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2023-03-31-accounts

Charity No. 107530

Company Registration No. NI24026

The Northern Ireland Community Relations Council Annual Report and Accounts for the Year Ended 31st March 2023

Presented to The Northern Ireland Assembly by the Community Relations Council on 23rd November 2023

The Northern Ireland Community Relations Council

Index to the Annual Report and Accounts for the Year Ended 31st March 2023

Index to the Annual Report and Accounts
for the Year Ended 31st March 2023
Page
1. General information 2

2. Chair’s foreword		 3-4
3. Chief Executive’s comment 5-7
4. Strategic Report
4.1 Performance Overview 8-13
4.2 Performance analysis 14-25
4.3 Sustainability Report 25
5. Directors’ Report 26
5.1 Corporate Governance Report
5.1.1 Trustee’s and Directors’ Report 26-31
5.1.2 Statement of Accounting Officer’s & Directors’ Responsibilities 31-32
5.1.3 Governance Statement 32-45
5.2 Remuneration and Staff Report
5.2.1 Remuneration Report 45-49
5.2.2 Staff Report 50-52
5.3. Assembly Accountability Disclosure Notes
5.3.1 Overview 53
5.3.2 Independent Auditor's Report 54-58
6. Accounts
6.1 Statement of Financial Activities 59
6.2 Balance Sheet 60
6.3 Cash Flow Statement 61
7. Notes to the Accounts 61-81
8. Appendix 1:Additional Disclosure to comply with FReM 81-85
9. Appendix 2:2022/23 Grant List 86-101
Page 1

The Northern Ireland Community Relations Council

General Information

Chair M McDonald
Registered office Equality House
Shaftesbury Square
Belfast
BT2 7DP
Auditors Comptroller and Auditor General
Northern Ireland Audit Office
106 University Street
Belfast
BT7 1EU
Solicitors Lewis Silkin
220 Ormeau Road
Belfast
BT7 2FY
Principal bankers Bank of Ireland
Donegal Place
Belfast
Charity number 107530
Company registration number NI24026
Website: https://www.community-relations.org.uk/

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Chair’s Foreword

As we end the 2022-23 financial year it is appropriate to reflect back upon another successful year for the Community Relations Council (CRC) in its efforts to continue peacebuilding and social cohesion across our society as part of Government’s T:BUC (Together: Building a United Community) Strategy delivered through The NI Executive Office (TEO). The Chief Executive, Jacqueline Irwin has covered the advances made in her annual report and I would like to take this opportunity to thank her and all our staff for their collective input into enabling CRC to meet its targets over the last year.

As we returned to meetings in person as well as online this year it was good to engage with our client base and partners on the ground. The resilience shown by community peace builders right across Nr Ireland has been remarkable to witness and signifies a very strong infrastructure for continued peace building and reconciliation.

CRC Board has completed its first 3-year term and has developed into a very cohesive group of Directors providing strategic direction to TEO staff as they navigate the implementation of our Strategy and Corporate Plan. At this point in time and in the absence of Ministers and an Executive, TEO have been unable to appoint members to a second term within CRC. However, I am pleased to note that our directors and I have agreed with TEO to have their first term extended on a 6 monthly basis to ensure business continuity in the short-term.

I would like to take this opportunity as we approach the end of another year to remember two people who have been intricately involved with CRC and a lot of other organisations on our journey to educate our children, remember the past and learn lessons for the future.

It was with great sadness that we learnt about the death of Baroness May Blood, a great champion of community relations. May devoted a significant part of her life to community relations and education. She was a remarkable woman and the first from Northern Ireland to be given a life peerage. May ’ s tireless work with the Integrated Education Fund (IEF) has been an inspiration to us all.

The Community Relations Council was honoured to have awarded May the Good Relations Award 2021 for her selfless work and for being a champion of community relations in Northern Ireland. Her comments on receipt of that award are worthy of attention and remembrance:

“ My passion for the past 20 years has been integrated education. The work that the community relations people are doing, and the work that the people in integrated education are doing – is the vital work. We are building a foundation for a better Northern Ireland. We want to change Northern Ireland and integrated education is certainly moving in that direction.”

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Dr Éamon Phoenix, winner of the Good Relations Award in 2022 unfortunately also died suddenly leaving not only an enormous personal gap for his family but a big professional gap for his colleagues.

Éamon was a political historian and broadcaster, and an Irish News columnist. He was a member of and sole northern person on the Taoiseach’s Expert Advisory Group on Commemorations and a noted author on modern Irish history. His knowledge and understanding of Irish history and particularly the home rule crisis in its widest context was considered encyclopedic by his peers.

Previously he was Head of Lifelong Learning at Stranmillis College. During this time, he pioneered combining modern Irish history and adult learning by collaborating with people from diverse backgrounds, guiding, challenging, and supporting participants through site visits in Belfast and Dublin to broaden their understanding of the island. Éamon worked tirelessly during his lifetime to build a public understanding of Irish History and to communicate this through for example, engaging lectures, TV programmes, radio and podcast interviews, and study trips and visits.

Éamon delivered the annual NI Assembly Speaker lecture on the Decade of Centenaries and also spoke at the events hosted jointly by the Speakers of the Dáil Eireann and the NI Assembly. He also designed public lecture series for Belfast City Council including The Somme, The Rising, the King’s speech.

Éamon’s approach combined a deep respect for his audience and their knowledge and understanding, while adding local context and stories to the major issues and events of the time of the broader context. As far afield as Armagh, Mid Ulster, Omagh and Lisburn and Castlereagh he was able to weave the local and the broad context together in a way that enables the audience to question and speak to one another in a safe space. May he rest in peace in the knowledge that his legacy will have a lasting impact upon us all.

I am delighted as Chair to present this year’s Annual Report which gives detail on how we have managed our finances, governance, and risk matters in a comprehensive way in line with government requirements. Our performance indicators confirm how we have met our obligations, both to our sponsor Department and the local groups we fund. Can I conclude by thanking my fellow Board members for their support and co-operation over the last year. Our relationship with our sponsor department, TEO, continues to flourish and augurs well as we all collectively consider the review of the TBUC Strategy in the coming months.

Martin McDonald

Chair

Community Relations Council

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Chief Executive’s Comment

The last few weeks of the 2022-23 financial year were full of events to mark the 25[th] anniversary of the Good Friday/Belfast Agreement. There is always a balance to be struck between remembering the past, responding well to the present and planning for a better future. People differ on where that balance should be struck, as the feedback about the 25[th] anniversary showed. Our point of view is affected by how we individually experienced the time before the signing of the Agreement, what has happened to us since then, and how optimistic we are now about the future. There is no right or wrong perspective. The constant challenge lies in accepting that there are different views; that this will always be the case; and that we will always work better together when we take this into account: that was perhaps the most important lesson of the Agreement.

Although we reached a political agreement 25 years ago, the time since has shown that many aspects of our conflict remain to be resolved. Thankfully, the use of violence has been rejected by the vast majority in our society but sadly not yet everyone, as we saw again this year. The Agreement did not mark the end of peacebuilding, it did not even mark the beginning of it. The peace that was built before the Agreement was signed was an essential foundation to reaching the political accord (as was the weariness with the conflict). The peace-building work that has gone on since then has shown how long it takes to learn to live together well; how easy and often we slip; and how differently people experienced the past and the times we live in now. Peace processes are not linear, they are not guaranteed; they are not experienced in the same way, at the same time, by everyone.

Young people who did not live through the events leading up to and after the signing of the Agreement will view the discussions during the anniversary differently to those of us who did. For them it is largely someone else’s story, mythologised by some (because we are all skilled at passing on our version of history) and ignored by others who are focused on the concerns of today and the future.

What will come next? With such a mixture of experiences, perspectives, and levels of engagement, the challenge is to identify and keep focused on the peace-building issues of now. To do so we must keep refreshing our approach to peace-building and good relations to ensure it is relevant to the times we live in. We must carry the lessons of our history into the future in a way that is appropriate and not bound by the past. As we face into the next challenging financial year, the Community Relations Council is in listening mode. As the impact of the budget cuts become evident across the region and projects that have been relied on by so many begin to disappear, we will need to bring our years of experience to bear in deciding on the most effective things to do now. The next chapter of peacebuilding is already being written. What do we want to be said about it in 25 years from now?

As an Arm’s Length body of The Executive Office, the Community Relations Council is a key delivery partner responsible for funding programmes across the region that tackle sectarianism, racism, and to build good community relationships now and for the future. As this report demonstrates, in 2022-23 we continued to manage our resources well, accounting for them to the high standard required of public bodies and reported our

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sponsoring department and others in a timely and transparent way. This year we welcomed the opportunity to safely meet again with colleagues in the community relations network as we incorporated the changes developed during the Covid-19 pandemic into our agile working method. We now routinely deliver our services on-line and in person.

We continue to be inspired by the energy and commitment shown by those we fund. They continue to develop practical ways to integrate their work on building cross-community relationships with the delivery of other services vital to local needs. This is not new; good community relationships have always been an important foundation to the most effective delivery of other services, but they will be even more essential as we face into 2023-24 and the current public sector funding crisis.

The search for common ground and shared humanity will continue in 2023-24. Many of the problems faced in 2022-23, including the ongoing collapse of the NI Executive, the impact of the war in Ukraine, and the rising environmental challenges will continue to be a feature of the work in 2023-24. The Community Relations Council is playing its part in the environmental challenge, learning how to deliver our services in a sustainable way and based on the knowledge we already apply to community relations work: small actions taken by a large number of people can bring about positive change.

In 2022-23 127 organisations and projects that received funding totalling £2,323,278 across our grant schemes: Community Relations and Cultural Diversity (CR/CD) Small Grant Scheme, the Core Funding Grant Scheme, the Pathfinder Scheme, the Publications and Media Scheme and The Executive Office’s North Belfast Strategic Good Relations Programme. We continued to be a hub for the exchange of learning and best practice, providing online and in-person development and engagement opportunities to our funded groups, community practitioners, policymakers, academics, and wider networks. During the year we organised three meetings of the Together: Building a United Community (T:BUC) Engagement Forum on behalf of The Executive Office. The complex weave of perspectives necessary to reflect the diversity of our community is represented in the themes and participation in the Forum which continues to be a platform for structured engagement between those involved in the design of the policy and the practitioners working on various aspects of delivery.

Good Relations Week 2022 incorporated 264 events and this year we were able to have delivered them in-person as well as online. The steering group included representatives from The Executive Office, the Department for Communities, the Department for Justice, the Education Authority, Nerve Centre, Libraries NI, Cathedral Quarter Trust, and T:BUC Young Ambassadors, NI Environment Link, The Rainbow Project, Belfast Health and Social Care Trust, and Another World Belfast. As always, we are grateful to the steering group and everyone else who contributed to the week without them the week couldn’t take place.

Our communication channels remained an important aspect of our work, and our website, twitter and e-news continued to be a valued source of information. Our website attracted 25,766 users and 67,819 page views. We had 2,345 subscribers to our monthly email newsletter, 7,813 followers on Twitter with post impressions of 348,400 and 3,900 followers on Facebook with a post reach of 308,800.

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This year we concluded our work on the Decade of Centenaries project which has been run jointly with The National Lottery Heritage Fund. Details of the many useful resources developed during the project are now available on our website. This year sadly we also lost Dr. Eamon Phoenix. Eamon made an amazing contribution to the body of work undertaken during the decade project. Such was his personal contribution that the CRC was delighted to award him the Community Relations Award for exceptional achievement. He had an encyclopaedic knowledge of our history and was called on by so many of us to help with our events during the project. Eamon always managed to pick out some moment in history that perfectly captured the complex, often contradictory nature of our story. I could not here begin to capture the enormous contribution Eamon made. We are forever in his debt, privileged to have worked with him, continuing to miss him at each and every gathering and honoured to have some small examples of his wonderful perspectives and oratory in our web archive.

This year we were also sorry to hear of the death of another previous Good Relations Award recipient, Baroness May Blood. The Community Relations Council was honoured to have awarded May the Good Relations Award 2021 for her selfless work and for being a champion of community relations in Northern Ireland. The Good Relations Award highlights exceptional achievement in promoting community relations, intercultural work, and peacebuilding – Baroness Blood was a shining example. May devoted a significant part of her life to community relations and education. She was a remarkable woman and the first from Northern Ireland to be given a life peerage. May’s tireless work with the Integrated Education Fund (IEF) was an inspiration to us all.

The Community Relations Council is grateful to colleagues in The Executive Office, our work in 2022-23 could not have been done without their valued support. I am also grateful to our Chair, Martin McDonald, and the Board members for their support and guidance during the year. As always, I am also grateful to my fellow staff members for their continued commitment to building good community relations.

Jacqueline Irwin Chief Executive and Accounting Officer

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Strategic Report

i) Performance Overview

The directors are pleased to present their Annual Report and Accounts for the year ended 31 March 2023. This overview section gives a summary on the creation of the Community Relations Council, its aims and objectives, the risks it currently faces and its achievements over the 2022-23 year.

Principal Activities

The Northern Ireland Community Relations Council was established by government in 1990 as an independent charity and a company limited by guarantee.

The overall aim for the Community Relations Council, as set out in its Articles of Association, is the advancement of education and of other charitable purposes beneficial to the community in Northern Ireland (“the area of benefit”), and in particular, but not so as to limit the generality of the foregoing, the advancement of education in, and the understanding of, the different cultural traditions of the peoples of the area of benefit and the improvement of community relations in the area of benefit.

The Board of the Community Relations Council has nine members, meets every six weeks and is supported by the Audit and Risk Assurance Committee and the Finance and General Purposes Committee. The Chief Executive Officer (CEO) of the Community Relations Council is responsible for delivery of the organisation's strategy and is supported by three Directors: Director of Funding and Development, Director of Community Engagement and Director of Finance, Administration and Personnel. The staffing structure of the Community Relations Council is currently made up of 17 employees as presented in the organisation chart shown on page 13. The Community Relations Council encourages and develops employees to enhance the contribution they make to the Community Relations Council's work and the issues important to developing good community relations. Although this is a small team, the Community Relations Council routinely works in partnership across the region with other bodies that have good relations objectives.

Following the relaxation of the government's Covid-19 advice that people should work from home whenever possible, the Community Relations Council delivered it’s 2022-23 operational plan in an agile mix of on-line and in-person activities. This approach has enabled the organisation to deliver a more sustainable programme that will reduce our impact on the environment.

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Review of activities

Strategic Plan 2020-24

The Community Relations Council takes its planning objectives from “Together: Building a United Community” (T:BUC) published by The Executive Office in 2013. Following public consultation, the 2020-23 strategic plan for the Community Relations Council was approved in January 2021. It sets out the strategic objectives of the Community Relations Council in the context of T:BUC and provides the strategic context for the work delivered by the Community Relations Council during 2022-23. With the agreement of The Executive Office CRC's 202023 Strategic Plan has been extended to 2024 to facilitate alignment with the outcome of the Department's review of Together: Building a United Community.

The Community Relations Council promotes good relations among the citizens and communities of Northern Ireland and supports the delivery of the Programme for Government (PfG) and the T:BUC strategy. To fulfil these aims the Community Relations Council focuses on the following areas of activity set out in our 2020-24 Strategic Plan:

Business Plan 2022-23

The business model employed by the Community Relations Council to ensure delivery of its key priorities and achievement of its objectives is implemented through three key functional activities; Funding and Development; Community Engagement; and Finance, Administration and Personnel.

The Community Relations Council’s 2022-23 Business Plan had the following three strategic objectives:

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Risk and Uncertainty

The Community Relations Council, as a community relations development organisation with a funding role, must be prepared to deal with opportunities and risks associated with the nature of its work. The Community Relations Council’s appetite for risk is determined by the belief that it is not possible to eliminate risk. There will always be a level of residual risk associated with the work that cannot be eliminated but may be mitigated to an acceptable level.

A series of risks related to delivery of the Community Relations Council’s objectives were managed during the year. The Community Relations Council has identified the following as the principal risks and uncertainties facing the organisation at 31st March 2023:

Risk Impact Mitigations
Resources - Financial In developing a business case to implement
Department of Finance Pay Remit guidance it has
become apparent that employees’ pension
schemes and pension contributions is a
complicated and dynamic area, and as such the
financial implications have significant inherent
uncertainty.		 The Community Relations
Council will continue to work
with The Executive Office and
Department of Finance to
achieve full compliance with
Department of Finance
guidance.
Resources -
Human
Resource		 This risk considers the impact of staffing issues
within CRC.		 CRC’s temporary Finance
Manager began full time on
Wednesday 8thMarch 2023.
CRC received a resignation
from the Director of Funding
and Development at the end
of March 2023.
Resource – Financial This risk considers the impact of the increase in
External Audit Fee		 The Chair raised this matter
with TEO. TEO is now
investigating whether this is
a widespread issue across
ALBs.
Since then, the Audit Office
has written to CRC outlining
the costs for 2022-23 audit.
Resources – Human
Resource		 This risk considers the impact of recent
correspondence relating to the NILGOSC Pension
Scheme		 CRC has received legal
correspondence about the
effects of changes made to
pensions as a result of the
enactment of the Public
Service Pensions Act (NI)
2014. Legal advice has been
taken.
CRC’s solicitors drafted a
response to the
correspondence. With the
approval of the Chair, the
submission was made to the
Tribunal Service on Friday
25thNovember 2022. This
letter has been shared with
Board members.
Resource – Financial This risk considers the impact CRC faces in terms
of the 2023/24 budget from The Executive
Office. Resource budget confirmation -£2,998k
confirmed on 28thSeptember 2023. GIA (Grant-
In-Aid – Cash)£3,033kconfirmed on 27th
September 2023		 TEO announced that the
Department would likely face
a 10%-15% cut to their
budget. CRC have incurred a
10% cut to Resource & Cash
budgets in 2023-24

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A more detailed explanation of the Community Relations Council’s Internal Control and Risk Management process, including the Community Relations Council’s principal risks and uncertainties, is included on pages 39 to 45.

The Community Relations Council monitors its performance by comparing actual performance to targeted performance as detailed in the 2022-23 business plan. Performance against business plan targets is reported through the management team to the Finance and General Purposes Committee, Board and The Executive Office. Where comparison between targeted and planned performance has indicated a risk that a business plan objective may not be achieved then mitigating action will be taken and if necessary, reported on the risk register.

Going Concern

The Executive Office wrote to the Community Relations Council confirming that funding had been secured for the 2023-24 financial year. The Board is satisfied that the Community Relations Council is a going concern on the basis that it has a reasonable expectation that the Community Relations Council will continue to operate for the foreseeable future. In January 2020-21 the Community Relations Council received Ministerial approval for the 2020-23 Strategic Plan from The Executive Office. The Executive Office has agreed that the Strategic Plan should be extended for 1 year to allow time for the alignment of the next strategic plan with the outcome of the review of Together: Building a United Community and the next Programme for Government. Based on this agreement, the 2023-24 business plan is at an advanced stage of preparation and is with The Executive Office officials pending Ministerial approval. The financial statements are therefore prepared on the going concern basis.

