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2024-03-31-accounts

Charity No. 107530

Company Registration No. NI24026

The Northern Ireland Community Relations Council Annual Report and Accounts for the Year Ended 31st March 2024

Presented to The Northern Ireland Assembly by the Community Relations Council on 28th November 2024

The Northern Ireland Community Relations Council

Index to the Annual Report and Accounts for the Year Ended 31st March 2024

Index to the Annual Report and Accounts
for the Year Ended 31st March 2024
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 8-15
4.2 Performance analysis 16-27
4.3 Sustainability Report 27-28
5. Directors’ Report 29
5.1 Corporate Governance Report
5.1.1 Trustees' and Directors’ Report 29-34
5.1.2 Statement of Accounting Officer’s and Directors’ responsibilities 35-36
5.1.3 Governance Statement 37-50
5.2 Remuneration and Staff Report
5.2.1 Remuneration Report 51-54
5.2.2 Staff Report 56-58
5.3. Assembly Accountability Disclosure Notes
5.3.1 Overview 59
5.3.2 Independent Auditor's Report 60-64
6. Accounts
6.1 Statement of Financial Activities 65
6.2 Balance Sheet 66
6.3 Cash Flow Statement 67
7. Notes to the Accounts 67-87
8. Appendix 1: Additional Disclosure to comply with FReM 88-92
9. Appendix 2: 2023/24 Grant List 93-101
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/

Page 2

Chair’s Foreword

2023-24 was a difficult year for many organisations working in the community and voluntary sector given the wide range of budget cuts for both delivery agents and grant recipients as a result of Departmental needs to reduce spending . This was particularly difficult for those of us working in the good relations/community relations sector. The cost-of-living crisis made life much more difficult for local communities as they struggled to meet essential needs and still maintain their efforts in building good and sustainable relationships across the province.

In addition, Community Relations Council dealt with a number of staff changes at various levels within the organisation. I would like to take this opportunity to thank our staff group for their resilience and flexibility in managing an ever changing and demanding work programme. This year saw a number of CRC staff fulfil 20 years of service with the organisation: Jacqueline Irwin, Ian Thompson and Jo Adamson.

I do not underestimate the effort and input of all the above staff, nor do I take it for granted.

Staff are our greatest asset and the landmark of 20 years of service is a significant milestone in the CRC journey. They join our longest serving member of staff, Ellana Tomasso who has been with CRC for 30 years, an amazing commitment and contribution to the work of the organisation. Thank you to each and every one of you for your continued support.

I would also like to thank my fellow board members for their continued support throughout 2023-24 which saw the organisation achieve fully its operational objectives and targets. To our partners in government -The Executive Office – I acknowledge their support and guidance over the year which saw our working relationship develop and flourish enabling us to serve better the needs of all those working tirelessly in the sector to maintain peace and prosperity.

The restoration of devolved government in early February 2024, after a twenty-fourmonth hiatus, was warmly welcomed. The positive messaging by the First and Deputy First Minister around good relations has provided an added impetus and optimism to everyone working in the good relations and social cohesion environment.

CRC board members have had their first term extended to June 2024 and look forward to working with TEO colleagues and Ministers in exploring options for the future development of the organisation.

Over the year we continued to deliver both small grants and Core grants as part of our role in meeting the headline actions of the TBUC strategy. Unfortunately, both our Pathfinder and Publication grants were suspended due to necessary budget cuts. Our engagement team facilitated three TBUC events across the region during the year. In June 2023 the theme was “Good Relations: A Look Forward." The second meeting of the Forum this year took place during Good Relations Week in September 2023. The theme was "The Good Friday Agreement, 25 years on." The final event was in March 2024 and covered the recently published sixth edition of the Northern Ireland Peace Monitoring Report.

Page 3

Good Relations Week (GRW) was launched in May 2023 and covered the period 18[th] -24[th] September 23. We were delighted to have Tim McGarry as our GRW Ambassador, and he certainly brought humour and focus to the events he facilitated.

The Good Relations Awards are a key event in the year for both CRC and an evergrowing range of partners. They provide an opportunity to recognise not just the overall winner but a number of other individuals working in shared housing, youth work, ethnic minority sports and volunteering. The 2024 Exceptional Achievement winner was Betty Carlisle MBE. Betty has been the CEO of Shankill Women’s Centre for the past 23 years. Her passion and drive for community work has resulted in continued development and growing success, with a new Shankill Shared Women’s Centre opening in 2024.

I am delighted as Chair to present this year’s Annual Report which gives details on how we have managed our finances, provided good governance and managed our risks in a comprehensive way. Can I conclude by thanking our Chief Executive, Jacqueline Irwin, for her leadership and vision in managing the organisation over the last year.

Martin McDonald

Chair

Community Relations Council

Page 4

Chief Executive’s Comment

In the latter part of 2023-24 we were pleased to see the return of Ministers to the NI Executive. Ministers face many challenging issues, but their return has provided hope and the positive, respectful tone set by the First and Deputy First Ministers is a welcome context in which to carry out the work of building good community relations.

The Community Relations Council is an Arm’s Length body of The Executive Office and a key delivery partner responsible for funding programmes across the region to tackle sectarianism, racism, and to build good community relationships now and for the future. 2023-24 has been a financially challenging year across the public sector. The Community Relations Council had to suspend three grant schemes due to cuts in its budget. Despite having these challenges, as this report demonstrates, the organisation mitigated the impact on grants and managed its reduced budget to the high standard required of public bodies, reported to our sponsoring department and others in a timely and transparent way.

In 2023-24 115 organisations and projects received funding totalling £1,910,934 across our grant schemes: Community Relations and Cultural Diversity (CR/CD) Small Grant Scheme, the Core Funding Grant Scheme, and The Executive Office’s North Belfast Strategic Good Relations Programme. Due to funding cuts faced across the public sector in this financial year, the Community Relations Council was unable to open its Pathfinder Grant Scheme, or its Publications and Media Schemes. In the absence of these grant schemes, those seeking funds were directed to our small grant scheme. We hope that the funding available will improve in 2024-25 but at the time of writing this report the financial situation across public services does not look encouraging.

The financial pressures of the year affected the majority of the organisations we fund across the region, but it was inspiring to see how they managed to overcome the funding challenges and find ways to continue to build good cross-community relationships, often at the same time as delivering other services at a local level. Good community relationships are essential as we continue to meet the challenge of this funding crisis as they provide the best context into which to delivery other public, voluntary and community services.

Despite the challenging financial environment in 2023-24, the Community Relations Council continued to be a hub for the exchange of learning and best practice, through our online and in-person development and engagement work with funded groups and wider networks in the voluntary and community sector, with policymakers and academics. 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 Forum continues to be a platform for structured engagement between those involved in the design of policy and those working in various aspects of delivery. The complex weave of perspectives necessary to reflect the diversity of our community is represented in those that attend and the themes of the Forum meetings. With the return of Ministers, we look forward to the conclusion of the review of the Together: Building a United Community strategy in the coming year and to working with The Executive Office in the co-design processes that will develop the refreshed strategy.

Page 5

Good Relations Week 2023 offered a choice of in-person or online events. As always, we were grateful to the steering group which included representatives from The Executive Office, the Department for Justice, the Education Authority, Libraries NI, The Belfast Health and Social Care Trust, The Rainbow Project, Another World Belfast, NI Environment Link and The Nerve Centre and new members Disability Action, NI Local Government Association, and the Community Foundation for Northern Ireland. We were also grateful to Tim McGarry who was this year’s ambassador and to everyone who organised or attended the events. Good Relations Week belongs to you.

Communications on our website, X (formerly Twitter) and e-news continued to be a valuable source of information. The Community Relations Council has grown its X and Facebook followers. We now have 8,002 followers on X and 4,216 followers on Facebook. During the year, the website attracted 10,760 users and had 45,400 page views. The usage figures appear lower than last year but having investigated the matter we have been advised that the decrease is due to a change in the "Cookie" policy from the previous framework for this service. This means that when users choose not to accept Cookies we are no longer able to track the activity on our site.

