Company Registration Number N1055693 Charity Registration Number NIC101271 Belfast Central Mission (A company limited by guarantee) Annual Report and Financial Statements for the year ended 31 December 2022
Belfast Central Mission (A compan). limited by guarantee) Annual report and financial statements for the j'ear ended 31 December 2022 Contents Page Truslees, annual report {incorporating the strategic report} Independenl auditor's report 15 statement of financial activities (incorporating the income and expenditure account) 18 Balance sheet 19 Slatament of Cash Flows 20 Notes to the financial statements 21
Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2022 The Trustees, who are also directors for the purposes of company law, present their report and the financial statements of the charitable company for the year ended 31 December 2022. Reference and administratlve details TTustse8 Mr R Black (Chalrperson) Rev D Campton Mr C P Clarke Mrs M Copeland Ms M J Dwyer Mr J D Edmondson (Treasurer) (resigned 30 June 2023) Mr D Ferguson Dr D Gallagher (Hon Secretary} Mr W J Halliday (resigned 30 April 2023) Miss S Mccaughan Mr W Robinson Rev S Sheerin Superlntendent Rev D Campton Chief ExecutSvg Mr N Conway D8puty Chlef Executive l Dlrèctor of Care & Quallty Govarnance Mrs L Kavanagh (Resigned on 14109122> Director of Buslness and Corporate Serllces Mrs L Maclean (Position made redundant on 30112122) Mr L Mcsorley Interim Senior Finance Manager Hèad of Community Servlc88 Mrs J Love Head of Residential Services Mrs L Payam Head of Poople & Organ18ational Devolopment Head of E8tste8 & Facllltle8 Mrs G McGumaghan Mr N Emery Rogl8tered Offlco Grosvenor House 5 Glengall Street Belfast BT12 SAD Audltors Moore {N.I.) LLP Donegall House 7 Donegall Square North Belfast BT15GB Solicltors Cleaver Fulton Rankin 50 Bedford Street Belfast BT2 7FW Banke Ulster Bank Ltd 11-16 Done9all Square East Belfast BT15UB Investment Custodian The Trustees of the Methodist Church in Ireland Edgehill House 9 Lennoxvale Belfast BT9 5BY
Belfast Central Mission (A companv limited b), guarantee) Trustees, annual report, incorporating the Strategic Report, for the j'ear ended 31 December 2022 Structure, governance and managernent Governing Document Belfast Central Mission is a company limited by guarantee. It is governed by its revised Memorandum and Articles Oi Association adopted on 18 September 2018. The charitable company is registered with the Charily Commission for Northern Ireland under registration number NIC101271. BCM is the trading name of Belfast Central Mission. The financial statements comply with the Charities Act {Northern Ireland) 2008, the Companies Act 2006, the Memorandum and Articles of Association. the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Accounting and Reporting by Charilies.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) (effective 1 January 2015). Organisational Structure The Board of Diredors is responsible for the overall govemance and strategic direction of the organisalion. It meets regularly to review BCM'S performance against its charitable objeclives and review its financial perfomiance. Th8 Board Consists of a Non-Execulive Chairperson, the Superintendent of the Mission {6x officio. appointed by Ihe Methodist Church in Iréland), Secretary, Treasurer (ex officio): and up lo eight other nominated Directors. Al least two of the Directors are nominated by the Congregational Meeting of the Grosvenor Hall Society. All appointments are confirmed by the members al the annual general meeting. The Board of Dlrectors may al any lime co-opt up lo 2 additional Directors. The Board kvorks closely with the Chief Executive and the Senior Management Team who oversee the operations on a day- to-day basis. Appointment of the Board of Oirector3 The Board of Director5 is nominated by the Circuit Executive of Soulh and Cenlral Belfast Meihodist Circuit sitting as the Gèneral Meeting of the Mission Commiltee of BCM and is reported annually 10 the Annual Conference of the Methodist Church in Ireland via ils Governance Board. Every effort is made to ensure that there is a wide and rèlevant skill base amongsl Ihe Directors to enable the Board to perform its duties effectively. Trustee Inductlon and trainlng New Board Members go through an induction process ¥vilh respect lo Ihat which covers their roles as Directors and as Trustees. They are briefed on their legal obligations und8r charity and company law, the requirements of the Charity Commission, the content of the Memorandum and Articles of Association: the Str8lègic Plan, the decision-making processes and recent financial performance of the organi5ation, and operations of the organisation. Board members are encouraged to attend relevant external Iiaining events to assist them in the performance of their duties. Pay policy for Key Management Personnel The Board of Directors and the Senior Management Team comprise the key management personnel of the organisalion. Details of remuneration of this group are disclosed in note 13 to the financial statements. The pay for all employees. including senior staff, is reviewed annually. The aim is to Pay all employees a fair salary that is competitive within Ihe charity sector. proportionate to the complexity of the role and in line with the organisation's charitable objectives and financial budgets. Wider Nelwork and Impact on Operating Policles BCM, a company limited by guarantee, is also an agency of the Methodist Church in Ireland and seeks to abide by the basic njles of the Church including. but not limited to, no alcohol on properties and no engagement with, or benefit from, gambling. There is minimal impact on BCM'S operaling policies as a sU11 of this relationship. Related parties and co-operation with other organisations Delails of related party transactions are disclosed in note 25 to the financial stalements. The organisation has ented into joint management agreemenls vlith two local housing associations. working to deliver Housing Support services for vulnerable people.