The Restricted Pension Reserve, which is the valuation of the company’s pension scheme at 31st March 2023 shows a funding surplus of £194,000. The surplus represents the difference between the pension fund and the value of its underlying assets. With effect from 1st April 2019, The Executive Office has provided a guarantee to Northern Ireland Local Government Office Superannuation Committee (NILGOSC) in respect of any deficit. In the event that the Community Relations Council becomes insolvent or enters into liquidation, The Executive Office will pay to NILGOSC any unpaid scheme liabilities. The guarantee mitigates the Community Relations Council's solvency and liquidity risk in respect of the Restricted Pension Reserve.

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Summary Performance Appraisal

During the year the Community Relations Council achieved delivery of 19 key performance indicators (KPIs).

This included the following achievements:

The continued downward pressures on public sector finance are always a risk to the Community Relations Council being able to deliver its full strategic ambition. Strained relationships and other pressures in the political arena also represent a risk to community relations. These risks are considered as part of the Community Relations Council’s risk management process, with additional mitigating actions identified and reported to the Audit and Risk Assurance Committee.

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Organisation Chart

----- Start of picture text -----
BOARD and
sub committees
Chief Executive
Officer
Personal Assistant
Director of Funding Director of Finance Director of
& Development Administration & Community
Personnel Engagement
Core Funding Finance Manager Communications Officer
Officer
Vouching and
Verification Officer
Evaluation Officer
Policy Officer
Finance
Administration
Officer
Project Officer
Policy Engagement
Officer
HR Manager
Project Officer
Information Officer
----- End of picture text -----

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ii) PERFORMANCE ANALYSIS

A) Summary

The key undertakings during 2022-23 to deliver on the Community Relations Council’s priorities included:

  1. the Executive Office funding provided to the Community Relations Council for 202223 was distributed to assist with achievement of the Programme for Government (PfG) and T:BUC strategic outcomes;

  2. the Community Relations Council supported the implementation of the T:BUC Strategy and related PfG outcomes by providing policy feedback to TEO through a series of events including the T:BUC Engagement Forum, inputting to relevant T:BUC sub-groups and giving guidance on good relations best practice to relevant stakeholders;

  3. the Community Relations Council delivered the annual Good Relations week with a mixture of online and in-person events in collaboration with The Executive Office, the Department for Communities, the Department of Justice, NI Environment Link, Belfast Health and Social Care Trust, The Rainbow Project, Another World Belfast, and the Education Authority. The week successfully encouraged and celebrated good relations;

  4. the Community Relations Council co-ordinated the Decade of Commemoration project and hosted the interagency roundtable that ensured information was shared across stakeholders;

  5. project resources continue to be disseminated to share learning and best practice within and between relevant public bodies and the voluntary and community sector;

  6. the Community Relations Council delivered its work with a commitment to a public service ethos – transparency, accountability, equality, efficiency including managing ongoing financial pressures in 2022-23;

  7. the Community Relations Council implemented changes to its Assurance and Accountability processes, including updates to its risk management strategy, defining its risk appetite, revising the risk register and the introduction of assurance statements and delivery reports at the Directorate Level;

  8. the Community Relations Council, with the approval of the Board, agreed a paper setting out CRC's commitment to sustainability and making a number of pledges related to the environment, health, and our shared earth.

  9. following consultation with its employees the Community Relations Council completed a series of projects to enhance its employee engagement framework.

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The 2022-23 business plan was laid out in the three strategic areas, Funding; T:BUC Engagement; and Delivery and Trusted and Effective Public Service and Good Governance.

The performance of the Community Relations Council is set out in the chart below which summarises stages of completion of each of the projects undertaken during 2022-23. Further detail for each project is given on pages 16 to 25.

----- Start of picture text -----
Status of 2022/23 Projects
25
20
15
10
5
0
Delivered Partially Achieved Delayed
----- End of picture text -----

Long Term Expenditure Trend

Long term
Expenditure Analysis		 2019-20 2020-21 2021-22 2022/23
£'000 £'000 £'000 £'000 £'000
Grants 2,115 2,103 2,252 2,323 1,931
Programme Costs 79 54 76 60 24
Salaries 841 892 979 909 798
Overheads 263 242 296 288 216
Total Expenditure 3,299 3,291 3,603 3,580 2,969

Since 2016-17 the Community Relations Council has been allocated £670K for NBSGRP grant awards without receiving additional resource to administer the scheme.

During this extended period of financial constraint, the Community Relations Council continues to protect, as far as possible, resources being allocated to funded groups by minimising cuts to grants and programme costs. The Community Relations Council awarded £2,337k in grants (cash awards) during the 2022-23 financial year being 3.7% more than prior year.

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B) Detailed Performance Analysis

The directors are pleased to present Detailed Performance Analysis for the year ended 31st March 2023. This analysis section provides detail on the performance of the Community Relations Council by its key functions and objectives during the 2022-23 year.

Key Performance Indicators

The Community Relations Council Key Performance Indicators (KPIs) are included in the annual business plan. Performance against those indicators is reported to the Board and to The Executive Office each quarter. The risk management process is designed to ensure that sufficient internal control is in place to manage uncertainty in achieving the Community Relations Council’s KPIs and to identify additional action where necessary.

Programme for Government

The Community Relations Council's KPIs have an outcome focus that aims to ensure that work undertaken by the organisation leads to a real difference to society. Peace-building and improving community relations contribute to the conditions in which all of the Programme for Government (PfG) indicators and outcome are more likely to be achieved. There are, however, a number of draft PfG indicators and outcomes to which the work of the Community Relations Council is particularly relevant :

Indicators Indicators Outcomes
1. Reduce crime (relevant to
CRC, crime motivated by
sectarianism or racism)		 30. Improve our
attractiveness as a
destination		 7. We have a safe community
where we respect the law and
each other
26. Increase respect for each
other		 31. Increase shared space 9. We are a shared, welcoming
and confident society that
respects diversity
27. Improve cultural
participation		 35. Increase reconciliation 10. We have created a place
where people want to live and
work, to visit and invest
28. Increase the confidence
and capability of people and
communities		 40. Improve our
international reputation

The Community Relations Council’s annual business plan contributes towards the delivery of the Together: Building a United Community strategy’s priorities and associated outcomes. The strategy outlines how Government, community and individuals will work together to build a united community and achieve change.

Funding and Development

In 2022-23 the Community Relations Council delivered the Community Relations and Cultural Diversity Small Grant Scheme, the Core Funding Grant Scheme, the Pathfinder Scheme, the

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Publications and Media Scheme and, on behalf of The Executive Office, the North Belfast Strategic Good Relations Programme (NBSGRP). In total, 127 organisations and projects received funding offers of £2,323,000.

Thirty-one organisations received grants awards of £1,371,185 from the Core Fund and ten organisations received grant awards totalling £674,300 from NBSGRP. In addition to the Core Fund and NBSGRP schemes, the Community Relations Council awarded £173,551 in funding to 74 projects from 104 applications received under the CRCD funding programme dealing with the legacy of the conflict, peace-building, tackling sectarianism and racism, and building good relations in our diverse community.

Since 1st April 2018, in collaboration with The Executive Office, the Community Relations Council is operating the Code of Practice for Reducing Bureaucracy. During the 2021-22 business year the Community Relations Council moved all of its processes online and in 202223 adopted procedures that introduce a risk-based approach to verification of expenditure.

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Grant Expenditure to date – District Council Areas 2022 - 2023

Core CRCD Media North
Belfast		 Pathfinder Publications Total
Multiple 332,792.78 39,748.00 46,568.52 419,109.30
Regional 702,198.97 46,250.23 8,881.00 757,330.20
Antrim and Newtownabbey 37,437.56 860.00 38,297.56
Ards and North Down
Armagh City, Banbridge and Craigavon 34,323.25 5,519.98 39,843.23
Belfast 161,025.14 54,143.85 10,000.00 674,300.00 29,819.00 929,287.99
Causeway Coast and Glens 40,529.88 40,529.88
Derry City and Strabane 62,877.13 16,649.69 4,954.37 18,040.00 102,521.19
**Fermanagh and Omagh ** 5,474.00 5,474.00
Lisburn and Castlereagh City
Mid and East Antrim
Mid Ulster
Newry Mourne and Down 4,905.25 4,905.25
Total 1,371,184.71 173,551.00 14,954.37 674,300.00 94,427.52 8,881.00 2,337,298.60

NB: Multiple Councils – the grant was awarded for projects taking place in 2 – 4 District Council areas

Regional Councils – the grant was awarded for projects taking place in 5 – 11 District Council areas

Where there are areas of low grant application the Community Relations Council has put in place welcoming statements to encourage community relations activity.

These numbers are detailed on pages 86-101 (Grants paid in 2022-2023). These are 'cash' accounting numbers versus 'resource' accounting numbers reported on page 70

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FUNDING – Applications and Awards by Council Area

2022/23 Applications and Awards by Council Area

----- Start of picture text -----
2022 - 2023 Applications and Awards by Council Area
70
60
50
40
30
20
10
0
Applications Awards
----- End of picture text -----

For comparison: 2021/22 Applications and Awards by Council Area

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Performance Highlights

FUNDING- Performance Highlights FUNDING- Performance Highlights FUNDING- Performance Highlights
Scheme Applications Processed as planned Total Funding
Target Performance
Core Funding 48 48 £1,371,185
CRCD 104 104 £173,551
NBSGRP 10 10 £674,300
Media 16 16 £14,954
Pathfinder 10 10 £94,428
Publications 12 12 £8,881
TOTAL 200 200 £2,337,299

Community Engagement

The Community Relations Council provides development support and engagement opportunities as a hub for the exchange of learning and best practice among our funded groups and wider networks. The relationship between policy, practice and reflective evaluation remains at the heart of the work of the Community Relations Council, well-crafted public policy and effective service delivery depends on it.

During the year the Community Relations Council coordinated and delivered three Engagement Forum events.

CRC’s September T:BUC Engagement Forum was a hybrid event, hosted online and at the Stormont Hotel in Belfast. The event took place during Good Relations Week 2022 and considered how the UN Sustainable Development Goals and good relations work are interconnected.

CRC were delighted to have the co-author of the UN Sustainable Development Goals, David Donoghue speaking at the event. There was also input from Northern Ireland Environment Link, St Columb’s Park House, Belfast City Council’s Forth Meadow Greenway Initiative and The Cornfield Project.

The Engagement Forum provides a platform for formalised and structured engagement to influence positive outcomes from the T:BUC strategy through co-design, co-working and a shared learning approach. The diversity of those attending the meetings provides a broad and inclusive perspective that can assist with the achievement of the vision and aims of the T:BUC Strategy. The Community Relations Council continues to encourage a wide participation in the T:BUC Engagement Forum to reflect our community.

We also organise and facilitate a series of Shared Learning Forums for funded groups to meet and learn from each other’s practice.

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The annual Good Relations Week, co-ordinated by the Community Relations Council took place from 19th to 25th September 2022 with the theme of "Change Starts With Us". The Week is designed to showcase good practice and encourage wide engagement. The Community Relations Council was joined on the steering group by The Executive Office, the Department for Communities, the Department for Justice, the Education Authority, Libraries NI, The Cathedral Quarter Trust, The Nerve Centre. This year new members joined the steering group from NI Environment Link, The Rainbow Project, The Belfast Health and Social Care Trust, and Another World Belfast. The launch of the week was also supported by every Council many of whom organised a local launch in their areas. The launch and the week of activities attracted extensive media coverage as well as coverage in the regional press.

The 2023 Good Relations Awards expanded to include five categories bringing in new partners with additional expertise to the assessment of the Award nominations. Panels met on 30[th] January 2023 and 2[nd] February 2023 to assess a total of 53 nominations received across all the categories. The Award recipients were announced at a special presentation event in Belfast Harbour Commissioners Office on 7[th] March 2023.

The email newsletter, eNews, has been issued every month during the year. The eNews covers CRC and T:BUC funding opportunities, as well as sharing stories of community-based groups and organisations who are working hard to build united communities at the local level.

Social media was also used to communicate our messages. The Community Relations Council has grown its Twitter and Facebook followers to 7,813 followers on Twitter and 3,900 followers on Facebook. Our website continues to grow as it provides a valuable resource for information, as well as keeping people up to date with news from the sector. During the year, the CRC website attracted 25,766 users and had 67,819 page views.

Our collaboration with National Lottery Heritage Fund on the “Decade of Centenaries” project came to an end after ten years.

To mark the achievements over the ten years CRC and Heritage Fund launched a new website titled www.principlesforremembering.com. This website is devoted to developing a continuing conversation around the issues of remembering in public space. It holds numerous case studies, videos and digital resources collected over the ten years of the project’s existence.

The Community Relations Council this year continued its engagement with minority ethnic and faith communities particularly in relation to the Northern Ireland Strategic Migration Partnership.

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T:BUC Engagement and Delivery

Objective Output Highlights
In conjunction with TEO
deliver the T:BUC
Engagement Forum.		 Three meetings of Engagement Forum were delivered on 18th
June 2022, 20th September 2022 and 7th March 2023.
Produced a summary report and production of key
messages/evaluation document for each event.		 Summary and key messages and evaluation documents were
completed.
Events were well attended with over 100 people taking part in
each event. Attendees and participants included TEO staff,
community practitioners, policy makers and academics amongst
others.
Over the year 458 people attended the 3 Engagement Forums.
19% of attendees at the three T:BUC Engagement Forums were
new.
99% of attendees at the T:BUC EF rated the events as good, very
good or excellent
Influence good
relations policy
outcomes by
inputting to relevant
PfG and T:BUC
subgroups
and providing
information and
feedback to relevant
stakeholders.		 Participating in the T:BUC Structures.
Provided advice and shared learning opportunities.
Guidance on funding requirements to funded groups.
Collate and disseminate resources.
Delivered four funding fairs.
Delivered four online Shared Learning Events for core funded
and North Belfast Strategic Good Relations Programme groups.
 Throughout the year CRC provided support to funded groups
including delivery of events online and face to face, online grant
procedures, regular website updates, social media posts and the
monthly eNews.
A programme of 4 Shared Learning events was delivered. This
year we were able to move these events into a hybrid format with
in-person and online participation. 95% of participants rate the
Shared Learning Events as very good, very good or excellent
overall
Funding fairs were delivered across the region focussing on areas
of low grant uptake. We ere pleased to work alongside Councils
and community partners in delivering these events.

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Objective Output Highlights
Promote Good
Relations work
through the delivery
of Good Relations
Week, the
Good
Relations Award and
other activities.		 Good Relations Week delivered in a hybrid format during
September 2022. The week saw the delivery of a programme of
engagement events, lessons learned and best practice with other
groups and organisations within and connected to the
community relations sector.
An evaluation report was produced.
2023 Good Relations Award presentation event took place on
7th March 2022.		 264 event listings covering every council area across a range of
themes during Good Relations Week 2022.
213 print, online and broadcast media articles about the week.
Positive feedback received in the event evaluation.
15 people recognised for their peacebuilding efforts and
contribution through the 2023 Good Relations Awards. There was
one winner and two runners up for each Award.
Co-ordinate
and lead on the
Decade of
Commemorations
Project (in
collaboration with
Heritage Lottery
Fund).		 Delivered an event to reflect on the Decade of Centenaries work
and highlight the successful Principles for Remembering In
Public Space.
Project resources continue to be disseminated to share learning
and best practice within and between relevant public bodies and
the voluntary and community sector.		 The Community Relations Council led the coordination of the
project interagency round-table that ensured information was
shared across stakeholders. The project was closed this year and
the principles of remembering website was developed as a closing
resource.
Engagement and
communication with the
sector via relevant media
platforms.		 Regularly update various social media platforms.
News information produced and circulated widely.
12 Monthly eNews produced and distributed.
New website developed
New video content created.
 Twitter Followers: 7,813.
Facebook Followers: 3,900.
Website Page Views: 67,819. Users 25,766
Email marketing subscribers: 2,345
Visit www.principlesforremembering.com
New videos on CRC website and YouTube channel covering for
example GR Award winners and CR/CD funded work.

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Peace Monitoring Report

The Joseph Rowntree Charitable Trust has provided the Community Relations Council a grant award to fund two further editions of the Peace Monitoring Report. Production commenced during the 2021-22 business year when the authors were appointed following an open tender process. The authors have continued work on the report and plan to present a final draft in 2023. £29,350 of the funds received from the Joseph Rowntree Charitable Trust have been treated as deferred income and are included within Accruals & Deferred Income on the Balance Sheet in the 2022-23 financial year.

Financial Summary

The Statement of Financial Activities on page 59 indicates that the company had incoming resources of £3,310,999 (2021-22 - £3,239,861) in the year. Note 2 on page 66 shows The Executive Office as being the sponsor of 98.7% (2021-22 99.5%) of this income. In line with the “Charities SORP FRS 102” the Community Relations Council recognises income as it is received and expenditure as it is incurred. As a result, income was exceeded by outgoing resources of £3,579,963 by £268,964 (2021-22 – income exceeded outgoing resources of £3,602,728 by £362,867)

The Community Relations Council was allocated a resource budget of £3,348,000 for the year to 31st March 2023 by The Executive Office. This budget funded net resource expenditure of £3,348,000 (excluding actuarial movements on the pension liability) which represented 100% of total funding allocated to The Community Relations Council by The Executive Office. The Community Relations Council was also allocated a capital budget of £10,000 for the year to 31st March 2023 by The Executive Office. This budget funded capital expenditure of £4,000.

The Balance Sheet on page 60 shows that the company had a fund deficit of £(366,449) at 31st March 2023 (2021-22 – deficit of £2,866,485). The organisation’s Restricted Reserve at 31st March 2023 was a deficit of £366,449 (2021-22 – deficit of £2,866,485) of which £560,449 was a deficit in the income reserve (2021-22 – a deficit of £480,485). The valuation of the company’s pension scheme as at 31st March 2023, for the purposes of IAS19, showed a funding surplus of £194,000 (2021-22 - deficit of £2,386,000).

This surplus represents the difference between the liabilities of the pension fund and the value of its underlying assets.

Corporate Social Responsibility

The Community Relations Council is committed to complying with all its Human Rights and Equality obligations and best practice. The Community Relations Council applies its equal opportunities policy to prevent any instances of direct and indirect discrimination. The Community Relations Council applies its Equality Scheme which has been approved by ECNI. The scheme is developed in compliance with practice recommended by ECNI to promote equality and good relations as envisaged in Section 75 of the Northern Ireland Act 1998. The Community Relations Council applies its Disability Action Plan, which has been reviewed by ECNI.

