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 2024 Belfast Central Mission (A company limited by guarantee) Annual report and financial statements for the year ended 31 December 2024 Contents Page Trustees, annual report (incorporating the strategic report) Independent audilor's reporl 16 Statement of financial activities (incorporating the income and expenditure account) 19 Balance sheet 20 Statement of Cash Flows 21 Notes to the financial statements 22 Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategie Report, for the year ended 31 December 2024 The Trustees, who are also directors for the purposes of company law, present their report and the financial stalements of the charitable company for the year ended 31 December 2024. Reference and administrative detalls Trustses Mr R Black (Chairperson) Mr Geoff Hooks (Treasurer) joined June 2024 Rev D Campton Mrs M Copeland Miss M J D￿er Mr D Ferguson Mr P Clarke {resigned August 2024) Dr D Gallagher {resigned September 2024> Mr W Robinson Rev S Sheerin Mrs H Taylor Mrs D Hayward (J'oined June 2024) Superlntendent Rev D Campton Chief Executive Mr N Conway Head of Community Services Mrs J Love Head of Residential SeNices Mrs L Payam Head of Flnance Mrs J Sloan Head of Buslness Development Mr A Irwin Head of People Mrs J Miskelly Head of Operations Mr N Emery Registered Office Grosvenor House 5 Glengall Street Belfast BT12 SAD Reference and administrative details (continued) Auditors Moore {N.I.) LLP Donegall House 7 Donegall Square North Belfast BT15GB Solicitors Cleaver Fulton Rankin SO Bedford Street Betfasl BT2 7FW Bankers Ulster Bank Ltd 11-16 Donegall 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 company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 Structure, Governance and Management Goveming Document Belfast Central Mission is a company limited by guarantee. It is governed by its revised Memorandum and Articles of Association adopted on 18 September 2018. The charitable company is registered with the Charity Commission for Northem Ireland under registration number NIC101271. BCM is the trading name of Belfast Central Mission. The financial stalements 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 Ihe Accounting and Reporting by Charities: Statement of Recommended Practice applicable lo 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 Directors is responsible for the overall govemanrE and strategic direction of the organisation. It meets regularly to review BCM'S performance against its charitable objectives and review its financial performance. The Board consists of a Non-Executive Chairperson, Ihe Superintendent of the Mission (ex officio. appointed by the Methodist Church in Ireland), Secretary (ex officio), Treasurer (ex officio), and up to 8 other nominated Directors, The Board works closely with the Chief Executive and the Senior Managemenl Team who oversee the operations on a day-to-day basis. Structure. govemance and management Appointment of the Board of Directors The Board of DireGtors is nominated by the Circuit Executive of South and Central Belfast Methodist Circuit sitting as the General Meeting oflhe Mission Committee of BCM and is reported annually to the Conference ofthe Methodist Church in Ireland. Every effort is made to ensure that there is a wide and relevant skill base amongst the Directors to enable the Board to perform its duties effectively Tru$tee induction and training New Board Mernbers go through an induction pr¢xess with respect to that which covers their roles as Directors and as Trustees. They are briefed on their legal obligations under charity and company law, the requiremenls of the Charity Commission, the contenl of the Memorandum and Articles of Association, the Strategic Plan, the decision-making processes and recent financial performance of the organisation, and operations of the organisation. Board members are encouraged to attend relevant external training events to assist them in the performance of their duties. Pay pollcy for Key Management Personnel The Board of Directors and the Senior Management Team comprise the key management personnel of the organisation. 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 the charity sector, proportionate lo the complexity of the role and in line with the organisation's charitable objectives and financial budgets. Wider Network and Impact on Operating Policies BCM. a company limited by guarantee, is also an associated body of the Methodist Church in Ireland and seeks to abide by the basic rules of the Church including, bul not limited to, no alcohol on properties and no engagement with. or benefit from, gambling. There is minimal impact on BCM'S operating policies as a result of this relationship. Related parties and co-operation with 0th8r organlsatlons Details of relaled party transactions are disclosed in note 25 to the financial statements. The organisation has entered into joinl management agreements with local housing associations, working to deliver Housing Support services alongside vulnerable people. Objectives and activitios The primary objects of Belfast Central Mission. as slated in its governing document, are.. The advan￿ment of Ihe Christian religion in Ireland. The relief of povety, sickness, infirlnity, or other necessitous 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. Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 During 2023, BCM embarked on a strategic review in advan￿ of a new strategic period {2024-2027). We have developed a three-year strategy which will enable the "p￿VIsion of Quality comp8ssionate support to people at Iheir poinl of neerf, which in a shortened format is 'Supporting people at theirpoinl of need" The strategic priorities identified are as follows= Excellence in our Delivery Recruit and relain the most capable individuals. Enhance the well-being and development of our team. Communicate more effeclively. Ensure financial health and viability. Understand and respond to service user needs. Excellence within our Organisation Provide inspirational strategic leadership. Maintain the high level of standards across the organisation. Remain person-centered and maintain a positive culture of excellence, integrity and respect. Excellence in Sustainability Grow our profitability. Diversify our sources of incorne. It is important that success is 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. Quality of service delivery. Impact and outcomes measurement. Tnjstee, employee, volunteer and congregation satisfaclion. Sustainable financial growth. The significant activities undertaken are set out below. categorised under the two object5 Of the Charity. OBJECT ONE: Historically the"Grosvenor Hall. congregation, a society belonging to the Methodist Church in Ireland (MCI) was the origin of the wider work of the Mission. That small congregation continues to worship weekly in Grosvenor House, as Ihe newly fomied Belfast Central and South Circuit, which added Finaghy and Cornerstone {Rosetta Road and Sainffield Road) to the three congregations in Donegall Road Methodist, Belfast South Methodist (in the Agape Centre on the Lisburn Road) and the Church of the Resurrection (the joint Methodisuchurch of Ireland Church and Chaplaincy on Elmwood Avenue). It is through partr)eiship with these congregations 8nd other faith-based organisalions, that a significanl amounl of the Objecl One activity of 'advancemenl of the Chrislian religion. takes place. Indeed, collaboration and partnership are key to this aspecl of our work, given the age and number of people who now meet for weekly Sunday worship in Gmsvenor House. However, during ihe course of 2023, as a result of the strategic review referred to earlier the Board of Mission commissioned a working party lo look at Object 1, allowing them, in January 2024 to reaffirm their commitmenl lo that Object in terms of.. Expresslng Christian Faith in Action through: l) WorshlplFellowship: a) The support of a worshipping community in Ihe centre of Belfast. b) The support ofworship, where appropriate, associated with BCM projects. c) The support of new expressions of worship. Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 2> Carelservice.. a) The support of Object 2 of the Chariiy by members of church through i) Volunteering ii) Financiallmaterial giving. b) ChaplaincylPastoral Care of those who use BCM services, staff & others. c) Partnership with other organisations which share common goals in this sphere. 3) Witness: al The exploration of new ways to engage with the Christian faith. bl The promotion of peace and reconciliation. c) Partnership and support for other organisations and programmes which share common goals in this sphere. Under those headings in 2024 1) WorshiplFellow8hip: a) The Grosvenor Hall congregation continues to worship weekly in the centre of Belfast. despite significant disruption due lo the development of the new Transport Hub. This included both a special servi¢e to mark the 135th anniversary of the congregation and Mission in November, and the traditional launch service for BCM'S Christmas Toy Appeal programme, led by Dundrod Silver Band. b) Midweek seNices are conducted each week in our elderly care facilities. In Kirk House this is facilitated by Dur Superintendent and an ecumenical rola of local clergy, In Copelands, it is usually conducted by our Chaplain, wilh a small group of appropriately trained volunteers. Rev. June Parke, a minister of the Belfast Central and South Circuil acted as Copelands Chaplain unlil her retirement in June, when her place was taken by Mrs. Julie Craythorne for the second of her Iwo-year period with us as a Methcdisl Minister in Training. c) In the summer of 2024, we also initiated a series of monthly Sunday reflective walks entilled"Packed- Lunch Pilgrimages" encouraging people lo explore Ihe local area and various issues through a different lens. 2) CarelServi¢e: a) The aforementioned Toy Appeal and other periodic fundraising appeals are indebted to various faithful individual volunteers and donors and churches who specifically support our projeds. The partnership with St. Vincent de Paul in the Toy Appeal is now 25 years old and indicative of the many Dther