Charity Registration Number: NIC 101766 Divis Joint Dcvelo ment Committee Trustees, re ort and financial statement [8Jir
PaK¢ LEGAL AND ADMINISTRATIVE INFORMATION TRUSTEES, REPORT ACCOUNTANTS RF.PORT STATEMENT OF FINANCIAL ACTIVITIES BALANCE SFIEET NOTES TO THE FINANCIAL STATF.MENTS
DIVIS JOINT DEVELOPMENT COMMITTEE DMI ATI Status The committee is recognised as a charity by the commissioners of the Inland Revenue. Trustees Maura Arterton Martin Voyle F Mccann Jeanette Leckey Gerard Fusco Chairperson Treasurer Secretary F Mccann ChArity Registration Number NIC 101766 Accountants DMW Accountants (2011) Ltd Townsend Enterprise Park 28 Townsend Street Belfast BT13 2F.S Business Address I'he Frank Gillen Centre l A Cullingtree Road Belfast BT13 2F.S Bankers Bank Of Ireland Belfast City Branch 4-8 High Street BTI 2BA
DIVIS JOINT DEVELOPMENT COMMITtEE MANAGF,MENT COMMITTEE REPORT R THE YEAR ENDED 31, MARCH 2 The Committee present their report and the audited financial statements for the year ended 31" March 2025 ture overna ee Mana emen Organisational Structure The organisation was established as an unincorporated orgTanisation and is governed under ils constitution. The organisation is governed by a Management Committee. Any person wishing to become a committee member must apply in writing prior to the AGM. A vote is then taken at AGM as to whether they are to bc appointed. ission tatemen "The aim is to provide, develop and enhance core programmes and activities that meet the needs of the local community, which Contribute to improving the quality of their lives in a real and meaningful way" in cost of livin crisi A cost-of-living crisis has continued to impact on individuals, communities and organisations supporting local people. Ongoing financial challenges remain to the front of evcry organisation's thoughts and actions, and we continuing to face an increased demand for our support, It remains a significant concern that despite a working Assembly being in placc, it is not that clear whether we have a fully functioning government and subsequent government support therefore from a central and local government perspective right down to our locality levels remain a difficult process and whilst no specifiL contracts look under threal (at this point in tirne) delays in issuing agrecments year after year are causing difticulties as we continue to deliver much needed (public facing) services. Increased operating costs across all our areas of responsibility has meant difficulties created for our own staff and volunteers, additionally this also had a detrimental impact on our organisational ability to continuing to support local people. We remain committed, within our limitations, to develop coordinated responses within our organisation and across our locality between partners, initially within our direct locality but also in partnership across the West Belfast area. W¢ ¢ndeavoured where possible to act as a direct support and often as a conduit of behalf of others to reach those in need. It should bc stated this is an ongoing issue and it is not clear whcn it will ease in the current climate. Core Focus Divis Joint Development Committee focused on 2 main strands of work throughout the year. Programme, activities and services provided directly through the Frank Gillen Centre and through online activity and outreach support (with partners in other facilities, ai home or through online contact) External contact. development of activity and partnership approaches continued unabated and remained central to the id¢ntification and continuity of support for vulnerable people across our community. Both strands continue to demonstrate the extent of resource that the FGC provided both as a practical resource and as a human resource in the fomi of development, support and guidance to local and broader organisations to
increase their capacity to deliver better quality programmes to local people and increas¢ access for local people to those services, particularly during anoth¢r difficult ycar. Oui, Main Aims remai 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 during 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 organizalions in the strategic development of core programmes and activities. To develop platforn]s for discussion and co-ordination between local coinmunity activists and groups, sharing information, experience and resources (via the Fal Is Partnership Initiative, Greater Falls Neighbourhood Partnership and the West Belfast Partnerships Health Group, in which we chair all 3 structures) rl Aim DJDC attempted in a difficult and challenging year to adheres to the following 3 support aims.. l. Facilities, Resources, Investment- to securc and manage human, physical and financial resources lo enable us to achieve our long terni aims. 2. Sustain, And Improve GoverDance & Organisational Structures- to eiisure etfective organisational structures, management and administrative procedures and controls for ihc cfficient operation of Divis Joint Development Committee. 