Belfast Central Mission (A company limited by guarantee) Trustees, annual report, ineorporating the Strategie Report, for the year ended 31 December 2022 Objectives and activities The primary obj6Cts of 881fast Central Mission, as stated in its gov8rning document, are.. The advanc8ment of th8 Christian religion in Ireland. 2. The relief of poverty, sickness, infimiity, or other ne¢essitous circumstances through the provision of accommodation, care, counselling or education on a cross community basis for people in Northern Ireland who are in need of such provision. The charity has been working through the five-year strategic plan, entitled °Improving Peoples, Lives" The overarching aim is to support as many people as possible with a focus on the following prtorities.. Investing to grow, so that the charity continues to be recognised as a leading provider of social care services. Developing a continuum of ServIS for older people. including those living with dementia. Developing new opportunities to support vulnerable young people and families. Achieving a greater degree of financial independence through a diversification of inGome 98neration. Conlinuing to work collaboratively with a range of stakeholders and potential partners. Investing in modèrn, integr*ed technologies Ihat allow us to work efficienlly and effectively, reg8rdlesB of location. Developlng an active and 8ng8ged Board, workforce, and team of volunte8r8. Providing opportunity for the exploration and development of 21at Century expressions of God's misslon in the world. The strategies for achieving these priorities are set out in the Strategy Map categorised in four main headings.. Service Users and Stakeholders Operations and Processes People and Innovation 4. Flnanee and Resourc88 It is Important that success 1$ assessed and the primary measures that will be used are.. The number of people helped with a focus on older people, young people and children and families. Stakeholder and service user satisfaction. Qualily of service delivery. Impact and outcomes - improving lives. Trustee, employee, volunteer and congregation satisfaction. Sustainable financial growth. The significant aclivities undertaken are set out below. categorised under the tsvo objects of the Charity. OBJECT ONE: The order and language of BCM'S chaiitable objects reflect its origin as the fIt expression of the 19th century Methodist 'Missions° movement in Britsin, seeking to address the spirilual, physical and economic needs of the poorer residents of the then expanding industrial cities, who often fell excluded by established churches, including Melhodisl ones. In 1889 Belfast Central Mission was established by the Methodist Church in Ireland with religious meetings inrtially in Ginnett's Circus, later to be replaced by the current Grand Opera House. Five years later the first Grosvenor Hall was buiit fvrther up Glengall StreeUGrosvenor Road and that site has been the base for both BCM and the worshipping, witnessing congregation at ils heart ever since. The 'Grosvenor H211" congregation continues to worship weekly in Grosvenor House. as part of the Methodist Church in Ireland. and its South and Central Belfast Circuit. which includes four other socielieslcongregations= Sandy Row. Donegall Road. Belfast South {in the Agape cent on the Lisburn Road) and the Church of the Resurrection (the joint Methodisvchurch of Ireland Church and Chaplaincy on Elmwood Avenue). Circuit activities include=