partnerships with local faith organisations who support local BCM programmes, providing practical and financial help and gifts for residents and staff. The members of Grosvenor Hall Congregation continue to volunteer in the Toy Programme and in otherways. As part ofthe annual Harvest Service, Sharron Morrison, the Local Campaigns Manager for Trussell Trust joined the congregation and explained some of the current drivets of poverty, inviting members of the congregation lo gel involved in the current lobbying campaign for adequate benefits. As part of our annual Home Missions Servi￿. Nathan Catterson, Manager of one of our Young Adults Supported Housing Projects accompanied the Superinlendenl to two congregations to inform them about our work in that fièld. b) The Superintendent and the Chaplain at Copelands seek to provide pastoral to the Grosvenor Hall congregation, the residents ofcopelands and Kirk House, and any other seNice-users and staff who all upon their services, wilh the support of other circuit ministers, lornl ministers and others. c) BCM continues lo financially support the worf( of Belfast City Centre Chaplaincy and the Superintendent of BCM is currently its Chair. The Grosvenor Hall Congregation conlinues to support Belfast storehouse, a foodlclothinglfumiture project, with monthly food collection and ongoing fundraising, and for the second year, generously supported a kninter coat appeal. by Radius Housing. At present, we are exploring partnerships to enhance our work with Anna Chaplaincy, an initiative of BRF Ministries, and Linking Lives, a project addressing loneliness. A pilot project with Linking Lives has been established in Donegall Road Methodist. Belfast Central Mission (A company IRmited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 3) Witness: a) In partnership with other congregations on the circuil, various means of engagement with faith are offered including a Book Group, Public Theology Lectuies and online seminars, a Centring Prayer Group and hybrid Bible studies, with joint activities duting Advent, Christmas and Holy Week being particularly well supported. As part of Holy Week 2024, the Circuit hosted a perfomiance ofthe one man play written by the Superinlendenl "A Farther Shore. exploring the life of Simon Peter, and issues of inclusion, change and forgiveness. b) In respect to Ihe promolion of peace and reconciliation, our Superintendenl contir)ues lo serve as a Director of the Four Corners Festival. a one week faith-based peace-building festival in February of each year, and hosts a monthly meeting of Contemporary Chrislianity's "Churches Initiative Group," The Superintendenl has also been asked to act as a critical friend for a group seeking to foster belter civiclpolitical engagement with and within the loyalisl community. In December, BCM, in association with St John's Falls Road Parish facilitated a discussion on the questions raised for the church in veteran Methodist peacemaker Rev Harold Good's recently published book "In Good Time.. c) BGM continues to own the fomier premises of Springfield Road Methodisl Church in which Forthspring Intercommunity Group is based, and remains a corporate member of that organisation, but we are seeking to sell the premises to them and extricate BCM from governance of the organisalion. Future Opportunities: As stated above, we hope to enter into a fomal partnership with "Anna chaplainc￿ lo enhance our seNice in Copelands and beyond. The possibility of acquiring 8 local redundant Methodist church might open up other opportunities for ministry and mission. The °In Good Time" event previously referred to has raised questions regarding to how the churches might facilitate "critical conversations" about difficult issues within themselves and in wider society, and the Superintendenl is Currently participating after discussions. Essential internal governance changes will require proactive messaging to maintain a healthy relationship with the wider Methodist circuit and connexion. BCM will continue lo partner with other organisations lo take forward their mutual objects, including.. Belfast Central and South Methodist Circuit. Belfast City Centre Chaplaincy. The Four Corners Festival. Church Initiatives Grouplcontemporary Christianity. Christians Againsi Poverty. Miscellaneous food banks. OBJECT TWO BCM'S ongoing social outreach supported 3385 people in 2024 via a diverse range of projects across multiple localilies. each experiencing Iheir own successes and challenges. Our residential care services enjoyed their most successful year to date, with uptake and feedback delivering excellenl outcomes for both the organisation and our users. Across our funded and chaiitable services, we saw excellent outcomes measured by ongoing challenges in staffing and resourcing. User outcomes and satisfaction have been generally strong. with specific challenges around recruitment and retention cDnlinuing lo be the biggest threat lo the quality and sustainability of our Se￿ices. Specific challenges have been identified wilhin our Puddleducks Nursery. as it has had to rapidly adapt lo the changing markel environment within ￿ntral Belfast. Our Parent Support service in Newtownards has been affected by funding cuts, brought about by the organisation's growth and redU￿d eligibility for ongoing support. We are also seeing emerging challenges thal may shape the future direction of some services, with rising mental health needs amongsl our younger users and emerging needs around housing for young people unable to secure a first horne. DIRECT BENEFICIARIES (during 2024) Housing Support- 389 older people. Housing support-343 younger people. Parent and family support- 81 familiesl 253 individuals. Christmas Support- 2000 children {Belfast only). Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 Puddleducks Day Nursery- 122 children.. Therapeutic Counselling service- 31 individuals. Residential with care.. 143 older people_ Supported Housing.. 51 younger people. Lunch club.. 35 older people. Volunteering.. 15 befrienders and 5 lunch club volunteers. Housin rt for Youn er Peo le HSYP Service Summary Housing Support for Young People (HSYP) supports young people aged 1>25 who are homeless, struggling with housing, leaving care, or requiring help with independent living skills. Operating across Armagh, Dungannon, Magherafelt. North Down and Newtownards, HSYP delivers a holistic, person-centred service. Support is focused on six key areas= housing. money management, health and wellbeing, support netwoths, meaningful activity, and Independen￿ skills. Dungannon, Amiagh and Magherafelt HSYP supported 218 young people during 2024. up from 204 in 2023. Our waiting list throughout the year demonstrated the conlinued demand for services in these areas. Housing outcomes remained strong, with 99 /0 of seNice users referred as homeless moving into safer, settled accommodation. Satisfaction levels remained high, with 100% of exil suNey respondents reporting they were highly satisfied" with the support they received. Staff also strengthened partnerships with local Jobs and Benefits Offices, NIHE teams, and local schools, resulling in more connected referral pathways and community engagement. Over £15,000 was secured through the Buttle Trust and additional grants provided crucial financial support to young people at points of need. Staff development remained a priority, with qualifications such as Level 2 "Money Guiders" completed by the team lo better assist service users in managing their finances. The year also saw a notable rise in adverse incidents, reflecting the growing continually nsing mental health challenges among service users that has formed an ongoing trend in recent years. North Down and Ards HSYP directly supported 125 young people during 2024. Slaffing shortages, with only two support workers in post for much of the year, significantly impacted caseloads and engagemenl rates. Despite these challenges, HSYP North Down and Ards maintained high-quality outcomes, achieving 1W% success across all six Supporting People outcome areas for those who engaged. servi￿ user satisfaction remained high. wilh 1000/0 satisfaction reported among thè service users who completed exit suNeys The team successfully secured over £35,000 in hardship and grant funding, helping service users with food, heating, electricity and essential household goods during the winter months. Community engagement was a particular strength, with developing partnerships leading to the distribution of food and gifi hampers to young people and their families. Passing the QMT inspection by Supporting People in October 2024 was a further testament to the team's efforts, despite significant resource constraints. Future Opportunities Looking ahead, a key focus for HSYP will be ensuring the voice of service users continues to shape and improve services. Across both service areas, there is a pressing need to recruit additional staff to fulfil our largets for engagement, maintain manageable caseloads, and provide more flexible support models, particularly in North Down and Ards. Replacing lost fijnding streams such as the Glasspool fund remains a priority to sustain practical support for young people setting up new homes. Mental health needs 8re expected to continue an upwards trajectory, making it vital lo invest in furiher staff tr8ining, specialist partnerships, and innovalive engagement initiatives. Improving outcome recording and data reporting will also be a focus to beller demonstrate the full impact of the work athieved. Housin rt for Older Peo le HSOP Service Summary The Housing Support for Older People IHSOP) service enables older people lo live safely and independently in their own homes for as long as possible. Operating across Belfast and the Southem region, HSOP provides both floaling and peripatetic {longer-term) housing support. The Belfast seNice has capacity for 160 floating support users and SO peripatetic users, while the Southern region supports up to 120 people across the Southern Trust area. Support is tailored lo the individual. focusing on housing stability and addressing wider factors that impact independence, such as health, finance, and both the