3. Maintaining and Build Supportive Partnerships- to maintain support and cnhance Inutually beneficial relationships with community, statutory, public and private sector organisations as part of collective responses to shared cliallenges and delivery ot local service support, Our Core P rammes remaln" Early years and After Sehools Programme (reviewed annually) Children's ernotional, social and educational development (via Play Development, 2-year-old programme, Play and Stay and an After Schools project). We delivered a rangL of in-house support services at the F•rank Gillen Centre including social, emotional and practical support. Our main source of support comes via a service level agreement with Clan Mor Surestart and 2 contracts with Belfast HSC Trust (afterschool's and family support), Youth Development Team At present we operate both an in-house youth programme and an outreach project that covers key elements of personal development and life skills, employment support, skills development and capacity building. Our Youth programme, supported by the Education Authority operates on a nightly basis with some weekend activity both on and off-site, other activity. Young people periodically complete structured training and skills building. Additionally, GCSE study support (Maths and English) continues to be provided for most of the year with a break over the summer and resumption in September on a one-lo-one basis, this is a hybrid approach of both face to face and online support. although the fomier is more resource intensive it does work bcttcr. The timing of the exams and r¢sits do not neatly fit into a financial year and often the results ar¢ spread across 2 financial years.
Family support Services Our family support, supported by Belfast HSC Trust, includcs home visitation and one to one support and spans social, emotional, and practical support and we are directly linked to and liaise closely with the (ireater Falls Famlly Support Hub. Education support service DJDC'S continues to be involved in city wide discussions around the issues pertaining to lifelong learning through Belfast Learning City Collective and continue to hold the position of co-chair on the Learning City initiative, alongside a BCC scnior manager who is responsible for Inclusive Growth and Anti-Poverty across the ComTnunity Planning Partnership. A strong strategic base for the initiative and activity has, as previously reported, centred on developing Belfast as a Learning City Collective, including practical and governance arrangements which can highlight the value of City partners working together and collectively make a greater impact on wellbeing and reducing life inequalities across the city. We have been fonnally included in the membership of UNF,SCO's Global Network of Learning Cities since 2018. We now have a working network and an agreed MOU with Cork, Denyl Strab£ine, Waterford, Limerick and Dublin learning cities who have developed a similar approach in an all-lsland network of Learning Cities. Additional work with the All Island forum Aontas and the Forum for Adult Learning in th¢ North around the need/ value for Lifelong Lcarning support structures to be secure and fimily embedded within Government planning on all sides of the island have been raised and highlighted in a range of events and rescarch initiatives. Administration and Support Role We provide additional and free administrative support to DJDC'S core projects listed above and to local organisations when required. We directly support. Falls Residents Association Immaculata Junior Football Club Greatcr Falls Neighbourhood Partnership (as lead agency) We continued to act as an umbrella organisation for the processing of the Access Nl 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 networks, this included cooperation and direct collaboration in delivering many local services including. Clan Mor Surestart (as a service delivery partner and the Chairperson), a programme for 04-year-olds and family support. o The Heart project (as Chairperson and active partner)- healthy living centre initiative based in a comTnunity health complex, the Maureen Sheehan Centre delivering social prescribing, health education through the Healthwise schemc and direct condition management support in the form of rehab for cancer and stroke patients. o Falls Partnership Illitiative, (as a partner and Cha]erSOn of this local collaborative) a local partnership opcrating throughout the Falls electoral ward area, brought together to promote and develop and implement an area wide growth process.