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The Community Relations Council monitors and applies its Fraud policy and procedures, including anti-bribery procedures, and subsequently provided training to all Community Relations Council employees. In addition to the Fraud policy, the Community Relations Council apply a suite of policies and procedures to ensure appropriate anti-corruption measures are taken including its Financial Manual, Procurement procedures and Whistleblowing procedures.

iii) Other matters – Sustainability report

The Community Relations Council is committed to the Northern Ireland Executive’s Sustainable Development Strategy and has introduced policies and practices to encourage efficiency in the use of resources. These include the 100% use of recycled paper and the introduction of multifunction printing/copying/scanning devices which are set to duplex printing. The Community Relations Council is located in Equality House, a modern office building in Belfast that houses other Arm’s Length Bodies. In doing so the Community Relations Council makes a contribution to Government targets for better use of its overall estate. The Community Relations Council participates in the Equality House facilities committee with the other Arm’s Length Bodies. The Community Relations Council has undertaken a number of projects to move its services online and away from paper-based processes. The realisation of the full benefits of these projects was hastened by the move to remote working due to the Covid-19 pandemic. The lack of travel and the use of online conferencing for events has also assisted our contribution to the sustainable development strategy.

Through its earlier work in preparation for its Strategic Plan 2020-23 the Community Relations Council has noted a substantial and growing interest in wider environmental issues, including concerns around climate change, global warming, sustainable development and recycling. In its strategic plan the Community Relations Council notes that the concepts of well-being and the common good provide a link between good relations and a wide range of other issues, including environmental issues. The Community Relations Council appointed an Environmental Champion who aims to improve and monitor the sustainability and environmental goals of the organisation. Since then, the Board has received and approved a paper setting out a strategy to improve CRC's environmental impact by: introducing a 'Digital First' policy to publications; eliminating the purchase or single use plastic; continue to implement a paperless office; explore the option of becoming a 'FairTrade' office; add criteria to the procurement policy relating to sustainability and environmental standards. The organisation has put in place a Hybrid Working Policy. This has been blended with officebased working in a manner that has a positive environmental impact. The Community Relations Council will continue to explore the interconnection between good relations and environmental issues.

……………………………….. ………………………………….. J Irwin - Accounting Officer M McDonald - Chairperson 14th November 2023 14th November 2023

………………………………….. ………………………………….. Date Date

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DIRECTORS’ REPORT

A) Corporate Governance Report

i) Trustee’s and Directors’ Report

Structure, Governance and Management

The Northern Ireland Community Relations Council is a company limited by guarantee, with no share capital, and is registered as a charity by the Charity Commission for Northern Ireland.

The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up members are required to contribute an amount not exceeding £1.

These accounts have been prepared in accordance with the accounting and disclosure requirements of the Companies Act 2006, along with selected disclosures as recommended in the 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with Financial Reporting Standard FRS 102 (effective 2nd October 2019)’.

The Directors have complied with guidance published by the Charities Commission.

Organisational Structure

The Community Relations Council is governed by the Members of the Council. Where the Articles of Association refer to the Council, it can also be read as the Company, which shall mean the Members of the Council can also be read as the Directors of the Company.

The Council has capacity to register 24 members and there was a total of nine members in post during the year. The Council aims to meet every six weeks, holding at least six meetings during any 12-month period. A scheme of delegation is in place and day-to-day responsibility for provision of services rests with the Chief Executive, Jacqueline Irwin, supported by the Senior Management Team. The Senior Management Team consists of the Director of Funding and Development, Director of Community Engagement and Director of Finance, Administration and Personnel.

The Chief Executive, with the assistance of the Senior Management Team, manages the dayto-day activities of the Council and reports directly to the Chairperson. The Chief Executive and the Senior Management Team also provide progress reports to all Council meetings.

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Directors

The directors of the company at 31st March 2023 were as follows:

Mr. Martin McDonald (Chair) Mr. Michael McDonnell Mr. Rory Campbell Ms. Claire Harris Ms. Audrey Simpson Mr. John McCallister Dr. Máire Braniff Ms. Nisha Tandon Ms Sheila McClelland

Board members, including the Chair, are appointed by the Head of the Northern Ireland Civil Service following a recruitment exercise led by The Executive Office in a manner intended to comply fully with guidance from the Office of the Commissioner for Public Appointments in Northern Ireland (OCPANI). All current members took up their positions on 1st June 2019 and were appointed for three years. In the absence of Ministers to take decisions during 2022-23, The Executive Office has extended the term of office of all members to June 2024.

Following appointment, all directors receive ‘On Board’ training conducted by the Chartered Institute of Public Finance and Accountancy (CIPFA), Equality and Recruitment training, conducted by ECNI, induction into the role by The Executive Office as it’s Arm's Length Body and a full induction into the work of the Community Relations Council conducted by Community Relations Council staff. Induction training for new members of the Audit and Risk Assurance Committee and the Finance and General Purposes Committee of the Community Relations Council is also provided into the work of those committees.

Statement of Grant Making Policies

The Community Relations Council provides grant aid and advice to voluntary and community groups in support of projects which have a community relations purpose or value. The Council has a variety of funding schemes each tailored to promote certain aspects of community relations:

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Details of the grants awarded during the 2022-23 financial year are shown on page 86.

Community Engagement

The Community Relations Council seeks to promote learning, best practice and good communication between all relevant sectors and government to assist effective implementation of the Programme for Government and T:BUC strategy by:

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Future plans

As an Arm’s Length Body of The Executive Office our strategic direction, confirmed by Ministers, is to be a key delivery agent for departmental good relations policy, including the implementation of the aims and objectives of the T:BUC strategy and an outcome based approach to delivery. This includes promoting policy through positive engagement with relevant stakeholders in the community and establishing and implementing best practice.

Employee and Board involvement

The Board of the Community Relations Council is responsible for establishing the overall strategic direction of the Community Relations Council. In doing so it will approve the triennial strategic plan, the annual business plan, corporate policies and provide assurance to The Executive Office that appropriate action is being taken on strategic, financial, legal and governance matters. Employees are responsible for implementing the Board’s decisions,

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including reporting and providing assurance to the Board on the Community Relations Council’s performance in implementing the Board decisions. Staff involvement includes attendance at Board meetings, joint planning sessions with Board members, monthly staff meetings, the use of project teams and performance management tailored to support the achievement of strategic objectives.

Personal data related incidents

The Community Relations Council is required to report on personal data related incidents and accordingly have a control system to meet these responsibilities under the General Data Protection Regulation (GDPR) and the Data Protection Act 2018 and the Freedom of Information Act 2000. The control system has been established to ensure the appropriate handling of personal data and information used for operational and reporting purposes through the development of appropriate strategy and policy.

There were no breaches of personal data during the year.

Freedom of Information

During 2022-23 year the Community Relations Council received two Freedom of Information (FOI) requests. All requests were responded to in a timely way and in a manner consistent with the Community Relations Council's publication scheme.

Pensions

The Community Relations Council participates in a defined benefit pension scheme administered by the Northern Ireland Local Government Officers' Superannuation Committee (NILGOSC) for all permanent staff. Further details are set out in the Remuneration Report on pages 45 to 49 the accounting policies on pages 61 to 65 and commitments under Defined Benefit Pension Scheme in Note 16 on pages 76 to 80.

Reporting of Complaints

The Community Relations Council received no complaints during 2022-23.

The Community Relations Council’s Complaints Policy can be accessed via the website (https://www.community-relations.org.uk/contact-us) .

Prompt Payment Policy

The Community Relations Council is committed to the prompt payment of bills for goods and services received in accordance with the Late Payment of Commercial Debts (Interest) Act 1998. Unless otherwise stated in the contract, payment is due within 30 days of the receipt of the goods or services, or presentation of a valid invoice or similar demand, whichever is later. Regular reviews conducted during the year to measure how promptly the Community Relations Council paid its bills found that 95% (2021-22: 96%) of bills were paid within this standard. It was also noted that 82% (2021-22: 92%) of bills were paid within10 days.

Related Parties

Details of the company’s related parties are set out in note 17 to the Accounts.

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Register of interests

The Chair, Board of Directors, Chief Executive and Senior Management Team are required to register all interests, direct or indirect, which members of the public might reasonably think could influence their judgment. The register of interests is available on the Community Relations Council website or for public inspection by contacting the Director of Finance, Administration and Personnel, Northern Ireland Community Relations Council, Equality House, 7-9 Shaftesbury Square, Belfast. BT2 7DP.

Corporate Governance

The Governance Statement is set out on pages 32 to 45.

Auditors

The Comptroller and Auditor General has the statutory responsibility for the audit of the Northern Ireland Community Relations Council under the Companies (Public Sector Audit) Order (Northern Ireland) 2013.

ii) Statement of Accounting Officer’s and Directors’ Responsibilities

Under the Companies Act 2006, the Directors are required to prepare for each financial year, a statement of accounts in accordance with the requirements of the Companies Act 2006 and the Statement of Recommended Practice (SORP) for Charities. The accounts are prepared on an accruals basis and must give a true and fair view of the state of affairs of the Community Relations Council and of its income and expenditure, Statement of Financial Position and cash flows for the financial year.

In preparing the accounts, the Accounting Officer and Directors are required to comply with the requirements of the Government Financial Reporting Manual (FReM) and in particular to:

The Accounting Officer of The Executive Office has appointed the Chief Executive as Accounting Officer of the Northern Ireland Community Relations Council. The responsibilities of an Accounting Officer, including responsibility for the propriety and regularity of the public

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finances for which the Accounting Officer is answerable, for keeping proper records and for safeguarding The Northern Ireland Community Relations Council’s assets, are set out in Managing Public Money Northern Ireland.

As required by the Companies Act 2006, the Accounting Officer and Directors are also responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the accounts comply with the Companies Act 2006. The Accounting Officer and Directors have a general responsibility taking steps as are reasonably available to safeguard the assets of the company and to prevent and detect fraud and other irregularities.

Statement of disclosure of information to the auditors

The Accounting Officer and Directors confirm that the annual report and accounts as a whole is fair, balanced and understandable and the Accounting Officer takes personal responsibility for the annual report and accounts and the judgments required for determining that it is fair, balanced and understandable.

The Accounting Officer and Directors confirm that, for all directors in office at the date of this report:

iii) Governance Statement

1. Introduction

This statement is given in respect of the Community Relations Council for the year ended 31st March 2023. It outlines the Community Relations Council’s governance framework for directing and controlling its functions and how assurance is provided to support me in my role as Accounting Officer for the Community Relations Council.

The Community Relations Council’s governance structures are developed in line with Managing Public Money Northern Ireland (MPMNI), Departmental and other requirements and guidance. The Board of the Community Relations Council has corporate responsibility for ensuring that the organisation fulfils the responsibilities, aims and objectives set by the Board and agreed with The Executive Office and Ministers including promoting the efficient, economic and effective use of staff and other resources. As Accounting Officer, I have a duty to satisfy myself that the Community Relations Council has adequate governance systems and

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procedures in place to promote the effective, efficient conduct of its business and to safeguard financial propriety and regularity.

The Community Relations Council is an Arm’s Length Body of The Executive Office and a company limited by guarantee with charitable status. It has been formally governed as an Executive Non-Departmental Public Body (NDPB) since April 2012.

The Community Relations Council operates in accordance with a Partnership Agreement with The Executive Office as laid out in NI Code of Good Practice. This sets out the relationship between the two organisations and defines the financial and administrative framework of the Community Relations Council. The Community Relations Council’s primary source of income is grant-in-aid provided by its sponsoring Department, The Executive Office. The Partnership Agreement sets out the conditions on which grant-in-aid is paid and the related financial delegations of the Community Relations Council. The Partnership Agreement replaced the Management Statement Financial Memorandum previously approved by the Board and The Executive Office.

Within this overall framework, it is the role of the Community Relations Council to determine its policies and activities.

2. Compliance with Corporate Governance Code

The Community Relations Council applies the principles of the Department of Finance’s Corporate governance in central government departments: Code of good practice (2013) where applicable and any other relevant guidance received from government as it continues to strengthen its governance arrangements.

At the 31st March 2023 the Community Relations Council is compliant with the Code.

3. Governance Framework

The Community Relations Council has developed key organisational structures and relationships which support the delivery of corporate governance and which are:

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These key structures and relationships along with their responsibilities and performance are explained in detail in the relevant sections below.

4. Governance Responsibilities and Performance

Ministers

Relationships between the Community Relations Council and the Ministers are governed by the arm’s length principle, wherein the primary role of Ministers is to set the Community Relations Council’s strategic and financial framework including the structure of its funding and governance.

These responsibilities are discharged on a day-to-day basis on the Ministers’ behalf and in their absence, by the Sponsoring Body. Within this framework, it is the role of this organisation to determine its policies and activities in keeping with the objectives of Government policy and guidance.

Board and Sub – Committees

Board members have individual and collective responsibility for ensuring that the Community Relations Council fulfils its functions in accordance with its remit and that its activities ensure value for money within a framework of best practice, regularity and propriety.

The Community Relations Council has capacity for 24 members and there was a total of nine members in post during the year. The Community Relations Council aims to meet every six weeks, holding at least six meetings during any 12-month period. A scheme of delegation is in place and day-to-day responsibility for provision of services rests with the Chief Executive, Jacqueline Irwin, supported by the Senior Management Team.

The Board supports the delivery of effective corporate governance and operates within best practice guidelines set out in the Department of Finance’s Corporate Governance in Central Government Departments: Code of Good Practice (2013). The Board takes an objective longterm view of the business of the Community Relations Council, leading its strategic planning process and assisting me as Accounting Officer in meeting the corporate governance responsibilities for the Community Relations Council.

In addition, the Memorandum and Articles of Association set out the Board’s responsibility to establish and oversee corporate governance arrangements. Notwithstanding this, all tiers of management have commensurate responsibilities for ensuring that good governance practices are followed at an organisational/business level.

The key aspects of the Board’s role include:

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In line with best practice, the operational procedures of the Board are kept under continuous review. The Chair has reviewed the number of meetings of the Board and its committees as they relate to the completion of the business plan for the year. He has also reviewed attendance, chairing of committees and the findings of this year’s audit reports and is satisfied with performance for the year. During 2020/21 an Internal Audit report concluded that controls designed to mitigate risks associated with board effectiveness and corporate governance provided a satisfactory level of assurance.

During the year the Board received reports during each meeting on the delivery of business plan objectives; financial management and budget monitoring; HR and other resource priorities; and reports from the ARAC in relation to resilience of security and information assurance, contingency planning and business continuity planning.

The Board keeps under review the format and content of Board papers in line with good practice in relation to corporate governance and considers the information provided to be sufficient to allow it to discharge its strategic planning and corporate governance responsibilities.

The Board held eight meetings during 2022-23 in April, June, August, September, October, December, and two in February. The attendance at the meetings of directors in post at 31st March 2023 during the year is detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr. Martin McDonald (Chair) 8 8
Mr. Michael McDonnell 5 7
Ms. Claire Harris 5 8
Mr. John McCallister 8 8
Ms. Nisha Tandon 6 8
Ms. Audrey Simpson 6 8
Dr. Máire Braniff 4 7
Mr. Rory Campbell 7 8
Ms Sheila McClelland 5 8

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Dr. Máire Braniff and Mr. Michael McDonnell volunteered to sit on the Core Funding Appeals Panel. This resulted in both Dr. Máire Braniff and Mr. Michael McDonnell being prevented from attending the Board meeting that considered applications for Core Funding. As a result, maximum possible attendance for these members was reduced to seven meetings.

The Audit and Risk Assurance Committee

The purpose of the ARAC is to support the Accounting Officer in monitoring risk, control and governance systems (including financial reporting) in the Community Relations Council. Additionally, the Committee advises me, as the Accounting Officer on the adequacy of internal and external audit arrangements to ensure adequate levels of assurance.

The Chair of the ARAC provides an update report at each board meeting. Typical issues that are reported by the Chair of the ARAC include risk management, fraud investigations, audit reports, update on implementation of audit recommendations and service continuity planning.

The ARAC met seven times during the financial year. Membership of the ARAC in 2022-23 comprised a Chairperson and two Members, all of whom are Board Members.

The members of the ARAC during 2022-23 and their attendance at the meetings during 202223 is detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr.
John
McCallister
(Chairperson)		 7 7
Mr. Michael McDonnell 6 7
Mr. Rory Campbell 7 7

Assessment of the ARAC was conducted by the Chair of the ARAC at the end of the 2022/23 financial year. The Chair noted that during that year the Committee reviewed the Risk Register at every meeting; received the NIAO Report to Those Charged with Governance; oversaw the implementation of a number of audit recommendations; received 'satisfactory' rated reports from the internal auditors on their review of 'IT and Continuity Planning', 'Grant Administration', and 'Finance and Complaints Handling'. The Chair of the ARAC concluded that he was satisfied with their performance.

During the financial year the ARAC considered and advised senior management on the key strategic risks, audit strategy and audit reports. The programme of work completed during the financial year included:

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The Finance and General Purposes Committee

The role of the Finance and General Purposes Committee is to advise the Board on operations, polices and strategies related to financial management, financial reporting, procurement, facilities, information technology, human resources, information governance, equality matters and other corporate services. The Chair of the Finance and General Purposes Committee provides an update report at each board meeting on these issues.

The Finance and General Purposes Committee met three times during the financial year. Membership of the Committee in 2022-23 comprised a Chairperson and three Members, all of whom are Board Members.

The members of the Finance and General Purposes Committee during 2022-23 and their attendance at the meetings detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr. Martin McDonald (Chair) 3 3
Mr. Michael McDonnell 2 3
Ms. Nisha Tandon 3 3
Ms. Audrey Simpson 3 3

Assessment of the Finance and General Purposes Committee was conducted by the Chair of the Committee at the end of the financial year. The Chair noted that during the year, the Committee: reviewed CRC's performance against the Business Plan, quarterly; reviewed and approved a number of policies; and received and approved the 2021/22 Annual Report and Accounts. The Chair was satisfied with the performance of the Committee.

The Finance and General Purposes Committee considered and advised senior management on key financial and other operational matters. The programme of work completed during the financial year considered:

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Accounting Officer

In my role as Accounting Officer, I function with the support of the Board keeping them informed of specific business implications or risks and, where appropriate, the measures that could be employed to manage them.

As Accounting Officer, I have ensured the organisation’s progress in implementing an appropriate and proportionate system of internal control in accordance with all Government guidance.

The Community Relations Council’s Annual Report and Accounts are prepared in a form directed by The Executive Office with that form having been approved by the Department of Finance.

5. Quality of Data Provided to the Board

The Board is satisfied as to the quality of data and information provided which is always thoroughly reviewed. At present the Board receives standing information for each meeting on key areas such as delivery, performance, finance and human resources. Briefing papers on other material issues are provided as they arise. All papers are issued a week in advance of any Board meeting to allow members to review and, where appropriate, to raise questions in advance. The relevant business area attends Board meetings to support discussions or is asked to produce more detailed information in advance of the meeting. All statistical and financial information is provided by professionally qualified accountants. All reports/papers conform to a standard layout to ensure the appropriate focus on key issues. Financial and performance data is extracted from the accounting and operational systems and is therefore subject to regular, planned internal quality assurance checks and independent audits.