Belfast Central Mission (A company" limited bv guarantee) Trustees, annual report, incorporating the Strategic Report, for the l.ear ended 31 December 2022 Services of worship, including a livestreamed 5etvice for th05e i'iho unabl8 to attend in per50n, Pastoral Care. Bible studies. both in person and online. Prayer meetings and prayer chain. Various"Interest Groups" (including a Public Theology Group, Social Responsibility Working Group, Good Book Group and South Belfast Ladies). exploring various areas of relevant Gonm. via seminar5. lectures and discussions. Social events through which members and attendees can grow in fellowship, with some generating financial support forthe wider work ofthe charity and other charitable or mission purposes. Since opening our Copelands elderly residential and dementia care facility in Millisle, BCM has embedded a part-time Chaplain as an integral part of the care there. The Superintendent and the part-time Chaplain are responsible. not only for the provision of weekly worship setvices: but also pastoral care for residents. their families and staff. This builds on the experience gained in delivering -are within our Kirk House facility in East Belfast. Ivhere a weekly serviGe of worship Is provided by an ecumenical rota of local ministers. BCM also seeks to further the broadèr Christian witnes5 Wlthin the ¢ity by partnering with olher organisations in common caus8, including allowing ils property to be used. providing financial support and advi. Thès8 include.. Forthspring Inter Community Project. BCM is a member organlsation of this charitable Company, which Is a community relations and community development project based in the premises of what was formerly Springfield Road Melhodist Church on the West Belfast interface. 11 ivork5 with children, young people: women and older people and during the year under report temporarily hosted Ihe Belfast Multi-cultural Association: as well as 'Soul Space" an innovalive Anabaptist faith expression. Belfasl City Centre Chaplaincy, which trains and places volunteer chaplains of all denominations in the city centre. Again, BCM is a member organisation of this charilable company. The Linen Quarter Business Improvement District. an independent not for profit company focused on developing and promoting the geographical area in which BCM'S headquarters, Grosvenor House. is based. The Mission Superintendent represents the faith and valuntary sector on the Board ol company. The 4 Corners Festival, a faith-based peace-building festival aimed al improving community relations in Ihe city of Belfast. The Mission Superintendent is a member of the Board and part ofth8 planning team, and Grosvenor House regularly hosts events during the festival. OBJECT TWO: COMMUNITY SERVICES Housing Support for Young People (16-25 years) - located in Armagh, Dungannon, M8gherafelt, North Down and Newtownards. The project supports young people who are homeless, struggling with housing issues. leaving care or requiring help with independent living. It uses a holistic person-centred approach and supports young people to identify and work towards their goals. Housing Support for Older People (aged 55*)- located in Armagh: Newry, Belfast. Craigavon and Dungannon. The project seeks to work in partnership wilh older people providing practical and emotional housing-relaled support. enabling them to remain in their own homes for as long as possible. Parents. Support and family support seNices are available in ArmaghlDungannon and North Down and Nevitownards. We provide support to families to provide responsive nurturing care for their children ensuring their safety and helping them reach their developmental milestones. We offer practical and emotional support to parents to enhance their parenting capacity. Community Setvices Project provides a range of services for older people in Belfast to promote inclusion and reduce loneliness and social isolation. Activities include Lunch Clubs and a befriending service. A variety of volunteering opportunities are provided. An annual Christmas programme provides a Christrnas gift lo more than 4,000 children in Northem Ireland. Puddleducks Day Nursery provides quality day care for 70 children in Belfast. The nursery uses an approach to encourage every child to reach their potential in an atmosphere of respectful care. TherapeutlG Counselling for young people {16-25 years). A BACP accredited senior counsellor supports young people with a range of issues including depression, anxiety, low self-esteem, idenlity issues, past abuse, domestic violence. bereavement. gender identity i55ues and substance misuse. The service is flexible and accessed quickly.