o Greater Falls Neighbourhood Renewal Partnership (as lead agency and Chairperson for this Dfc initiative): w¢ continue to work at all levels of the Paitnership to implement the key issues and priorities outlined in guiding strategic document. o We are continuing working with GP Federations. This includes being part of the continuing development of the multi-disciplinary team attached to GP practices, most recently in a new initiative around the use of their social work assistants in local settings. In a chairing role at the West Belfast Partnership Boards Strategic Health Forum, we have developed a Wellbeing Framework for population aiid placc-based planning to improve the quality of life and tackle inequalities. The 'Building Resilience and Embedding Wellbeing, Health framework includcs a Wellbeing Charter. o We have been working to a common approach with both GP Federation and the MDT and Connected Community Care Hub around access to services and are currently working through initiatives to do irnprove this area of work including a health hub app for West Belfast and a Green Spaces map with Belfast Healthy Cities. o As part of the Connected Care Hub. 4 key link workers are employed throughout the city, the West contact is based at the Maureen Sheehan Centre, and this coiinects to 2 dementia navigators as wcll as a range of community deliverers and service providers. We continue to be involved in conversations with the CCC Hub to develop a stronger organisational relationship between them, GP Federations and the West Belfast Health planning approach. Divis Joint Development Committee has had another very challcnging and difficult year, and we remained actively involved in facilitating discussions around collaboration between community and statutory providers at several levels locally, citywide and regFionally. This period of cour.8e was dominated by the delivery of core services and our work on the West Belfast Health framework continues to demonstrate leading the way to positive recovery and long-term development. onitorin and evaluation Our organisation is subj¢¢t to both internal and external inspection and rcview. DJDC has an internal programme of service d¢velopment and reviews involving all staff, managyement and volunteers. Additionally, we are subject to periodic reviews and inspection by a range of statutory organisations including the Education Authority, Department for Cominunities and the Belfast Health and Social Care "I rust. FinaD¢i Revi The organisation is a charitable organisation. A significant proportion of wages and salary costs are currently covered by restricted funding, however in the current and prior year some wages and salary costs had to be paid from unrestricted funds. The Management Committee acknowledge the currL)nt level of free reserves is well below the desired level. The charity continues to seek additional sources of funding and applications for future funding in r¢lation to forthcoming years.
INDEPENDENT EXAMINER'S REPORT TO THE CHARITY TR EV PMENT OMMITTE STEES Independent Examiner's Report to the Charity Trustees of Divis Joint Development Committee I report on the Accounts of the trust for the year ended 3 1st March 2025. which are set out on Pages 9-13. Respeetive Responsibilities of Charity Trustees and Examiner As the charity's trustees you are responsible for the preparation of the Accounts in accordance with the Charities Act (Northern Ireland) 2008. It is my responsibility to.. Examine the Accounts under Section 65 of the Charities Act Follow the procedures laid down in the general directions given by the Commission under Section 65{9)(b) of the Charities Act State whether particular matters have come to my attention. Basis of Independent F.xaminer's Report I have exarnined your charity Accounts as required under Section 65 of the Charities Act and my examination was earried 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 thc accounting records kept by the charity and a comparison of the arcounts presented with those records. It also included consid¢ration of any unusual items or disclosures in the accounts, and seeking explanations from you as charity truslees concerning any such matters, My role is to state whether any material matters have come to my attention giving me cause to b¢lieve: The accounting records were not kept in accordance with Section 63 of the Charities Act. 2. That the Accounts do not accord with those dccounting records. 3. That the Accounts do not comply with the accounting requirements of the Charities Act. 4. That there is further information needed for a proper understanding of the Accounts to be reached. Independent Examiner's Statement I have completed my examination and have no concerns in respect of the matters (l ) to (4) listed above and, in onn¢¢tion with following the Directions of the Charity Commission for Northern Ireland, I have found no matters that require drawing to your attention. DMW Accountants (2011) Limited Townsend Enterprise Park 28 Townsend Street Belfast BT13 2ES Date: 30th July 202S
PMENT STATEMENT OF FIIYANCIAL ACTIVITIES 2025 2024 Notes Incoming resources Grants Government Grants Amortised Other incoming resources Total incoming resources 464,351 434,707 10,807 10,807 14.440 21,064 489.598 466,578 Resources expended Staff costs Pension Contribution Blackie Centre Wages Training and Facilitation Fees Insurance Light and heat Water Rates Equipment Water Machine Repairs & Maintenance Prinling, postage and stationery Advertising-Family Support Supplies 'relephone Travel Cost Trips and Activities Accountancy fees Bank Interest and charges Depreciation Donations Access Nl Police Checks General expenses Total resources expended Net movement in funds 314,768 311.946 10,312 10,155 39,731 37,722 23,138 13,342 4,995 4,678 15,040 12,236 1,370 ,335 3,892 4,174 741 766 10,685 12,804 6,618 6,038 887 596 3,027 3,138 4,092 4,140 4,250 4,640 17,880 19.595 1,440 1,440 278 279 10,468 10,475 600 1,401 1,826 1,386 58 (476,038) (462,344) 13,560 4,234 Total funds brought fonvard Total funds carried fonvard 43,131 38,897 56,691 43,131 The notes on pages I I to 13 form an integral part of these flnancial statements.
