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 f￿ancIal 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. Si￿1r1Cant 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 i￿pacted 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 de￿OnStrate 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 prO￿rne 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 f￿anCIal 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 t￿OUgh
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 i￿pIC￿ent 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])i￿g 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 prO￿e$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 Sta￿tOry 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 pr0￿Mme
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 fL￿ding 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 manage￿ent

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 f￿anCIal statements for each financial year give a
trne and fair vieTrv of the state of affairs of the charitable organisation and of the Inco￿l￿g 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 fo￿ard
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
MmI￿E
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 r￿ed 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 R￿U¢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