The annual Good Relations Awards are co-ordinated by the Community Relations Council and delivered in partnership with The Executive Office. We were delighted that Junior Minister Aisling Reilly and Junior Minister Pam Cameron were able to attend the award ceremony. We were also pleased that this year’s awards attracted seventy-five entries across the five categories. The awards highlight exceptional achievement in promoting community relations, intercultural work, and peacebuilding. This work is strengthening a shared community spirit across the region, improving people’s lives and their outlook for the future. We are delighted to deliver the awards in partnership with Volunteer Now, the Northern Ireland Council for Voluntary Action (NICVA), NI Youth Forum and the Community Foundation for Northern Ireland (CFNI), all of whom encouraged local groups, individuals and organisations from across the region to get involved and to submit nominations for the 2024 Good Relations Awards programme. This year’s winners were Elizabeth (Betty) Carlisle (Community Relations Council Exceptional Achievement Award -peace building); Yvonne Heaney (Good Relations Volunteer of the Year Award); David Patterson (Good Relations Community Champion Award); Crosslink Volunteer Team Youth Initiative (Good Relations Youth Award -Under 25s); Waterside Shared Village (Good Relations Connecting Communities Project of the Year). Congratulations to all the winners, runners-up and all those nominated – your work does not go unnoticed. You are building a positive future that will benefit everyone.

The Community Relations Council now routinely delivers services in person and on-line. This approach has allowed people to attend our events regardless of where they are geographically. It has reduced the number of unnecessary journeys and assisted our aim to work in a sustainable way that contributes to combatting the environmental challenge we all face. We continue to believe that these small actions, if taken by a large enough number of other organisations, and in conjunction with wider systemic and targeted public policy intervention will make a positive difference.

Page 6

In December 2023 we published the sixth edition of the Northern Ireland Peace Monitoring Report. Work on the seventh edition will start in early 2025. As always, the project was independently funded by the Joseph Rowntree Charitable Trust. We are grateful for their continued support of this important report. The report was independently authored by Professor Ann-Marie Gray and her team, supported by an independent advisory group. The data contained in the report is gathered under a wide variety of themes and from various sources. The various ways in which the independence of the report is underpinned are important to ensuring that it is trusted. The multiple dimensions examined in the report are an indication of the complexity of the peace process and the range of issues in our past and present, that can affect it in planned and unplanned ways. It also clearly demonstrates that we are not all experiencing the peace process in the same way. For those involved in community relations work, the challenge lies in acknowledging and working with the differing perspectives because that is the reality of pluralist societies. The work is not about bringing everyone to the same point of view but learning to live well together with our differences. After so many years of conflict it is clear that it will take a long time to learn to live together well. We have already come through many stops and slips in our peace process, so we know it is not guaranteed but we also know that it has the capacity to endure. We should take encouragement from that.

In the coming year the Community Relations Council will complete work on its next strategic plan, aligned to the next Programme for Government and the revised Together: Building a United Community strategy when both are published. We will continue to keep refreshing our approach to peace-building and good relations to ensure it is relevant to the times we live in, the needs of the community, and the most effective things to do now.

Although 2023-24 was a financially difficult year, what the Community Relations Council delivered could not have been achieved without the support of The Executive Office, for which we are grateful.

I also want to thank our Chair, Martin McDonald and the members of the Board for their support and guidance to me during the year. My thanks also go to fellow staff members for what they did to build and sustain good community relations in this challenging year.

Jacqueline Irwin

Chief Executive and Accounting Officer

Page 7

Strategic Report

i) Performance Overview

The directors are pleased to present their Annual Report and Accounts for the year ended 31 March 2024. 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 2023-24 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 15. 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.

The Community Relations Council delivered its 2023-24 operational plan in an agile mix of on-line and in-person activities. This approach enables the organisation to deliver a more sustainable programme with a reduced impact on the environment.

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 Community Relations Council's 2020-23 Strategic Plan was approved by Ministers in January 2021. It sets out the strategic objectives of the Community Relations Council in the context of T:BUC and provides the strategy for the work delivered by the Community Relations Council during 2023-24. With the agreement of The Executive Office CRC's 2020-23 Strategic Plan was extended to 2024 to facilitate alignment with the outcome of the Department's review of Together: Building a United Community.

Page 8

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 2023-24

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 2023-24 Business Plan had the following three strategic objectives:

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 2024:

Page 9

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.		 An updated Business Case has
been submitted. The
Community Relations Council
continues to liaise with staff
and the union and 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 Director of Finance,
Admin and Personnel left on
2ndApril 2024 to take up a
new post; recruitment is
underway.
Temporary cover is being
provided by an Interim
Finance Manager.
Recruitment is underway for
the Core Funding Officer
post.
Temporary cover is in place
for two staff on maternity
leave.
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.TEO was
notified and the Board is
being updated regularly.
In September 2023 CRC’s
solicitors updated on this
issue. Originally the test
cases were to be heard in
July 2023, however, there
was a delay in a consultation
process, and therefore the
cases were stayed until
October 2023.
CRC received
correspondence from DoF
informing of the outcome of
the consultation:
After careful consideration of
the responses received the

Page 10

Department of Finance will
continue with the proposed
legislation, which will be
made and laid in advance of
1 October 2023. This will
restore eligible pension
members with service
between 1 April 2015 and 31
March 2022 to a position
they would have been in had
the discrimination not
occurred, giving them a
choice of alpha or
PCSPS(NI) benefits for 2015-
22.
However, CRC’s legal
advisors have since stated
that this Government
decision will not affect
whether test cases progress,
as there is still the issue of
injury to feelings for the
tribunal to decide on.
Resource – Financial This risk considers the impact CRC faces in terms
of the 2023/24 and 2024/25 budgets from The
Executive Office.		 2023/24: CRC received the
opening budget letter in June
2023. The budget includes a
10% reduction in funding
compared to the 2022/23
budget. The letter also states
that CRC only has the
authority to spend 65% of the
budget, while the Treasury
agrees the full Northern
Ireland budget.
On 21stSeptember 2023 CRC
received notice from TEO that
the 65% cash cap had now
been lifted by the Secretary of
State, following the passing of
legislation in Parliament.
CRC submitted a budget
exercise to TEO on 8th
November 2023. This exercise
details CRC’s budget position,
cash position, and anticipated
accruals, and any pressures to
TEO.
CRC received confirmation of
the additional Cash
requirement and Capital
request in January 2024,
however concerns were noted
by the ARAC committee over
ability to spend at such late
notice
2024/25: CRC has not
received its budget for the new
financial year but on 26th
March 2024 an email from
TEO stated “Finance has
confirmed you should assume
the same opening baseline as

Page 11

2023/24, less any adjustment
for IFRS rental payments”.
Technology This risk considers the impact CRC faces in
relation to Information Technology.		 CRC was advised early
February 2024 that the 2 long
term and entire IT Support
team members were leaving
ECNI – the organisation who
solely manage CRC’s IT
services, implementation, and
support. This was a
considerable risk as they are a
regular, necessary resource
which enables the function of
CRC through IT which is now
the fundamental and basic
requirement for all work and
communication.
With the assistance of CPD,
ECNI has now engaged in a
one-year contract with the new
company established by the
aforementioned leavers – this
temporary, emergency
solution ensures continuity of
cover, albeit under a different
form of contract. Long term
solutions will continue to be
investigated including IT
Assist.

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 43 to 50.

The Community Relations Council monitors its performance by comparing actual performance to targeted performance as detailed in the 2023-24 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 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. The Board has commenced work on the new strategy and intends to align the final draft with the new Programme for Government, before undertaking public consultation on it. The 2024-25 business plan is at an advanced stage of preparation and is with The Executive Office officials pending Ministerial approval. Funding was secured for the 2023-24 financial year and budgets across the NI Civil Service have been agreed for 2024-25. The Executive Office wrote to the Community Relations

Page 12

Council advising of the opening budget position which was the same as that for 2023-24. 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 2024 was fully restricted to zero. 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.

Summary Performance Appraisal

During the year the Community Relations Council achieved delivery of 22 key performance indicators (KPIs).

This included the following achievements:

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the previous year's recommendations. Only one priority three recommendation was received.

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.

Page 14

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 & Engagement
Personnel
Funding and Finance Manager Communications
Development Officer ( Vacant) Officer
(Vacant)
Vouching and
Verification Officer
Evaluation Officer
Engagement Officer
Finance Administration
Officer
Project Officer
Policy Engagement
Officer
HR Manager
Project Officer
Information Officer
----- End of picture text -----

Page 15

ii) PERFORMANCE ANALYSIS

A) Summary

The key undertakings during 2023-24 to deliver on the Community Relations Council’s priorities included:

  1. The distribution of the Executive Office funding provided to the Community Relations Council for 2023-24 to assist with achievement of the Programme for Government (PfG) and T:BUC strategic outcomes.

  2. Contributing to 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 encouragement and celebration of good relations though the Good Relations Awards and the delivery of the annual Good Relations week with a mixture of online, in-person and hybrid events in collaboration with The Executive Office, the Department for Justice, the Education Authority, Libraries NI, The Belfast Health and Social Care Trust, The Rainbow Project, Another World Belfast, NI Environment Link and The Nerve Centre. New members joined the steering group from Disability Action, NI Local Government Association, and Community Foundation for Northern Ireland.

