N.1. ALTERNATIVES LIMITED
TRUSTEES, REPORT {INCLUDING DIRECTORS, REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
The trustees present their report and accounts for the year ended 31 March 2024.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts
and comply with the charity's governing document, the Companies Act 2006 and 'Accounting and Reporting
by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in
accordance with the Financial Reporting Stsndard applicable in the UK and Republic of Ireland IFRS 1021" las
amended for accounting periods commencing from 1 January 2016)
Objectives and activities
The company's objectives and principal activities are to promote a non-violent restorative community response
to justice issues in Northern Ireland. N.1. Alternatives Ltd will identify needs, often in partnership with local
communities and other voluntary and statutory bodies, relating to safety and conflict within communities, and
will attempt to heal relationships in a restorative way. At the same time, it hopes to raise community awareness
on the issues affecting young people and adults who are deemed to be at risk and vulnerable.
The main objectives and activities of the company are:
To organise within the community to devise non-violent alternatTves to issues of community justice.
To help and work with young people in order to resolve the problems affecting their lives.
To direct young people away from destructive and dangerou5 prattices towards healthy and
constructive activities.
To enable young people to personally reflect on the potentially damaging consequences of risky and
criminal beh3viour.
To address areas of weakness and failure within the formal criminal justice system.
To heal relationships within the community and to promote better relationships between the
community and statutory agencies.
To work towards a sustainable model of delivery for as much of the company's services as possible.
The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities
the charity should undertake.
Achievements and performance
NIA has offices across Northern Ireland North Belfast, Greater Shankill, East Belfa¢ South Belfast, North
Down, Ma9herafelt (Mid Ulster Alternatives), Portadown (ABC Alternatives) and Carrick/Larne (East Antrim
Alternatives).
NIA has provided restorative 5UPPOrt to over 2,000 victims of crime and anti-social behaviour, involved 3,500
young people in diversionary programmes including schools work-, delivered over 3,000 restorative
interventions,. delivered 300 trainings and inteNened in over 500 neighbourhood di5PUtes to find a peaceful
and non-adversarial resolution.
NIA also enhanced its wraparound counselling mechanism to ensure clients were receiving a holistic seNice
including restorative support, activities, mentoring and therapeutic inteNentions. This growth was able to
happen as a result of funding from the Community Foundation N.1 and the Housing Executive throLJgh
sustaining tenancies funding.
NIA received new funding from the Belfast Trust to help support Tier 3 vulnerable young people due to a lack
of social work personnel as well as support to young people with addiction and mental health issue5.

N.1. ALTERNATIVES LIMITED
TRUSTEES. REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
NIA continued delivering on the Communitie5 in Transition Programme through The Executive Office to tackle
paramilitsrism. NIA delivered projects for or along with support from Community Restorative Justice Ireland,
Belfast City Council, NIHE and Big Lottery Fund lothers listed in Note 3).
Durin9 this financial period, NIA also received funding from the Department of Foreign Affairs for the Young
Futures Programme in North Belfast which is serving to act as 'bridge' funding until Peace Plus becomes
operational in January 2024 under the Strive Programme.
Financial review
The charity generated a net increase in funds of £48,140. This has resulted in the company's reserves increasing
from £1,351,040 to £1,399,180.
Principal Funding Sources
The funding sources for the company are varied and are made up by the Departments for Community IDfCI,
The Executive Office and Department of Justice IDOJ), as well as some smaller grants. As a result of increasin9
constraints on government expenditure, as well as expansion of its activity base, the charity has to seek funding
from a much broader group of agencies. The involvement of the charity with a grouping of statutory agencies
interested in issues of community justice is proving particularly useful in identifying possible opportunities for
a much wider and strategically orientated range of funding for the future. There is a government-approved
Protocol in place that promotes better working between the charity as a community-based restorative justice
scheme and statutory organisations within the formal justice sector. This Protocol is currently under review,
and the charity hopes that this process will lead to the social impact of its services being reflected more within
funding contracts.
Reserve5 Policy
The charity aims to maintain at least three month's operational costs. In recent time5 the charity undertook
some additional projects with the aim of increasing the resetves to provide a level of reserves to enable the
charity to continue its activities should temporary funding gaps arise in the future.
Going Concern
The company 15 reliant on funding bodies to provide its primary income. Much of this funding is not recurring.
The company is dependent on obtaining future funds to allow its programs to continue. Post year end the
company has been able to continue to attract funds from its current funders and also additional *unds from
Peace Plus.
Services
Nl Alternatives Ltd delivers a wide range of seNice5 for the public benefit, but 311 of them are underpinned by
the principles of restorative practice. In essence this involves the healing or fixing of the fragmented individual,
family and community relationships that lead to crime, anti-social behaviour and community conflicL Services
available include the Intensive Youth Support Programme (for individuals), Wrap Around Youth Support
Programme (holistic support), Family Support, Victim SupporL Counselling, Preventative Group Work (for
young people 'at risk), mediation serJices (including work on behalf of Northem Ireland Housing Executive,
housing associations and PSNI) restorative work with adult offenders, employability and good relations training
for NEET {Not in education, employment or training) young people, schools outreach worl and detsched
street engagement The company can also deliver training in restorative practice, principles and awareness to
a wide client base.
The charity delivers contracts on behalf of the Belfast Health and Social Services Trust/Belfast Outcomes Group
in terms of Family Support and Family Hub services and plays a major role in implementing local community