6. Board Effectiveness

Assessment of the Board and Board members was conducted by the Chair. Examples of the areas considered by the review include: attendance, contribution to strategic direction, adherence to the code of conduct, relationships and training. The Chair concluded that he was satisfied with Board performance. The Chair met with TEO on 7th June 2023 to provide an update on the work of the Community Relations Council and complete an appraisal of his performance as Chair.

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7. Internal Control and Risk Management

The Community Relations Council has procedures in place to ensure that it identifies its strategic and operational risks and determines a control strategy. As Accounting Officer, I have overall responsibility for the Community Relations Council’s corporate business and for ensuring the effective management of the associated risks. All relevant internal control considerations, including any issues of risk, are taken into account with regard to the achievement of the Community Relations Council’s policies, aims and objectives, and where necessary, are brought to the attention of the sponsoring department, The Executive Office. An important element of the system of internal control is provision of assurance to The Executive Office by way of the Quarterly Assurance Statement. The Community Relation Council’s internal control accords with best practice and applicable guidance.

The system of internal control is designed to manage risk to a reasonable level rather than to eliminate all risk of failure to achieve policies, aims and objectives, it can therefore only provide reasonable and not absolute assurance of effectiveness.

The system of internal control is based on an ongoing process designed to:

The system of internal control has been in place in the Community Relations Council for the year ended March 2023 and up to the date of approval of the Annual Report and Accounts, and accords with Department of Finance guidance.

To assist in the risk management process, the consideration of risks is mapped out in the Community Relations Council’s corporate Risk Register which is scrutinised and updated at each ARAC meeting and annually at the Board Meeting. The Register:

All new business activities are assessed for key risks and controls are put in place.

During 2022-23 The Audit and Risk Assurance Committee reviewed the risk strategy and register. The risk strategy and register are aligned with the Northern Ireland Audit Office (NIAO) publication “Good Practice in Risk Management”, with the key risks being reviewed by the management team in advance of being presented to and considered at each meeting of the Audit and Risk Assurance Committee. The Community Relations Council assessed the residual resource risk related to implementation of the Department of Finance Pay Remit guidance as red due to associated issues being uncertain and developing, and therefore implicating on the future financial resources available.

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The table below summarises the key risks which have been assessed as red and amber residual risks and were reported at the last meeting of the ARAC during the 2022-23 financial year.

Risk Impact Mitigations
Resources - Financial In developing a business case to implement
Department of Finance Pay Remit guidance it has
become apparent that employees’ pension
schemes and pension contributions is a
complicated and dynamic area, and as such the
financial implications have significant inherent
uncertainty.		 The Community Relations
Council will continue to work
with The Executive Office and
Department of Finance to
achieve full compliance with
Department of Finance
guidance.
Resources -
Human
Resource		 This risk considers the impact of staffing issues
within CRC.		 CRC’s temporary Finance
Manager began full time on
Wednesday 8thMarch 2023.
CRC received a resignation
from the Director of Funding
and Development at the end
of March 2023.
Resource – Financial This risk considers the impact of the increase in
External Audit Fee		 The Chair raised this matter
with TEO. TEO is now
investigating whether this is
a widespread issue across
ALBs.
Since then, the Audit Office
has written to CRC outlining
the costs for 2022-23 audit
Resources – Human
Resource		 This risk considers the impact of recent
correspondence relating to the NILGOSC Pension
Scheme		 CRC has received legal
correspondence about the
effects of changes made to
pensions as a result of the
enactment of the Public
Service Pensions Act (NI)
2014. Legal advice has been
taken.
CRC’s solicitors drafted a
response to the
correspondence. With the
approval of the Chair, the
submission was made to the
Tribunal Service on Friday
25thNovember. This letter
has been shared with Board
members.
Resource – Financial This risk considers the impact CRC faces in terms
of the 2023/24 budget from The Executive
Office. Resource budget confirmation -£2,998k
confirmed on 28thSeptember 2023. GIA (Grant-
In-Aid – Cash)£3,033kconfirmed on 27th
September 2023		 TEO announced that the
Department would likely
face a 10%-15% cut to their
budget. CRC have incurred a
10% cut to Resource & Cash
budgets in 2023-24

There are also a number of other processes which contribute to the management of risks and corporate governance in the organisation:

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• The Corporate and Business Planning Process:

• The Performance Management System:

HR policies are designed to ensure that the Community Relations Council has the appropriate numbers of staff with suitable skills to meet its objectives; a system is in place for managing attendance at work and levels of absence are reviewed regularly by the Board and reported to The Executive Office; independent HR guidance supports the organisation in ensuring that it operates in compliance with employment law.

The fraud policy and response plan details responsibilities regarding the prevention of fraud and the procedures to be followed in the event of a fraud being detected or suspected. The Annual Report highlights cases of suspected fraud or irregularity and how the Community Relations Council is responding to those claims. Note 18 on page 81 Financial Regularity provides further information.

No 'Raising Concerns' incidents occurred at CRC in 2022-23. Each was processed and reported as set out in the procedures. No fraud was detected in these cases, and they were closed down, in agreement with The Executive Office.

In line with recommended practice, the Community Relations Council has arrangements in place for the management of gifts and hospitality and all are included on a Gifts and Hospitality Register.

• Third Party Organisations:

Related party transactions are reported in the Accounts.

The Community Relations Council reviewed and updated its Business Continuity Plan in March 2022. The Business Continuity Plan was tested in May 2022 and November 2022. An internal audit of CRC's Business Continuity Plan was conducted in February 2023. The review concluded that Continuity Planning was 'satisfactory' and no priority one or two recommendations were made.

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Safeguarding information and its subsequent effective use, is a key element supporting the Community Relations Council in the delivery of its objectives. Central to achieving this is the effective management of information risk. As part of an ongoing process to identify and control risks to information, the Community Relations Council takes assurance on its information arrangements and practices from all internal and external audits. During 2022-23 the Community Relations Council maintained and operated its Information Governance policies and procedures, including Data Protection, Information Security, Records Management and Document Retention.

Review of Effectiveness

As Accounting Officer, I have responsibility for reviewing the effectiveness of the system of internal control. My review of the effectiveness of the system of internal control is informed by the work of the internal auditors, the ARAC, which oversees the work of the internal auditor, the executive managers within the Community Relations Council who have responsibility for the development and maintenance of the internal control framework, and comments made by the external auditors in their Report to Those Charged with Governance and other reports. The Board, and the ARAC have advised me on the implications of my review of the effectiveness of the system of internal control and plans to address weaknesses and ensure continuous improvement of the control environment are in place.

8. Sources of Independent Assurance

Internal Audit

The Internal Audit function is independent of the organisation and is provided under contract by ASM. Internal Audit has no executive powers. It provides assurance by giving an independent and objective opinion, to the Accounting Officer and the ARAC, on the adequacy and effectiveness of the Community Relations Council’s systems of internal control and risk management.

Internal Audit operates in accordance with Public Sector Internal Audit Standards (PSIAS). The primary role of Internal Audit is to provide the Accounting Officer and the Board with an independent and objective opinion on risk management, control and governance, by measuring and evaluating their effectiveness in achieving the agreed objectives.

Internal Audit has played a crucial role in the review of the effectiveness of risk management, controls and governance in the Community Relations Council by:

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For the year to 31st March 2023, the internal auditors have conducted reviews in line with their Annual Audit Plan covering:

Function Date of final report Assurance rating
IT and Business ContinuityPlanning 14th March 2023 Satisfactory
Grants Administration and
Distribution,		 20th March 2023 Satisfactory
Finance and Complaints Handling 16th March 2023 Satisfactory

Internal Audit’s Annual Assurance Statement issued an overall satisfactory rating with regard to the Community Relations Council’s risk management, control and governance arrangements operating effectively and providing a satisfactory assurance in relation to the effective and efficient achievement of the Community Relations Council’s objectives.

All audit recommendations are implemented on a timely basis and progress is reported during each meeting of the ARAC. Internal Audit completed a progress review of previous Internal Audit recommendations and found all recommendations have been implemented as agreed.

External Audit

The Community Relations Council is subject to independent scrutiny from its external auditor, the Northern Ireland Audit Office (NIAO). NIAO is independent of the organisation and Government and is tasked by the Assembly to hold public bodies to account for their use of public money. The Comptroller and Auditor General works closely with the Assembly’s Public Accounts Committee which can require Accounting Officers to account for their actions in relation to the management of public funds.

A representative from the NIAO is invited to attend all the meetings of the ARAC at which corporate governance and risk management matters are routinely considered.

The NIAO audits, certifies and reports on the Accounts in accordance with the requirements of the Companies (Public Sector Audit) Northern Ireland Order 2013, along with selected disclosures as recommended in the 'Accounting and Reporting by Charities: Statement of Recommended Practice’ applicable to charities preparing their accounts in accordance with Financial Reporting Standard FRS 102 (effective 1 January 2019)’ and the 2022-23 HM Treasury Financial Reporting Manual.

Data Losses

There were no data losses during the year.

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Significant Issues

Current Department of Finance guidance FD (DFP) 09/18 sets out that a review should be conducted annually to ensure that staff salary maintains the principle of ‘no better off, no worse off’ as a result of their employees’ pension contributions. Presently the Community Relations Council increases the basic salaries for all but six employees (whose contracts began after the guidance was issued) by making an additional contribution of 6% on gross earnings to compensate employees for superannuation contributions payable to NILGOSC pension scheme. Of this cost to the Community Relations Council there is uncertainty concerning the regularity of a portion of this 6% totalling £15,302. This arrangement was originally put in place to ensure that employees were not disadvantaged as a result of what were historically higher contributions to the NILGOSC pension scheme compared to the Principal Civil Service Pension Scheme (PCSPS) (NI).

During the 2019-20 financial year the Department of Finance wrote to The Executive Office stating that it is imperative that a business case for full implementation of Department of Finance Pay Remit guidance is prioritised and that options for a longer-term solution are considered before the submission of the 2018-19 Pay Remit to the Department of Finance. The Executive Office then met the Community Relations Council's Board to inform them that they wished to have received the CRC business case before the close of the 2019-20 financial year. The Board established a sub group to consider the issues, to develop a business case and identify a preferred option to resolve the issues. Following meetings of the sub group a business case with a recommended preferred option was submitted to The Executive Office in March 2020 and then updated on 8th July 2020 following The Executive Office review. Queries and comments were received from The Executive Office during December 2020 and reviewed by the sub group. The Chair met with The Executive Office Accounting Officer, in February 2021, and subsequently wrote to him on 24th February, to seek an agreed and safe way forward on all outstanding matters.

The Community Relations Council received notice in March 2022 of the approval of all outstanding Pay Remits. The 2018/19, 2019/20, 2020/21, and 2021/22 Pay Remits were all processed and paid to all affected staff (current and previous) on 24th March 2022.

No further communication has been received from The Executive Office in relation to resolving the implementation of Department of Finance guidance FD (DFP) 09/18.

Significant Internal Control Problems

There were no significant internal control problems noted in the year to 31st March 2023.

9. Conclusion in relation to Risk Management Status

The Community Relations Council has a system of accountability on which I rely, as Accounting Officer, to form an opinion on the probity and use of public funds, as detailed in Managing Public Money Northern Ireland.

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Having considered the accountability framework, and in conjunction with assurances given to me by the ARAC, I am satisfied that the controls in place to manage risks are appropriate and sound. Any significant internal control issues are reported to the ARAC, the Board and The Executive Office. These controls provide reasonable assurance that risks will not occur or if a risk does occur that it will be detected and corrected in sufficient time to reduce the impact of the risk to tolerable or negligible levels.

B) Remuneration and Staff Report

Remuneration Policy

The appointment and value of remuneration of the Chair is the responsibility of The Executive Office and is carried out in line with the OCPANI guidance on public appointments. The Chair’s performance is reviewed by The Executive Office.

Appointment of senior staff is on merit on the basis of fair and open competition. The remuneration of staff aligns with the Northern Ireland Civil Service pay scales and includes a pension allowance uplift for those employed prior to guidance from Department of Finance during 2013. The performance of the Chief Executive is reviewed by the Chair. The notice period for all senior staff members of the Community Relations Council does not exceed six months.

Appointment of all other staff is on merit on the basis of fair and open competition. The remuneration of staff aligns with the Northern Ireland Civil Service pay scales and includes a pension allowance uplift for those employed prior to guidance from the Department of Finance during 2013. Performance is appraised by line managers in respect of achievement of agreed objectives.

The arrangements for early termination of senior staff are made in accordance with the employment contract of the relevant individual. All current members took up their positions on 1st June 2019 and were appointed for three years. The Chair took up position on 1st June 2019 following appointment by The Executive Office. Early termination, other than for misconduct, would result in the individual receiving compensation. During the year, no early termination payments were paid. In the absence of Ministers The Executive Office has extended the term of office of all members to June 2024.

The Memorandum of Association and Articles of Association of the Community Relations Council makes provision for the Chair and other members to be remunerated. In October 2017 the Community Relations Council received approval from the Charity Commission NI to remunerate the Board and the Chair. On 16th April 2019 the Board approved amendments to the Articles of Association to allow The Executive Office to make appointments to the Board.

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Remuneration (including salary) and Pension Entitlements (audited)

The following directors, who were in post at 31st March 2023, and senior staff received emoluments directly from the Community Relations Council during the year.

2022-23 2022-23 2022-23 2021-22 2021-22 2021-22
Salary/ Fee Pension Total Salary/ Pension Total
Benefits Fee Benefits *
* to to nearest
nearest
£’000 £’000 £’000 £’000 £’000 £’000
J Irwin 70-75 36 105-115 75-80 36 110-115
CEO
M McDonald 5 - 10 - 5 - 10 5 - 10 - 5 - 10
(Chairperson)
C Harris 0 - 5 - 0 - 5 0 - 5 - 0 - 5
J McCallister 0 - 5 - 0 - 5 0 - 5 - 0 - 5
N Tandon 0 - 5 - 0 - 5 0 - 5 - 0 - 5
A Simpson 0 - 5 - 0 - 5 0 - 5 - 0 - 5
M Braniff 0 - 5 - 0 - 5 0 - 5 - 0 - 5

*The value of pension benefits accrued during the year is calculated as (the real increase in pension multiplied by 20) plus (the real increase in any lump sum) less (the contributions made by the individual). The real increases exclude increases due to inflation or any increase or decrease due to a transfer of pension rights. The figures presented are provided to the Community Relations Council on request by NILGOSC.

Mr. M McDonnell, Mr. R Campbell and Ms. S McClelland did not claim an attendance allowance during the financial year.

Salary

Salaries consist of gross salary to the extent that it is subject to UK taxation and any ex-gratia payments.

Benefits in kind

The monetary value of benefits in kind covers any benefits provided by the employer and treated by the HM Revenue & Customs as taxable emoluments.

Neither bonus nor benefits in kind were paid to the Chair, the Chief Executive or any other directors during either period. The Community Relations Council offers its employees gym membership up to the maximum value per annum of £200.

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No Community Relations Council employee received a benefit in kind greater than £200 during the financial year.

Ratio of Median Remuneration to Highest Paid Director (audited)

Reporting bodies are required to disclose the relationship between the remuneration of the highest-paid director in their organisation and the median remuneration of the organisation’s workforce.

2022-23 2021-22
Band of Highest Paid Director’s Total Remuneration(£) 72,500 77,500
75th Percentile Total Remuneration(£) 35,595 37,963
Median Total Remuneration(£) 31,753 32,733
25th Percentile Total Remuneration(£) 29,007 30,107
Ratio(75th percentile) 2.04 2.04
Ratio(midpoint) 2.28 2.37
Ratio(25th percentile) 2.50 2.57
Change of highest paid Director(%) -6.18% 14.81%
Change of whole entity(%) -6.45% 15.77%

The banded total remuneration of the highest-paid director in the Community Relations Council in the financial year 2022-23 was £70k-£75k (2021-22: £75k- £80k). The median remuneration of the workforce, for 2022-23 was £31,753 (2021-22 £32,733). Salaries for employees at the Community Relations Council range from £25k-£30k to £70k- £75k (2021-22: £25k-£30k to £75k-£80k).

Total remuneration includes salary, non-consolidated performance related pay, and benefits-inkind. It does not include severance payments, employer pension contributions and the cash equivalent transfer value of pensions.

Pension Benefits (audited)

Accrued Real CETV CETV Real
Pension at increase at at increase
pension age (decrease) 31/03/2023 31/03/2022 in
as at in pension CETV
31/03/2023 & related
& related lump sum
lump sum
£ £ £ £ £
J Irwin
Chief 37,665 (1,411) 746 716 (30)
Executive
Officer

CRC are required to follow annual guidance on reporting requirements promulgated by HM Treasury through Public Expenditure System (PES) papers.

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Compensation for loss of office (audited)

No members of staff received compensation for loss of office or exit packages during the year ended 31st March 2023.

Pensions

Introduction

The Community Relations Council participates in a defined benefit pension scheme administered by NILGOSC for all permanent staff. The employer makes a contribution of 19.5% (2021-22: 23%) of basic salary to the NILGOSC pension scheme. The employee does not have to join this scheme. Further details can be found on www.nilgosc.org.uk.

The accrued pension quoted is the pension the member is entitled to receive when they reach pension age or immediately on ceasing to be an active member of the Scheme if they are at or over pension age. The NILGOSC pension age is 65.

The Local Government Pension Scheme (LGPS) is a funded defined benefit plan with benefits earned up to 31st March 2015 being linked to final salary. Benefits after 31st March 2015 are based on a Career Average Revalued Earnings (CARE) scheme. Details of the benefits earned over the period covered by this disclosure are set out in ‘The Local Government Pension Scheme Regulations (Northern Ireland) 2014’ (as amended) and ‘The Local Government Pension Scheme (Transitional Provisions, Savings and Amendment) Regulations (Northern Ireland) 2014 (as amended)’.

Funding / Governance Arrangements of the LGPS

The funded nature of the LGPS requires participating employers and their employees to pay contributions into the Fund, calculated at a level intended to balance the pension liabilities with investment assets. Information on the framework for calculating contributions to be paid is set out in the LGPS Regulations (Northern Ireland) 2014 and the Fund's Funding Strategy Statement. The last actuarial valuation was at 31st March 2019 and the contributions to be paid until 31st March 2023 resulting from that valuation are set out in the Fund's, Rates and Adjustments Certificate. The Northern Ireland Local Government Officers' Superannuation Committee (The Committee) is responsible for the governance of the Fund.

Assets

The assets allocated to the Employer in the Fund are notional and are assumed to be invested in line with the investments of the Fund for the purposes of calculating the return over the accounting period. The Fund holds a significant proportion of its assets in liquid investments. As a consequence, there will be no significant restriction on realising assets if a large payment is required to be paid from the Fund in relation to an employer's liabilities. The assets are invested in a diversified spread of investments and the approximate split of assets for the Fund as a whole (based on data supplied by the Committee) is shown in the disclosures.