Belfast Central Mission (A compally limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2022 . RESIDENTIAL SERVICES Houslng with Carè {includlng Dementia car8) for Older People- located in Belfast and Millisle. Klrk Hous8 Caring for up to 46 residents, Kirk House offers each resident their own small flatlet in a home in which independence, freedom of choi, self-esleem and dignity are respected and promoted. The level of care each resident receives is tailored to meet their individual needs. Copelands, Residential and Dementia care Opened to its first residents in 2021, Copelands is a stste-of-the-art, purpose-built care home for up to 60 residents accommodated within six small 'households' of ten. Each room is en-suite and the care offered is person-centred with a wide range of amenities. We are currently registered for 20 residential dementia and 30 residential beds. Supported Housing for Young People (16-21 years) Magherafelt. located in Bangor, Belfast, Dungannon and Four services continue to operate within four different HSCT areas in Northern Ireland, offering a tot81 of 35 units of accommodation. These indude 29 s8lf-contsined flats, and the remaining units offer shar6d accommodation in hvo of th8 services. Two of the services are solely for young people who have b8en in the cere of Social SeNices and the remaining also offer additional accommodation to young people who present lo the NIHE as homelèss. The project slaff offer both 8molional and practical support for up to two years lo try lo ensure that the young people are rèady for their own tenancies, have achievèd their own goals and are a positlV8 part of their Communities. Therapeutic Counselling for young people (16-25 years). A BACP accredited senior counsellor supports young people wlth 8 range of issues including depression. anxiety, low self-esteem, identity issues, past abuse, domestic violence, bereavement, and substance misuse. The service is flexible and understanding of the needs ofthis age group. The service can be offered face to face, via telephone or via zoom, following an initial faGe to face assessment. As can be seen from the Social Care programme outlined above, BCM is a diverse organisation providing a range of services for older people, young people. children, and families. These services are open to 811 in the Gommunity and whilst the work can be challenging and demanding. we firmly believe that the staff teams possess the necessary skills lo deliver positIv8 Outcomes for the Servic8 Users. Strateglc R8port Achievements and performance OBJECT ONE In the year under report "routine" activities were gradually re-established following the restrictions imposed by th8 COVID- 19 pandemi¢. Despite the limitations inttialty imposed by social distan¢ing requirements. which were finally eased in the sewnd half of the year, the Grosvenor Hall congregation conlinued to meet each Sunday in person for worship, and indeed h¢)sted a number of significant events.. The Radio Ulster broadcast of the Sunday Morning Service as part of the 4 Comers Festival, with the Belfast Community Gospel Choir and the Archbishop of Canlerbury, Rev. Justin Welby as preacher. The 2022 commissioning service for the United Melhodist Church's Global Mission Partners & Fellows. A service marking the passing of Her Majesty Queen Elizabeth 11, reflecting BCM'S history as one of the ffirst recipients in Nl of the Queens Award for Volunteering. Some other pre-covid congregational programmes including daily prayer. mid-week communion in the Gallagher Chapel in Grosvenor House, and children's Sunday School. have not yet been re-established, bul in partnership with other congregations on circuit. other initiatives including a series of hybrid Bible studies have continued. For the third year BCM'S Christrnas Gift prograrnme was hosted in the hall of Donegall Road Methodist Church, one of our circutt congregations, with its traditional launch service also taking pla there. It and other congregations across the Methodist Church in Ireland and beyond have continued to provide slrong support for thi5 programme d8SPlte the cost- of-ltving crisis that has affected everyone, including our donors. But with th8ir help we supported more than 401])
Belfast Central Mission (A compan), limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the }'ear ended 31 December 2022 childrenlfamilies, more than ever before. The Chaplaincy setvice in our new Copelands initialive has been well-received and perhaps has had a greater impact than we initially expected. The four-month sabbatical of our chaplain there. Rev June Parke, was facilita;ed by the support of two other CPE-trained Healthcare Chaplains. We were able to fully re-eslablish the weekly service (including the sacrament of communion on one oGcasion} and access for pastoral care into Kirk House, bvhich had a massive positive benefit on the wellbeing of residents. In January, New City Press published a collection of poetry written by the Mission Superintendent entilled 'Doodlings and Doggerel" with the proceeds going lo BGM'5 Copelands Chaplaincy project. Partnership with other organisalions has resulted in a range of initiatives including.. The continued growth and development of Belfast City Centre Chaplains revising their governance slructures and administration, to enable them lo sustainably address the challenges of a city facing economic uncertainly. In response to a commitment within the Methodist Church in Ireland lo address the issue of poverty locally and across the island. since June 2022 the Grosvenor Hall Congregation ha5 entered into 8 partnership with Belfa5; storehouse, a foodlclothinglfurniture bank, to contribute to a monthly food collection and