causes and effeds of isolation in later lrfe. In 2024. the HSOP seNices in both Belfast and the Southern region continued to experience high demand. with a combined total of 389 referrals across the year. Staffing challenges, particulaTly in Belfast, affected overall capacity, with the floating support team operating below the intended seNice user caseload for much of the year. For this reason, recruilment remains a key focus going fomard. Bolh teams achieved strong outcomes in areas such as benefit access, Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategie Report, for the year ended 31 December 2024 tenancy sustainment and reducing isolation. The Belfast team made particular progress through the "Sustaining Tenancies. programme, exceeding targets by supporting 70 NIHE tenants with 90 improvement jobs. The Southem team maintained consistent results and high levels of Servi￿ user Satisfa￿lon, wilh local knowledge and established community links proving key to successful delivery. Belfast Of the 223 referrals in 2024, the majority (60V/o) had support durations between >12 month5, where needs were successfully met and appropriate supports were pul in place. Despite slaffing issues, outcome scores remained strong across key areas such as benefits access (1000/0>, lenancy sustainment (100/0). and health management (1000/0 in Q2- Q4). Southern Reglon The Southem HSOP seNice achieved 166 referrals and 80 case closures across 2024. Referrals came from across the Southern Trust, including those living in urban ￿nIreS and rural locations, with a noted increase in those at greater risk of homelessness. The team achieved high levels of positive outcomes, induding 1000/0 of setvice users receiving help io access benefits and 930/n maintaining or improving their housing stability. Staff retention and knowledge were crucial to positive outcomès, and the consistency in support delivery was refleded in our excellent seNice user feedback and engagement. Future Opportunities Looking ahead. the priority across both HSOP serVI￿S will be to stabilise staffing levels, particularly in Belfast, so the service can meet full contractU81 capacity. Work is ongoing to improve case recording and outcome tracking, especially around how closures are handled on the new NIHE SHARP syslem. The Belfast team will continue to grow the added value °Sustaining Tenancies. work following the award of an additional £26,000 to extend the service vnlil December 2027, and the Southern team will be applying for future rounds of this funded support. Across both regions, the leams are committed to strengthening partnership working. responding flexibly to changing referral trends, and ensuring older people are supported holistically to remain safely in their homes. Thera utic Counsellin Service Summary The BCM Therapeutic Counselling Project provides 1..1 counselling for young people aged 1￿25 in North Down, Ards, and surrounding areas. Initially focused on care-exper1en￿d young people, the sewice has expanded to include a broader range of clients, including those referred by BCM Housing Support, Supported Housing (Riverside and Grampian), and external agencies. The primary objective is to enhance emotional well-being. redu￿ distress. ar)d promote coping strategies for managing ovemhelming emotions. In 2024, the project received 19 new referrals, supporting a tolal of 31 individuals throughout the year. Referrals primarily came from BCM Housing Support, BCM Supported Housing Projects. and some external sources like SEHSCT 16+ teams and self-referrals. The project saw a strong demand for setvices among those facing emotional distress. anxiety, depression. and relationship issues. In terms of outcomes, the inlroduction of Ihe CORENet Lite system in April 2024 allowed for better tracking and analysis of client progress. The system enabled the team to assess reliable clinical change, with 72.20/0 of clients showing improvement in areas such as emotional distress, functioning, and problem-solving. Clienl satisfaction remained high, with an average score of 9.2110. The project su￿essfUllY moved to Sketrick House in April 2024, offering a more suitable space for 1.1 counselling. Future Opportunities Looking ahead, there are several opportunities for further seNice development. The service manager will explore ways to expand ils reach, especially by addressing setvice gaps in rural areas and ensuring better access for hard-to-reach groups. Additionally, with the adoption of digrtal tools likè CORENel Lile, there will be a continued focus on improving the efficiency of data collection and reporting, which will aid in refining service delivery. The team is also considering extending the availability of services on additional days, based on client feedback, and will explore further Options lo enhance the flexibility of service delivery lo meet the varied needs of young people. rted Housin for Youn rPeo SHYP SeNice Description The SHYP seNice provides high-qualily supported housing for vulnerable young people aged 1fTr21 across Northem Ireland. offering safe accommodation, personalised support, and palhways to independence through structured keywork, life skills development. The seNice is for up to two years, and is funded via local health Trusts for minors, and a Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 combination of Supporting People and Housing Benefit for adults. More recenlly. some of our houses have also welcomed funded spaces for unaccompanied minors from overseas, who have been placed by the respective health trusts. Bangor Riverside Place continued providing 12 accommodation unils offering pathways through both NIHE and SE Trust referrals. Service outcomes were excellent, with 100 /0 of residents SUC￿ssfUllY accessing benefits. m8inlaining tenancies, and developing independent living skills. Mental health managemenl improved significantly, with a 25./0 reduction in incidents from 2023 (80 down lo 60) due to settled tenancies and an experienced staff team. Challenges persisted with substan rnisuse and finding appropriate move-on options for young people completing their two-year tenancies. The service successfully passed ils Supporting People QMT review. meeting all standards. Community partnerships continued to provide valuable additional support, including regular food donations. hygiene products, and Christmas gifts. Belfast Grampian Avenue SLJPPOrted a diverse group of young people, wilh an increasing number of referrals from family or foster care backgrounds rather than residential homes. The service maintained excellent occupancy rates throughout the year (93-99°/0), demonstrating how effectively we managed our limited spaces. Staff were once again commilted to training and outreach, completing Irauma-informed practice training through ASCERT, which will enhance their ability to support residents wilh complex trauma histories. The service benefited from the final tranche of a Hagan Homes donalion which covered a part-time outreach support worker, enabling additional off-project support including leisure activities, shopping assistan￿, and appointment accompaniment. Strong partnerships with VOYPIC and Include Youth provided residents wilh additional opportunities, including sports days, cultural celebrations, and recreational activities. Magherafelt Over the year. 22 young people were SUPF)Orted, many of whom progressed lo their own tenancies with continued input from our Floating Support team. Outcomes were consistently positive across key areas such as accessing benefits, improving health, engaging with education or employment, developing independent living skills, and reducing isolation. Several young people achieved significant milestones, induding securing jobs, building savings, reducing hamiful behaviours, and rebuilding family relalionships, demonstrating the project's impact even in complex, high-risk cases. Tafelta Rise maintained a strong partnership with the NHSCT 16+ teams and NIHE, ensuring joined-up, holistic support for young people from the point cf referral through to move-on. Despite staffing pressures and a management restructuring, the introduction of a new rota and team model helped stabilise seNice delivery. Dungannon The home continued to provide 24-hour supported accommodation for a total of èight young people aged 16-21 who were experiencing or al risk of homelessness. Across the year, the project had an average occupancy rate of 93 % and 820/0 of residents engaged in either education, Iraining. or volunteering al some stage during their stay. The service offered inlensive keywork SLJPPOrt, weekly goal-selting. and tailored life skills programmes to build independence, confiden￿, and resilience. Many young people presenled with complex needs including mental ill-health, histories of trauma. substance use, and exploitation risk., 650/0 of referrals came f￿M young people leaving care. Staff worked closely with the Southern Trust, PSNI. EA Youth Services, and local communiiy providers lo safeguard residents and advocate for improved access to mental health and IherapeLrtic services. Despite continued challenges with recruitment and occasional staffing shortages, the core team maintained a Irauma-infomied, relalionship-based approach. Group activities and peer support groups were reinstated during the year, with 700/0 of residents participating regularfy. Move-on remained difficult due lo local housing pressures. bul five young people were SUC￿$sfUllY supported into their own tenancies, and two others retumed to family settings with ongoing floating support. The project remains a vilal safety net in the Dungannon area, offering stability and a structured pathway forward for some of the most vulnerable young people in Ihe region. Future Opportunities LOO￿-ng ahead, SHYP ServI￿S will look to expand their impact by building on strong local partnerships, embedding trauma-infomied practices and developing clearei piogression routes for young people into sustainable lenancies. Opportunities exist to enhance mentsl health support through formal pattnerships with CAMHS and community wellbeing providers and lo broaden life skills and employability provision through collabor21ion with regional