Charlty RegAStration Number: NJC 101766 Dlvis Joint Develo ment Committee Trustees re ort and financial statements or the ear cnded 31 March 2023
NT Page LEGAL AND ADMINISTRA TIVE INFORMATION TRUS'I'EF.S' REPORT ACCOUNTANTS REPORT STATEMENT OF FNANCIAL ACTIVITIES BAI.ANCE SHEET 10 NOTES TO TIIE FtNANCIAL STATEMENTS
Ivis OINT DEVELOPMF.NT COMMirrE Status The committee is recogFnised as a charity by the commissioners of the Inland Revenue. Trustees Maura Arterton Martin Voyle F Mccann Jeanette Leckey Chairperson Treasurer Secretary F Mccann Charlty Registration Number NIC 101766 Accountants DMW Accountants. (2011) Ltd Townsend Enlerpri.se Park 28 Townsend Street Belfa%t BT13 2ES Buslne88 Address The Frank Gillen Centre IA Cullingtrce Road Belfast BT13 2ES Bankers Bank Of Ireland Belfast City Branch 4-8 High Street BTI 2BA
DIVIS JOINT DEVELOPMENT COMMITTEE MANAGEM FOR THE NTCO TTEE REPORT 23 The Committec present theiT report and the audited fancIal statements foT the year ended 31 St March 2022 eference and Administration Detail The reference and administrative details of the charity are as shown on page l. Structure Governance & Mana ement anisational Structure The organisation ivas established as an unincorporated organisation and is governed under its constitutLOn. The organisation is governed by a Management Committee. Any person ivishing to become a committee member must apply in Nvriting prior to the AGM. A vote is then taken at AGM a5 to Nvhether they are to be appointed. tem "The aim is to provide, develop and etLbance core programmes and activities that meet the needs of the local community, Nvhioh contribute to improving the quality of their lives ID a real and meaningful ivay" ost ovid to st of Liv. ri The impact of the covid pandemic on our core services. programmes and Tnany of oiir In-ho services was veT)' ¢hall¢ngin8 and NN'¢ had Iiop¢d that Ive iN'ould come oul of ihat challenge with a reneii'¢d sense of optimislli. Mosi signifIcaiitly after the pandemie hoivever many people continue to stnigglc under & Cosl-of-living crisis, and this has impacted on indii'iduals. communities and organisalions sUPPQrting local people. Si1r1Cant financial challenges are in front of every organisation, and we are (noi unlike during the covftd period) watching neiv challenges emerge from people who previously did not need our support A particular focus this year was the increasing difficulties of rising costs of fuel, utilities and food costs with significant difficulties created for our own staff alld volunteers, additionally this also had a detrimelltal impact on our organisational ability to support local people. We did however continue our work Nvith Bryson Charitable Group distributing fuel poverty vouchers under a schemc for those on benefjls and linder a Belfast City Council for the '%voTking poor" We have tried, as much as Nve could, Ivithin our limitations to develop a coordinated response within our organisation and across our locality between partners, inltially Nvithin our direct locality but also in partnership across the West Belfast area. A range of practical supports ran througbout the year including combating food povety and support for utility bills (gas/ electric and food vouchers). We endeavoured ivhere possible to act as a direct support and often as a conduit of behalf of others to reach those in need. It should be stated this is an ongoiJLg issue and has test¢d our organisation to the limit and it is not clear Nvhen it ivill ease. Core F Divis Joint Development Committee focused on 2 main strands of ivork throughout the year, although this was heavily ipacted by covid in temis of type but also numbers involved. Programme, activities and services provided directly through the Frank Gillen Centre and through online activity and outreach support (Nvith partners in other facilities, at home or through online contact) External contact. development of activity and partnership approaches conttnued unabated and remained central to the identification and continuity of support for vulnerable people across our community. Both strands continue to deOnStrate the extent of resource that the FGC provided both as a practical resource and as a hiiman resource in the form of development, support and guidance to local and broader organisations to