ongoing fundraising. This latter initiative was establlshed as a Iraining 8xercise by 8 sludent minister, supervised by th8 Sup8rintendent on placement with the Circuit and Grosvenor Hall congregation. The Superlnlendent continued his work facilitating the review ana revision of the ¥vork and witness of the wider South and Central Belfast Methodist Circuit under the headin9 "What's Our Story? The Next Chapter., As a development of this. in conjunction with the North East District Superintendent of the Methodist Church in Sreland and neighbouring Circuit Superinlendenls, the Mission Superinlendenl is facilitating a conversation regarding the possible merger and reorgani5ation of thos8 circuits. This process will run in parallel with the Sirategic Review of BCM initiated towards the end of 2022, which, for the first time, includes a detailed review of the function. aims and objectives of Object One. OBJ ECT TWO The effects of the world-wide pandemic continued lo have an Impact on BCM and ils operations over the course of 2022 and as we emerged from the pandemic, BCM like many or9anisatlons has had to adapt lo a new and changing environment. Challenges included staff recruitment and the iebuildlng of staff teams which had become dispersed during covid. Earned income began to recover back to pre-covid levels but Ihis slow recovery has had an impact on financial performance in 2022. A particular challenge was the impact on Copeland5 and its projected occupancy levels. Given that the Copelands deficit accounts for a significant part of the deficit position, immediate actions were required lo correct this situation. In order to protect the financial viability of the organisalion and on the back of an external organisalional review. the Board made the difficult decision to restructure the senior management team with two senior management positions becoming redundant. Despite these challenging operating conditions BCM'S Board, staff team and Management continued to put the service user and service excellence at the heart of everything Ihat we do and highlights of achievements and perf0rrnan over the year included.. 1.380 service users supported. 4,200 Christmas loy parcels distributed. Full compliance with all regulatory requirements. Copelands fourth household open. Puddleducks and Kirk House back lo pre-covid occupancy levels. New Governance guide developed and appioved. New strategic planning process developed for implementation in 2023. A more del8iled review of the significant charitable activities undertaken is set out below.
Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategie Report, for the year ended 31 December 2022 COMMUNITY SERVICES With the use of technology BCM'S Community based s8rvices have adapted to working remotely and the closure of office bases. A mixture of face to face and online conlact has allowed teams to maintain supportive contact with their seNi users. A restructuring of the Housing Support service for Older People in Belfast has resulted in an expansion of the service and lower caseloads for front line staff. However, recruitment of new slaff and volunteers has proved difficult in 2022. With funding from the Homelessness Prevention Fund, we were able to provide rent deposits enabling younger and older Servi users to secure private rented accommodation in a very competitive market. Funding from the Sustaining Tenancies Fund has provided resources lo help our older seNice users maintain and sustain their tenancies. Community and volunteer services, continue to provide opportunities for volunteering. The weekly Lunch Club continues to cater for older people 8nd, with fvnding from Belfast City Council, a varied programme of health enhancing activities VRS provided. The 8efri8nding serviGe continues to offer a mixture of face to face and telephone contact for older people across 86ffasl and in the Dungannon ar88. Volunteers enhance and ¢omplem8nt the work of the housing support and family support services providing our s8rvlce users wllh befrienders, emotional support, and practical help. DIRECT BENEFICIARIES Housing Support- 591 older people Housing support-298 younger people Parent and family support- 164 families Christmas Support- 4,200 children Puddleducks Day Nursery- go children Therapeutic Counselling service - 33 individuals Housing Support for Young People (16-25 years) mid.U18ter As a result of the support provided by the service 990/0 of our service users maintsined their tenancies. 95Cl/o of Servlce users supported to manage their Physicallmental health, 840/9 were supported to gain employment and or enhance skillsleducation. 1000/¢ were supported to feèl secure In their own home. Houslng support for young People116-25 years) North Down & Ards area As a result of the support provided by the service 79 /0 were supported to gain employment and or enhance skillsleducation. 1000/0 were supported to maintain their tenancy. 96 % were supported to contribute to wider society. 1000/0 felt more secure in their homes. Housing Support for Older People (aged 55+ years} Belfast As a result of the support provided by the service 84Vo were supported to 8ccess relevant benefits. 1000/0 were supported to maintain tenancy. 100010 felt more seGure becausè of support provided. 87 % were supported to manage their physicallmental health. 86 /0 were supported lo contribute lo a wider society. Housing Support for Older People laged 60+ years) Southern Area As a result of the support provided by the service 96Q/o SUPPOrted lo aCSS relevant welfare benefrts. 79 % were supported to gain employment and or enhance skillsleducation 990/0 felt more secure in their own home. 97% were supported lo manage their Physicallmental health.