training agencies. There is also potential lo strengthen group work and peer mentoring models following positive outcomes seen in siles, particularly Magherafell. However, challenges persist across all houses: high demand for places continues to outstrip capacity and move-on options remain limited due to a chronic lack of affordable housing for under-25s. Many residents present themselves with increasingly complex needs, including neurodiversily, exploitation, and dual diagnosis. whith place additional pressure on staffing and specialist support. Recruitment and retention of skilled staff is a150 8 system- wide concern, compounded by Ihe emotional demands of the work. 10 Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 Residential and Dementia Care for Older Peo le elands 2024 was a year of significant progress and achievement at Copelands. Belfast Central Mission's award-winning care home in Millisle. The home comprises 50 rooms in a purpose-built environmenl, wilh a mix of residential and dementia households within a household model of care. A total of 32 new residenls arrived at the home throughoLrt the year and by the end of December. Copelands was consistently at full capacity. housing 50 residents. Demand for placefflents continues to be strong, with a robust waiting list in place comprising 26 individuals for residential care, 28 for residential dementia care, and 21 for nursing care. Staffing developments played a crucial role in the home's piogress this yeai. Recruitment efforts were successful, with 11 new care stsff, three new housekeepers. and Iwo kilchen staff joining the team, as well as a new admin officer, all of whom remained in post at the end of the year, reflecting a positive and supportive working culture wiihin the home. There was a matked reduction in relian￿ on agency staffing, and greater ability lo attract high-quality staff. The inlerim manager has successfully embedded change, which has been the foundation for the progress noted above. Regulatory performance also improved steadily across the year. By the end of 2024, Copelands was operating with no active Quality Improvement Plans (QIPS), a major milestone and strong indicator of the quality of care and service being delivered. This achievemenl reflects the dedication of Ihe entire staff leam and the rigorous oversight provided by management. Resident and family feedback has been consistently positive. Future Opportunities Consistent progress was made in developing nursing care provision. By year-end. the designated nursing bedrooms had been fully fitted, and foundational work had begun on the associated slaffin9 models, policies, and pre-registration documentation. Weekly stralegic planning meetings with the CEO and senior leadership have helped maintain focus and ensure momentum in this area. Copelands is now well-positioned to complete Ihe regislralion process and expand into nursing care during 2025. The main operational challenge continues to be sustaining our current momentum, ensuring the workforce and infrastrudure can meet the ever-growing interest in Copelands while maintaining the high standards that residents and families have come to expect. Kirk House Kirk House continued to deliver high-quality, person-centred care in 2024, supporting up to 46 residenls across four households. including a dedicated demenlia unit. Memory Lane. Wilh 28 privately funded and 14 Trust funded residents, the home remained consistently well-occupied, with a significant drop in discharges from years previous. A change to 1 & hour day and night shifts improved continuity and productivity of staff, while a team of 33 core staff and 9 casuals collectively represented over 360 years of service. This level of experience has ensured consistent and compassionate care throughout the year. Residents enjoyed a wide range of servi￿$ and activities, with increased participation contributing to a stronger sense of community and wellbeing. Resident and family salisfaction remained exceptionally high throughout 2024, and sutveys showed 100 % of residents and relatives would recommend Kirk House, wwth 79 /0 of residents reporting they were "very satisfied" with frequent praise for the staff s empathy, professionalism. and kindness. The home maintained its 5-star Environmental Health rating and saw no new improvement areas flagged in unannounced RQIA inspections. The carehome.co.uk score iemained high at 9.5110, reflecting strong reviews. Future Opportunities In 2025, KI￿ House will prioritise increased intergenerational engagement. expanded community links, and furlher environmenlal improvements, including a landscaped garden projed. There are ongoing efft)rts to refresh décor and upgrade flatlets based on residenls and family feedback. The home aims to build on its strong audit resulls and maintain its ex￿lIent regulalory ratings. Staff development remains a key priortiy, with further qLJalifications and leadership opportunities planned to strengthen internal prog￿ssion. Resident involvement in daily life, including recruitment and decision-making, will also be encouraged ensuring Kirf( House continues to evolve as a responsive. inclusive, and vibrant are environment. Communi Services Service Summary The Community Services Project aims to promole inclusion and reduce loneliness and social isolation for older people. Aclivilies delivered by volunleers include a weekly lunch club and a befriending se￿1￿. The annual Christmas programme provides a Christmas gift to almost 2,000 children in Belfasl who are referred from over 50 family referral agencies in the city. 11 Belfast Central Mission (A Company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 Wednesday Lunch Club Throughout 2024, we continued to run the Wednesday Lunch Club, providing on average of 20 members a warm spa to gather, enjoy hot meals and socialise. The club aims to improve emotional well-being. 11 is a fun and lively space, highly valued by the many regular attendees. Plans for 2025 include recruiting more volunteers to run this setvice and increased promotion to attract more attendees. Befriending Service Our volunteer Befrienders to older people in Belfast continued lo be a vital seNice for those who have liltle or no family support, are housebound or have limited opportunities lo leave the home and who live alone. Plans for 2025 include a review of the service terms, policies and procedures and recruiting rn0￿ volunteers to provide more Befriending partnerships. Christmas Programme This program successfully supplied toys and gifts to almost 2000 children and young people in need in Belfast who are refereed from over 50 family referral agencies in the city. 96 % of those agencies rated their overall satisfaction with the BCM Toy Appeal as 'excellenl'. Communication with the referral agencies was improved and a new family referral process was introduced. 79 % rated this new process as 'eX￿lIent'. The partnership with the Department for Communities and St Vincent de Paul continued via the Giving Tree Appeal. Monetary donations to this increased by 220/0. We were very gratèful to all the volunteers who helped to receive incoming toy donations, categorise them and pack toys for distribution over five days at BCM HQ. A significant number of staff volunteered from Dfc and other Government departments, and from the Belfast Central Mission church cOng￿gation. Flyer's signposting families lo other sources of help such as Christians Against Poverty (CAP) were included in each toylgift bag. Future Opportunities Priorilies for 2025 include a review of the governance, training, policies and procedures for all BCM volunteer roles and the launch of a new Volunteer Handbook. Volunteer recruitmenl for the Wednesday Lunch Club and the Befriending service will be a priority. We will continue to monitor the shifting landscape of volunteering towards micro volunteering, fflexibility in volunteering, remote volunteering., considering how BCM can meet those needs and continue the delivery of high-quality Se￿iceS. The Christmas Program will be r6viewed considering feedback from the partner referral agencies and our principal partners Dfc and St Vincent de Paul, Opportunities for improvemenl will be identified. Feedback from volunteers working on the Christmas Program will also be taken in 2025 10 infom further improvements Parent Su rt Services Serrflce Summary The Parent Support Sèrvices in ArmaghlDungannon and North DownlNewtownards continue to provide home-based early intervention, delivering practical and emotional support lo families. The se￿1￿$ aim to help parents provide nurturing care, ensuring Ghildren's safety, and supporting Iheir developmental milestones. By enhancing the parenting capacity of families, we strive to reduce the need for social intervention. Nevrtownards In 2024, the South Eastern Trust referral seNice supported 65 families across the Newtownards and North Down area. Despite a slight redudion in referrals, the seNice delivered two group work programmes and continued lo see positive fesults. Notably, 1000/0 of parents reported improved wellbeing, and 890/0 saw a reduction in challenging behaviours. The Parents Connect Service provided continued support for families not involved in the full 14-week programme, offering advice and signposting lo over 50 families. A new focus for 2025 will be to enhance outreach efforts lo increase referrals. particularly for families in need of eady inteNention. The community referrals work alongside our Trust funded service and offers similar support lo families with children aged 0-5, outside the remit of the Trust. Through Iwo part time team members, we worked with 14 families, and 45 direct beneficiaries in 2024, and delivered 17 group led play sessions. This aspect of the servirE has a steady demand and 100 % satisfaction from service uses. However, continuation of funding remains a barrier lo the long-term future of the service. Dungannon The Parent Support Service in Dungannon has remained a pillar of support, benefiting from fvnding through the Southem Trust. This year. the seNice supported 60 families, with 271 home visits carried out. The focus remained on earfy intervention, wilh a significant emphasis on improving children's emotional health and family routinés. 