increase their capacity to deliver better quality piograrnmes to local people alld increase access for local people to those services, particularly during another di*ficult year. Our Main Aims remained. To provide, develop and enhance core programmes and activities by the Frank Gillen Centre and its team of staff and volunteers. Practical projects and activities that met the needs of the local community duTing a cost of living crisis, which contribute to supporting vulnerable people and sustaining the quality of their lives in a real and meaningful way. To liaise, advise and guide local community organizations in the strategic development of core piogrammes and activities. To develop platfonns for discussion aud co-ordination behveen local community activists and 0UpS, sharing infomiation, experience and resources (via the Falls P8rtnerslLiP Initiative, Greater Falls Neighbourhood Partnership and the West Belfast Partnershtps Health Group, in which we chair all 3 structures) ort Aims DJDC attempted ill a difficult and challenging year to adheres to the following 3 support aims: l. Facilities, Resources, IDvestment- to secure and manage buman, physical and fmancial resources to enable us to achieve our long terni aims. 2. Sustain, and Improve Governance & OrganisatioD21 Structures- to ensure effective organisational strnctures, management and administrative procedures and controls for the efficient operation of DÈvis Joint Development Committee. 3. Maintaining and Build Supportive Partnerships- to maintain support and enhance mutually beneficial relationships with community, statutory, public and private sector organisations as part olcollective responses to shared challenges and delivery of local service support. Core Pro rammes Early years and After Schools Programme (revieived allnually) Children's emotional, social and educational development (via Play Development, 2-year-old programme. Play and Stay and an After Schools project). We delivered a range of in-house support services at the Frank Gillen Centre. Our team also continued a programme of online support with children and parents/ families. This hybTid approach included social, emotional and practical support. Youth Development Team At present we operate both an in-house youth prOrne and an outreach project) covers key elements of personal development and life skills, employment support, skills developn]ent and capacity building. Our Youth programme operates on a Dightly basis with some weekend activity both on and off-sits, other activity. Young people periodically complete structured training and skills building. Additionally, GCSE study support (Maths and English) continu¢s to be provided for Tnost of the year with a break over the summer and resumption in September on a one-to-one basis, this is a hybrid approach of both face to face and online support, although this is more resource intensive it does work better. The timing of the exams and resits do not neatly fit into a fmancial year and often the results are spread across 2 fanCIal years. Family support SerTrices Again our normal range of services ivhere severely impacted in that for large parts of the year we could not deliver in-house support. Ilowev¢r, our teaTn did take up thc challenge and conv¢rt¢d a range of online services with children and parentsl families. This included social, emotional, and practical support via telephone on a iveekly basis, online and in gate visits. Support packs for children and parentl families Nvhere distributed regularly
throughout the year. We continued to work and provide one to one support and liaise Nvith the Greater F211s Family Support Hub. Education support service DJDC'S continues to be involved in city ivide discussions around the issu¢s pertaining to lifelong learning tOUgh Belfast Learning City and through the Jobs, 8kilLs and Education Board of the Community Planning Partnership and continue to hold the position ol co-chair on the Learning City initiative, alongside a BCC senior manager. A strong strategic base for the initiative and activity has as previously reported centred on developing Belfast as a Learning City, includiDg a binding charter ivhich can highlight the value of City partners working togetber and collectively make a greater impact on reducing life inequalities across the city. We have been fonnally included in the membership of UNESCO'S Global Netsvork of Learning Cities for the past 5 years. We noiv have a working lletsvork and agreed MOU with Cork, Derryl Strabane, Lirnerick and Dublin learning cities who have developed a similar approach and Mayors from all 5 cities across the island ieneived this in May 2022. It rematns difficult however to raise interest in fomal training and much of what ive offer ar¢ practical tools to support people rather than all educational attainment process. AdministrAtion and Support Role We provide additional and free adTnirAiStrative support to DJDC'S core projects listed above and to local organisations when required. We directly support. Falls Residents Association Immaculata Junior Football Club Greater Falls Neighbourhood Partnership (as lead agency) We continued to act as an umbrella organisation for the processing of the Access NI applications across the West Belfast geographical area for local community and business organisations. Partnership Development Role We continue to play an active role in many local nettvorks, this included cooperation and direct collaboration in delivering many local services ineluding, Clan Mor SurestArt, a programtne for 04-year-olds and faLuily support. o The Heart project - healthy living centre initiative based in a conununity health complex, the Maureen Sheehan Centre delivertng social prescribing, health education throu(Jr the HealthTrvise scheme and direct condition