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