  4. The dissemination of resources to share learning and best practice within and between relevant public bodies and the voluntary and community sector.

  5. Recommencement of the Shared Space Project. The purpose of the project is to connect those who carry out research on themes related to peace, conflict, social cohesion and community relations with those who are working on those issues in practice. The project builds on the previous Shared Space Journal published by CRC. CRC is revisiting and renewing this initiative with support from Queen’s University Belfast, Ulster University and The Open University.

  6. Delivery of our operational plan in a manner that was underpinned by a commitment to public service values including transparency, accountability, equality, efficiency and our commitment to sustainability and our pledges related to the environment, health, and our shared earth.

  7. Managing the ongoing financial and staffing pressures in 2023-24 by continuous employee and stakeholder engagement; and by maintaining appropriate risk management, assurance, and accountability processes.

The 2023-24 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.

Page 16

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 2023-24. Further detail for each project is given on pages 18 to 26.

----- Start of picture text -----
Status of 2023-24 Projects
25
20
15
10
5
0
Delivered Partially Achieved Delayed
----- End of picture text -----

Long Term Expenditure Trend

Long term
Expenditure Analysis		 2020-21 2021-22 2022-23 2023-24
£'000 £'000 £'000 £'000 £'000
Grants 2,103 2,252 2,323 1,911 2,001
Programme Costs 54 76 60 60 80
Salaries 892 979 909 920 900
Overheads 242 296 288 220 230
Total Expenditure 3,291 3,603 3,580 3,111 3,211

Since 2016-17 the Community Relations Council has been allocated £670k for North Belfast Group 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.

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B) Detailed Performance Analysis

The directors are pleased to present Detailed Performance Analysis for the year ended 31st March 2024. This analysis section provides detail on the performance of the Community Relations Council by its key functions and objectives during the 2023-24 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 existing Programme for Government (PfG) indicators and outcome are more likely to be achieved. With the return of Ministers it is anticipated that there will be a new Programme for Government with related indicators and outcomes. However, in 2023-24 there were a number of these existing 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. The strategy is currently under review.

Funding and Development

In 2023-24 the Community Relations Council delivered the Community Relations and Cultural Diversity Small Grant Scheme, the Core Funding Grant Scheme and on behalf of The Executive Office, the North Belfast Strategic Good Relations Programme (NBSGRP). The Pathfinder

Page 18

Scheme, the Publications and the Media Scheme did not operate during 2023-24 due to a cut in the organisation's budget. In total, 115 organisations and projects received funding offers of £1,910,934.

Thirty-one organisations received grants awards of £1,168,831 from the Core Fund and ten organisations received grant awards totalling £578,424 from North Belfast Group. In addition to the Core Fund and North Belfast Group schemes, the Community Relations Council awarded £163,679 in funding to 74 projects from 107 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. The risk-based approach to verification was maintained in 2023-24.

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Grant Expenditure to Date - District Council Areas - 2023-2024

Core £’s CRCD £’s North Belfast £’s Total £’s
Multple 135,744.57 19,375.35 - 155,119.92
Regional 465,026.82 48,815.41 - 513,842.23
Antrim and Newtownabbey 38,364.30 4,965.50 - 43,329.80
Ards and North Down - - -
Armagh City, Banbridge and
Craigavon		 28,670.40 7,279.49 - 35,949.89
Belfast 185,829.93 47,800.66 602,028.00 835,658.59
Causeway Coast and Glens 45,529.20 1,413.50 - 46,942.70
Derry City and Strabane 224,239.45 16,812.32 - 241,051.77
Fermanagh and Omagh - 9,148.80 - 9,148.80
Lisburn and Castlereagh City - 2,383.08 - 2,383.08
Mid and East Antrim - 2,450.00 - 2,450.00
Mid Ulster 65,800.80 - - 65,800.80
Newry Mourne and Down 47,670.39 7,595.00 - 55,265.39
Total 1,236,875.86 168,039.11 602,028.00 2,006,942.97

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 93-101 (Grants paid in 2023-2024). These are 'cash' accounting numbers versus 'resource' accounting numbers reported on page 76

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FUNDING – Applications and Awards by Council Area

2023-24 Applications and Awards by Council Area

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2023 - 2024 Applications and Awards by Council Area
60
50
40
30
20
10
0
Applications Awards
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For comparison: 2022/23 Applications and Awards by Council Area

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2022 - 2023 Applications and Awards by Council Area
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70
60
50
40
30
20
10
0
Applications Awards
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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 49 49 £1,236,876
CRCD 107 107 £168,039
NBSGRP 10 10 £602,028
Media* 0 0 £0
Pathfinder* 0 0 £0
Publications* 0 0 £0
TOTAL 166 166 £2,006,943

*NB: Pathfinder, Media and Publications Schemes did not operate in 2023-24 year due to budget constraints

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 T:BUC Engagement Forums. After a period of being delivered via online and hybrid formats these events have now returned to taking place in person. The Engagement Forums took place on:

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.

The Community Relations Council also organises and facilitates a series of Shared Learning Forums for funded groups to meet and learn from each other’s practice.

The annual Good Relations Week, co-ordinated by the Community Relations Council took place from 18th to 24th September 2023 under the theme of "Together". 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 Justice, the Education Authority, Libraries NI, The Belfast Health and Social Care Trust, The Rainbow Project, Another World Belfast, NI Environment Link and The Nerve Centre. Last year new members joined the steering group from Disability Action, NI Local Government Association, and Community Foundation for Northern Ireland. The launch of the week was also supported

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Local Authorities, 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 2024 Good Relations Awards continued to include five categories with partners from NICVA, Volunteer Now, NI Youth Forum and Community Foundation for Northern Ireland adding their expertise to the assessment of the Award nominations. Panels met in February 2024 to assess a total of 75 nominations received across all the categories. The Awards were presented to recipients by Junior Ministers at a special event in Mossley Mill, Newtownabbey on 12[th] March 2024.

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 X and Facebook followers to 8,002 followers on X and 4,216 followers on Facebook. Our website continues to provide a valuable resource for information, as well as keeping people up to date with news from the sector. During the year, the Community Relations Council website attracted 10,760 users and had 45,400 page views.

This year the Community Relations Council started work on The Shared Space Project 2024. The Community Relations Council is facilitating this initiative in conjunction with Queen’s University Belfast, Ulster University and The Open University. The purpose of the project is to connect those who carry out research on the broad range of themes that intersect with peace, conflict, social cohesion and community relations with those who are working on those themes in practice. The project builds on the previous Shared Space Journal published by CRC. This was a multi-disciplinary research journal addressing themes of peace, conflict and community relations in Northern Ireland. A project team has met, an information sheet has been produced and a new focused section of the website has been established.

The Community Relations Council this year continued its engagement with minority ethnic and faith communities through our work on stakeholder clinics and working with the Interfaith Forum for Good Relations Week 2023.

During 2023/2024 the Community Relations Council has been working more closely with the District Council Good Relations Programme at the request of TEO. Staff have been attending monthly update meetings with Councils and presenting at sub-regional council cluster meetings organised by TEO. CRC delivered a Shared Learning event for the District Council Good Relations Programme on 30th January 2024 in Cookstown at which all Councils were represented.

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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 13th
June 2023, 19th September 2023 and 12th March 2024.
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. Attendees and participants included
TEO staff, community practitioners, policy makers and academics
amongst others.
Over the year 452 people attended the three Engagement Forums.
24% of attendees at the three T:BUC Engagement Forums were
new.
88% 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.
Participated in funding fairs.
Delivered four Shared Learning Events for core funded and
North Belfast Strategic Good Relations Programme groups.
Sixth Peace Monitor Report printed.
Completed Social Value research for CRC Core Funding
Programme.
Worked with TEO on Good Relations Workforce Survey.
Worked with TEO on the District Council Good Relations
Programme.
 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 four Shared Learning events was delivered. This
year these events with delivered with both in-person and online
participation. 75% of participants rate the Shared Learning Events
as very good, very good or excellent overall.
13 funding fairs were delivered across the region focussing on
areas of low grant uptake. We were pleased to work alongside
Councils and community partners in delivering these events.
Social Value report on Core Funding scheme completed.
Sixth Peace Monitor Report was launched 21st December 2023.
Delivered a Shared Learning event for the District Council Good
Relations Programme on 30th January 2024. All Councils were
represented. Also participated in regular District Council Good
RelationsProgramme (DCGRP)meetings with TEO.