The Committee may invest a small proportion of the Fund's investments in the assets of some of the employers participating in the Fund if it forms part of their balanced investment strategy.

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Asset Volatility

The liabilities used for accounting purposes are calculated using a discount rate set with reference to corporate bond yields at the accounting date. If assets underperform this yield this will create a deficit in the accounts. The Fund holds a significant proportion of growth assets which, while expected to outperform corporate bonds in the long term, creates volatility and risk in the short term in relation to the accounting figures.

Changes in Bond Yield

A decrease in corporate bond yields will increase the value placed on the liabilities for accounting purposes although this will be marginally offset by the increase in the assets as a result (to the extent the Fund invests in corporate bonds).

Inflation Risk

The majority of the pension liabilities are linked to either pay or price inflation. Higher inflation expectations will lead to a higher liability value. The assets are not perfectly correlated with inflation meaning that an increase in inflation will increase the deficit.

Life Expectancy

The majority of the Fund’s obligations are to provide benefits for the life of the member following retirement, so increases in life expectancy will result in an increase in the liabilities.

Exiting Employers

Employers which leave the Fund (or their guarantor) may have to make an exit payment to meet any shortfall in assets against their pension liabilities. If the Employer (or guarantor) is not able to meet this exit payment the liability may in certain circumstances fall on other employers in the Fund. Further the assets at exit in respect of ‘orphan liabilities’ may, in retrospect, not be sufficient to meet the liabilities. This risk may fall on other employers. ‘Orphan liabilities’ are currently a small proportion of the overall liabilities in the Fund.

The Real Increase in the Value of the CETV

This reflects the increase in CETV effectively funded by the employer. It does not include the increase in accrued pension due to inflation, contributions paid by the employee (including the value of any benefits transferred from another pension scheme or arrangement) and uses common market valuation factors for the start and end of the period.

A Cash Equivalent Transfer Value (CETV) is the actuarially assessed capitalised value of the pension scheme benefits accrued by a member at a particular point in time. The benefits valued are the member’s accrued benefits and any contingent spouse’s pension payable from the scheme. A CETV is a payment made by a pension scheme or arrangement to secure pension benefits in another pension scheme or arrangement when the member leaves a scheme and chooses to transfer the benefits accrued in their former scheme. The pension figures shown relate to the benefits that the individual has accrued as a consequence of their total membership of the pension scheme, not just their service in a senior capacity to which disclosure applies.

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Staff Report

Analysis of Staff Costs

Permanent Staff Others Board 2022-23 2021-22
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 538,272 70,410 12,843 621,525 610,528
Social security costs 57,185 - - 57,185 66,673
Employers pension cost
Analysed as:
Current service cost 230,273 - - 230,273 301,663
------------ ------------ ----------- ---------- -----------
Total Staff Cost 825,730 70,410 12,843 908,983 978,864
------------ ------------ -------------- ----------- -----------

Note: Subject to Audit

Average number of persons employed

The average number (subject to audit) of whole-time equivalent persons employed during the period was as follows:

Permanent Others Chair 2022-23 2021-22
Staff
Total Total
Total 17 - 1 18 17

On a headcount basis there were 16 (2021-22 17) full time members of staff employed during the period (15 at year end). One (2021-22: 1) member of staff was employed part time. On average two members of staff was engaged via a recruitment agency (2021-22: 0).

Note: Subject to Audit

Sickness Absence Data

The total number of working days lost through sickness during the period by the Community Relations Council staff was 124 days. This represented 2.9% of available working days for the Community Relations Council employees, of which 2.5% was due to long-term sickness absence. Sickness absence during the previous financial year was 164 days, representing 3.9% of available working days.

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Staff Composition

At the end of the financial year the gender split amongst Board Members and employees was as follows:

follows:
Male Female
No. No.
Council Members 4 5
Employees:
Grade 6 - 1
DP 2 1
SO 2 2
EO 2 4
AO 1 1
------------- -------------
Total 7 9
------------- -------------

An analysis of staff costs for 2022-23 (£908,983) (2021-22: £978,864) is provided in Note 3 on page 66 and 67.

Staff Turnover

At the end of this financial year, Community Relations Council had 6.3% full-time permanent vacancy.

Consultancy

The Community Relations Council did not incur expenditure related to consultancy during the 2022-23 financial year.

Employees Matters

The Community Relations Council provides equal opportunities to its employees and are committed to the principle of equality for all Section 75 groups. This includes only having regard to the aptitudes and abilities of persons and in doing so apply employment policies that are fair, equitable and consistent with the needs of the business. The Community Relations Council’s equal opportunities policy aim is to ensure no job applicant, employee or worker is discriminated against either directly or indirectly. The recruitment and selection of staff for the Community Relations Council is designed to ensure that applicants are treated in a fair and consistent manner, that the best person is appointed and to provide a reasonable adjustment for suitable persons whenever requested.

The Community Relations Council have appropriate internal arrangements in place to ensure that disability duties are complied with and effectively implemented. The Community Relations Council reviews its policies, procedures and practices to identify any amendments or actions needed to meet its disability duties on a regular basis. During the year the Community Relations Council has applied its Disability Action Plan.

There were no significant Health and Safety issues during the year that were directly related to the operations of the Community Relations Council and all minor issues are recorded and are available for inspection. The Community Relations Council operated its business continuity

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arrangements throughout the year to mitigate the impact of Covid-19 on the health and safety of its employees. During the year a Fire Risk Assessment was completed for Equality House Equality House. All fire equipment was serviced and replaced where necessary.

The Community Relations Council operate a performance management system intended to align employee activities to its objectives. The process identifies training requirements and career development opportunities to meet both the Community Relations Council’s and the employee’s needs.

All employees have the option to join a Trade Union. The Community Relations Council currently operate a procedural agreement with Unite the Union.

Off-Payroll Engagements

The Community Relations Council had no off-payroll engagements during the 2022-23 financial year (2021-22: £nil).

……………………………. J Irwin – Accounting Officer

14th November 2023

…………………………….

Date

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C Assembly Accountability and Audit Report

Overview

Regularity of Expenditure (audited)

The Community Relations Council ensures the regularity of its expenditure by application of the requirements contained within Managing Public Money Northern Ireland and its Management Statement.

As described on page 45, the Community Relations Council is working with The Executive Office and the Department of Finance to resolve uncertainty concerning the regularity of an additional contribution of 6% on gross earnings for employee’s superannuation contributions payable to the NILGOSC pension scheme totalling £15,302.

Fees and Charges (audited)

The Community Relations Council did not earn an income through fees or charges during the 2022-23 financial year.

Remote Contingent Liabilities (audited)

No remote contingent liabilities are known to have existed at the 31st March 2023.

Losses and Special Payments (audited)

2022-23 2021-22
Total Number of Losses -
 -
Value of Losses £-
 £-

There were no losses or special payments made during the year.

Signed on behalf of the Board of Directors.

…………………………………. …………………………………. M McDonald – Chairperson J Irwin – Accounting Officer 14th November 2023 14th November 2023 …………………………………. …………………………………. Date Dat

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The Northern Ireland Community Relations Council

NORTHERN IRELAND COMMUNITY RELATIONS COUNCIL THE CERTIFICATE AND REPORT OF THE COMPTROLLER AND AUDITOR GENERAL TO THE NORTHERN IRELAND ASSEMBLY

Opinion on financial statements

I certify that I have audited the financial statements of the Northern Ireland Community Relations Council for the year ended 31 March 2023 under the Companies (Public Sector Audit) Order (Northern Ireland) 2013. The financial statements comprise: the Statement of Financial Activities; Balance Sheet; Statement of Cash Flows; and the related notes, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Generally Accepted Accounting Practice.

I have also audited the information in the Directors’ Report that is described in that report as having been audited.

In my opinion the financial statements:

Opinion on regularity

In my opinion, in all material respects the expenditure and income recorded in the financial statements have been applied to the purposes intended by the Assembly and the financial transactions recorded in the financial statements conform to the authorities which govern them.

Basis for opinions

I conducted my audit in accordance with International Standards on Auditing (ISAs) (UK), applicable law and Practice Note 10 ‘Audit of Financial Statements and Regularity of Public Sector Bodies in the United Kingdom’. My responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of this certificate.

My staff and I are independent of the Northern Ireland Community Relations Council in accordance with the ethical requirements that are relevant to my audit of the financial statements in the UK, including the Financial Reporting Council’s Ethical Standard, and have fulfilled our other ethical responsibilities in accordance with these requirements.

I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my opinions.

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The Northern Ireland Community Relations Council

Conclusions relating to going concern

In auditing the financial statements, I have concluded that the Northern Ireland Community Relations Council’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work I have performed, I have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Northern Ireland Community Relations Council's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. The going concern basis of accounting for the Northern Ireland Community Relations Council is adopted in consideration of the requirements set out in the Government Financial Reporting Manual, which require entities to adopt the going concern basis of accounting in the preparation of the financial statements where it is anticipated that the services which they provide will continue into the future.

My responsibilities and the responsibilities of the Accounting Officer and Directors with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the annual report other than the financial statements, the parts of the Directors’ report described in that report as having been audited, and my audit certificate and report. The Accounting Officer and Directors are responsible for the other information included in the annual report. My opinion on the financial statements does not cover the other information and except to the extent otherwise explicitly stated in my report I do not express any form of assurance conclusion thereon.

My responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit or otherwise appears to be materially misstated. If I identify such material inconsistencies or apparent material misstatements, I am required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact.

I have nothing to report in this regard.

Opinion on other matters

In my opinion, based on the work undertaken in the course of the audit:

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The Northern Ireland Community Relations Council

Matters on which I report by exception

In the light of the knowledge and understanding of the Northern Ireland Community Relations Council and its environment obtained in the course of the audit, I have not identified material misstatements in the Strategic Report and Directors’ Report. I have nothing to report in respect of the following matters which I report to you if, in my opinion:

Responsibilities of the Accounting Officer and Directors for the financial statements

As explained more fully in the Statement of Accounting Officer’s and Directors’ Responsibilities, the Accounting Officer and Directors are responsible for:

Auditor’s responsibilities for the audit of the financial statements

My responsibility is to audit, certify and report on the financial statements in accordance with the Companies (Public Sector Audit) Order (Northern Ireland) 2013.

My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error and to issue a certificate that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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The Northern Ireland Community Relations Council

I design procedures in line with my responsibilities, outlined above, to detect material misstatements in respect of non-compliance with laws and regulation, including fraud.

My procedures included:

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The Northern Ireland Community Relations Council

A further description of my responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website www.frc.org.uk/auditorsresponsibilities. This description forms part of my certificate.

In addition, I am required to obtain evidence sufficient to give reasonable assurance that the expenditure and income recorded in the financial statements have been applied to the purposes intended by the Assembly and the financial transactions recorded in the financial statements conform to the authorities which govern them.

Report

I have no observations to make on these financial statements.

Dorinnia Carville Comptroller and Auditor General Northern Ireland Audit Office 106 University Street BELFAST BT7 1EU

22[nd] November 2023

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The Northern Ireland Community Relations Council

Statement of Financial Activities (Including Income & Expenditure Account) for Year Ended 31 March 2023

All Restricted All Restricted
and and
Unrestricted Unrestricted
Funds Funds
2022-23 2021-22
Note
 £ £
Income
and		 endowments
from:
Donations and Legacies 2 3,268,494 3,224,987
Secondments 42,505
 14,874
-------------- --------------
Total 3,310,999 3,239,861
-------------- --------------
Expenditure on:
Charitable activities 4 3,579,963 3,602,728
-------------- --------------
Net income/(expenditure)
before tax for the reporting (268,964) (362,867)
period
Other recognised
gains/(losses):
Actuarial gain /(loss) on 16 2,769,000 1,069,000
defined
benefit		 pension
scheme
-------------- --------------
Net movement in funds 2,500,036 706,133
-------------- --------------
Reconciliation of funds:
Fund balances brought (2,866,485) (3,572,618)
forward at 1 April
Net movement in funds 2,500,036
 706,133
-------------- --------------
Fund
balances		 carried 14 (366,449) (2,866,485)
forward at 31st March
======== ========

All of the activities of the company are classed as continuing, and all recognised gains and losses have been included in the results for the year as set out above.

The notes on pages 61 to 81 form part of these Accounts

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The Northern Ireland Community Relations Council

Balance Sheet as at 31st March 2023

2022-23 2021-22
£ £
Note
Fixed assets
Tangible fixed assets 7 185,252 21,664
Intangible fixed assets 8 7,688 14,496
----------------- -----------------
192,940 36,160
Current assets
Debtors and prepayments 9 8,086 32,214
Cash at bank and in hand 10 101,136 115,529
----------------- -----------------
109,222 147,743
Liabilities
Creditors: amounts falling due within one year
11		 (695,454) (664,388)
Finance Leases 11 (49,594) -
----------------- -----------------
Net current assets or (liabilities) (635,826) (516,645)
Total assets less current liabilities (442,886) (480,485)
Non - Current Liabilities - Finance Leases
11		 (117,563)
 -
Defined benefit pension asset/(liability) 16 194,000 (2,386,000)
----------------- -----------------
Total net liabilities (366,449) (2,866,485)
========= =========
The funds of the charity
Restricted Income Funds 14 (560,449) (480,485)
Restricted Pension Reserve 14 194,000 (2,386,000)
----------------- -----------------
Total charity funds (366,449) (2,866,485)
========= =========

In the view of the Board an exemption from the audit requirements of Part 16 of the Companies Act 2006 is available under section 482 of that Act, since the company meets the Department of Finance’s definition of a non-profit making company and is subject to a public sector audit under the Companies (Public Sector Audit) Northern Ireland Order 2013, being an order issued under Article 5(3) of the Audit and Accountability (Northern Ireland) Order 2003. The Council therefore claims this exemption.

Approved by the Board of Directors on 14th November 2023 and signed on its behalf by:

……………………………… …………………………………. M McDonald – Chairperson J Irwin – Accounting Officer

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The notes on pages 61 to 81 form part of these Accounts

Cash Flow Statement for Year Ended 31st March 2023

2022-23 2021-22
Note £ £
Cash flows from operating activities
Net cash (used in) / provided by operating activities 12 9,929 89,561
---------- ------------
Cash flows from investing activities
Purchase of tangible fixed assets 7 (4,464) (5,042)
Purchase of intangible fixed assets 8 - (1,500)
---------- ----------
Net cash (used in) investing activities (4,464) (6,542)
---------- ---------
Change in cash and cash equivalents in the reporting
period (14,393) 83,020
Opening cash and cash equivalents at 1st April 10 115,529 32,509
---------- ----------
Closing cash and cash equivalents at 31st March 10 101,136 115,529
====== ======

The notes on pages 61 to 81 form part of these Accounts

Notes to the Accounts for Year Ended 31st March 2023

1. Accounting policies

These Accounts have been prepared in accordance with the accounting and disclosure requirements of the Companies Act 2006, along with selected disclosures as recommended in the Charities Statement of Recommended Practice (SORP) (FRS 102). The particular policies adopted by the Community Relations Council for the year ended 31st March 2023 are described below. They have been applied consistently in dealing with items that are considered material to the accounts.

The principal accounting policies are as follows:

Accounting convention

The Accounts are prepared under the historical cost convention. The directors do not consider the current costs of any of the year’s transactions or closing balances to be materially different from the historical cost. The financial statements are presented in sterling, rounded to the nearest pound.

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Basis of accounting

Grant Income is recognised in accordance with the performance model set out in FRS 102. Expenditure is treated on the accruals basis of accounting. Without limiting the information given, as the Community Relations Council is a charity that is a public benefit entity, the Accounts are prepared to meet the accounting and disclosure requirements of the Companies Act 2006, the Charities SORP (FRS 102), Accounting Standards issued or adopted by the Accounting Standards Board and accounting and disclosure requirements issued by the Department of Finance. Income from grants, including Grant in Aid, is recognised when there is evidence of entitlement, receipt is probable, and the amount can be measured reliably.

Going Concern

In June 2023 The Executive Office wrote to the Community Relations Council confirming that funding had been secured for the 2023-24 financial year. The Board is satisfied that the Community Relations Council is a going concern on the basis that it has a reasonable expectation that the Community Relations Council will continue to operate for the foreseeable future. In January 2021 the Community Relations Council received Ministerial approval for the 2020-24 Strategic Plan from The Executive Office. The 2023-24 business plan has been drafted and is with The Executive Office officials pending Ministerial approval. The financial statements are therefore prepared on the going concern basis.

Income

Income comprises all funding provided to the company for its own purposes. Grant income is recognised as follows:

Taxation

The Company is a registered charity and is therefore exempt from Income and Capital taxes, but not Value Added Tax (VAT).

The majority of the Community Relations Council incoming resources is through grant funding which is outside the scope of VAT. Accordingly the Community Relations Council is not VAT registered and amounts in these accounts are inclusive of VAT where charged.

Provisions

The Company makes provisions for liabilities and charges where, at the balance sheet date, a legal or constructive liability exists (i.e. a present obligation from past events exists), where the transfer of economic benefits is probable, and a reasonable estimate can be made.

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Where the time value of money is material, the Community Relations Council discounts the provision to its present value using a standard Government discount rate.

Fixed assets

Fixed assets are stated on the balance sheet at cost and depreciated in order to write off the original cost of the assets over their expected useful lives on a straight-line basis over the following number of years:

Fixtures and fittings 5 years Computer equipment 5 years

Indexation is not applied due to the short life nature of these assets i.e. less than 5 years. The minimum level of capitalisation of tangible fixed assets is £500.

Intangible fixed assets

Software licences for internal recording and reporting systems and other software such as the Grants Management System are capitalised as intangible assets. All intangible assets are amortised over their useful life i.e. 5 years, or the length of the licence. Indexation is not applied due to the short life nature of these assets i.e. less than 5 years. The minimum level of capitalisation of an intangible asset is £500.

Debtors

Debtors are measured on initial recognition at the amount receivable and subsequently at the cash amount expected to be received.

Cash and cash equivalents

Cash is cash in hand and deposits with any financial institution repayable without penalty on notice of not more than 24 hours. Cash equivalents are investments that mature within 3 months or less from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value.

Creditors

Creditors are measured on initial recognition at the amount payable and subsequently at the cash amount expected to be paid.

Grants payable

Grant expenditure is recorded in the period in which the recipient carries out the activity which created the entitlement. Unpaid and unclaimed grants may represent obligations to be recognised as liabilities where there is evidence of entitlement. Where the amount of the claim is not known at the Balance Sheet date, an estimate will be made. Overpayments of grants are shown as receivables at the Balance Sheet date.

Financial Instruments

The Council has limited powers to borrow or invest surplus funds and financial assets and liabilities are generated by day-to-day operational activities rather than being held to change the risks facing the Council in undertaking activities. Therefore, the Council is exposed to little credit, liquidity or market risk.