12 Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 The Outcomes Star assessments showed notable improvements across the board, especially in children's behaviour, where 83 % of families reported better boundary-setting. The service also continued to benefrt from committed volunteers who played a cruci81 role in supporting families. particulady during limes of increased demand. Moving forward, ensuring sustainable funding for this Servi￿ remains essential, as tendering processes are undeNay to secure funding for the next phase. Future Opportunities Sustainability remains a key focus for both Servi￿S. In Dungannon, the service's future has been secured for the Southem Trust area, with a new contract commencing mid-2024. 11 is essenlial to remain agile in preparing for changes lo funding models. In Ne￿0Wnards, the service has recently concluded a funding period with Comic Relief, and while there has been some success in securing smaller grants, long-lerm funding remains an urgent priority. Securing a reliable funding slream will be orucial for the continued development and growth of both Se￿iceS in the coming years. Both seNices will also be overseeing new integration of key staff in 2025. Cam ai nsor anisin Tru$sell Collaboration Service Description BCM forged a partnership with Trussell in late 2023, and agreed to hosl a cross•community role, working on behalf of local food banks. We re￿iVed funding to employ one Local Organiser for Belfast Food Banks. The focus of the role is working towards a future where food banks are no longer necessary. This involves grassroots aclivism, community- building, and advocating for systemic changes that tackle the rool causes of food insecurity. As the founding year of a Ihree-year programme, 2024 was about building reach and relationships. A key component of the work has been establishing and developing a volunleer-led campaign team focused on tackling the rool causes of food insecurity. The campaign's primary focus has been on housing, with the aim of raising awareness about the soaring rents, Ihe growing housing list, and the challenges faced by individuals in finding affordable housing in Belfast. Through collaboration with local organisations, politicians, and individuals with lived experience, the work has gained traction and spathed important conversations. A range of successful events have been held, holding engaging discussions with policymakers, aimed at raising awareness and driving colledive action. Future Opportunlties Looking ahead, there are several exciting opportunities on the horizon. The launch of a new community-driven organising initialive is expeded to empower more people to take action in flexible and inclusive ways. A hoLtsing poverty led campaign upcoming in 2025 promises to further engage Ihe community and inspire action. Additionally, the upcoming Lobby Day in Weslminster in June 2025 provide$ an opportunity to take the campaign lo a national level, galvanising support for ending the nèed for food banks. Puddleducks Da Nurse Service Descrlption Puddleducks is a childcare social economy established in 2012 lo support Belfast Central Mission's Charity work while operating as a self-sufficient business. Registered for 70 children across four rooms, Puddleducks aims to exceed the 'mir￿mum standards for child-minding and Day Care for children" requirements, delivered through Ihe Puddleducks approach to early years learning. The service is committed to delivering high-quality care in a stimulaling environment Ihal maximises each child's potenlial, valuing children as individuals, providing varied learning experiences through play, and maintaining strong relationships with parents. The service has maintained high quality standards. receiving full compliance in their annual Social Services inspection, with the inspector noting that children appeared "relaxed, seeking care and comfort appropriately" and staff "spoke warmly about the children., Service achievements included winning Ihe"Daycare Nursery of the Yearf, at the Family First Awards, receiving a "Top 20 Award" from Daynurseries.co.uk for thè tenth time, maintaining a 5-star Food Hygiene raling, and participaling in advocacy work at Stormont All Party Group meetings to build Puddleducks, profile and reputation. 2024 presented significant ongoing occupancy challenges for Puddleducks, brought about by the Irend for hybrid working which started lo become evident during 2023. We have found Ihat our location makes us especially susceptible lo changes to the city-centre workforce, and the disruption of the new transport hub nearby has undoubtedly affected our offer. However, we have also seen disruption reduce in the latter part of the year and occupancy has slowly slarted to climb once again, with more workers retuming to office working. 13 Belfast Central Mission (A company limited by guarantee) Trustees, annual report, incorporating the Strategic Report, for the year ended 31 December 2024 Future Opportunities Looking ahead, Puddleducks has identified several opportunities for growth and improvement. January 2025 has already shown a promising increase in inquiries and bookings, particularly for the baby rooms, indicating longer-lemi enrolment potential. The implementation of the Northern Ireland Childcare Subsidy Scheme (NICSS) offers eligible parents a 15 % discount on fees, which Puddleducks can claim back to increase income. The seNice is also exploring extending operating hours beyond Ihe current 8'.00am-5'.30pm schedule based on parent feedback and has begun working with a social media marketing expert to build their profile. With employers increasingly requiring staff lo spend more time in offices rather than working from home, Puddleducks anticipates continuing improvement in occupancy levels throughout 2025. Public Benefit Statement In setting objectives and planning activities for Ihe year the Trustees have given careful consideration to the Charity Commission for Northern Ireland's guidance on public benefit and are confident that the activities have helped to achieve Ihe charity's purposes and provide a benefit to the beneficiaries. Financial review Details of the results for the year are set oul in the Statement of Financial Activities on page 19 and the related notes. The charity had net incoming resources for the year of £321,880 and Ihe net movèment in funds amounted to the same amount in the year, induding income through interest at the bank amounting io £87,824. The greater part of charitable income has been used to meet the cost of carrying out the organisation's charilable objectives by providing support and care through various projects for both young and older people. Income comprises funding for the services BCM provides on behalf of the slatutory sector. income from donations, appeals and legacies, income from charitable trusts, income from fundraising activities and income from small trading activities. The continued support from our donors has been invaluable. We are grateful to all the organisalions and people who have financially supported us throughout the year. It is the opinion of the Directors that the market value of the estate remains in excess of the net book value as disclosed in the balan￿ sheet on page 20. Investrnent powers and policy Investments were disposed of during 2023, and as of this year, this section will cease to be reported on. Reserves pollcy BCM'S reserve policy recognises the need to use voluntary income to provide Se￿1￿$ for young and older people and the need lo ensure that, oncé commitment has been given, sufficient funds existlg meet the commitment for as long as it is required and appropriate. However, the organisalion 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 reserves policy has been established whereby Ihe unrestricted funds not committed or invested in tangible fixed assets (the free reseNes) held by the charity should be betsveen 6 and 9 months of the unrestricted resources expended. These reserves are needed to meet the working capital requirements of the charity and therefore to enable it to continue its current activities. Free reserves currenlly stand at £2.161,648, which approximates to 5.1 months -unrestricted expenditure. The Diredors have considered the position and intend to return to holding 6-9 months free reserves over the next Ihree years. Principal risks and uncertainties Effective risk management is essenti81 to keep Servi￿ users and staff safe, to protect and grow bolh funding and reputation, and to meet the expeclations of supporters and donors. All types of risks are considered, both internal and external, when reviewing and updating the risk register. Principal risks are defined as those that, without effective mitigation, are highty likely to occur and would have a severe impact on the organisalions work, reputation or ability to achieve its objectives. 14 Belfast Central Mission (A company limited by guarantee) Trllstees, annual report, incorporating the Strategie Report, for the year ended 31 December 2024 The risk areas considered as part of BCM'S risk register include.. strategic Finance Operations External Legal and compliance All risks are managed Ihrough senior staff identifying and managing risks as an integral part of Iheir daily work, through slaff in outlying projeds reporting significant risks to senior management and through reporting mechanisms to the Truslees at Board meelings. The reporting of major risks at Board Meetings allows the Trustees to challenge any assumptions the organisalion has made about risks and understand the context in which decisions are taken. This assists them to ensure that the tnost serious risks are being effectively managed. This risk management process aims to provide reasonable, but not absolute, assurance that the organisation is protected. /f.6L-4 Signed on behalf of the trustees Mr R Black (Chairperson) Approved by the Trustees on 25 September 2025 15 Belfast Central Mission (A company limited by guarantee) a MOORE Independent auditor's report to the members of Belfast Central Mlssion for the year ended 31 December 2024 Opinion We have audited the financial statements of Belfast Central Mission {the 'charitable cornpany.) for Ihe year ended 31 De￿mber 2024 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the related notes to Ihe financial statements, including a summary of significant a¢￿untIng policies. The financial reporting framework that has been applied in their preparation is applicablè law and United Kingdom Accounting Standards. including Financial Reporting Slandard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Praclice). In our opinion, the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 December 2024 and of its inooming resources and application of resources, for the year then ended- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice.. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducled our audit in accordance with International Standards on Auditing (UK) {ISAs (UK)) and applitable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the accounts section of our report. We are independent of the charitable company in awordance with the ethical requiremenls thal are relevant to our audit of the accounts in the UK, induding the FRC'S Ethical Standard, and we have fulfilled our other ethi¢al responsibilities in accordance with these requirements. We beliève that the audit evidence we have oblained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees, use of the going concem basis of accounting in Ihe preparation of the financial statements is appropriale. Based on the work we have performed, we have not identified any material Un￿rtaIntieS relating to events or conditions thal. individually or colleotively. may cast significanl doubt on the charilable company's ability lo continue as a going con￿rn for a period of al least ￿e1ve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees ￿th respect to going ￿ncern are described in the relevant sections of this report. Other information Thè trustees are responsible for the other information. The other infomiation comprises the information inclLbded in the annual report, otherthan the financial statements and our auditor's report thereon. Our opinion on the financial stalements does not cover the other information and we do nol express any fomi of assurance conclusion thereon. In connection with our audil of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistenl wilh the finanaal statements or our knowledge oblained in the audit or othetwise appears to be materially misstated. If we idenlify such material inconsistencies or apparent material misslatements, we are required lo determine whether there is 8 material misstatement in the financial statements or a material misslatemenl of the other infomation. If, based on the work we have perfomied, we conclude that there is a material misstatement of this other information. we are required to report thal fact. We have nothing to report in this regard. Matters on which we are required to report by exception We have noihing to report in respect of Ihe following matters in relation lo which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion.. the information given in the financial statements is inconsistent in any material respect with the Directors, report., or sufficienl accounting records have not been kept,. or Ihe financial statements are not in agreement with the accounting records., or we have nol received all the information and explanations we require for our audit. Responsibilities of Trustees As explained more fully in the statement of trustees, responsibilities, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such intemal conlrols as Ihe trustees detem)ine is ne￿SSary to enable the preparation of financi81 statements Ihal are free from material misstalement, whether due to fraud or error. 16 Belfast Central Mission (A company limited by guarantee) MOORE Independent auditor's report to the members of Belfast Central Mission for the year ended 31 December 2024 In preparing the financial statements, the Iruslees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related lo going concern and using the going COn￿rn basis of accounting unless the trustees either intend to liquidate the charilable company or to ￿ase operations. or have no realistic alternative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assuran￿ about whether the financial statements as a whole are free from material misstalement, whether dLFe lo Iraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordarb￿ with ISAS (UK) will always detect a material misstatement when it exists_ Misslatemenls can arise from fraud Dr error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economi decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance wilh laws and regulations. We design procedures in line with our responsibilities, outlined above, lo delecl material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below_ Explanation as to what extent the audit was Considered Capable of detecting irregularities, includlng fraud The objectives of our audit in respect of fraud, are,. to identify and assess the risks of material misstatement of Ihe financial statements due to fraud,. to obtain sufficient appropriate audil evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks- and to respond appropriately to inslances of fraud or suspected fraud identified during the audit, However. the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company. Our approach was as follows: We obtained an understanding of the legal and regulatory requirements applicable lo the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2008, the Charity SORP, and UK financial reporting standards as iSSLsed by the Financial Reporting Council We obtained an understanding of how the charitable company complies with Ihese requirements by discussions with management and those charged wilh governance. We assessed the risk of material misstatement of the financial statemenls, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with govemance. We inquired of management and those charged with governan￿ as to any known InStan￿S of non-compliance or suspected non-compliance wilh laws and regulations. Based on this understanding, we designed specific appropriate audit procedures to identify instan￿S of non- compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroboiative evidence as required. As part of an audit in accordance with ISAS (UK) we exercise professional judgement and maintain professior)al scepiicism throughout the audit. We also= Identify and assess the risks of material misstatement of the financial statemen15, whether due to fraud or e[￿r, design and perform audit procedures responsive to those risks. and obtain audit evidence that is sufficient and appropriate lo provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve colltssion, forgery, intentional omissions. misrepresentations, or the override of inlernal control. Obtain an understanding of intern31 control relevant to the audil in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company's internal conlrol. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. 17 Belfast Central Mission (A company limited by guarantee) y2 MOORE Independent auditor's report to the members of Belfast Central Mission for the year ended 31 December 2024 Condude on the appropriateness of the trustees use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related lo events or conditions that may cast significant doubl on the charilable company's abilily to continue as a going concern. If we conclude that a malerial uncertainty exists, we are required to draw attention in our auditols report to the related disclosures in the finantial statements or, if such disclosures are inadequate, to modify our opinion. Qur conclusions are based on the audit evidence obtained up lo the date of our auditorfs report. However, future events or conditions may cause the charitable company to cease to continue as a going concem. Evaluate the overall presentation. structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and evenls in a manner that achièves fair presentation. We communicate with those charged with govemance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, includin9 any significant deficiencies in intemal control that we identify during our audit. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's webslte at.. h .IA1￿.frc.0r .uklauditoisres onsibilities. This description fomis part of our audito¢s report. Use of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, Our audit work has been undertaken so that we might state to the company's members those malters we are required lo slate to them in an auditorfs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party otherthan the charitable company and tharitable company's mèmbers as a body, for our audit work, forthis report, or for the opinions we have formed. Dr Rl Peters Gallagher OB FCA Chartered Accountants Senlor Statutory Auditor 4th Floor Donegall House 7 Donegall Square North Belfast BT15GB Moore {Nl) LLP is eligible for appointment as auditor of the charitable company by virtue of its eligibility for appointment as auditor of a company under of section 1212 of the Companies Act 2006 18 Belfast Central Mission (A Company limited by guarantee) Statement of Financial Activities (ineorporating the income and expenditure account) for the year ended 31 December 2024 Note Unrestricted funds Restricted funds Total funds 2024 Total funds 2023 Income from: Donations and legacies Charitable adivities Other Irading aclivilies Investments Other Total income 84,524 5,027,166 56,106 87.824 22,425 5,278,045 1,755 3,187,815 86,279 8,214,981 56.106 87,824 22,760 8,467,950 180,597 7,383,609 63,701 47,472 25,666 7,701,045 335 3,189,905 Expenditure on.. Raising funds Charitable activities Total expenditure 111,055} (5,218,833) (3,091,182) (5,229,888) (3,091,182) 111,0551 18,310,015) (8,321,070) {34,908) (7,679,727) (7,714,635) 9,10 Net lexpenditure)lincome before gains on investments 48.157 98,723 146,880 {13,590) Net Ilossesllgains on investments 18 175,000 175.000 14,770 Net income before transfers 12 223,157 98,723 321,880 1,180 Transfer between funds 16 98.723 {98.723) Net movement in funds 321,880 321,880 1,180 Reconclllatlon of funds