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Promote Good
Relations work
through the delivery
of Good Relations
Week, the
Good
Relations Award and
other activities.		 Good Relations Week delivered in online, hybrid and in-person
formats during September 2023. 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.
2024 Good Relations Award presentation event took place on
12th March 2024 in Mossley Mill, Newtownabbey.		 221 event listings covering every council area across a range of
themes during Good Relations Week 2023.
182 pieces of print and online media coverage about the Week.
16 pieces of broadcast (TV & radio) coverage.
310 pieces of social media coverage from media outlets and third-
party organisations.
Media coverage for GRW23 grew by 56%.
Positive feedback received in the event evaluation.
15 people recognised for their peacebuilding efforts and
contribution through the 2024 Good Relations Awards. There was
one winner and two runners up for each Award.
A record 75 Award nominations were received.
Co-ordinate and lead on
work emerging from
Good Relations Week
and CRC’s own
sustainability pledges
that focus on the UN
Sustainable Development
Goals.		 Participation and engagement with stakeholders to develop a
programme of work raising awareness of the UN Sustainable
Development Goads with CRC stakeholders.		 2 meetings with potential partners to investigate existing
sustainable development resources that can be adapted for good
relations stakeholders.
Engagement and
communication with the
sector via relevant media
platforms.		 Regular updates of CRC social media platforms.
News information produced and circulated widely.
Video content created.
Shared Space Research project started.		 X Followers: 8,002.
Facebook Followers: 4,216.
Website Page Views: 45,400. Users 10,760
Email marketing subscribers: 2,907
12 Monthly eNews produced and distributed.
New videos on CRC website and YouTube channel covering for
example GRW23, GR Award winners and CR/CD funded work.
New Shared Space Project website drafted.
Shared Space Project development group met.
Explainer information sheet on Shared Space Project developed
and circulated.

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Peace Monitoring Report

The Joseph Rowntree Charitable Trust provided the Community Relations Council with a grant award to fund two further editions of the Northern Ireland Peace Monitoring Report. Production of the sixth edition was completed in 2023. In December 2023 the sixth edition of the Northern Ireland Peace Monitoring Report was published by the Community Relations Council. £34,700 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 2023-24 financial year.

The Community Relations Council is grateful to The Joseph Rowntree Charitable Trust for funding this project. It is anticipated that work will commence on the seventh edition of the report early in 2025.

Financial Summary

The Statement of Financial Activities on page 65 indicates that the company had incoming resources of £3,430,570 (2022-23 - £3,310,999) in the year. Note 2 on page 72 shows The Executive Office as being the sponsor of 98.6% (2022-23 98.7%) 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 exceeded outgoing resources of £3,110,854 by £319,716 (2022-23 – income was exceeded by outgoing resources of £3,579,963 by £268,964)

The Community Relations Council was allocated a resource budget of £3,096,000 for the year to 31st March 2024 by The Executive Office. This budget funded net resource expenditure of £3,066,000 (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 £30,000 for the year to 31st March 2024 by The Executive Office. This budget funded capital expenditure of £26,940.

The Balance Sheet on page 66 shows that the company had a fund deficit of £ (241,733) at 31st March 2024 (2022-23 – deficit of £ (366,449). The organisation’s Restricted Reserve at 31st March 2024 was a deficit of £ (241,733), (2022-23 – deficit of £ (366,449) of which £ (241,733) was a deficit in the income reserve (2022-23 – a deficit of £560,449). The valuation of the company’s pension scheme as at 31st March 2024, for the purposes of IAS19, was fully restricted to zero. (2022-23 - surplus of £194,000).

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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.

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. Last year the Board approved a strategy to improve CRC's environmental impact by: introducing a 'Digital First' policy to publications; eliminating the purchase or single use plastic; continuing to implement a paperless office; working to become a 'FairTrade' office; adding criteria to the procurement policy relating to sustainability and environmental standards. The organisation has an Agile work method that blends in-person and on-line working in a manner designed to have a positive environmental

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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 2024 14th November 2024

………………………………….. …………………………………..

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 2024 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 the larger part of 2023-24. The Executive Office extended the term of office of all members effective from 1st 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 its 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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This grant scheme did not operate during 2023-24 due to cuts in the budget received from The Executive Office.

Details of the grants awarded during the 2023-24 financial year are shown on pages 93-101.

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.

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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, 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 2023-24.

Freedom of Information

During 2023-24 year the Community Relations Council received one (2022-23: two) Freedom of Information (FOI) request. The request was 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 51 to 55, the accounting policies on pages 67 to 71 and commitments under Defined Benefit Pension Scheme in Note 16 on pages 83 to 86.

Reporting of Complaints

The Community Relations Council received no complaints during 2023-24.

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 93% (2022-23: 95%) of bills were paid within this standard. It was also noted that 67% (2022-23: 82%) of bills were paid within 10 days.

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Related Parties

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

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 37 to 50.

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.

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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 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.

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

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iii) Governance Statement

1. Introduction

This statement is given in respect of the Community Relations Council for the year ended 31st March 2024. 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 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 the 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 2024 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, Dr. 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

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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:

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 2023-24 in April, May, August, September, November, January, and twice in March. The attendance at the meetings of directors in post at 31st March 2024 during the year is detailed in the table below:

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Name No of Meetings
Attended		 Total Possible
Attendance
Mr. Martin McDonald (Chair) 8 8
Mr. Michael McDonnell 5 7
Ms. Claire Harris 1 1
Mr. John McCallister 7 7
Ms. Nisha Tandon 5 8
Ms. Audrey Simpson 6 8
Dr. Máire Braniff 6 8
Mr. Rory Campbell 5 8
Ms Sheila McClelland 4 8

Mr John McCallister and Mr. Michael McDonnell volunteered to sit on the Core Funding Appeals Panel. This resulted in both Mr J McCallister 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.

Ms C Harris was on maternity leave for a portion of 2023-24.

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 six times during the financial year. Membership of the ARAC in 2023-24 comprised a Chairperson and two Members, all of whom are Board Members.

The members of the ARAC during 2023-24 and their attendance at the meetings during 202324 is detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr. John McCallister
(Chairperson)		 6 6
Mr. Michael McDonnell 6 6
Mr. Rory Campbell 5 6

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Assessment of the ARAC was conducted by the Chair of the ARAC at the end of the 2023-24 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 'The Finance and General Purposes Committee', 'Grant Administration', and 'Review of the previous Audit Recommendations'. 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:

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 2023-24 comprised a Chairperson and three Members, all of whom are Board Members.

The members of the Finance and General Purposes Committee during 2023-24 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 3 3
Ms. Nisha Tandon 2 3
Ms. Audrey Simpson 2 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

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Committee: reviewed CRC's performance against the Business Plan, quarterly; reviewed and approved a number of policies; and received and approved the 2022/23 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:

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.

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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 23[rd] April 2024 to provide an update on the work of the Community Relations Council and complete an appraisal of his performance as Chair.

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 2024 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:

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

During 2023-24 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 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 in the 2023-24 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.		 An updated Business Case has
been submitted. The
Community Relations Council
continues to liaise with staff
and the union and 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 Director of Finance,
Admin and Personnel left on
2ndApril 2024 to take up a
new post; recruitment is
underway.
Temporary cover is being
provided by an Interim
Finance Manager.
Recruitment is underway for
the Core Funding Officer
post.
Temporary cover is in place
for two staff on maternity
leave.
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. TEO was
notified and the Board is
beingupdated regularly.

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In September 2023 CRC’s solicitors updated on this issue. Originally the test cases were to be heard in July 2023, however, there was a delay in a consultation process, and therefore the cases have been stayed until October. CRC received correspondence from DoF informing of the outcome of the consultation: After careful consideration of the responses received the Department of Finance will continue with the proposed legislation, which will be made and laid in advance of 1 October 2023. This will restore eligible pension members with service between 1 April 2015 and 31 March 2022 to a position they would were in had the discrimination not occurred, giving them a choice of alpha or PCSPS(NI) benefits for 2015-22. However, CRC’s legal advisors have since stated that this Government decision will not affect whether test cases progress, as there is still the issue of injury to feelings for the tribunal to decide on. Resource – Financial This risk considers the impact CRC faces in terms 2023/24: CRC received the of the 2023/24 and 2024/25 budgets from The opening budget letter in June Executive Office. 2023. The budget includes a 10% reduction in funding compared to the 2022/23 budget. The letter also states that CRC only has the authority to spend 65% of the budget, while the Treasury agrees the full Northern Ireland budget. On 21[st] September 2023 CRC received notice from TEO that the 65% cash cap had now been lifted by the Secretary of State, following the passing of legislation in Parliament. CRC submitted a budget exercise to TEO on 8[th] November 2023. This exercise details CRC’s budget position, cash position, and anticipated

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accruals, and any pressures to
TEO.
CRC received confirmation of
the additional Cash
requirement and Capital
request in Jan 24, however
concerns were noted by the
ARAC committee over ability
to spend at such late notice
2024/25: CRC has not
received its budget for the
new financial year but on 26th
March an email from TEO
stated “Finance has confirmed
you should assume the same
opening baseline as 2023/24,
less any adjustment for IFRS
rentalpayments”.
Technology This risk considers the impact CRC faces in
relation to Information Technology.		 CRC was advised early
February 2024 that the 2 long
term and entire IT Support
team members were leaving
ECNI – the organisation who
solely manage CRC’s IT
services, implementation, and
support. This was a
considerable risk as they are a
regular, necessary resource
which enables the function of
CRC through IT which is now
the fundamental and basic
requirement for all work and
communication.
With the assistance of CPD,
ECNI has now engaged in a
one-year contract with the
new company established by
the aforementioned leavers –
this temporary, emergency
solution ensures continuity of
cover, albeit under a different
form of contract. Long term
solutions will continue to be
investigated including IT
Assist.