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Currency risk: The Company is principally a domestic organisation with the great majority of transactions, assets and liabilities being in the UK and Sterling based. The Company has no overseas operations. The Company therefore has low exposure to currency rate fluctuations.

Interest rate risk: The Company has limited powers to borrow or invest and therefore has low exposure to interest rate fluctuations.

Credit risk: Because the Company’s income comprises all funding provided to it for its own purposes, the Company has low exposure to credit risk.

Liquidity risk: Since the Company receives the majority of its funding from The Executive Office, it is therefore not exposed to significant liquidity risks.

Employee Benefits

Staff costs must be recorded as an expense as soon as an organisation is obliged to pay them. This includes the cost of any untaken leave at the year end. This cost has been calculated using the untaken leave per staff member and applying this to their annual salary to calculate the leave balance as at 31st March 2023.

Redundancy and termination benefits

The exit costs associated with Voluntary Exit packages as funded by the Public Sector Transformation Fund, a facility provided through the 2014 Stormont House Agreement, are accounted for in full in the Statement of Financial Activities in the year departure is agreed.

Pension

Past and present employees are covered by the provisions of the Northern Ireland Local Government Officers’ Superannuation Committee (NILGOSC) Scheme.

The pension costs are assessed in accordance with the advice of independent qualified actuaries using the market led approach. The latest actuarial valuations of the scheme were at 31st March 2019.

Pension scheme assets are measured using market value. Pension scheme liabilities are measured using the projected unit method and discounted at the current rate of return on a high quality corporate bond of equivalent term to the liability.

The increase in the present value of the liabilities of the Community Relations Council’s defined benefit pension scheme arising from employee service in the period is charged to the SOFA so as to recognise the cost of pensions over the employees’ working lives.

The Community Relations Council is no longer required to recognise an expected return on assets item in the SOFA. This is now replaced with a net financing charge which is based on the discount rate assumption.

Actuarial gains and losses are recognised in the SOFA.

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Expenditure

Support costs include all expenditure directly relating to the objectives of the company.

Administration and Management costs, detailed on page 68 comprises the costs involved in complying with constitutional and statutory requirements and any other costs which cannot be treated as direct charitable expenditure.

Costs incurred for meetings, seminars and other specific expenditure relating to the individual programmes are classified as programme costs, detailed on page 84.

Funds

The company has two types of funds for which it is responsible, and which require separate disclosure. These are as follows:

Restricted funds

Grant in aid received which is earmarked by the funder for specific purposes and within the overall aims of the company.

Pension Fund

The Charities SORP (FRS 102) requires the valuation of the net defined benefit liability to be included within the accounts.

Changes in Accounting Policy and Disclosure

Management has reviewed new accounting standards, the outcome being the adoption of in these accounts.

Charities SORP (FRS 102) Charitable Activities

Expenditure on charitable activities is reported as a functional analysis of the work undertaken by the Community Relations Council in note 5 on pages 69. The key activities of the Community Relations Council being grant making, policy, communication, cultural diversity, district council development and production of the Peace Monitoring Report. Under these headings are included grants payable and costs of activities performed directly by the charity, together with associated support costs.

Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute directly to more than one activity are apportioned between those activities on a per capita basis. Support costs which are not attributable to a single activity are also apportioned between the activities being supported on a per capita basis.

Leases

IFRS 16 Leases replaced IAS 17 Leases and is effective with EU adoption from 1 January 2019. In line with the requirements of FReM, IFRS 16 has implemented, as interpreted and adapted for the public sector, with effect from 1st April 2022. The interest element of any lease classified as a finance lease payment is charged to the Statement of Comprehensive Net Expenditure over the period of the lease at a constant rate in relation to the balance outstanding.

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2. Income from donations and legacies and charitable activities

Restricted Total Total
Funds Funds Funds
2022-23 2022-23 2021-22
Donations and legacies £ £ £
Grant in Aid from The Executive Office 3,268,494 3,268,494
3,224,987
----------------- ----------------- -----------------
3,268,494 3,268,494
3,224,987
----------------- ----------------- -----------------

3. Analysis of Staff Costs

Permanent Staff Others Board 2022-23 2021-22
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 538,272 70,410 12,843 621,525 610,528
Social security costs 57,185 - - 57,185 66,673
Employers pension cost
Analysed as:
Current service cost 230,273 - - 230,273 301,663
------------ ------------ ----------- ---------- -----------
Total Staff Cost 825,730 70,410 12,843 908,983 978,864
------------ ------------ -------------- ----------- -----------

The difference between the current service cost in the staff costs note (subject to audit) and the amount included in the pension scheme note (note 16) is due to the difference between the estimated employer pension contributions notified to the actuary for valuation purposes and the actual amount incurred.

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Average number of persons employed

The average number (subject to audit) of whole-time equivalent persons employed during the period was as follows:

Permanent Others Chair 2022-23 2021-22
Staff
Total Total
Total 17 - 1 18 17

On a headcount basis there were 16 (2021-22 17) full time members of staff employed during the period (15 at year end). One (2021-22: 1) member of staff was employed part time. On average two members of staff was engaged via a recruitment agency (2021-22: 0).

Exit Packages
Exit Package Cost
Band		 Number of
compulsory
redundancies		 Number of
other
departures
agreed		 Total
number
of exit
packages
by cost
band		 Number of
compulsory
redundancies		 Number of
other
departures
agreed		 Total
number
of exit
packages
by cost
band
2022-23 2022-23 2021-22 2021-22 2021-22 2021-22
£0-25,000 - - - - - -
£25,001-50,000 - - - - - -
£50,001- 100,000 - - - - - -
£100,001-150,000 - - - - - -
£150,000+ - - - - - -
Total
number of exit
packages by type		 - - - - - -
Total resource
cost/ £		 - - - - -
Actuarial
Movement in
Pension Net
Liability		 - - - - - -
**Total ** - - - - -

Redundancy and other departure costs have been paid in accordance with the provisions of the Civil Service Compensation Scheme, a statutory scheme made under the Superannuation Act 1972. The table above shows the total cost of exit packages agreed and accounted for in 20223 (2021-22: £0). £0 exit costs were paid in 2022-23 (2021-22: 0). No persons retired early on ill-health grounds in 2022-23 (2021-22: None)

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Remuneration of key management

As reported in the Remuneration Report on pages 45 to 49, one member of staff received a salary within the band £70k - £75k.

4. Analysis of Expenditure on Charitable Activities

Key Activities Activities Grant
Support		 Total
Undertaken Funding
Cost		 2022-23
Directly Activities
£ £ £ £
Funding and
Development
286,774 2,323,278
329,015		 2,939,067
Community Engagement
311,881		 - 329,015 640,896
-------------- --------------
--------------		 --------------
Total 598,655 2,323,278
658,030		 3,579,963
-------------- --------------
--------------		 --------------
Key Activities Activities Grant Support Cost Total
Undertaken Funding 2021-22
Directly Activities
£ £ £ £
Funding and
Development		 332,240 2,251,975 423,321 3,007,536
Community
Engagement		 284,024 - 311,168 595,192
-------------- -------------- -------------- --------------
Total 616,264 2,251,975 734,489 3,602,728
-------------- -------------- -------------- --------------

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Analysis of Support Costs

2022-23
Support Funding and Community
Costs Development Engagement Basis of Allocation
£ £
Facilities 43,597 43,597 Per Capita
HR 41,054 41,054 Per Capita
IT 57,849 57,849 Per Capita
Finance 52,332
 52,332 Per Capita
Governance 134,183
 134,183 Per Capita
---------- ----------
Function
Total		 329,015
 329,015
---------- ----------
2021-22
Support Funding and Community
Costs Development Engagement Basis of Allocation
£ £
Facilities 25,941 19,424 Per Capita
HR 60,187 44,632 Per Capita
IT 75,614 58,166 Per Capita
Finance 92,769 61,846 Per Capita
Governance 168,810 127,101 Per Capita
---------- ----------
Function
Total		 423,321 311,169
---------- ----------

The Northern Ireland Audit Office (NIAO) performs the annual statutory audit of the Community Relations Council at a cost of £24,900 (2021-22: £23,000). There was a fee of £1,319 paid to National Fraud Initiative at the 31st March 2023 (2021-22: £Nil). This is included in the Governance costs above.

Staff travelling and subsistence costs totalled £2,675 in 2022-23 (2021-22: £45) This is included in the Governance costs above.

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5. Grant expenditure

Grants Support 2022-23
payable costs Total
Grants schemes £
 £
 £
Small grants schemes
 199,590 127,219 326,809
Publications and Media 47,869 9,870 57,739
Core Funding 1,348,781 150,799 1,499,580
Pathfinder 141,371 2,742 144,113
North Belfast Strategic Fund 585,667 38,385 624,052

------------
2,323,278		 --------------
329,015		 --------------
2,652,293
-------------- -------------- --------------
Grants Support 2021-22
payable costs Total
Grants schemes £
 £
 £
Small Grants Scheme 688,558 163,684 852,242
Publications and Media 9,900 12,700 22,600
Core Funding 1,188,301 194,022 1,382,323
Pathfinder 29,290 3,528 32,818
North Belfast Strategic Fund 335,927 49,387 385,314
------------- -------------- --------------
2,251,976 423,321 2,675,297
-------------- -------------- --------------

A statement of grant making policies in the Directors’ Report provides further information on these grant schemes. Of the grants that have been paid, none of the grants have been made to individuals (2021-22: None).

6. Statement of Net (Expenditure)/Income by Operating Segment:

IFRS 8 “Operating Segments” requires disclosure of financial information about an organisation's reportable segments based on the internal reporting arrangements as reviewed by the “Chief Operating Decision Maker” (CODM). The CODM for the Council is deemed to be the Council Members since they have the authority for directing the main activities of the Council throughout the year. The Council approves the annual budget and, at each Council meeting, reviews management accounts and corresponding segmental financial information.

The Board considers financial information that supports delivery of the Community Relations Council’s T:BUC objectives as a whole rather than discrete financial information for each internal function. On this basis the Community Relations Council does not have the basis for segmental reporting.

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7. Tangible fixed assets Year End 31st March 2023

.
Tangible fixed assets
Year End 31st March 2023
Fixtures Buildings
Computer and Right of
Equipment Fittings Use Total
Cost: £ £ £ £
Balance at 1st April 2022 58,672 71,232 - 129,904
Additions 3,562 902 4,464
IFRS16 Opening Balance Adjustment - - 216,253 216,253
---------- ---------- ---------- ---------- ----------
Balance at 31st March 2023 62,234 72,134 216,253 350,621
---------- ---------- ---------- ----------
Accumulated depreciation:
Balance at 1st April 2022 42,654 65,586
-		 108,240
Charge for year 5,375 1,849 49,905 57,129
---------- ---------- ---------- ----------
Balance at 31st March 2023 48,029 67,435 49,905 165,369
---------- ---------- ---------- ----------
Net book value:
At 31st March 2023 14,205 4,699 166,348 185,252
====== ====== ====== ======
At 1st April 2022 16,018 5,646 - 21,664
====== ====== ====== ======
Asset Financing
Owned 14,205 4,699 - 18,904
Finance Lease 166,348 166,348
Net Book Value at 31st March 2023 14,205 4,699 166,348 185,252
====== ====== ====== ======
Year End 31st March 2022
Fixtures Buildings
Right of
Computer and use
Equipment Fittings Total
Cost: £ £ £ £
Balance at 1st April 2021 57,544 67,318 - 124,862
Additions 1,128 3,914 - 5,042
---------- ---------- ----------- ----------
Balance at 31st March 2022 58,672 71,232 - 129,904
---------- --------- ---------- ----------
Accumulated depreciation:
Balance at 1st April 2021 37,258 63,161 - 100,419
Charge for year 5,396 2,425 - 7,821
---------- ---------- ---------- ----------
Balance at 31st March 2022 42,654 65,586 - 108,240
---------- ---------- ---------- ----------
Net book value: 16,018 5,646 - 21,664
At 31st March 2022 ====== ====== ====== ======
At 1st April 2021 20,286 4,157 - 24,443
====== ====== ====== ======

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The Northern Ireland Community Relations Council

8. Intangible fixed assets

Year End 31st March 2023 Software
Licences Total
Cost: £ £
Balance at 1st April 2022 34,664 34,664
Additions - -
---------- ----------
Balance at 31st March 2023 34,664 34,664
---------- ----------
Accumulated amortisation:
Balance at 1st April 2022 20,168 20,168
Charge for year 6,808 6,808
---------- ----------
Balance at 31st March 2023 26,976 26,976
---------- ----------
Net book value:
At 31st March 2023 7,688 7,688
====== ======
At 1st April 2022 14,496 14,496
====== ======
Year End 31st March 2022
Software
Licences Total
Cost: £ £
Balance at 1st April 2021 33,164 33,164
Additions 1,500 1,500
---------- ----------
Balance at 31st March 2022 34,664 34,664
---------- ----------
Accumulated amortisation:
Balance at 1st April 2021 13,235 13,235
Charge for year 6,933 6,933
---------- ----------
Balance at 31st March 2022 20,168 20,168
---------- ----------
Net book value:
At 31st March 2022 14,496 14,496
====== ======
At 1st April 2021 19,929 19,929
====== ======

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**9. ** Debtors: amounts due in less than one year 2022-23 2021-22
£ £
Grant claw backs - 6,898
Prepayments 8,086 25,316
------------ ------------
8,086 32,214
======= ====
10. Cash and cash equivalents
2022-23 2021-22
£ £
Balance at 1st April 115,529 32,509
Net change in cash and cash equivalent balances (14,393) 83,020
------------ ------------
Balance at 31st March 101,136 115,529
======= =======

Cash and cash equivalents are comprised entirely of cash on hand and are held in commercial banks. The Community Relations Council does not have any demand deposits or any short-term, highly liquid investments.

11. Creditors: amounts falling due within one year

2022-23 2021-22
£ £
Grants payable 563,338 519,037
Other creditors 11,168 46,154
Accruals

91,598 79,197
------------ ------------
666,104 644,388
======= =======

Creditors: Finance Leases

ditors: Finance Leases
2022-23 2021-22
£ £
Amounts falling due within one year 49,594 -
Amounts falling due after one year 117,563 -

------------ ------------
167,157 -
======= =======

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The Northern Ireland Community Relations Council

Deferred Income 2022-23 2021-22
£ £
Amount deferred in year 29,350 20,000
------------ ------------
29,350 20,000
======= =======
Opening Balance - £20,000
Receipts - £24,000
Payments -£(14,650)
Closing Balance - £29,350
12. Notes to the cash flow statement 2022-23 2021-22
£ £
Net incoming resources Note (268,964) (362,868)
Adjustments for:
Depreciation/amortisation charge
 7&8 63,937 14,754
Decrease in debtors
 9 24,128 1,832
Increase in creditors
 11 31,066 193,843
Building Rent Payment 15 (50,855) -
Interest Charge 1,759 -
Current and past service cost 16 230,000 286,000
Less: Employer pension
contributions 16
 (104,000) (111,000)
Interest on net defined benefit
liability 16
 63,000 67,000
------------ ------------
Net cash provided by / (used in)
operating activities (9,929) 89,561
====== =======
13. Net income is stated after charging 2022-23 2021-22
£ £
Depreciation of tangible fixed assets 7,224
7,821
Amortisation of intangible fixed assets 6,808
6,933
Auditors' remuneration 24,900
23,000
National Fraud Initiative fee 1,319
-
======
======

The cost incurred in respect of Statutory Audit fees during the year ended 31st March 2023 was £24,900 (2021-22: £23,000).

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14. Fund balances - Outline summary of fund movements

Fund balances Fund Balance
brought Gains and Carried
Fund name forward Income Expenditure Losses forward
£ £ £ £ £
Restricted
Fund (480,485) 3,310,999 (3,390,963) - (560,449)
Pension
Reserve (2,386,000) - (189,000) 2,769,000 194,000
Total Funds (2,866,485) 3,310,999 (3,579,963) 2,769,000 (366,449)
======= ======= ========= ======== =========

Any funds above must be spent on direct charitable expenditure and associated administration and overhead costs.

With effect from 1st April 2021, The Executive Office has put in place a guarantee in respect of the pension liabilities of the Community Relations Council.

15.1 Quantitative disclosures around right-of-use assets

Buildings Total 2022/23
£ £
Right-of-use assets
IFRS16 Op. Balance Adj. 216,253 216,253
Depreciation expense (49,905) (49,905)
At 31st March 2023 166,348 166,348

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15.2 Quantitative disclosures around lease liabilities
2022/23
£
Obligations under finance leases
for the following periods comprise:
Buildings
Later than one year and not later than five
 50,885
years
Less than five years 118,732
Less Interest element (2,460)
Present Value of obligations 167,157
Other
Current portion 49,594
Non-current portion 117,563
15.3 Quantitative disclosures around cash outflow for leases
£
2022/23
Total cash outflow for leases
 50,855

The Community Relations Council signed a Memorandum of Temporary Occupation (MOTO) agreement for premises at Equality House on the 1st April 2016. The MOTO expired on 31st July 2021 and has been further extended to 31st July 2026 subject to review. The commitments of IFRS 16 Leases under this MOTO is noted.

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16. Commitments under Defined Benefit Pension Scheme

The assets of the pension scheme are held separately from those of the Community Relations Council and are administered by NILGOSC. The pension cost is determined on the advice of independent qualified actuaries. The latest actuarial valuation of the Community Relations Council’s liabilities took place at 31st March 2019.

The scheme is funded and the employer contributions were 19.5% for the year ended 31st March 2023 (2021-22: 19.5%). From 1st April 2022 employer contributions remain at 19.5% of pensionable pay and the employer expects to pay regular contributions to the Fund for the accounting period ended 31st March 2023 totalling £104,000 (31st March 2022: £111,000). The employees’ contributions vary between 6.5% and 8.5% of pensionable pay. As required by The Charities SORP (FRS 102), the defined benefit liabilities have been measured using the projected unit credit method. The tables below state the actuarial assumptions upon which the valuation of the scheme was based.