Total funds brought forward Total funds carrled foDNard 7.577,614 7,899,494 7,577,614 7,899,494 7,576,434 7,577,614 The Statement of Financial Activities rndudes all gains and losses in the year and therefore a statement of comprehensive income has not been prepared. The Statement of Financial Aclivities lincorporating the income and expenditure account) is included in nole 5 to Ihe financial statements for the prior year ended 31 December 2023. The notes on pages 22 to 35 form part of these financial statements 19 Belfast Central Mission (A company limited by guarantee) Balance sheet as at 31 December 2024 Note 2024 2023 Fixed assets Tangible assets Fixed asset investments Investment Property 17 18 48 5,669,681 5,805,783 175,000 5,844.681 5,805.783 Current assets Deblors Cash at bank and in hand 19 208,290 2,553,320 2.761.610 189,377 2,522.076 2.711,453 Liabilities Creditors: amounts fallin due within one ear Net current assets Total assets less current liabilities Creditors.. amounts falling due after more than one year Net assets 20 706,797 2,054.813 7,899.494 939,622 1,771,831 7,577,614 7.899.494 7,577,614 The funds of the charitable company Restricted inwme funds Unrestricted income funds Total funds 22 23 7,899,494 7.899,494 7,577,614 7,577,614 These financial statements were approved by the Tnjstees and authorised for issue on 25 September 2025 and are signed on their behalf by.. Mr R Black (Chairperson) ff Hooks (Treasure Company Registration Number.. N1055693 The notes on pages 22 to 35 fomi part of these financial statements 20 Belfast Central Mission (A eompany limited by guarAntee) Statement of cash flows for the year ended 31 December 2024 Note 2024 2023 Cash Ilows from operating activities Nel cash rovided b / used iii o eratin activilies 26 109,765 802,748 Cash flov￿ from investing activities Dividends and interest from investments Proceeds from disposal of fixed assets Purchase of fixed assets PrO￿e￿$ from disposal of investments Purchase of investments Net cash pmvided (used in) /by investing activities 47,472 17 (78,521) (79,946) 696,840 (78.521) Cash flows from financing activities Net cash rovided b / used in rinancin activities Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting eriod Cash and cash equivalents at the end of the reporting riod 31,244 1,467,114 2.522.076 1,054,962 27 2,553,320 2,522,076 The notes on pages 22 to 35 form part of these financial statements 21 Belfast Central Mission (A company limited by guarantee) Charitable company ststus Belfast Central Mission is a charitable company limited by guarantee. incorporated in Northern Ireland. The registered office is localed al Grosvenor House. 5 Glengall Street, Belfast, BT12 SAD Accounting policies Basis of preparation The financial statements have been prepared in accordan￿ with the Charities Acl (Northern Ireland) 2008, the Companies Act 2006. the Financial Reporting Slandard applicable in the UK and Republic of Ireland {FRS 102) and the Accounting and Reporting by Chatities.. Statement of Recornrnended Practice applicable to charities preparing their accounts in accordan￿ with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) (effective 1 JanLSary 2015) - (Charities SORP (FRS 102)). BCM meets the definition of a public benefft entity under FRS 102. Assets and liabilities are initialty recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. The financial ststements are presented in GBP Sterling, which is also Ihe functional currency of the charitable company. Tangible fixed assets The cost of langible fixed assets is their purchase cost, together with any incidental costs of acquisition. Depreciation is calculated so as to write off the cost of tangible fixed assets, less their estimated residual values, on a straight-line basis over the expected useful economic lives of Ihe assets concerned. The principal annual rates used are as follows.. Propety Fixtures and fittings Office equipment Motor vehicles 0-2.5 10&20 10, 25& 33/ts 25 Cash and cash equivalents Cash is represenled by cash in hand and deposits with financial institutions repayable without penalty on notice of not more Ihan 24 hours. Cash equivalents are highly liquid investments that mature in no more than three month5 from the dale of acquisition and that are readily convertible to known amounts of cash wilh insignificant risk of change in va5ue. In the Statement of cash flows, cash and cash equivalenls are shown net of bank overdrafts that are repayable on demand and fomi an integral part of the charity's cash management. Income Donations and legacies that are of a general nature are recognised where there is evidence of entitlement, receipt is probable, and the amounl can be measured with sufficient reliability. Gifts in kind are valued at a reasonable estimate of their value to the charity. Gifts donated for resale are inclu(led as income when they are sold. No amounls are included in the financial statements for services donated by volunteers. Incoming resources from grants where related to perfornian￿ and specific deliverables are accounted for as the charity earns the right to consideration by its performance. Income received relating to future periods is included within deferred income. All income received arose in the UK. Expenditure All expenditure is acwunted for on an accruals basis and has been classified under headings Ihal aggregate all costs related to the category. 22 Belfast Central Mission (A company Ilmited by guarantee) Accounting policies (continued) Charitable expenditure comprises Ihose cosls incurred by the charity in the delivery of its actsvities and services for its beneficiaries. It includes bolh costs that can be allocated directly to such activities and those costs of an indirecl nalure necessary lo supporl them. Total expenditure includes the allocation of SUPFK)rt costs. Support costs are Ihose fvnctions Ihat assist the work of the charity but do not directly undertake charitable activities. They include back Offi￿ costs, finance, personnel, payroll and governance costs which support the charitable company's aclivities. Suppori costs have been allocated lo activities on a basis consistent with the use of resour￿$ (e.g. lime spent, number of staff, eslimaled usage). Irrecoverable VAT Any irrecoverable VAT is charged to the statement of financial activities, or capitalised as part of the cost of the related asset, where appropriate. Foreign currèneies Transactions in foreign currencies are recorded at the rate ruling at the date of the Iransaclion. Recognition of liabllltles Liabililies are recognised when an obligation arises to transfer economic benefils as a result of past transactions or events. Fund accountlng General funds are unrestricted funds which are available for use al the discretion of the Trustees in furtherance of the general objedives of the charity and which have not been designated for other purposes. Designaled funds comprise unreslricled funds that have been set aside by Ihe Trustees for particular purposes. The aim and use of each designated fvnd is set oul in the notes to the financial slatements. Restricted funds are funds which are to be used in arLordance with specrfic restrictions imposed by donors or which have been raised by Ihe charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. Inve51menl income and gains are allocated to the appropriale fund. Pension ¢osts The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charitable company in an independently managed fund. Contributions are charged to the statement of financial activities in the period lo which they relale. Investments Investments are staled in the balance sheet at market value as at the balance sheet date. The statement of financial activities indudes the nel gains or losses arising on revaluation and disposal throughout the year. Debtor5 Short lem deblors are measured at transaction price, less provisions for bad debt. Creditors Creditors are recognised where Ihe charilable company has a presenl obligation resulting from a past event that will probably result in Ihe transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount. Operating lease agreements Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged against net incoming resources on a straight line basis over the period of the lease. 23 Belfast Central Mission (A company limited by guarantee) Accounting policies Icontinued) Financial instruments The charitable cotnpany only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are inilialty recognised at transaction value and subsequently measured at their settlement value. Going concem The directors have assessed that Belfast Central Mission has adequate resources to meet the ongoing costs of the entily for a minimum of 12 monlhs from the dale of signing the financial slalements. For this reason, the financial statements have been prepared on a going concem basis which piesumes the realisation of assets and liabilities in the normal course of business. Significant judgements and estimates In the Trustees. opinions, there are no significant judgements, estirnates and assumptions made about the recognition of assets, liabililies, income and expenses other than those outlined in the accounting policies above. Taxation The charily is entitled lo certain lax exemptions on income and profits from investments, and surpluses on any tr8ding activities canied on in furtherance of the charity's primary objedives. The charity has partial exemption from VAT and expenditure is recorded accordingly. Statement of Financial Activities (incorporating the income and expenditure account) for the year ended 31 December 2023 Unrestricted funds Restricted funds Total funds 2023 Income from: Donations and legacies Charitable activities Other trading activities Investments Other Total income 152,994 4,765,042 63,701 47,472 12,643 5,041,852 27.603 2,618,567 180,597 7,383,609 63,701 47,472 25,666 7.701,045 13,023 2,659,193 Expenditure on: Raising funds Charitable activities Total expenditure (34,908) {4,636,167) (4,671,075) 134,9081 (7,679,72n (7,714,635} (3,043,560) (3,043,560) Net incomel(Expenditurel before gains on investments 370,777 {384,367} (13,590) Net gains on Investments 14,770 14,770 Net income