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

• The Corporate and Business Planning Process:

The Community Relations Council’s Strategic Plan was approved by Ministers in January 2021. The Strategic Plan is supported by annual Business Plans.

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No 'Raising Concerns' incidents occurred at CRC in 2023-24.

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 2023 and November 2023. 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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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:

For the year to 31st March 2024, the internal auditors have conducted reviews in line with their Annual Audit Plan covering:

Function Date of final report Assurance rating
Finance and General Purposes
Committee		 29th April 2024 Satisfactory
Grants Administration and
Distribution		 30th April 2024 Satisfactory
Previous year's audit
recommendations		 29th April 2024 Satisfactory

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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.

The audit of the Community Relations Council Annual Report and Accounts for 2023-24 was contracted out by the NIAO to the company, Cavanagh Kelly. A representative from the NIAO and Cavanagh Kelly 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 2023-24 HM Treasury Financial Reporting Manual.

Data Losses

There were no data losses during the year.

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 eight 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 £14,560. 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).

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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.

No further communication was received from The Executive Office in relation to resolving the implementation of Department of Finance guidance FD (DFP) 09/18 until The Executive Office wrote to CRC on 24th June 2021 that it was consulting with DoF to understand the pension issue affecting other Arms-Length Bodies.

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.

Following correspondence from The Executive Office on 19[th] April 2023 and a meeting on 18[th] May 2023 the Community Relations Council and The Executive Office have been meeting regularly. On 2 January 2024 the Community Relations Council supplied The Executive Office with an updated Business Case approved by the Board's Pension Sub-group. A range of options have been set out in the business case which will be subject to union negotiation.

Significant Internal Control Problems

There were no significant internal control problems noted in the year to 31st March 2024.

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.

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.

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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 Office of the Commissioner for Public Appointments for Northern Ireland (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 of the Board 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 extended the term of office of all members effective from 1st 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 2024, and senior staff received emoluments directly from the Community Relations Council during the year:

2023-24 2023-24 2023-24 2022-23 2022-23 2022-23
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 70-75 36 105-115
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. No Community Relations Council employee received a benefit in kind in this period.

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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.

2023-24 2022-23
Band of Highest Paid Director’s Total Remuneration(£) 72,500 72,500
75th Percentile Total Remuneration(£) 34,164 35,595
Median Total Remuneration(£) 29,330 31,753
25th Percentile Total Remuneration(£) 27,054 29,007
Ratio(75th percentile) 2.12 2.04
Ratio(midpoint) 2.47 2.28
Ratio(25th percentile) 2.68 2.50
Change of highest paid Director(%)
Change of whole entity(%)		 0%
-15.44%		 -6.18%
-6.45%

The banded total remuneration of the highest-paid director in the Community Relations Council in the financial year 2023-24 was £70k-£75k (2022-23: £70k- £75k). The median remuneration of the workforce, for 2023-24 was £29,330 (2022-23 £31,753). Salaries for employees at the Community Relations Council range from £25k-£30k to £70k-£75k (2022-23: £25k-£30k to £70k-£75k).

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) 31/03/2024 31/03/2023 in
as at in pension CETV
31/03/2024 & related
& related lump sum
lump sum
£ £ £ £ £
J Irwin
*
Chief 40,248 324 813 746 (67)
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 2024.

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% (2022-23: 19.5%) 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 2024 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 2023-24 2022-23
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 561,587 186,359 10,659 758,605 621,525
Social security costs 52,626 - - 52,626 57,185
Employers pension cost
Analysed as:
Current service cost 108,636 - - 108,636 230,273
------------ ------------ ----------- ---------- ----------
Total Staff Cost 722,849 186,359 10,659 919,867 908,983
------------ ------------ -------------- ----------- -----------

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 2023-24 2022-23
Staff
Total Total
Total 17 - 1 18 18

On a headcount basis there were 17 (2022-23 16) full time members of staff employed during the period (16 at year end). One (2022-23: 1) member of staff was employed part time. On average two members of staff were engaged via a recruitment agency (2022-23: 2).

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 74 days. This represented 1.74% of available working days for the Community Relations Council employees, of which 0.96% was due to long-term sickness absence. Sickness absence during the previous financial year (2022-23) was 124 days, representing 2.9% 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 3 1
SO 2 2
EO 1 5
AO 1 1
------------- -------------
Total 7 10
------------- -------------

An analysis of staff costs for (2023-24: £919,867) (2022-23: £908,983) is provided in Note 3 on page 72 to 74.

Staff Turnover

At the end of this financial year, Community Relations Council had 10.5% full-time permanent vacancy.

Consultancy

The Community Relations Council did not incur expenditure related to consultancy during the 2023-24 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.

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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. During the year a Fire Risk Assessment was completed for 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 2023-24 financial year (2022-23: £nil).

…………………………….

J Irwin – Accounting Officer

14th November 2024

…………………………….

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 49, 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 £14,560.

Fees and Charges (audited)

The Community Relations Council did not earn an income through fees or charges during the 2023-24 financial year.

Remote Contingent Liabilities (audited)

No remote contingent liabilities are known to have existed at the 31st March 2024.

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 2024 14th November 2024 …………………………………. …………………………………. Date Date

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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 2024 under the Companies (Public Sector Audit) Order (Northern Ireland) 2013. The financial statements comprise: the Statement of Financial Activities, Balance Sheet, Cash Flow Statement; and the related notes, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and the Government Financial Report Manual (FreM).

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 my 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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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 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 certificate.

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 certificate, 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:

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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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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:

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

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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

26[th ] November 2024

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Statement of Financial Activities (Including Income & Expenditure Account) for Year Ended 31 March 2024

All Restricted All Restricted and
and Unrestricted
Unrestricted Funds
Funds
2023-24 2022-23
Note
 £ £
Income
and		 endowments
from:
Donations and Legacies 2 3,384,000 3,268,494
Secondments 46,570
 42,505
-------------- --------------
Total 3,430,570 3,310,999
-------------- --------------
Expenditure on:
Charitable activities 4 3,110,854 3,579,963
-------------- --------------
Net income/(expenditure)
before tax for the reporting 319,716 (268,964)
period
Other recognised
gains/(losses):
Actuarial gain /(loss) on 16 (195,000) 2,769,000
defined
benefit		 pension
scheme
-------------- --------------
Net movement in funds 124,716 2,500,036
-------------- --------------
Reconciliation of funds:
Fund balances brought (366,449) (2,866,485)
forward at 1 April
Net movement in funds 124,716 2,500,036
-------------- --------------
Fund
balances		 carried 14 (241,733) (366,449)
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 67 to 87 form part of these Accounts

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Balance Sheet as at 31st March 2024

2023-24 2022-23
£ £
Note
Fixed assets
Tangible fixed assets 7 145,323 185,252
Intangible fixed assets 8 10,486 7,688
----------------- -----------------
155,809 192,940
Current assets
Debtors and prepayments 9 24,741 8,086
Cash at bank and in hand 10 137,108 101,136
----------------- -----------------
161,849
 109,222
Liabilities
Creditors: amounts falling due within one year
11		 (441,828) (695,454)
Finance Leases 11 (50,067)
 (49,594)
----------------- -----------------
Net current assets or (liabilities) (330,046) (635,826)
Total assets less current liabilities (174,237) (442,886)
Non - Current Liabilities - Finance Leases
11		 (67,496)
 (117,563)
Defined benefit pension asset/(liability) 16 - 194,000
----------------- -----------------
Total net assets/liabilities (241,733) (366,449)
========= =========
The funds of the charity
Restricted Income Funds 14 (241,733) (560,449)
Restricted Pension Reserve 14 - 194,000
----------------- -----------------
Total charity funds (241,733) (366,449)
========= =========

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 2024 and signed on its behalf by:

……………………………… M McDonald – Chairperson

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

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The notes on pages 67 to 87 form part of these Accounts

Cash Flow Statement for Year Ended 31st March 2024

2023-24 2022-23
Note £ £
Cash flows from operating activities
Net cash (used in) / provided by operating activities 12 62,912 (9,929)
---------- ------------
Cash flows from investing activities
Purchase of tangible fixed assets 7 (17,598) (4,464)
Purchase of intangible fixed assets 8 (9,342) -
---------- ----------
Net cash (used in) investing activities (26,940) (4,464)
---------- ---------
Change in cash and cash equivalents in the reporting
period 35,972 (14,393)
Opening cash and cash equivalents at 1st April 10 101,136 115,529
---------- ----------
Closing cash and cash equivalents at 31st March 10 137,108 101,136
====== ======

The notes on pages 67 to 87 form part of these Accounts

Notes to the Accounts for Year Ended 31st March 2024

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 2024 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

The Executive Office wrote to the Community Relations Council confirming that funding had been secured for the 2024-25 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 2024-25 business plan has been drafted and is with The Executive Office officials pending Ministerial approval. The budgets for 2024-25 have been agreed across the NICS. 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.

