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 eXperien￿S. 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 G￿ater 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, Apprenti￿ShipS 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
APpRENTI￿HlP
2021112
COM
ACH
AR
STAR
srAR
COMP
20
io
io
Programme Starts
24
io
io
Currentlstlll onthe programno
CompleteT5
R￿ENTIoN RATE
15
io
21
33.Y%
6th0%
85.7%
72.7%
ioo.o%
7￿6%
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
C￿pleterS
thleyed
Current
COm￿e*r5
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¥Ed*r¥Th•A•
Current
Athle¥edrkncMuldfj
M￿u￿AdI
FIIA NIA 11%
FIIA WA WA 7fA
NIA 6eA 4VA
M#Ath%
MuA(h%
MaxAth%
Essentlal Skllls Cohort 2022- 2023
ute￿ry
ELI ll2 Et3
Tors
LZ Tola
27
Completers
Athle￿d
Cu￿nI
5t¥tAth%
Cornpleter5
Athle%*d
CurrETht
31
Ji
Athlexd
rrtnt
NIA NIA 8fA ItifA 8VA
NIA NIA IiVA
CornpAth%
PtO8resstd
pwes￿l￿Rate %
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 SeNi￿S 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 pla￿rnents.
£6500.00
t￿pACT 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 I￿egular1t4es.
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