management support in the fonn of rehab for cancer and strok¢ patients. o Falls Partnership Initiative tFPI] a local partnership operating throughout the Falls electoral ward 8Te brought together to promote and develop and implement an area ivide groThoh process. This has been given a renewed sense of purpose during and post covid and a more active involvemellt by local partners including current Belfast City Council Mayor Councitlor Tilla Black. Creater Falls Neighbourhood Reneival Partnership: we continue to work at all levels of the Partnership to ipICent the key issues and priorities outlined in guiding strategic document. o Healthy Livino Centre Regional Alliance. as part of the sustai&billty, development and quality assurance of the local Healthy Living Centre ive continue to play an active role in this organisatioll. Focus remains on a planning process to sustain social prescribing programrne and support is being negotiated through Dfc, Dept of Health and DAERA, this is a region wide irlitiative but includes our local HLC at the
Maureen Sheehan Centre. A programme continues under the title of 'Strengthening Commonalities, continues to develop common approaches and programming across a network of what is now 29 HLC'S aud includ%JS each Trust area a¢ross the region. We are continuing ivorking with GP Federations and the local ICP team to develop a more fornjal relationship that supports our local community. where EtLC's are based across the network. This includes being part of discussions on the Continuing development of the multi-disciplinary team attached to GP practices. West Belfast has rolled out this initiative and we have attempted to include this approach in the 'Building Resilience and Embedding Wellbeing, Health framework. AddÉtionally. we have been WOTkiJ)g to a comrnon approach Nvith both GP Federation and ICP tealns aroulld access to services and are currently vorking through initiatives to do improve this area of work including a health hub app for West Belfast and a Green Spaces map Nvith Belfast Healthy Cities. o As part of the Connected Care Hub. 4 key lu)k Nvorkers are employed thioughout the city. the West contact is based at the Mallreen Sheehan Centre and this connects to the dementia navigators and the BHSCT reablement team as well as a range of community deliverers and service providers. We continue to be involved in conversations ivith the CCC Hub to develop a stronger organisational relationship betvveen them, GP Federations, the HLC network and the West Belfast Health planning approach. o DJDC'S key worker contiuues to be involved iu city ivide discussions around the issues pertai])ig to Lifelong Learning (LLL) and the development of a Belfast a Learning City, this period has focussed on a CODunissioned piece of research by Baker Tilly Consultancy to improve governance and increase collaborative opportunities under this initiative across the range of partners. o West Belfast Partnership Board on behalf of the Neighbourhood Partnership and chairing their health sub-group which is developiag a Building Resilience and Embedding Wellbeing population and place- based health framework. This period has seen all increase in focus on this work as we embark on a significant engagement process to test prOe$S in the thinkillg so far. Divis Joint Developrnent Committee has had a very challenging year and ive remailled actively involved in facilitating dAscussions around collaboration betweell community and StatOry providers at several levels locally, citywide and regionally. This period of course Nvas dominated by responses to the cost-of-living crisis but as our Ivork on the West Belfast Health framework demonstrates also leading the Nvay to recovery and long-terni development. Monitorin and evaluation Our organisation is subject to both internal and external inspection and revieiv. DJDC has an internal pr0Mme of service development and revieivs involving all staff, management and volunteers. Additionally, Ive are subject to periodic revieivs and inspection by a range of statutory organisations including the Ediication Authority, Department for Communities and the Belfast Health and Social Care Trust, this year of course ivith a particular focus on public kLealth advice and guidance and risk assessments on our revised activity and prograrnmes. Financial Review ]e organisation is a charitable organisation. The Results for the year are set out in detail on pages I I to 20. Prillcipal sources of fLding and hoiv this has supported thc key objectives of the charity are disclosed in the notes to the fmancial statemellts. A significant proportion of wages and salary costs aTe currently covered by restricted funding, hoivever in the current and prior year some Nvages and salary costs had to be paid from unrestricted fvuds. The manageent