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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. 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

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change the risks facing the Council in undertaking activities. Therefore, the Council is exposed to little credit, liquidity or market risk.

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 2024.

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.

Support costs, detailed on page 75 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 92.

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 76. 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
2023-24 2023-24 2022-23
Donations and legacies £ £ £
Grant in Aid from The Executive Office 3,384,000 3,384,000 3,268,494
----------------- ----------------- -----------------
3,384,000 3,384,000 3,268,494
----------------- ----------------- -----------------

3. Analysis of Staff Costs

Permanent Staff Others Board 2023-24 2022-23
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 561,587 186,359 10,659 758,605 621,525
Social security costs 52,626 - - 52,626 57,185
Employers pension cost
Analysed as:
Current service cost 108,636 - - 108,636 230,273
------------ ------------ ----------- ---------- ----------
Total Staff Cost 722,849 186,359 10,659 919,867 908,983
------------ ------------ -------------- ----------- -----------

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 2023-24 2022-23
Staff
Total Total
Total 17 - 1 18 18

On a headcount basis there were 17 (2022-23 16) full time members of staff employed during the period (16 at year end). One (2022-23:1) member of staff was employed part time. On average two members of staff were engaged via a recruitment agency (2022-23: 2).

Exit Packages

There were none in 2023-24 or 2022-23.

Redundancy and other departure costs are 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 2023-4 (202223: £0). £0 exit costs were paid in 2023-24 (2022-23: 0). No persons retired early on ill-health grounds in 2023-24 (2022-23: None)

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Remuneration of key management

As reported in the Remuneration Report on pages 51 to 54, 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		 2023-24
Directly Activities
£ £ £ £
Funding and
Development		 267,281 1,910,934
330,062		 2,508,277
Community Engagement
292,263		 -
310,314		 602,577
-------------- --------------
--------------		 --------------
Total 559,544 1,910,934
640,376		 3,110,854
-------------- --------------
--------------		 --------------
Key Activities Activities Grant Support Cost Total
Undertaken Funding 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
-------------- -------------- -------------- --------------

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Analysis of Support Costs

2023-24
Support Funding and Community
Costs Development Engagement Basis of Allocation
£ £
Facilities 47,036 40,531 Per Capita
HR 42,269 39,347 Per Capita
IT 64,645 57,308 Per Capita
Finance 94,605
 94,605 Per Capitav
Governance 81,507
 78,523 Per Capita
---------- ----------
Function
Total		 330,062
 310,314
---------- ----------
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
---------- ----------

The Northern Ireland Audit Office (NIAO) performs the annual statutory audit of the Community Relations Council at a cost of £21,900 (2022-23: £24,900). There was no fee paid for National Fraud Initiative during 2023-24 (2022-23: £1,319). This is included in the Governance costs above.

Staff travelling and subsistence costs totalled £3,777 in 2023-24 (2022-23: £2,675) This is included in the Governance costs above.

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5. Grant expenditure

Grants Support 2023-24
payable costs Total
Grants schemes £
 £
 £
Small grants schemes
 163,679 139,990 303,669
Publications and Media - - -
Core Funding 1,168,831 165,936 1,334,767
Pathfinder - - -
North Belfast Strategic Fund 578,424 24,136 602,560
------------
1,910,934		 --------------
330,062		 --------------
2,240,996
-------------- -------------- --------------
Grants Support 2022-23
payable costs Total
Grants schemes £
 £
 £
Small Grants Scheme
 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
-------------- -------------- --------------

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 (2022-23: 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 Community Relations Council is deemed to be the Board Members since they have the authority for directing the main activities throughout the year. The Board approves the annual budget and at each Board meeting reviews management accounts.

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 2024 Fixtures Buildings
Computer and Right of
Equipment Fittings Use Total
Cost: £ £ £ £
Balance at 1st April 2023 62,234 72,134 216,253 350,621
Additions 14,738 2,860 - 17,598
---------- ---------- ---------- ----------
Balance at 31st March 2024 76,972 74,994 216,253 368,219
---------- ---------- ---------- ----------
Accumulated depreciation:
Balance at 1st April 2023 48,029 67,435 49,905 165,369
Charge for year 5,763 1,859 49,905 57,527
---------- ---------- ---------- ----------
Balance at 31st March 2024 53,792 69,294 99,810 222,896
---------- ---------- ---------- ----------
Net book value:
At 31st March 2024 23,180 5,700 116,443 145,323
====== ====== ====== ======
At 1st April 2023 14,205 4,699 166,348 185,252
====== ====== ====== ======
Asset Financing
Owned 23,180 5,700 - 28,880
Finance Lease - - 116,443 116,443
Net Book Value at 31st March 2024 23,180 5,700 116,443 145,323
======
======		 ====== ======
Year End 31st March 2023
Computer Fixtures Buildings
Equipment and Fittings Rights of use Total
Cost: £ £ £ £
Balance at 1st April 2022 58,672 71,232 - 129,904
Additions 3,562 902 - 5,042
IFRS16 Op 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

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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
====== ====== ====== ======
8. Intangible fixed assets
Year End 31st March 2024 Software
Licences Total
Cost: £ £
Balance at 1st April 2023 34,664 34,664
Additions 9,342 9,342
---------- ----------
Balance at 31st March 2024 44,006 44,006
---------- ----------
Accumulated amortisation:
Balance at 1st April 2023 26,976 26,976
Charge for year 6,544 6,544
---------- ----------
Balance at 31st March 2024 33,520 33,520
---------- ----------
Net book value:
At 31st March 2024 10,486 10,486
====== ======
At 1st April 2023 7,688 7,688
====== ======
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
====== ======

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**9. ** Debtors: amounts due in less than one year 2023-24 2022-23
£ £
Prepayments 24,741 8,086
------------ ------------
24,741 8,086
======= ====
10. Cash and cash equivalents
2023-24 2022-23
£ £
Balance at 1st April 101,136 115,529
Net change in cash and cash equivalent balances 35,972 (14,393)
------------ ------------
Balance at 31st March 137,108 101,136
======= =======

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

2023-24 2022-23
£ £
Grants payable 224,409 563,338
Other creditors 18,667 11,168
Accruals

164,052 91,598
------------ ------------
407,128 666,104
======= =======
Creditors: Finance Leases
2023-24 2022-23
£ £
Amounts falling due within one year 50,067 49,594
Amounts falling due after one year 67,496 117,563
------------ ------------
117,563 167,157
======= =======

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Deferred Income 2023-24 2022-23
£ £
Amount deferred in year 34,700 29,350
------------ ------------
34,700 29,350
======= =======
Opening Balance - £29,350
Receipts - £20,000
Payments -£(14,650)
Closing Balance - £34,700
12. Notes to the cash flow statement 2023-24 2022-23
£ £
Net incoming resources Note 319,715 (268,964)
Adjustments for:
Depreciation/amortisation charge
 7&8 64,071 63,937
Decrease/(increase) in debtors 9 (16,655) 24,128
Increase/(decrease) in creditors 11 (253,626) 31,066
Building Rent Payment 15 (50,885) (50,855)
Interest Charge 1,291 1,759
Current and past service cost 16 108,000 230,000
Less: Employer pension
contributions 16
 (98,000) (104,000)
Interest on net defined benefit
liability 16
 (11,000) 63,000
------------ ------------
Net cash provided by / (used in)
operating activities 62,911 (9,929)
====== =======
13. Net income is stated after charging 2023-24 2022-23
£ £
Depreciation of tangible fixed assets 57,527
 7,224
Amortisation of intangible fixed assets 6,544
 6,808
Auditors' remuneration 21,900
 24,900
National Fraud Initiative fee -
 1,319
====== ======

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The cost incurred in respect of Statutory Audit fees during the year ended 31st March 2024 was £21,900 (2022-23: £24,900).

