Barbering Hairdressing The company will continue to assess market and employer need. and give consideration to the introduction of brand new vocational pathways, where we feel there is a demand, anticipated potential for employment, the appetite of our service users and a business case for doing so. 14
Impact Training Nl Limited Management Committee Report (¢ontlnued) Year ended 31 March 2024 Investment in Disabled classroom su ort Coded Learner Su ort The company invested in a brand new role of coded learner disabled classroom support, (since merged to incorporate a dual role of MentorlSEN support.) in order to meet the demand for bespoke classroom support services, and the ever-increasing numbers of students presenling to us with educational stalements. Implemented in January 2022 and growing in strength. the service continues to have a positive effect on those students who require the 5UPPOrt. Communi Impact Training will continue to develop and strengthen relationships with the community and further establish itself as the prime and trusted provider of employability, skills training. qualificats'ons, essential skills support and into employment services. We remain committed to the PTinciples of the Greater Shankill Children and Young People's Zone and continue our representation at planning events, with direct involvement providing the Zone advice in our areas of expertise. Social Econom initiatives Impact Training will explore viable and sustainable business opportunities aligned to the company's principles and values. This will require us to continually assess and review our organisational capacity with regard to both human and physical resources, and to create and build robust models of collaborative and partnership working. Greater Shankill BUILD Initiative Our Youth Department and Youth Work students have been heavily involved in the BUILD initiative and community programmes throughout the reporting year. The company are now working closely with BUILD to consider a consortia a lication that will advance upon the good work already completed. From our perspective, the bid will strengthen our evening enterprise programmes. and if said consortia bid were to be successful. we would have three yeais funding to test new enterprise concepts, and where we might want to consider a larger social enterprise programme in the future. 16
Impact Training Nl Limited Management Committee Report fcontinuedj Year ended 31 March 2024 Trustees. responsibilities statement The trustees, who are also directors for the purposes of company law, are responsible for preparing the trustees, report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the incoming resources and application of resources, including the income and expenditure. for that period_ In preparing these financial statements, the trustees are required to- select suitable accounting policies and then apply them consistenuy: obseTve the methods and principles in the applicable Charities SORP., make judgments and accounting estirnates that are reasonable and prudent: state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The trustees are responsible for keeping adequate accounting records thal are sufficient to show and explain the charity's transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other Iegular1t4es. Auditor Each of the persons who is a trustee at the date of approval of this report confirms that: so far as they are aware. there is no relevant audtt information of which the charity's auditor is unaware. and they have taken all steps that they ought to have tsken as a trustee to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information. The trustees, annual report and the strategic report were approved on 18 September 2024 and signed on behalf of the board of trustees by: Mr lan Jamison Trustee Mr William Hutchinson Trustee 17