DIVI T DEVEL PMENT MMI BALA 2025 2024 Notes Fixed assets Tangible assets 91,372 101,840 Current assets Cash at bank and in hand 55,834 42,613 55,834 42,613 Creditors: amounts fallin% due within one year (1,440) {1,440) Net eurrent *$sets/{li8bilities) 54,394 41,173 Total assets1¢55 current Ilabilities Accruals and deferred income 145.766 (89,075) 143,013 (99,882) Net assets/(liabililies) 56,691 43,131 Funds Unrestricted funds 56,691 43,131 56,691 43,131 The trustees, statements required by Article 257B(4) are shown on the following pagc which fornis part of this Balance Sheet. The notes on pages I I to 13 form an integral part of these financigl statements.
DIVISJOINT DEVELOPMENT C MMITTE OTES T IAL STAT ENTS ENDED 31 MAR Accounting Policies Aceounting Convention The financial statements are prepared under the historical cost convention and follow the recommendations in 'Accountin&i and Reporting by Charities: Statement of Recommended Practice, issued in October 2000. The chariiy has taken advantagye of the exemption in fRS l from the requirement to produce a cashflow slatement because it is a small charity. Incoming Resources Grants, including grants for the purchase of fixed assets, are re¢ognised in full in the Statement of Financial Activities in the year in which they are receivable. Income from investments is included in the year in which it is receivable. Resource5 Expended Resources expended are recognised in the year in which they are incurred. Management and admini8lralion costs are tho8e incurred in Connection with administration of the charity and compliance with constitutional and statutory requirements. Tanglblt Fixed Assets and Depreciation Depreciation is provided at rates calculated to write off the cost less residual value of each asset over its expecied us¢ful life, as follows: Land and buildings Fixtures. fittings and equipment Straight line over 30 years 250/0 ReduLing Balance Crant Income 2025 2024 BELB/Education Authority BCC 78,195 23,129 131,481 49,212 750 20,000 142,684 18,900 76,295 24,805 110,627 46,037 1,750 20,000 137.193 18,000 Surestart Belfast Trust WBPB- LIAG Project Fal Is Partnership DFC Blackie Centre Training 464,351 434,707
NOTE THE FINANCIAL STATEMENT Other incoming resource5 2025 2024 Creche After Schools Summer Scheme Fundraising Access Nl Group alls Youth Projcct FRA Change Programme 2-3 Progrdmme Dementia Friendly Programme Cathedral Nursery 1,023 3,600 780 2,464 2,268 944 3,710 913 1,522 1,730 500 2,690 4,000 1,505 3.500 50 2,820 1,485 14.440 21,064 Employees Numbcr of employees The average monthly numbers of employees (including the trustees) during the year were: 2025 Number 20 2024 Number 20 Employment costs 2025 2024 Wages and salaries Pension Contribution 314,768 10,312 311,946 10,155
DIVIS JOINT DF.VELOPMENT COMMirrEE NOTES TO THE FINANCIAL STATEMENT AR ENDED I MARCH 2025 Land and buildings freehold Fixtures, fittings and equipment Tangibk fjxed assets Total Cost Ai l April 2024 423,994 31,395 455,389 Additions At 31 March 2025 423,994 31,395 455,389 Depre¢ia¢ion At l April 2024 Charge for the year 322,234 10.448 31,315 20 353.549 10,468 At 31 March 2024 332,682 31,335 364,017 Net book v8lues At 31 March 2025 91,312 60 91,372 At 31 March 2024 101,760 80 101,840 Creditors: amounts falling due withln one year 2025 2024 Accruals and deferred income 1,440 1,440 1,440 1,440