Belfast Central Mission (A company limited b) guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2022 Parent Support and Family Support Ards & North Down area A5 a result of support 34 families were supported. 529 1-1 home visits were completed. 25 activity packs given to Children. Parent Support and Family Support in Arniagh IDungannon area As a result of support 59 families with 120 children received home-based support. 76 families helped by telephone advice and signposting. 294 home visits. 1 OOC/. of parents felt mor8 confidenl as a parent. Community Services projects BCM provides support for older people in the community in Ihe greater Beltsst area, through a Wednesday Lunch Club and a Befriending Programme. An annual Christmas progiamme supports families in need at Christmas by providing children with donations of toys. Volunteers continue to play a vital role in the delivery of these services. As a result of community setvices 30 people lon average> attended the Lunch Club each week and were supported by the six dedicated volunteers. 15 befriending volunlé8rs, who visited 18 seNice users. 4,200 toys I gift5 dislnbuted al Christmas. Families in North Down and Mid Uls18r benefited from additional support provided by six volunteers. Residents in Kirk House benefitted from companlonship provided by the volunteer-led knitting events. Puddleducks Day Nursery The nursery operated at an average 690/0 capacity throughout 2022 with numbers increasing steadily from April. Feedback from parents has continued to be exiremely positive with a satisfaction rate of 1 OOll/c> recorded. Our annual inspection took place. We received a very posilive report and have been recognised as fully compliant with legislation and minimum slandards. No recommendations for improvement were identified. RESIDENTIAL SERVICES DIRECT BENEFICIARIES Kirk HoLJSè - 45 Copelands- 38 Supported Housing- 39 Therapeutic Counselling- 33 Kirk House During 2022 we continued to involve residents in how Kirk House is run, through regular meetings of the Resident's Forum. In these meetings lots of topics weie discussed for improvement i.e., food, menus, and the activities programme. The Forum continued to develop, and residents were involved in the recruitment of staff and with the setup of Copelands. It is our aim to create a partnership between Kirk House and Copelands. There were 2 RQIA inspections in 2022. One in January and Ihe other in June. The June inspection was to follow up on recommendations from January and there was evidence that these were all met. The report noted that the home was clean. well-lil and there was a homely atmosphere. Stay were attentive to the residents and carried out their work in a compassionate manner. Residents said that living In the home was a good experience. It was evident that staff were knowledgeable and well trained to deliver safe and effective care, 10
Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2022 No new areas for improvement were identified as a sU11 of this inspection. Residents said thal living in the home was a good experience. Residents who were unable to voice their opinions were observed to be relaxed and comfortable in their surroundings and in their inleraGlions with staff. Copelands, Re6identlal & Dementla Care Copelands opened to residents in June 2021. The team hav& worked tirelessly to create a homely, safe, person<entred environment for the residents. With four 'households', we provide care for both Dementia Residential and Residenti81 clients. The building is very impressive and extremely comfortable and as the service develops so does the programme offered lo our residents. The unannounced care inspection by RQIA in July 2022 confirmed that the home was safe, compassionate and effective and well led. It noted that the living areas were fsh and clean and free from malodor. Good practice was obsetved in relation to the care of the residents and the feedback from bolh residenls and relalives was very positive. Supported Houslng for Young People ASI th8 services continued to offer the highest level of support to some of the most vulnerable young people, Extemal monitoring is carried out by ihe HSCT, Supporting Peopl8 and RQIA. All the setvices are safe, effective, compassionate and well led. The teams have developed to meet the ever-increasin9 SUPPOrt needs of this service user group and are keen to continue to develop their expertise. Hagan Homes funding continu8d this year to enablè us to provide an additional worker in Belfast and the Rank Foundation fundlng has enabled th8 same in Dungannon. These additional staff enable an outrèach element lo our work. Therapeutic Counselling Provides a community based therapeutlc counselllng service to young people aged 16-25 year5 old In the North Down and Ards to improve their rnenlal health and emotional well- being and prev8nt self- harm andlor suicide. This servlce promotes the lffe chances of care experlenced young people 80 that they can reach their full potential. Using the nationally recognised CORE outcomes tool to measure global distress, the service measures client progress and showed a positive change in the overall core score for all clients before exiling the service. Clients reported a 100Y. satisfaction rate. Publlc Beneflt Statement In setting objectives and planning activities for the year the Trustees have given careful consideration lo the Charity Commission for Northern Ireland's guidan on public benefit and are confident that the