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 (560,449) 3,430,570 (3,311,854) - (241,733)
Pension
Reserve 194,000 - 1,000 (195,000) -
Total Funds (366,449) 3,430,570 (3,110,854) (195,000) (241,733)
======= ======= ========= ======== =========

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 asset

Buildings Total 2023-24 Total 2023-24 Total 2022-23
£ £
Right-of-use assets
Opening Balance 166,348 216,253
Depreciation expense (49,905) (49,905)
Closing Balance 116,443 166,348
15.2 Quantitative disclosures around lease liabilities
2023-24 2022-23
£ £
Obligations under finance leases
for the following periods comprise:
Buildings
Later than one year and not later than five 50,885 50,885
years
Less than five years 67,847 118,732
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Less Interest element (1,169) (2,460)
Present Value of obligations 117,563 167,157
Other
Current portion 50,067 49,594
Non-current portion 67,496 117,563

15.3 Quantitative disclosures around cash outflow for leases

2023-24
 2022-23
£ £
Total cash outflow for leases 50,885
 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 are noted.

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.

Pension surpluses are not recognised (and are therefore restricted to nil). This reflects the standard approach (following IFRIC14) to determining the level of surplus to recognise.

The scheme is funded, and the employer contributions were 19.5% for the year ended 31st March 2024 (2022-23: 19.5%). From 1st April 2022 employer contributions remain at 19.5% of pensionable pay. Employer contributions to the Fund for the accounting period ended 31st March 2024 totalled £98,000 (31st March 2023: £104,000). 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 2023-24 2022-23 2021-22
Discount rate 4.8% 4.7% 2.7%
CPI Inflation 2.6% 2.7% 3%
Pension increases 2.6% 2.7% 3%
Pension accounts 2.6% 2.7% 3%
revaluation rate
Salary increases 4.1% 4.2% 4.5%
Asset Allocation 2023-24 2022-23 2021-22

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% % %
Equities 39.7% 41.3% 40.6%
Property 9.3% 10.5% 10.9%
Government bonds 15.0% 20.5% 24.1%
Multi Asset Credit 13.0% 13.1% 12.9%
Corporate bonds 4.6% 2.7% 1.8%
Cash 12.4% 5.9% 6.2%
Other 6.0% 6.0% 3.5%
-------- -------- --------
Total 100% 100% 100%
-------- -------- --------
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
2023-24 2022-23
Males Years Years
Member aged 65 at accounting date 21.7 22.2
Member aged 45 at accounting date 22.7 23.2
Females
Member aged 65 at accounting date 24.6 25.0
Member aged 45 at accounting date 25.6 26.0
Reconciliation of funded status to Balance Sheet
2023-24 2022-23
£ £
Fair value of assets 8,743,000 8,026,000
Present value of funded defined benefit obligation (7,831,000) (7,832,000)
---------------- ----------------
Funded status 912,000
194,000
Unrecognised asset (912,000) -
----------------
----------------
Asset/(liability) recognised on the balance sheet
 - 194,000
---------------- ----------------
Amounts recognised in the Statement of 2023-24
Financial Activities £ 2022-23
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£
Operating Cost
Current service cost 108,000
230,000
Financing Cost
Interest on net defined benefit liability (11,000)
63,000
---------------- ------------
Pension expenses recognised in the Statement of 97,000 293,000
Financial Activities
Amounts recognised in other comprehensive
income
Assets gains/(losses) arising during the period 393,000 (841,000)
Actuarial gains/(losses) due to changes in 296,000 4,515,000
financial assumptions
Actuarial gains/(losses) due to changes in 117,000 (32,000)
demographic assumptions
Actuarial gains/(losses)due to liability experience (89,000) (873,000)
Actuarial gain/(loss) due to restriction of surplus (912,000)
------------- ------------
Total amount recognised in other (195,000) 2,769,000
comprehensive income
2023-24 2022-23
£ £
Opening defined benefit obligation 7,832,000 11,046,000
---------------- ----------------
Current service cost 108,000 230,000
Interest expense on defined benefit obligation 365,000 297,000
Contributions by participants 40,000 42,000
Actuarial gains/(losses) due to changes in Financial (296,000)
 (4,515,000)
Assumptions
Actuarial gains/(losses) due to changes in
Demographic Assumptions (117,000)
 32,000
Actuarial gains/(losses) due to Liability Experience 89,000
 873,000
Actuarial losses/(gains) on liabilities -
 -
Net benefits paid out (190,000) (173,000)
---------------- ----------------
Closing defined benefit obligation 7,831,000 7,832,000
========= =========
Changes to the fair value of assets during the
period		 2023-24
£		 2022-23
£
Opening fair value of assets 8,026,000 8,660,000
---------------- ----------------
Interest income on assets 376,000 234,000
Remeasurement (losses)/gains on assets
 393,000
 (841,000)
Contributions by the employer 98,000 104,000
Contributions by participants 40,000 42,000
Net benefits paid out (190,000) (173,000)

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Movement in Deficit during the year 2023-24
£		 2022-23
£
Net defined benefit pension liability at the 194,000 (2,386,000)
beginning of the year
---------------- ----------------
Current service cost (108,000) (230,000)
Employer contributions 98,000 104,000
Interest on the net defined benefit liability 11,000 (63,000)
Actuarial (losses)/gains (195,000) 2,769,000
------------ ------------
Net defined benefit pension asset/(liability)at the - 194,000
end of the year
========= =========
---------------- ----------------
Closing fair value of assets 8,743,000 8,026,000
========= =========
Actual return on assets 2023-24 2022-23
£ £
Interest income on assets 376,000 234,000
Gain/(loss) on assets
393,000		 (841,000)
---------------- ---------------
Actual return on assets 769,000 (607,000)
========= =========

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
2023-24 2022-23
£ £
The Executive Office 3,384,000 3,268,494

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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 £3,384,000 (202223: £3,268,494) in Grant in Aid from The Executive Office during 2023-24.

2023-24 2023-23
£ £
ECNI 131,251 126,948

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 2023-24 financial year totalled £131,251 (2022-23: £126,948).

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 Committees. 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 2023-24 financial year.

19. Contingent Liabilities

No contingent liabilities are known to have existed at the 31st March 2024.

20. Events after the reporting date

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

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Date of authorisation for issue

The Accounting Officer authorised these Accounts for issue on 26th November 2024

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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.

Statement of Comprehensive Net Expenditure

2023-24 2022-23
£ £
Income Note
46,570		 42,505
------------- -------------
Total Operating Income 46,570 42,505
Expenditure
Staff costs 3
919,867		 908,983
Grant expenditure 4
1,910,934		 2,323,278
Purchase of goods and services App 1
219,617		 215,052
Depreciation and impairment charges App 1
64,071		 63,937
Other Operating Expenditure App 1
(3,635)		 68,713
------------- -------------
Total Operating Expenditure 3,110,854 3,579,963
Net Expenditure for the year (3,064,284) (3,537,458)
Other Comprehensive Expenditure
Actuarial gain/(loss) on defined benefit pension scheme 16
(195,000)		 2,769,000
--------------- ---------------
Comprehensive Net Expenditure for the year (3,259,284) (768,458)
========= ======

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Statement of Financial Position as at 31 March 2024
2023-24 2022-23
£ £
Note
Non-current assets
Tangible Fixed assets 7 145,323 185,252
Intangible assets 8 10,486 7,688
Defined benefit pension asset 16 - 194,000
----------- -----------
Total non-current assets 155,809 386,940
Current assets
Trade and other receivables 9
 24,741 8,086
Cash and cash equivalents 10
 137,108 101,136
----------- -----------
Total current assets 161,849 109,222
----------- -----------
Total assets 317,658 496,162
----------- -----------
Current liabilities
Trade and other payables 11 (441,828) (695,454)
Finance Lease (50,067) (49,594)
----------- -----------
Total current liabilities (491,895) (745,048)
----------- -----------
Total assets less current liabilities (174,237) (248,886)
Non-current liabilities
Finance Lease 11 (67,496)
(117,563)
--------------- --------------
Total assets less total liabilities (241,733) (366,449)
========= =========
Taxpayers’ equity and other reserves
General fund 14 (241,733) (366,449)
--------------- ---------------
Total Equity 14 (241,733) (366,449)
========= =========