Committee acknowledge the current Ievel of free reserves is well beloiv the desired level. The charity continues to seek additional sources of fundino and applications for futhre funding in relation to forthcoming years. ent onsihilities of the The Committ¢e are Tesponsible for prepaTing tbe Trustees, Report atLd the financial statements in accordance with applicable laiv and United Kingdom Accounting Standards. The fanCIal statements for each financial year give a trne and fair vieTrv of the state of affairs of the charitable organisation and of the Incolg resources, including the income and expenditure of the organisation for that period. Jn preparing those financial statements, the committee are required to: Select suitable accounting policies and then apply them consistently. Make judgetuents and accounting estimates that are reasonable and pTudellt' Observe the methods and principles in the Charities SORP. Prepare the fll]atLcial statements on the going concem basis unless it is inappropriate to PTesume that the organisation will continue to operate. The Managelllent Committee are responsible for keeping adequate accounting records that are sufficient to show and explain transactions and disclose with ieasonable accuracy at any time the fmancial position of the organisation and enable tbem to ensure that the fmancial staternents cornply Nvith the Charities Act 2008. They are also responsible for safeguarding the assets of the organisation and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. Ststement of isclosure of IDformation to Auditor Ill so far the Managemcnt Committee, who held office at the date of approval of these fmancial statements, are aware: There is in no relevant audit itrformation of which the company's auditor is unaware. The Management Committee have taken all steps that they ought to have t&ken to rnake themselves atvare of any relevant audit inforniation and to establish that the audit is aware of that infortnation.
INDLPENDENT XAMIIYER'S RLPORT TO THE CHARITY TRUSTEES INT DEVEL PM NT MMITTE Jndependent Ex&miner'$ Report to the Charity Trustees of Divis Joint Development Commiltee report on the Accounts of the tNqt for the year ended 3 I. March 2023. which are set out on Pages 9-13. Respective Responsibilities of Charity Trustees and Examiner As the charity's trustees you are responsible for the preparation of the Accounts in accordanc¢ wilh the Charities Act (Northern Ireland) 2008. It is my responsibility to: Examme the Accounts under Section 65 of the Chariti Act Follow the procedures laid down in the genera1 directions given by the Conimission under Section 65(9)(b) of the Clwilies Act State whether particular matters have come to my attention. Basls of Independent Examiner's Report I have examined your charity Accounts as required under Section 65 of the Charities Act and my examination was CWTied out in accordance with the general Directors given by the Charity Commission for Northern Ireland under Section 65(9)(b) of the Charities Act. My examination included a review of the accounting records kept by the charity and a comparison of the accounts presented with those record8. It also includud consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as charity Irusiees concerning any such matters. My role is to stste whether any material matters have come to my attention giving me cau8e to believe: Tbe accounting records were not kcpt in accordance with SectlOD 63 of the Charities Act. 2. That the Accounts do not accord with those accounting records. ' 3. That the Accounts do not comply with the accounting requirements of the Charities Act. 4. That there is fjjrther inforniation needed for a proper understanding of the Accounts lo be reached. Independent Explminer's St&temenl have completed my examination and have no concerns in respect of the matters (l) to {4) listed above and, in onneclion with following the Direction8 of the Charity Commission for Northern Ireland, I have found no matt¢rs that require drawing to your attention. DMW Accountants (2011) Limited Toivnsend Enterprise Park 28 Townsend Street Belfast BT13 2ES Date: 3° July 2023
MENT Fl TIVITIES 2023 2022 Notes Incoming resources Grants Government Grants Amortised Other incoming resources 447,213 475,618 10,807 10,807 18,176 9,881 Total incoming resources 476,196 496,306 Resources expeuded Staff costs Pension Contribution Blackie Centre Wagcs Training and I"'acilitation Fees Insurance I.ight and heat Water Rates Equipment Water Machine Repairs & Maintenance Prinling, postage and stationery Advertising-Family Support Covid 19 Response Volunteer Expenses Supplies Telephone Travel Cost Trips and Activities Accountancy fces Bank Interest and charges Depreciation Donations Access Nl Police Checks FYP General expenses Total resources expended 309,196 306,921 7,815 7,115 39,934 39,321 13,200 13,611 4,250 3,615 13,459 12,301 1,386 1,354 18,740 11,731 501 709 8,340 9,267 6,159 6,211 732 1.343 14,846 650 2,668 3,979 5,I05 13,900 1,440 283 10,484 3,187 1,452 1,450 2,776 4,015 6,360 46,943 1.440 267 10,496 500 1,613 67 (468,310) (502,822) Net movement in funds 7,886 (6,516) Total funds brought forward Total funds carried foard 31,011 37.527 38,897 31,011 The notes on pages I I to 13 form an integral part of these fmancial statements.