Key Assumptions 2022-23 2021-22 2020-21
Discount rate 4.7% 2.7% 2.1%
CPI Inflation 2.7% 3% 3%
Pension increases 2.7% 3% 3%
Pension accounts 2.7% 3% 3%
revaluation rate
Salary increases 4.2% 4.5% 4%
Asset Allocation 2022-23 2021-22
% %
Equities 41.3% 40.6%
Property 10.5% 10.9%
Government bonds 20.5% 24.1%
Multi Asset Credit 13.1% 12.9%
Corporate bonds 2.7% 1.8%
Cash 5.9% 6.2%
Other 6.0% 3.5%
-------- --------
Total 100% 100%
-------- --------

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Mortality Assumptions

The mortality assumptions are based on the recent actual mortality experience of members within the Fund and allow for expected future mortality improvements. Sample life expectancies at age 65 resulting from these mortality assumptions are shown below

these mortality assumptions are shown below
2022-23
2021-22
Males Years
Years
Member aged 65 at accounting date 22.2
21.8
Member aged 45 at accounting date 23.2
23.2
Females
Member aged 65 at accounting date 25.0
25.0
Member aged 45 at accounting date 26.0
26.4
Reconciliation of funded status to Balance Sheet
2022-23 2021-22
£ £
Fair value of assets 8,026,000
 8,660,000
Present value of funded defined benefit obligation (7,832,000) (11,046,000)
---------------- ----------------
Funded status 194,000 (2,386,000)
Unrecognised asset - -
---------------- ----------------
Asset/(liability) recognised on the balance sheet 194,000 (2,386,000)
---------------- ----------------
Amounts recognised in the Statement of
Financial Activities		 2022-23
£
 2021-22
£
Operating Cost
Current service cost
 230,000
 286,000
Financing Cost
Interest on net defined benefit liability
 63,000 67,000
---------------- ----------------
Pension expense recognised in the Statement of
 293,000 353,000
Financial Activities ---------------- ----------------
Amounts recognised in other comprehensive
income
Assets gains/(losses) arising during the period (841,000)
 161,000
Actuarial gains/(losses)due to changes in financial 4,515,000
 -
assumptions
Actuarial gains/(losses) due to changes in		 (32,000)
 -
demographic assumptions
Actuarial gains/(losses) due to liability experience		 (873,000)
 -
Adjustment in respect of paragraph 28.22 -
Liability gains/(losses) arising during the period - 908,000
---------------- ----------------
Total amount recognised in other comprehensive
income 2,769,000
 1,069,000

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Movement in Deficit during the year 2022-23 2021-22
£ £
Net defined benefit pension liability at the (2,386,000) (3,213,000)
beginning of the year
---------------- ----------------
Current service cost (230,000) (286,000)
Employer contributions 104,000 111,000
Interest on the net defined benefit liability (63,000) (67,000)
Actuarial (losses)/gains 2,769,000 1,069,000
------------ ------------
Net defined benefit pension asset/(liability)at the 194,000 (2,386,000)
end of the year
========= =========
Changes to the present value of the defined benefit obligation during the period Changes to the present value of the defined benefit obligation during the period Changes to the present value of the defined benefit obligation during the period
2022-23 2021-22
£ £
Opening defined benefit obligation 11,046,000 11,583,000
---------------- ----------------
Current service cost 230,000 286,000
Interest expense on defined benefit obligation 297,000 242,000
Contributions by participants 42,000 44,000
Actuarial gains/(losses) due to changes in Financial (4,515,000) -
Assumptions
Actuarial gains/(losses) due to changes in
Demographic Assumptions 32,000 -
Actuarial gains/(losses) due to Liability Experience 873,000 -
Actuarial losses/(gains) on liabilities - (908,000)
Net benefits paid out (173,000) (201,000)
---------------- ----------------
Closing defined benefit obligation 7,832,000 11,046,000
========= =========
Changes to the fair value of assets during the
period		 2022-23
£		 2021-22
£
Opening fair value of assets 8,660,000 8,370,000
---------------- ----------------
Interest income on assets 234,000 175,000
Remeasurement (losses)/gains on assets (841,000) 161,000
Contributions by the employer 104,000 111,000
Contributions by participants 42,000 44,000
Net benefits paid out (173,000) (201,000)
---------------- ----------------
Closing fair value of assets 8,026,000 8,660,000
========= =========

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Actual return on assets 2022-23
2021-22
£ £
Interest income on assets 234,000 175,000
Gain/(loss) on assets (841,000) 161,000
---------------- ---------------
Actual return on assets (607,000) 336,000
========= =========

The split of the defined benefit obligation at the last valuation date between the various categories of members was as follows:

Active members 33%
Deferred Pensioners 32%
Pensioners 35%
17. Related party transactions
2022-23 2021-22
£'s £'s
The Executive Office 3,268,494 3,224,987

During the year, the Community Relations Council has had various material transactions with the Good Relations and Governance Branch of the Executive Office which is regarded as a related party. The Community Relations Council received a total of £3,268,494 (202122: £3,224,987) in Grant in Aid from The Executive Office during 2022-23.

2022-23 2021-22
£'s £'s
ECNI 126,948 120,597

ECNI is regarded as a related party since it is an Arm’s Length Body of The Executive Office. The Community Relations Council relocated premises to Equality House on 23rd March 2016. The amount paid to ECNI during the 2022-23 financial year totalled £126,948 (2021-22: £120,597).

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Directors:

Some Directors of the Company may also carry out various roles within organisations which receive financial assistance from The Community Relations Council. The Directors disclose these interests on an annual basis by submitting ‘Declaration of Interests’ returns. Relevant interests are also declared during the normal business and procedures of the Board and its Committee. During the year, the following payments were made to organisations related to Directors:

18. Financial Regularity

No cases of financial irregularity that required investigation by the Community Relations Council occurred in the 2022-23 financial year.

19. Events after the reporting date

There have been no significant events since the balance sheet date that would affect these accounts or require disclosure.

20. Contingent Liabilities

No contingent liabilities are known to have existed at the 31st March 2023.

Date of authorisation for issue

The Accounting Officer authorised these Accounts for issue on 22nd November 2023

Appendix 1

Additional Disclosures to comply with FReM

This additional disclosure has been prepared in accordance with the Government Financial Reporting Manual (FReM). FReM is a technical guide for the preparation of financial statements of public bodies. The accounting policies contained in the FReM apply International Financial Reporting Standards (IFRS) as adapted or interpreted for the public sector context. Where the FReM permits a choice of accounting policy, the accounting policy which is judged to be most appropriate to the particular circumstances of the Community Relations Council for the purpose of giving a true and fair view has been selected.

FReM requires Non-Departmental Public Bodies (NDPB) to regard grant in aid received as contributions from controlling parties giving rise to a financial interest in the residual interest of the body, and hence accounted for as financing, i.e. by crediting them to the income and expenditure reserve. Grants are recognised as financing in the year which they are received.

On 1st April 2012, the Community Relations Council was designated as an Executive NDPB and as a result cannot recognise Grant in Aid as income. If the Community Relations Council were to comply with FReM, the following statements would be the effect of this compliance.

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Statement of Comprehensive Net Expenditure

2022-23
2021-22
£ £
Income Note
42,505
14,874
------------- -------------
Total Operating Income 42,505
14,874
Expenditure
Staff costs 3
908,983
978,864
Grant expenditure 4
2,323,278
2,251,976
Purchase of goods and services App 1
215,052
289,968
Depreciation and impairment charges App 1
63,937
14,754
Other Operating Expenditure App 1
68,713
67,166
------------- -------------
Total Operating Expenditure 3,579,963
3,602,728
Net Expenditure for the year (3,537,458) (3,587,854)
Other Comprehensive Expenditure
Actuarial gain/(loss) on defi ned benefit pension scheme 16
2,769,000
1,069,000
--------------- ---------------
Comprehensive Net Expenditure for the year (768,458) (2,518,854)
=========
======
Statement of Financial Position as at 31 March 2023
2022-23 2021-22
£ £
Note
Non-current assets
Tangible Fixed assets 7 185,252 21,664
Intangible assets 8 7,688 14,496
----------- -----------
Total non-current assets 192,940 36,160
Current assets
Trade and other receivables 9 8,086 32,214
Cash and cash equivalents 10 101,136 115,529
----------- -----------
Total current assets 109,222 147,743
----------- -----------
Total assets 302,162 183,903
----------- -----------

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Current liabilities
Trade and other payables 11 (695,454) (664,388)
Finance Lease (49,594) -
----------- -----------
Total current liabilities (745,048) (664,388)
----------- -----------
Total assets less current liabilities (442,886) (480,485)
Non-current liabilities
Non- Current Liabilities - Finance Lease 11 (117,563)
-
Defined benefit pension liability 16 194,000 (2,386,000)
--------------- --------------
Total assets less total liabilities (366,449) (2,866,485)
========= =========
Taxpayers’ equity and other reserves
General fund 14 (366,449) (2,866,485)
--------------- ---------------
Total Equity 14 (366,449) (2,866,485)
========= =========
ment of Cash Flows for the year ended 31st March 2023
2022-23 2021-22
£
 £
Cash flows from operating
activities		 Note
Net Operating Cost (3,579,963) (3,602,729)
Adjustments for:
Depreciation/amortisation charge 7/8 63,937 14,754
(Increase)/Decrease in debtors 9 24,128 1,832
(Decrease)/Increase in creditors 11 31,066 193,843
Building Rent Payment 15 (50,855)
 -
Interest Charge 1,759 -
Movement in pension scheme deficit:
- Current service cost 16 230,000 286,000
- Employer pension contributions 16 (104,000) (111,000)
- Interest on net defined benefit liability 16 63,000 67,000
------------- -------------
Net cash outflow from operating
activities		 (3,320,928) (3,150,301)
------------- -------------

Statement of Cash Flows for the year ended 31st March 2023

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The Northern Ireland Community Relations Council

Cash flows from investing activities
Purchase of tangible fixed assets 7 (4,464) (5,042)
Purchase of intangible fixed assets 8 - (1,500)
------------- -------------
Net cash inflow/(outflow) from (4,464) (6,542)
investing activities
------------- -------------
Cash flows from financing
activities
Grants from sponsoring department 2 3,268,494 3,224,987
Secondment Income 42,505 14,874
-------------
 ------------
Net financing 3,310,999 3,239,861
------------- -------------
Net decrease in cash and cash (14,393) 83,019
equivalents in the period
------------- -------------
Cash and cash equivalents at the 115,529 32,509
beginning of the period
---------- -------------
Cash and cash equivalents at the 101,136 115,529
end of the period
========= =========

Statement of Changes in Taxpayers’ Equity for the year ended 31st March 2023

General Fund Taxpayers’ Equity
£ £
Balance at 31st March 2021 (3,572,618) (3,572,618)
Grant-in-aid from The
Executive Office		 2 3,224,987 3,224,987
Comprehensive Net
Expenditure for the year		 App. 1 (3,587,854) (3,587,854)
Actuarial Gain/(Loss) for year 16 1,069,000 1,069,000
------------- -------------
Balance at 31st March 2022 (2,866,485) (2,866,485)
Grant-in-aid from The 2
Executive Office 3,268,494 3,268,494
Comprehensive Net
Expenditure for the year		 App. 1 (3,537,458) (3,537,458)
Actuarial Gain/(Loss) for year 16 2,769,000 2,769,000
------------- -------------
Balance at 31st March 2023 (366,449) (366,449)
========= =========

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The Northern Ireland Community Relations Council

Other Operating Costs

r Operating Costs
Purchase of goods and services 2022-23 2021-22
Note £ £
Programme costs 60,082 76,230
Postage, stationery and photocopier costs 720 614
Telephone 3,549 3,385
Rentals under operating leases 40,919 88,466
Repairs and maintenance 46,760 45,493
Professional fees 16,383 24,348
Sundry expenses 1,580 234
HR costs 13,414 19,991
External audit services 24,900 23,000
Internal audit services 6,675 8,207
Bank charges 70 -
---------- ----------
215,052 289,968
---------- ----------
Depreciation and impairment charges
Depreciation 7 57,129 7,821
Amortisation 8
 6,808 6,933
---------- ----------
63,937 14,754
---------- ----------
Other Operating Expenditure 2022-23 2021-22
£ £
Staff travel and subsistence 2,675 45
Members and Committee expenses 1,279 121
Interest - Right of Use of Assets 1,759 -
Interest on net defined pension liability 16 63,000 67,000
---------- ----------
68,713 67,166
--------- ---------

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The Northern Ireland Community Relations Council

Appendix 2: Grants Paid in 2022-23

Core Grant Scheme Awards 2022 – 2023

Please Note:

Multiple Councils – the grant was awarded for projects taking place in 2 – 4 District Council areas Regional Councils – the grant was awarded for projects taking place in 5 – 11 District Council areas

Reference Name Short Description Amount (£)
Antrim and Newtownabbey
CFC22/41007 Community Relations Forum Grant for core funding costs to
support community relations activity		 37,437.56
Total for Antrim and Newtownabbey 37,437.56
Armagh, Banbridge, Craigavon
CFC22/41024 Shankill Parish Caring
Association		 Grant for core funding costs to
support community relations activity		 34,323.25
Total for Armagh, Banbridge, Craigavon 34,323.25
Belfast
CFC22/41040 East Belfast Mission Grant for core funding costs to
support community relations activity		 51,606.38
CF22/40010 Falls Women's Centre Grant for core funding costs to
support community relations activity		 28,160.26
CF22/40060 North Belfast Interface
Network		 Grant for core funding costs to
support community relations activity		 29,476.12
CFC22/41014 Springboard Opportunities
Limited		 Grant for core funding costs to
support community relations activity		 51,782.38
Total for Belfast 161,025.14
Causeway Coast and Glens
CFC22/41018 BCRC Grant for core funding costs to
support community relations activity		 40,529.88
Total for Causeway Coast and Glens 40,529.88
Derry and Strabane
CFC22/41036 The Churches Trust Ltd Grant for core funding costs to
support community relations activity		 62,877.13
Total for Derry and Strabane 62,877.13
Multiple
CF22/40017 Belfast YMCA Limited Grant for core funding costs to
support community relations activity		 38,702.64
CF22/40045 Community Relations in
Schools (CRIS)		 Grant for core funding costs to
support community relations activity		 79,994.26
CF22/40040 Early Years-the organisation
for Young children		 Grant for core funding costs to
support community relations activity		 75,027.27
CF22/40023 Falls Community Council Grant for core funding costs to
support community relations activity		 36,205.54
CFC22/41008 Intercomm Grant for core funding costs to
support community relations activity		 28,206.42
CF22/40038 PeacePlayers International -
Northern Ireland		 Grant for core funding costs to
support community relations activity		 55,306.90
CF22/40041 Tobar Mhuire Retreat Centre Grant for core funding costs to
support community relations activity		 19,349.75
Total for Multiple 332,792.78

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The Northern Ireland Community Relations Council

Regional Regional Regional
CFC22/41010 An Gaeláras Limited Grant for core funding costs to
support community relations activity		 28,283.63
CF22/40009 Beyond Skin Grant for core funding costs to
support community relations activity		 18,673.00
CF22/40048 Irish FA Foundation Grant for core funding costs to
support community relations activity		 29,237.30
CF22/40030 Irish School of Ecumenics
Belfast		 Grant for core funding costs to
support community relations activity		 29,306.12
CF22/40016 Londonderry Bands Forum Grant for core funding costs to
support community relations activity		 45,953.24
CFC22/41038 Nerve Centre Grant for core funding costs to
support community relations activity		 26,917.74
CFC22/41033 North West Play Resource
Centre		 Grant for core funding costs to
support community relations activity		 37,096.68
CFC22/41028 Partisan Productions Grant for core funding costs to
support community relations activity		 33,181.00
CFC22/41023 Rural Community Network Grant for core funding costs to
support community relations activity		 59,120.26
CFC22/41022 The Corrymeela Community Grant for core funding costs to
support community relations activity		 68,177.75
CFC22/41019 The Junction/Holywell Trust
Core Funding Partnership		 Grant for core funding costs to
support community relations activity		 80,195.04
CFC22/41016 TIDES Training Grant for core funding costs to
support community relations activity		 56,017.00
CF22/40025 Trademark Grant for core funding costs to
support community relations activity		 62,362.54
CF22/40014 Ulster GAA Grant for core funding costs to
support community relations activity		 43,184.74
CFC22/41035 Youth Initiatives NI Grant for core funding costs to
support community relations activity		 28,798.66
CF22/40026 Youth Link Grant for core funding costs to
support community relations activity		 55,694.27
Total for Regional 702,198.97
Overall Total 1,371,184.71

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The Northern Ireland Community Relations Council

Community Relations Cultural Diversity Grant Scheme 2022 – 2023

Please Note:

Multiple Councils – the grant was awarded for projects taking place in 2 – 4 District Council areas Regional Councils – the grant was awarded for projects taking place in 5 – 11 District Council areas

Reference Name Short Project Description Amount (£)
Antrim and Newtownabbey
CRCD22/42131 Falls Women's Centre 50 women will meet at a cross-community
social event to hear a talk on drumming
traditions, followed by discussion and a
buffet supper.		 860.00
Total for Antrim and Newtownabbey 860.00
Armagh, Banbridge, Craigavon
CRCD22/42013 The John Hewitt
Society		 The John Hewitt International Summer
School is a celebrated week-long Festival
of Literature and the Arts. The festival
provides platforms for debate and
discussion to explore the key political and
cultural issues of the day, empowering
audiences to think critically about their
own communities and the world around
them.		 4,270.00
CRCD22/42214 Rathfriland and
District Regeneration
Company Ltd		 A cultural fusion project celebrating Burns
Night and St Patrick using music, dance
and poetry to break down perceptions and
bring people together in Rathfriland.		 1,249.98
Total for Armagh, Banbridge, Craigavon 5,519.98
Belfast
CRCD22/42017 Highspring Residents
Group		 The group are providing a single identity
diversionary festival in the Highfield area
for the local community during the annual
Whiterock band parade. The group look to
maintain the good relationships built
between both communities in the area by
providing an alternative and keeping local
youth away from the trouble hotspot of the
Springfield Road.		 1,150.00

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The Northern Ireland Community Relations Council

CRCD22/42022 Lagan Village Youth
and Community Group		 The group is delivering a 6 week
programme of cultural diversity awareness,
understanding to a group of 20 young
people were they will learn about music
,language, dance and other cultural aspects
of the different cultures that not only live
in the local community but also in the
Belfast area.		 2,340.00
CRCD22/42028 Community Relations
in Schools (CRIS)		 The group have planned a 3 pronged
approach to re-engage both the
parents/carers of children that have been
part of the Buddy Up programme over the
years and also new parents associated with
the 6 feeder primary schools across North
Belfast.		 3,134.00
CRCD22/42029 Prime Cut Productions In My Own Words is a creative writing
project designed to result in an Anthology
of New Writing from women across
Belfast and a Digitised Performance. It is
aimed at people whose lives have been
adversely and negatively impact by the
legacy of the Northern Irish conflict in
order to give a platform and opportunity
for expression to the many under-
represented citizens of Belfast.		 4,250.00
CRCD22/42036 All Nations Ministries All Nations Ministries is planning to host
"Global Fun Day". In order to promote
social inclusion of immigrant minority
communities in NI; provide an opportunity
for ethnic minority community members to
share their experiences and culture with
local NI communities - to enable the
building of trust and understanding. .		 1,364.37
CRCD22/42049 Conway Education
Centre		 Welcoming our new neighbours. This
project aims to improve relations and
reduce barriers between local residents and
refugee & asylum seeking families who
have been housed in west Belfast. The
project joins English language learning,
key to communication and integration,
with learning about Belfast society		 810.38

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The Northern Ireland Community Relations Council