N.1. ALTERNATIVES LIMITED
TRUSTEES, REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
safety strategies as part of the Neighbourhood Renewal process. Much of its work is delivered on a
collaborative basis, and the agency has partnerships in place with a great many statutory, community and
voluntary bodies. It is the lead body in two major partnerships that are funded by Peace IV. Much of the work
relied upon the contribution of around 300 volunteers and was delivered in marginalised communities.
Plan5 for Future Periods
The company has developed a strategic busine55 plan to facilitate the marketing of some of its service5 along
a social economy model. This will help to generate additional revenue that will enhance sustainability. The
government-related Adult Restorative Strategy which became operational in 22/23 also means to promote a
more strategically-focused model of service delivery for restorative prattice. New opportunities are being
explored to incorporate restorative practice into institutionalised settings, and to allow more ready access to
a statutory referral process under the terms of the Protocol that was established to increase co-operation with
the state agencies that hold membership of the formal justice system.
NIA has developed a University qualification on restorative prattice/iustice in partnership with Ulster University
and it is anticipated that this new development will help to generate a small income stream.
The trustees have assessed the major risks to which the charity is exposed and are satisfied that systems are
in place to mitigate exposure to the major risks.
Structure. governance and management
Governing Document
The organisation is a charitable company limited by guarantee, incorporated on 21 st July 2000 and registered
as a charity by HMRC on 1st July 2000. The company was established under a Memoffindum of Association
and is governed under its Articles of Association. On 14th November 2014 the company was officially
registered by the Charity Commission for Northern Ireland with the charity number NIC 101039.
The trustees, who are also the directors for the purpose of company law, and who served during the year
were..
Peter Bunting
Rev Gary Mason
Gary McKay
Grainne Mcveigh
Jackie Redpath
Bobby Hunniford (resigned 2nd December 2024)
Recruitment and Appointment of Management Committee
The directors of the company are also charity trustees for the purposes of charity law and under the company's
Articles are known as members of the Board. Under the requirements of the Memorandum and Articles of
Association the members of the Board are elected to serve for a period of one year after which they must be
re-elected at the next Annual General Meeting.
Trustee Induction and Training
Upon their appointment all new trustees are required to undergo training on the governance arrangements
for the company, their roles and responsibilities as trustees, the principles of restorative justice, and the
operations and serdices carried out by the company.

N.1. ALTERNATIVES LIMITED
TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Risk Management
The Board has condurted a review of the major risk5 to which the charity is exposed. A risk register has been
established and is updated at least annually. Where appropriate, systems or procedures have been established
to mitigate the risks the charity faces. Significant external risks to funding have led to the development of a
strategic plan which will allow for the diversification of funding and activities. Internal control risks are
minimised by the implementation of procedures for authorisation of all transactions and projects. These
procedures are periodically reviewed to ensure that they continue to meet the needs of the charity.
Organisational Structure
Nl Alternatives Ltd has a Board of up to eleven members who meet quarterly and are responsible for the
strategic direction and policy of the charity. At present the Board has nine members from a variety of
professional backgrounds relevant to the work of the charity. The Secretary also sits on the Board but ha5 no
voting rights.
A scheme of delegation is in place and day to day responsibility for the provision of the services rest with the
Chief Executive, along with the Services, Operations and Finance and Administration Managers. The Chief
Executive 15 responsible for ensuring that the charity delivers the services specified and that key performance
indicators are met.
Related Parties
The company atts as an umbrella body for five local-based restorative justice organisations, and these
organisations are represented on the Board.
Statement of trustees, responsibilities
The trustees, who are also the directors of N.1. Alternatives Limited for the purpose of company law, are
responsible for preparing thè Trustees. Report and the accounts in accordance with applicable law and United
Kingdom Accounting Standards (United Kingdom Generally Accepted Accountin9 Practice).
Company Law requires the trustees to prepare accounts for each financial year which give a true and fair view
of the state of affairs of the charity and of the incoming resources and application of resources, including the
income and expenditure, of the charitable company for that year.
In preparing these accounts, the trustees are required to..
select suitable accounting policies and then app]y them consistently,-
obseNe the methods and principles in the Charities SORP-
make judgements and estimates that are reasonable and prudent
state whether applicable UK Accounting Standards have been followed, subject to any material departures
disclosed and explained in the accounts,. and
prepare the accounts on the going concern basis unless it is inappropriate to presume that the charity will
continue in operation.
The trustees are responsible for keeping adequate accountin9 records that disclose with reasonable accuracy
at any time the financial position of the charity and enable them to ensure that the accounts comply with the
Charities Act (Northern Ireland) 2008. They are also responsible for safeguarding the assets of the charity and
hence for taking reasonable steps for the prevention and detertion of fraud and other irregularities.

N.1. ALTERNATIVES LIMITED
TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED)
FOR THE YEAR ENDED 31 MARCH 2024
Statement of disclosure of information to auditors
In so far as the Trustees are aware..
There is no relevant audit information of which the charitable companqs auditor is unaware,. and
The Trustees have taken all steps that they ought to have taken to make themselves aware of any
relevant audit information and to establish that the auditorg is aware of that information.
Independent Auditors
The auditors, HMCI Ltd T/A Hamill Mcllwaine, have indicated their willingness to remain in office and a
resolution for their re-election will be proposed at a forthcoming General Meeting.
The trustees, report was approved by the Board of Trustees and signed on their behalf.
Rev G Mason
Trustee
Date.. 5th December 2024