BALLY IIEET 2023 2022 Notes Fixed assets Tangyible assets 112,315 122,799 Current assets D¢btors Cash at bank and in hand 9,360 29,351 11,990 21,920 38,711 33,910 Credltors: amounts falling due withln one year (1,440) {4,202) Net eurrent assetsl(liabililies) 37,271 29,708 Total assets less current liabilities Accruals and deferred ineome 149,586 (110,689) 152,507 (121,496) Iyet assets/(liabilitie8) 38,897 31,011 Funds Unrestricted funds 38,897 31,011 38,897 31,011 The trnstees, statcmLnt8 required by Article 257B(4) are shown on the following page which fonns part of this Balance Sheet. The notes oll pages I I to 13 form an integral part of these financial statements.
DIVIS JOINT DEVELOPMENT C MmIE FIN Aecounting Policies Aeeounting Conventlon The financial statements, are prepared under the historical cost convention and follow thv r¢¢ommendations in 'Accounling and Reporting by Charities.. Siatcmenl of Recommended Practice, issued in October 2000. The charity has taken advantage of the exemption in FRS l from the requirenient to produce a cashflow statemcnt because it is a small charity. Ineomlng Resources Grants, including grants for the purchase of red a%%ct&>, are recognised in full in the Slatement of Financial Activities in the year in which they aTe receivable. Income from investments 18 included in the year in which il is receivable, Resourees Expended Resources expended are recognised in the year in which they are incurred. Mana&yemcnt and administration Costs are those incurred in connection with administration of thc charity and cornpliance with constitutional and 8tstutory requirements. Tanglble Hxed Assets and DepreelAtlon Depreciation 18 provided at rates calculated to write off the c05t less residual value of each asset over its expected U8eful life, as follows.. Land and buildings Fixtures, fittings and equipment Straight line over 30 years 250/0 RU¢Ing Balance Grant Income 2023 2022 BELB/Education Authority BCC Surestart Belfast Tru8t WBPB- LIAG Project Falls Pa]erShip DFC Blackie Centre Training UACF 76,358 24,693 105,466 46.810 1,000 15,000 160,857 17,029 102,284 22,219 101,640 48,333 16,300 140,916 25,579 18.347 447,213 475,618
NOI. O THE FINAN NT FAR F.NDF,D Other incoming resources 2011 2022 Creche After School Sunllner Scheme Fundraising Accegs Nl Group ralls Youth Project Entrance Fces FL4 Arts Council 2-3 Programme Heart Radius Housing CCF 815 3,596 796 1.585 1,978 750 717 6,320 897 2,174 981 ,757 2,150 338 1,584 1,619 18,176 9,881 Employees Number of employees The averdge monthly numbers of employees (including the trn%te¢8) during the year were- 2023 Number 20 2022 Number 20 Employmcnt costs 2023 2022 Wages and salaries Pension Contribution 309,196 7,815 306,921 7,115
INT DEVELOPMENT COMMITTE YEAR ENDED 31 Land And buildings freehold Flxtures, fittings and equipment Tangible fixed assets Total Cost At l April 2022 423,994 31.395 455.389 Additions At 31 March 2023 423,994 31,395 455.389 Depreclatlon At l April 2022 Charge for the year 301,338 10,448 31,252 36 332,590 10,484 At 31 March 2023 311.786 31,288 343,074 Net book values At 31 March 2023 112,208 107 l12,315 At 31 March 2022 122,656 143 122,799 Credltor8: amounts falling due wlthln one year 2023 2022 Accruals and deferred income Accruals 1,440 1.440 2,762 1,440 4,202