activities have helped lo achieve the charity s purposes and provide a benefit lo the beneficiaries. Financlal rnvlow Details of the sUltS for the year are set out In the Statement of Financial Acttvities on page 18 and the relaled notes. Th8 charity had net incoming resources for the year of £209,928 and the nèt movemènt in funds amounted to £123,775 in the ye8r, after unrealised losses on investments of £86,153. The greater part of charitable income has been used to meet the cost of carrying out the organisalion's charitable objeclives by providing support and care throLJgh various projects for both young and older people. Income comprises funding for the services BCM provides on behalf of the statutory sector, incxjme from donations, appeals and legacies, income from charitable trusts, income from fvndraising activities and income from small trading activities. The continued support from our donors has been invaluable. We are grateful lo all the organisations and people who have financially supported us throughout the year. It is the opinion of the Directors that the markel value of the property is in ex85 of the net book valu8 as disclosed in
Belfast Central Mission (A companv limited bv guarantee) Tru5tees' annual report, incorporating the Strategic Report, for the )'ear ended 31 December 2022 the balance sheet on page 25. Investment powers and policy Investments shown in note 18 to the financial stalements are made in line with the policies of the Trustees of the Methodist Church in Ireland. The Directors intend that the real value of the charity s investments be maintained and enhanced over the long tem by investment in a portfolio comprising equities. fixed income stocks and cash. They seek to achieve a balanced investment return from Income and capital, viith moderate risk. 1115 the charity'5 poIi¢y specifically to include investments Ivhich are con55Stenl vlilh the elhos of the Melhodist Church. The proportions invested In equities, fixed income stocks and cash are revievied from time to time to establish the ongoing suitability of that element of the investment policy. The investments are shown at market value in the balance sheet and have reduced in market value by £86.153 since the previous year end, Reserves policy BCM'S reserve policy recognises the need to use voluntary inGome to provide servlces for young and older people and the need to ensure that, once commitment has been given. sufficient funds exist to meet the commitment for as long as it is required and appropriate. However, the organisation must also ensure that relatively minor disruptions to its financial plans, or delays in receiving funding, do not result in having suddenly to cease activities in order to balance the books. The existing res8rv8s policy ha5 been established whereby the unrestricted funds not cornmitted or invested in tangible fixed assets (the free reserves) held by the charity should be between 6 and 9 months of the unrestricted resources expended. These reseNes are needed lo meet Ihe working capital requirements of the charity and therefore to enable it to continue ils current activities. Free reserves currèntly stand at £1,388,819 {designated funds are exclud8dl which approximates to 4 month5 -unrestricted expendlture. This has arisen due to the inv8Stm&nt in the Copelands Care Home. The Directors hav8 considered the position and intend lo tUrn to holding 6-9 months free rés&Nes over the next three years. Principal risks and uncertalnties Effective risk management is essential to keep Service Users and staff safe, lo protect and grow both funding and reputation, and to meet the expectations of supporters and donors. All types of risks are considered, both internal and extemal, vjhen reviewing and updating the risk register. Principal risks are defined as those that, without effective mitigation, are highly likely lo occur and would have a severe impact on the organisations work, reputation or ability lo achieve its objectives. The risk arèas considered a5 part of 8CM's risk register include. Strategic Finance Operations External Legal and compliance All risks are managed through senior 81aff identifying and managing risks as an integral part of their daily work, through staff in outlying projects reporting significant risks lo senior management and through reporting rllechanisms to the Trustees at Board meetings. The reporting of major risks at Board Meetings allows the Trustees to challenge any assumptions the organisation has made about risks and understand Ihe context in which decisions are taken. This assists them lo ensure thal the most serious risks are being effectively managed. This risk management process aims to provide reasonable, but not absolute, assurance that the organisation is protected. Plans for future periods OBJECT ONE: BCM will continue to sUPPOrt the ongoing existence of 8 regular worshiping congregation in the GTosvenor H811, with the expeclation that members of that congregalion would continue to volunteer within: and fundraise for: the wider work of BCM. Hoivever. the demographic make-up of the cvrrent congregation and prevailing trends in church attendance suggest that the congfeg3tion in its current form may not be sustainable for many more years, demanding further reeCtIon. with the current congregation and other intere51ed parties. on what a TrAethodi6t presence in Belfast City Centre might look like in the future. 12
Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2022 This will take place within the context of BCM'S Strategic Review of Object One, and the possible amalgamation of the circuit with other adjant circuits, building on the learning of the recent fonnation of our currenl circuit and ministry team from three previous circuits. What is understood is that the Mission Superintendent cannot continue lo also act 88 the Circuit Superinténdent. To facilitate the intemal demands on the Mission Supertntendent in the fa of this period of review and revlslon and to redu th8 numbers of Conflicts of interest. he will disengage from sitting on a number of governing bodies and there will be a review of his role in the internal govemance and management of BCM. We hope to continue as a sultable training environment for Student Ministers, not just the one currently on placement, but in future years too. The Superintendent and Copelands Chaplain intend to participate in an Anna Chaplaincy training course run by BRF, with a possible view to a more formal partnership and using this chaplaincy model in the expansion of Dur setvice in Copelands, Kirk House and elsewhere. and prepare for continuity of the service on the reliremenl of our current Chaplain in June 2024. BCM will continue to partner with other organisations to take forward thelr mutual objects, including: Belfast City Centre Chaplaincy The 4 Corners F8stival Christians Against Povety Miscellaneous food banks OBJECT TWO: A new Strategic Plan for the period 2023-27 has been commissioned and will start to be implemented in 2023. Key element5 of our plans for 2023 include-. Excellence In delivery Commission independent review of staff terms and conditions Review int8mal ¢ommunications Completion of restructuring of Corporate Servlces Dep8rtmenl Continued implemenlation of improvements lo syslems and processes, included Integrated IT sysl8ms Review staff health and well-being policy Further develop our volunteering programme Excellence in our organisation Undertake govemance review and implement recommendations Complete full review of Object One. Succession planning for the Board and Seniorteam. Excellenco in sustainability Kirk House and Puddleducks progress back to pre-covid occupancy levels Opening of 51h household at Copelands Develop a business case for the provision of nursing caffj at Copelands Refresh website and social media Identify new opportunities for Social Enterprise Refresh fundraising strategy These plans will need lo be flexible and responsive to wider environmental factors and are subject to change. 13
Belfast Central Mission (A compan)- limited by guarantee) Trustees, annual report, incorporating the Stratcgic Report, for the vear ended 31 December 2022 Provision of infomation to auditor Each of the persons who is a Trustee at the date of approval of this report confirms that.. so far as each Trustee is aware, there 15 no relévant audil information of vihich the charitablé company"s auditor is unaware. and each Trustee has taken all steps that they ought to have taken as a Trustee to make themselves aivare of any relevant audit inforrnation and to establish that the charitable company 5 auditor is aware of that information. Trustees, responsibilities statement The Trustees (who are also the Directors of Belfast Central Mission for the purposes of company lawl afe responsible for preparing the Trustees, Annual Report and Ihe financial statements in accordance viith applicable law and regulations. Company law requires the Trustees to prepare financial statements for each financial year. Under the law the Trustees have elected to prepare the financial statemenls in accordance with United Kingdom Accounting Standards {United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 'The Financial Reporting Slandard applicable in the UK and Republic of Ireland,. Under company laiv. the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the slate of affairs of the charilable company and of the incoming resources and application of resources. including the income and expenditur8, of the Gharitable company for that period. In preparing these financial slat&menls, the Trustees are required lo.. select suitable accounting policies for the charitable company financlal statements and th@n apply Ihem consistently make judgments and accounting estimates that are reasonable and prudent slate whether the financial statements have been prepared in accordance with applicable accountlng standards: including the Charity SORP, identify those standards. and note the effect and the reasons for any material departure from those standards, and prepare the financial statements on the going concern basis unless it is Inappropriate lo presume that the charitable Company will continue in operation. The Trustees are responsible for keeping adequate accounting records tnat are sufficient to show and explain the charitable company's transactions and disclose viith reasonable accuracy at any lime the financial position of the charitable company and enable them 1¢ ensure Ihat thé financial statements comply with the Companies Acl 2006. The Trustees are also responsible for safegLsarding the assets of the charitable company and hence for taklng reasonable steps for the prevention and dètection of fraud and other irregularities. Auditor The reappointment of the auditor. Moore {N.I.) LLP will be proposed at the AGM. under section 48712> of the Companies Act 2006. Signed on behalf of the trustees Mr R Black (Chairperson) Approved by the Trustees on 28 September 2023 14