before transfers 385,547 {384,367) 1,180 Transfer between funds (128,673) 128,673 Net movement in funds 256,874 (255,694) 1,180 Reconciliation of funds Total funds brought foward Total funds carrled foMard 7,320,740 7,577.614 255,694 7,576,434 7,577,614 24 Belfast Central Mission (A company limited by guarantee) Income from donations and legacies Unrestricted funds Restricted funds Total funds 2024 Tolal funds 2023 Donations 67,944 6,580 10,000 1,705 50 69,649 6,630 10,000 87,994 18,957 73,646 Appeals Legacies 84,524 1,755 86,279 180,597 Income from charitable activities Unrestricted funds Restrlcted funds Total funds 2024 Totsl funds 2023 Charitable trusts 55,665 151.004 55.665 2,298,505 5,062,131 121,137 24,039 558 47,222 2.090.756 Housing Executive Residential rents 2.147,501 4,115,056 104.512 947.075 4,341.370 236,011 25,370 558 Health & Social Care Trusts 16,625 Congregational Training Other sources 24,039 558 576,332 76,614 652,946 642,322 5,027,166 3,187,815 8,214,981 7,383,609 Income from investments Unrestricted funds Total funds 2024 Total funds 2023 Dividends 9.003 Bank interest 87.824 87,824 38,469 87,824 87,824 47,472 Resources expended on charitsble activities by activity type Staff costs Other costs Depreciation Total funds 2024 Total funds 2023 Operating expenses Financing expenses Society expenses 6,379.791 1,666,285 2.812 1.606 214,783 8,260,859 2,812 46,344 7,632,909 3.608 44.738 43,210 6,424,529 1,670,703 214.783 8,310,015 7,679,727 25 Belfast Central Mission (A company limited by guarantee) 10 Resources expended on charitable activities by fund type Unrestricted funds Restrfcted funds Total funds 2024 Total funds 2023 Operating expenses Financing expenses Society expenses 5,170,640 1,849 46,344 3,090,219 963 8,260,859 2,812 46,344 7,632,909 3.608 43,210 7,679,727 5,218,833 3,091,182 8,310,015 11 Financing costs Unrestrlcted funds Restricted funds Totsl funds 2024 Total funds 2023 Interest payable and similar eharyes On bank overdrafts 1,849 963 2,812 3.608 12 Net income before transfers 2024 2023 This is stated after charging.. staff pension contributions Depreciation - charge for year {Profit)Iloss on disposal of fixed assets Auditors, fees 200,463 214.783 172,520 211,489 Audrt work 7,000 5,760 Non-audit seNices 13 Analysis of staff costs, Trustee remuneration and expenses, and the cost of key management personnel 2024 2023 Staff costs Wages and salaries Social security costs Pension costs 5.133.174 4,682,614 362.122 426,155 200,463 172,520 5,759,792 5,217,256 26 Belfast Central Mission (A company limited by guarantee) 13 Analysis of staff costs, Trustee remuneration and expenses, and the cost of key management personnel (continued) Trustee remuneration and benefils amounted lo £67.650 (2023.- £68,400) foi the year. being remuneration of £53.5C(J (2023.. £55.033), other benerrts of £85 (2023= £72) and pension contributions of £8,592 (2023: £8,215) and employer national insurance contributions of £5,473 (2023= £5,080). These emoluments received by Reverend David Campton were in respect of his capaaty as Superintendenl of Belfast Central Mission and minister of the Grosvenor Hall congregation and not in his capacity as Trustee. The Trustee also received manse accommodation that is lypical of such roles. No trustee expenses were paid (2023 - £nil) for the year. No Truslees received payments for the supply of minislerial and organist serVi￿S (2023 - £nil). The key management personnel of the charitable company comprise Ihe Trustees, the Superintendent, Ihe Chief Executive, Head of Community Services. Head of Residential Services. Head of Estates & Facilities. Head of Business Development, Head of HR and Head of Finance. The total employee benefits of the key management personnel of the haritable company were £520,375 (2023.. - £421,039). The number of senior slaff with employee benefrts {excluding employer pension costs) over £60,000 Band £60,000- £69,999 £70,000 - £79,999 £80,000 - £89,999 2024 2023 14 Staff numbers The charitable company reports that the average head counl {number of staff employed) during the reporting period was 243 (2023- 236). These can be analysed by project lype as follows= 2024 Number 2023 Number Social & support projects Care projects Management & central administration 101 107 120 110 22 19 243 236 15 Pensions The charitable company operates a defined contribution pension scheme in respecl of the staff. The scheme and ils assets are held by independenl managers. The pension charge represents contributions due from the charilable company and amounted to £200,463 (2023.. £172,520) of which £31.163 (2023: 28,929) was outslanding al the year end. 27 Belfast Central Mission (A company limited by guarantee) 16 Transfers between funds 2024 2023 Unrestricted income funds General funds From Restricted income funds {98,7231 (128,673) (To}Ifrom Designated funds 198,723} (128,673) Desi nated funds Froml{to) General funds From Restricted income funds Movement In Unrestricted income funds 98,723 128,673 Restricted income funds (To) General funds Movement in Restrlcted income funds 98,723 98,723 128,673 128,673 28 Belfast Central Mission (A company limited by guarantee) 17 Tangible fixed assets Long Leasehold Property Freehold property Flxtures and fittings Office equipment Motor vehl¢les Total Cost At 1 January 2024 Additions 6,748.149 75.000 888,642 67,128 408.305 11,912 8,132,008 78,521 11,393 Disposals At 31 December 2024 6,748.149 75,000 955,770 419,698 11,912 8,210,529 Depreciation Al 1 January 2024 Charge for year On disposals 1,339,760 140.722 593,715 55,050 380,838 18,851 11,912 2,326,225 214.623 At 31 December 2024 1,480,482 648,765 399,689 11,912 2,540,848 Net Book Value At 31 December 2024 5,267,667 75.000 307,005 294,927 20,009 27,467 5,669,681 Al 31 December 2023 5,483.389 75.000 5,805,783 29 Belfast Central Mission (A company limited by guarantee) 18 Fixed asset investments Securities 2024 2023 Movement In market value Market value al 1 January 2024 Additions in year Disposals in year Market valufr at 31 December 2024 682.070 (682,070) Hlstorlcal cost 233,910 Analys•d by Unlisted securities 682,070 682,070 Analysis of investments at 31 December 2024 beljveen funds Unrestricted funds 2024 Restricted funds 2024 Total Funds 2024 Total Funds 2023 Securities 682,327 682,327 11 inveslments are UK inveslments. Inveslment Properties Belfasl Central Mission owned an investment propety located on 373-375 Springfield Road and was leased on a long-term basis to a local community group. {Forth$pring Inter Community Group). The property was sold in January 2025. The property is included in the accounts at the sale price of £175,000. The property had not been disclosed previously as it was impossible to determine the fair value due to legal issues arising from both the long-term lease and a char9e over the propety. The uplift in value has been recognised in Ihe Statement of Financial Activities. 30 Belfast Central Mission (A company limited by guarantee) 19 Debtors 2024 2023 Amounts fallin Trade debtors due within one ear 65,051 1,452 141,787 72.778 Other debtors Prepayments and accrued income Amounts due from related party 116,599 208,290 189,377 31 Belfast Central Mission (A company limited by guarantee) 20 Creditors: amounts falling due within one year 2024 2023 Trade creditors 146.228 249,484 86,260 Taxation and social security costs Other creditors 124,674 323,717 112,178 706,797 509,122 94.756 Accruals and deferred income 939.622 Other creditors includes a liability of £213,669 {2023: £320,503) relating io the Supporting People Projed, funded by the Northern Ireland Housing Executive. 21 Commitsnents under operating leases At 31 De￿mber 2024 the charitable company had future minimum lease paymenls under non-cancellable operating leases as follows.. 2024 2023 Not later than 1 year Later than 1 year and not later than 5 years 32 Belfast Central Mission (A company limited by guarantee) 22 Restricted income funds Transfers, Investment gainsl(losses) Balance at 1 Jan 2024 Incoming resources Resources expended Balance at 31 Dec 2024 Supporting People 3.189,905 (3,091,182) 198,723) The Supporting People Project provides housing support se￿1￿8 across Northern Ireland fvnded by the Northern Ireland Housing Executive and regional Trusts. Detail of the transfer is in note 16. 33 Belfast Central Mission (A company limited by guarantee) 23 Unrestricted income funds Balance at 31 Dec 2024 Balance at 1 Jan 2024 Incomlng Resourees Investment resources expended gainslllosses) Transfers General funds 7,577.614 5,278,045 (5.229,888) 5.278,045 (5,229,888) 175,000 98,723 7,899.494 Totsl 7,577,614 175,000 (98,723) 7,899,494 GeneTal funds are amounls which are available for use al the discretion of the Truslees in furtherance of Ihe general charitable objectives of the charitable company. 24 Analysis of net assets between funds Tangible rixed assets Net Current assets Long temi Ilabillties Investsnents Total Restricted income funds Unrestricted incorne funds- Designated funds General funds 5,844,681 5,844,681 2,054,813 2,054,813 7.899,494 7,899,494 Totsl funds 25 Company limited by guarantee Every Trustee promises, if the charitable company is dissolved while such person remains a Trustee or within 12 monlhs afterwards, to pay up to £1 towards the costs of dissolution and the liabilities incurred by the charitable company while the contributor was a Trustee. 34 Belfast Central Mission (A company limited by guarantee) Reconciliation of net income to net cash flow from operating activities 26 2024 2023 Net incomel(expenditure) for the reporting period las per the statemenl of financial activities) Adjustments for: Depreaation charges {Gains}Ilosses on investments Dividends and interest from investments Lossl{profil) on the sale of fixed assets {Increaselldecrease in debtors Increasel decrease in creditors Net cash rovided b / used i o aclivities 321,880 1,180 214.623 (175,000) 211,489 (14,7701 (47,472) 117,461) 234,277 109,765 481,953 170,368 802,748 27 Analysis of cash and cash equivalents 2024 2023 Cash in hand Notice deposits (less than 3 months) Other de sils Total cash and cash e 17,119 2,036,201 500,000 2,553,320 19.287 2,502,789 uivalents 2,522,076 35