CRCD22/42056 British Youth Music
Theatre		 The project celebrates and acknowledges
the important role of peace builders,
promoting awareness amongst young cast
members, as well as through performances
at the Lyric.		 2,499.88
CRCD22/42062 Fighting Words
Northern Ireland		 Deliver 4 cross community creative writing
workshops in East Belfast for young
people to explore cultural
diversity culminating in a showcase.		 3,378.37
CRCD22/42066 Family Comfort NI The project will create a diverse range of
activities that would bring people from
different cultures with different beliefs
together to encourage and build
community unity.		 1,600.00
CRCD22/42080 Belfast Won't Always
Be Like This		 The group are planning a full feature
documentary tackling the separation walls
from a community perspective, and how to
end segregation in Belfast		 2,000.00
CRCD22/42081 Refuge Language This project will see the creation of a
Conversation Club for NI's Ukrainian
population, many of whom are new in the
country.		 4,636.38
CRCD22/42097 Belfast Exposed This women's cross-community creative
project takes inspiration from the Belfast
Exposed archive, explores the legacy of
internment and empowers women to
harness leadership within communities.		 4,898.70
CRCD22/42105 BHSCT Information stalls, speeches, performances,
talks, lived experiences - all an opportunity
to learn and explore how to sustain good
mental health with good relations.		 1,000.00
CRCD22/42107 Coiste na nIarchimí To assure community leaders of the
grassroots work Coiste and EPIC do for
reconciliation within and between
communities		 400.00
CRCD22/42110 EPIC The British Irish Association Conference
offers a unique opportunity to access a
wide range of policy influencers from both
the political and community sectors.		 400.00

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The Northern Ireland Community Relations Council

CRCD22/42111 Northern Ireland
Interfaith Forum		 An evening event with a wide range of
culturally diverse
musicians/artists/speakers to celebrate
International Peace Day hosted in a neutral
Belfast venue.		 1,430.00
CRCD22/42113 East Belfast Enterprise To engage communities from either side of
a peace line to work together on a mural
art-work, reflecting their experiences and
future aspirations.		 2,500.00
CRCD22/42126 Multi-Ethnic Sports
And Cultures Northern
Ireland(MSCNI)		 We plan to use this medium to bring
youths of various community backgrounds
together with a sports festival using
various sports and Cultural activities.		 1,855.20
CRCD22/42130 All Nations Ministries Hosting 2 multicultural celebration events
for marginalised refugee/asylum seeker
women and young people in N. Belfast.		 1,280.57
CRCD22/42140 Belfast South
Community Resources		 Event where members of the community
will enjoy an evening of learning and
participating in Indian cultural traditions to
celebrate Diwali.		 1,500.00
CRCD22/42142 Imagine Belfast The project is taking place 20-26 March
2023 with at least 80 events involving over
8,000 people in discussion on diversity &
good relations issues.		 3,750.00
CRCD22/42147 174 Trust 'Faith Together for the Common Good' - a
1/2 day Conference		 450.00
CRCD22/42172 Cliftonville
Community
Regeneration Forum		 Provide shared trauma training to local
people and young people across a North
Belfast interface as they deal with people
facing trauma and poverty		 1,649.00
CRCD22/42185 EastSide Arts Creating Space will promote integration
and cultural diversity by supporting
Hosford's Women's Group to explore their
creativity and share their stories through
trauma-informed arts practice.		 1,352.00
CRCD22/42201 ArtsEkta ArtsEkta hope to present a large outdoor
procession and experience centered around
the stories of Goddesses and Gods of
Global Mythology using visual arts.		 2,400.00

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The Northern Ireland Community Relations Council

CRCD22/42226 DU Dance NI Bringing together women from a diverse
range of cultural backgrounds all of whom
live in West Belfast to connect, create,
share and celebrate through dance.		 1,440.00
CRCD22/42241 Museum of the
Troubles Initiative		 We would like to reflect the result of the
women’s work, that is the design of their
exhibit of their experiences during the
Troubles, digitally.		 675.00
Total for Belfast 54,143.85
Derry and Strabane
CRCD22/42024 The Churches Trust
Ltd		 Art Exhibition and showcase of creative
outputs of the Uniting Opportunities,
Community of Homes project, a personal
development Good Relations themed
project where young people build positive
relationship and together address barriers
to community participation.		 2,484.00
CRCD22/42026 Rural Housing
Association		 A series of Pop-up Global Cafes in rural
communities, will celebrate diversity and
cultures from across the globe using art,
cookery and interactive workshops		 4,800.69
CRCD22/42040 Kerala Association Bringing people from all the communities
together through art, culture and education
thus building good relations between them.		 1,500.00
CRCD22/42067 An Gaeláras Limited Providing language classes in a venue
accessible to people from communities
where learning Irish is not viewed as
traditional, e.g. communities described as
broadly Unionist.		 3,895.00
CRCD22/42101 Londonderry Bands
Forum		 Deliver cross border workshops and a
concert in St Patrick's Cathedral, Dublin in
the build up to St Patrick's Day in a shared
Island performance.		 1,500.00

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The Northern Ireland Community Relations Council

CRCD22/42171 Newbuildings Cricket
Club		 The project will bring young people from
the Newbuilding's and surrounding areas
together in a programme of activities
designed to provide inclusivity and remove
stereotypes.		 1,100.00
CRCD22/42176 Lincoln Courts Youth
and Community
Association		 It will focus on developing a greater
understanding, forging stronger links and
focus on breaking down sectarian barriers
between young people from greater
waterside area.		 1,370.00
Total for Derry and Strabane 16,649.69
Fermanagh and Omagh
CRCD22/42058 Dylan Quinn Dance
Theatre		 A programme of 160 hours of creative
dance workshops for young people living
in and around Omagh and Enniskillen.
Exploring diversity and celebration of
community.		 2,500.00
CRCD22/42118 Erne East Community
Partnership (Ltd)		 To extend knowledge/understanding
through shared cross community Men's
Shed heritage and environmental
greenwood/upcycled woodcraft activities
delivered in shared spaces/services which
are accessible to all.		 1,770.00
CRCD22/42129 George Elliott BKYL
Academy		 Good relations football and educational
programme which will encourage greater
levels of respect, learning, tolerance and
understanding amongst young people in
the Fermanagh/Omagh area.		 1,204.00
Total for Fermanagh and Omagh 5,474.00
Multiple
CRCD22/42007 EMSONI - Ethnic
Minority Sports
Organisation NI		 Confederation festival is designed as a
multicultural day to celebrate shared space,
community cohesion, cultural diversity and
the cultures of the 20 participating
communities that will come together for 11
weeks of intercommunity football
activities.		 4,800.00

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The Northern Ireland Community Relations Council

CRCD22/42019 Belfast YMCA
Limited		 This exciting new project is about young
people getting to experience what life is
like for others in their community.
Participants will not just talk about cultural
diversity, they will experience it first-hand
through a week long programme of visits
to places of worship, dialogue sessions in
which young people will share their
reflections and learning in a mixed group.		 1,161.00
CRCD22/42042 Castle Juniors FC This project will offer young people an
opportunity to combine a residential
football festival with teams across Europe
and an educational programme focusing on
diversity. Community Relations elements
will address sectarianism and racism while
engaging with other young people from
different cultures.		 2,320.00
CRCD22/42050 Sole Purpose
Productions		 Sole Purpose is planning to work with
PsycheDelight Theatre Company to bring
their play ‘Mohand and Peter' to Derry and
Belfast for Community Relations Week.		 4,285.00
CRCD22/42054 Together in Music A series of 6 Cross Community work
shops for musicians who represent Ulster
Scots and Irish Traditional cultures.
The Workshops will concentrate on the
common roots that underpin both these
traditions and how these traditions have
been used as weapons in the Constitutional
issues still very much alive today.
We will discuss the New Decade New
Approach document and how it feeds into
Cultural Identity		 4,000.00
CRCD22/42057 TADA Rural Support
Network		 A multi-cultural networking event to bring
together a diverse range of cultures to
promote understanding, respect and
engagement with all sections of the
community.		 3,700.00

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The Northern Ireland Community Relations Council

CRCD22/42060 Artsawonder This project is an evening event with
panels including members of the religious,
political sphere, representatives of civil
society punctuated with arts performances.		 4,187.00
CRCD22/42079 Kabosh Kabosh present a regional tour of the
award-winning 'Green & Blue' to coincide
with Good Relations Week 2022.
Accompanied by workshops and post-
show discussions.		 5,000.00
CRCD22/42090 Two Castles
Community
Development
Association		 Soapbox Derby, with novelty races for
both children & adults.
Funday with traditional cultural activities
and entertainment showcasing all sections
of the community.		 2,385.00
CRCD22/42094 Beyond Skin A culturally diverse festival celebrating the
planting of 'the 100 Book' through
performances, talks, workshops and a local
artisan market.		 4,090.00
CRCD22/42122 Drumalis The programme comprising 15 seminars
and attracting diverse participants engages
with TBUC Key Priority 4 with its
emphasis on community belonging and
cultural diversity.		 1,490.00
CRCD22/42190 Mandarin Speakers
Association Derry		 Chinese New Year Gala, Chinese class, art
project, Chinese decoration to teach local
people about Chinese culture and to
reinforce Chinese culture with Chinese
people		 2,330.00
Total for Multiple 39,748.00
Newry, Mourne and Down
CRCD22/42045 Iur Cinn Fleadh Dancing on the Green, 3 local housing
estates, dancing, singing and music, Irish,
Polish, Belfast choir. Bring fleadh out to
communities, reach people of various
cultures		 1,630.25
CRCD22/42059 Schomberg Society
Kilkeel Limited		 This project will improve community
relations during the 11th July celebrations
in Kilkeel by organising a major family-
friendly Festival, which everyone feels
safe to attend.		 3,275.00
Total for Newry, Mourne and Down 4,905.25

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Regional
CRCD22/42009 The Corrymeela
Community		 Faith in Each Other - a semi-annual
residential programme that explores how
religious identity in Northern Ireland
affects one’s sense of belonging		 2,415.00
CRCD22/42014 Success Dragon &
Lion Dance
Association		 To provide a multi-cultural Chinese New
Year event, which will be entertaining,
educational and inclusive. We aim to raise
the profile of Chinese Community, other
ethnic minorities and their culture, reduce
stereotyping and develop ongoing
partnerships		 2,500.00
CRCD22/42018 Arts Ekta This project will deliver the 16th edition of
the multi award winning Belfast Mela,
Northern Ireland's largest and leading
celebration of cultural diversity. Belfast
Mela (meaning to meet) is a major citizen-
led cultural festival celebrating NI's
diverse communities through many forms
of music, dance, food, language and art.		 5,000.00
CRCD22/42031 Spanner in the works
theatre company		 The Buttercup play spans over the last 4
decades of life in Northern Ireland. The
play opens up an honest and difficult
debate about how it’s past has affected
future generations. Suicide rates in
Northern Ireland over the last few years
have risen steeply, has our troubled past
played a part in this?		 4,550.00
CRCD22/42035 Northern Ireland
Environment Link		 NIEL wishes to employ a consultant or
researcher to review the nature of
engagement of ethnic minorities in
environmental issues, projects, and
activities.		 5,000.00
CRCD22/42047 Irish School of
Ecumenics		 Church Fora bi-annual CONNECT
conferences bring together representatives
of Church Fora to learn more about
significant societal issues (June
conference: Faith and Democracy) to share
experiences and learnings from their work
programmes which aim to promote
reconciliation, an end to sectarianism and
racism, and a shared community.		 1,182.00

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CRCD22/42048 The de Borda Institute The Northern Ireland problem, based as it
is on a belief in majoritarianism, may best
be overcome by a more pluralist approach
to decision-making.		 475.00
CRCD22/42051 Foundation for
Forgiveness and
Reconciliation		 A new podcast series profiling
peacemakers, activists and artists from
both sides of the conflict here in N.I .The
series will include 2 live events		 4,650.00
CRCD22/42053 Youth Initiatives OUTBOUND is good relations volunteer
leadership training & development
programme for participants aged 15-25
from the 6 Northern Ireland YI youth
community hubs.		 3,470.23
CRCD22/42078 Integrated Education
Fund		 The programme goal is to create better
understanding of Integrated Education
amongst faith groups by bringing together
key figures at a series of interactive events.		 470.00
CRCD22/42103 Trademark Education and dialogue workshops focused
on issues of history, identity and cultural
expression, concluding with a residential
focused on the present and future of NI.		 1,200.00
CRCD22/42104 PeacePlayers
International -
Northern Ireland		 The CDP will equip a new generation of
young people with the knowledge, skills
and confidence to build
peace and reconciliation.		 2,290.00
CRCD22/42121 Community Dialogue Community Dialogue and partners will
meet to assess the state of the Agreement
on its 25th anniversary and agree strategic
responses to outstanding challenges.		 2,438.00
CRCD22/42136 Spanner in the works
theatre company		 6 performances / workshops of play what's
if across Northern ireland
The story of one mother’s loss. The
Shankill Road, Belfast 1993		 3,090.00
CRCD22/42152 APAC Exhibitions, a zine, and talk will be
presented at Parliament Buildings Belfast.
They will showcase APAC’s cross
community project that reflects diversity
and culture.		 1,620.00
CRCD22/42163 Shared Future News A launch event with interviews of
participants in What Northern Ireland
Means to Me book.		 800.00

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CRCD22/42195 The Fostering Network This project would support kinship
fostering families to nurture hope through
connecting with, understanding and
celebrating each other, themselves, their
cultures and diverse narratives.		 1,700.00
CRCD22/42203 Terra Nova
Productions		 Terra-Nova will bring 12+ diverse groups
together to participate in 3 programmes
exploring racial and cross-community
issues through art, challenging
misconceptions around our shared history.		 1,270.00
CRCD22/42219 JoinHer Network CIC Celebration of women's achievements,
successes and experiences that impact our
diverse communities.		 2,130.00
Total for Regional 46,250.23
Overall Total 173,551.00

North Belfast Scheme 2022

Reference Name Short Description Amount (£)
Belfast
NBF22/46001 Ardoyne Youth
Enterprises		 Support costs towards good relations
projects in North Belfast		 79,999.00
NBF22/46002 Ashton Centre Support costs towards good relations
projects in North Belfast		 100,000.00
NBF22/46003 Ballysillan Community
Forum		 Support costs towards good relations
projects in North Belfast		 54,000.00
NBF22/46004 Cliftonville Community
Regeneration Forum		 Support costs towards good relations
projects in North Belfast		 108,000.00
NBF22/46005 Greater Whitewell
Community Surgery		 Support costs towards good relations
projects in North Belfast		 47,167.00
NBF22/46006 Intercomm Support costs towards good relations
projects in North Belfast		 88,000.00
NBF22/46007 Ligoniel Improvement
Association		 Support costs towards good relations
projects in North Belfast		 60,000.00
NBF22/46008 Mount Vernon
Community Development
Fund		 Support costs towards good relations
projects in North Belfast		 33,000.00
NBF22/46009 Shankill Women's Centre
(SWC)		 Support costs towards good relations
projects in North Belfast		 90,000.00
NBF22/46010 The Vine Centre Support costs towards good relations
projects in North Belfast		 14,134.00
Overall Total 674,300.00

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Pathfinder Grant Scheme 2022 – 2023

Please Note:

Multiple Councils – the grant was awarded for projects taking place in 2 – 4 District Council areas

Reference Name Short Project Description Amount (£)
Belfast
PF22/43004 Forthspring Inter
Community Group		 The planned activities across 3 distinct cross
community projects will focus on raising
awareness of the key drivers of sectarianism,
segregation and interface violence.
Forthspring's message is about finding
commonality, building positive community
relations and promoting non-violence as a
methodology for social action. They will also
focus on good relations activity in an
increasingly Multi-Cultural community,
promoting and celebrating diversity.		 22,319.00
PF22/43025 Blackmountain
Shared Space Project		 The programme is directly linked to the
ongoing political/contentious discussions
between residents, in particularly men in the
Upper Springfield/Upper Shankill areas		 7,500.00
Total for Belfast 29,819.00
Derry and Strabane
PF22/43018 Cathedral Youth Club Creative activities for young people which will
impact on their physical and mental health as
well as improving their understanding and
knowledge of other cultures.		 3,375.00
PF22/43023 Bloody Sunday Trust This project will fund a PT community
relations coordinator for the Bloody Sunday
Trust putting a targeted resource into
community relations work across the city.		 14,665.00
Total for Derry and Strabane 18,040.00
Multiple
PF22/43008 Shankill Women's
Centre (SWC)		 The group intends to provide a variety of
project activities on a shared community
(PUL/CNR) basis with GR/CD themes that
will help create a more cohesive,
peaceful society through: GR/CD
Training/Courses, Dialogue, Personal
Development, Residential, Conferences etc.		 24,832.00
PF22/43010 St. Columb's Park
House		 St Columb’s Park Reconciliation Trust is at the
forefront of innovative peacebuilding within
the Waterside area of the City. The
organisation will deliver a series of community
based good relations projects that meets the
current needs of the communities with which
they work. Their programming includes
working and mediating at one of the City's
most 'active' interface areas, engaging young
people at a flashpoint between the peace bridge
and a predominantly PUL community.		 21,736.52
Total for Multiple 46,568.52
Overall Total 94,427.52

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The Northern Ireland Community Relations Council

Publications Grant Scheme 2022- 2023

Please Note:

Regional Councils – the grant was awarded for projects taking place in 5 – 11 District Council areas

Reference Name Book Title Amount (£)
Regional
Pubs22/44013 North West
Cultural
Partnership		 Division, Partition, and Political Change in Ireland
1920-1925		 1,470.00
Pubs22/44014 Irish School of
Ecumenics		 Is There A Common Good? An Educational
Resource		 4,700.00
Pubs22/44034 Trademark The Double Transition: 25 Years Since the Good
Friday Agreement		 2,711.00
Overall Total 8,881.00

Media Grant Scheme 2022 – 2023

Reference Name Short Description of Project Amount (£)
Belfast
Media22/45012 Northern Visions An engagement process with
community groups involved in
community relations work and peace
building to deliver a series of four
discussion programmes around
predetermined themes and four
location based news features,
highlighting their work and best
practice for broadcast on NVTV,
Belfast's local public service channel.		 5000.00
Media22/45030 Richard Willis "Disagreeing Well" will blend a
powerful and bespoke piece of spoken
word poetry (performed by Fighting
Word's Benji Wallis), with striking
animated visuals. The overarching
message of the piece will challenge
how young people engage and
communicate with those that they do
not agree with.		 5,000.00
Total for Belfast 10,000.00
Derry and Strabane
Media22/45022 Holywell Trust Following the success of the Forward
Together Podcast, we will continue
and deepen the conversations that
have been started through the
reimagined Holywell Trust
Conversations podcast series. For this		 4,954.37

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The Northern Ireland Community Relations Council

series we will carry out 18 new
interviews with linked articles on
Slugger O'Toole.
Total for Derry and Strabane 4,954.37
Overall Total 14,954.37

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