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Statement of Cash Flows for the year ended 31st March 2024

2023-24 2022-23
£ £
Cash flows from operating
activities		 Note
Net Operating Cost (3,110,854) (3,579,963)
Adjustments for:
Depreciation/amortisation charge 7/8 64,071 63,937
(Increase)/Decrease in debtors 9 (16,655) 24,128
(Decrease)/Increase in creditors 11 (253,626) 31,066
Building Rent Payment 15 (50,885) (50,855)
Interest Charge 1,291
 1,759
Movement in pension scheme deficit:
- Current service cost 16 108,000 230,000
- Employer pension contributions 16 (98,000) (104,000)
- Interest on net defined benefit liability 16 (11,000) 63,000
------------- -------------
Net cash outflow from operating
activities		 (3,367,658) (3,320,928)
------------- -------------
Cash flows from investing activities
Purchase of tangible fixed assets 7 (17,598) (4,464)
Purchase of intangible fixed assets 8 (9,342) -
------------- -------------
Net cash inflow/(outflow) from (26,940) (4,464)
investing activities
------------- -------------
Cash flows from financing
activities
Grants from sponsoring department 2 3,384,000 3,268,494
Secondment Income 46,570 42,505
-------------
 ------------
Net financing 3,430,570 3,310,999
------------- -------------
Net decrease in cash and cash 35,972 (14,393)
equivalents in the period
------------- -------------
Cash and cash equivalents at the 101,136 115,529
beginning of the period
---------- -------------
Cash and cash equivalents at the 137,108 101,136
end of the period
========= =========

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Statement of Changes in Taxpayers’ Equity for the year ended 31st March 2024

General Fund
Taxpayers’ Equity
Taxpayers’ Equity
£ £
Balance at 31st March 2022 (2,866,485) (2,866,485)
Grant-in-aid from The
Executive Office		 2 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)
Grant-in-aid from The
Executive Office 2
 3,384,000
3,384,000
Comprehensive Net
Expenditure for the year		 App. 1 (3,064,284) (3,064,284)
Actuarial Gain/(Loss) for year 16 (195,000)
717,000
------------- -------------
Balance at 31st March 2024 (241,733)
670,267
========= =========
Other Operating Costs
Purchase of goods and services 2023-24 2022-23
Note
 £ £
Programme costs 62,843 60,082
Postage, stationery and photocopier costs 4,582 720
Telephone 2,770 3,549
Rentals under operating leases 51,564 40,919
Repairs and maintenance 51,188 46,760
Professional fees 5,752 16,383
Sundry expenses - 1,580
HR costs 13,160 13,414
External audit services 21,900 24,900
Internal audit services 5,785 6,675
Bank charges 73 70
---------- ----------
219,617 215,052
---------- ----------

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Depreciation and impairment charges
Depreciation 7 57,527 57,129
Amortisation 8 6,544 6,808
---------- ----------
64,071 63,937
---------- ----------
Other Operating Expenditure 2023-24 2022-23
£ £
Staff travel and subsistence 3,777 2,675
Members and Committee expenses 2,297 1,279
Interest - Right of Use of Assets 1,291 1,759
Interest on net defined pension liability 16 (11,000) 63,000
---------- ----------
(3,635) 68,713
--------- ---------

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Appendix 2: Grants Paid in 2023-24

Core Grant Scheme Awards 2023 – 2024

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
CF23/50015 Community Relations
Forum		 Grant for core funding costs to support
communityrelations activity		 38,364.30
Total for Antrim and Newtownabbey 38,364.30
Armagh, Banbridge and Craigavon
CF23/50060 Shankill Parish Caring
Association		 Grant for core funding costs to support
communityrelations activity		 28,670.40
Total for Armagh, Banbridge and Craigavon 28,670.40
Belfast
CF23/50018 Forthspring Inter
CommunityGroup		 Grant for core funding costs to support
communityrelations activity		 31,712.40
CF23/50030 Donegall Pass Community
Enterprises		 Grant for core funding costs to support
communityrelations activity		 19,712.70
CF23/50035 East Belfast Mission Grant for core funding costs to support
communityrelations activity		 46,616.40
CF23/50041 Intercomm Grant for core funding costs to support
communityrelations activity		 27,386.10
CFC23/51006 North Belfast Interface
Network		 Grant for core funding costs to support
communityrelations activity		 27,817.34
CFC23/51009 Falls Community Council Grant for core funding costs to support
communityrelations activity		 32,584.99
Total for Belfast 185,829.93
Causeway Coast and Glens
CF23/50024 Building Communities
Resource Centre		 Grant for core funding costs to support
communityrelations activity		 45,529.20
Total for Causeway Coast and Glens 45,529.20
Derry and Strabane
CF23/50033 An Gaeláras Limited Grant for core funding costs to support
communityrelations activity		 29,638.80
CF23/50068 The Churches Trust
Limited		 Grant for core funding costs to support
communityrelations activity		 47,679.30
CFC23/51010 Londonderry Bands
Forum		 Grant for core funding costs to support
communityrelations activity		 41,357.92
CFC23/51012 North West Play Resource
Centre		 Grant for core funding costs to support
communityrelations activity		 33,387.03
CFC23/51019 The Junction/Holywell
Trust Core Funding
Partnership		 Grant for core funding costs to support
community relations activity		 72,176.40
Total for Derry and Strabane 224,239.45
Mid Ulster

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CF23/50011 Rural Community
Network		 Grant for core funding costs to support
communityrelations activity		 65,800.80
Total for Mid-Ulster 65,800.80
Multiple
CF23/50038 Springboard
Opportunities Limited		 Grant for core funding costs to support
communityrelations activity		 33,886.80
CFC23/51018 Community Relations in
Schools(CRIS)		 Grant for core funding costs to support
communityrelations activity		 71,994.83
CFC23/51020 Partisan Productions Grant for core funding costs to support
communityrelations activity		 29,862.94
Total for Multiple 135,744.57
Newry, Mourne and Down
CF23/50045 Harmony Community
Trust		 Grant for core funding costs to support
communityrelations activity		 21,078.90
CFC23/51014 Tobar Mhuire Grant for core funding costs to support
communityrelations activity		 26,591.49
Total for Newry, Mourne and Down 47,670.39
Regional
CF23/50016 Youth Initiatives NI Grant for core funding costs to support
communityrelations activity		 29,186.81
CF23/50023 The Corrymeela
Community		 Grant for core funding costs to support
communityrelations activity		 50,571.90
CF23/50036 TIDES Trainng and
Consultancy		 Grant for core funding costs to support
communityrelations activity		 45,007.20
CFC23/51007 Ulster GAA Grant for core funding costs to support
communityrelations activity		 38,866.27
CFC23/51008 Trademark Grant for core funding costs to support
communityrelations activity		 56,126.29
CFC23/51011 PeacePlayers
International - Northern
Ireland		 Grant for core funding costs to support
community relations activity		 49,776.21
CFC23/51013 Nerve Centre Grant for core funding costs to support
communityrelations activity		 24,225.98
CFC23/51015 Youth Link Grant for core funding costs to support
communityrelations activity		 50,124.84
CFC23/51016 Irish FA Foundation Grant for core funding costs to support
communityrelations activity		 26,619.30
CFC23/51017 Irish School of Ecumenics Grant for core funding costs to support
communityrelations activity		 26,997.48
CFC23/51021 Early Years Organisation
foryoungchildren		 Grant for core funding costs to support
communityrelations activity		 67,524.54
Total for Regional 465,026.82
Overall Total 1,236,875.86

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Community Relations Cultural Diversity Grant Scheme 2023 – 2024

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
CRCD23/52206 The Breen Centre Building positive cross-border relations
following a rise in Brexit-related violence by
building the capacity for constructive dialogue
that explores difference and explores shared
future building.		 2,485.50
CRCD23/52223 All About Us –
ASD Teens		 Diverse Threads is a project that aims to
promote diversity, inclusion, and mutual respect
by bringing together individuals from different
religious backgrounds.		 2,480.00
Total for Antrim and Newtownabbey 4,965.50
Armagh, Banbridge and Craigavon
CRCD23/52007 1825 Project Ltd To hold a two week summer camp to provide
additional training and team work activities for
young people aged 18 - 25 in
Brownlow/Craigavon.		 1,923.00
CRCD23/52019 NI Hyatt Ltd Through the learning of the language, Al
Taaleem aims to promote integration and
relations between communities with different
backgrounds, celebrate diversity and build
social connections.		 1,396.00
CRCD23/52030 The John Hewitt
Society		 The John Hewitt International Summer School
is a celebrated week-long Festival of Literature,
Politics and the Arts at the Market Place
Theatre, Armagh.		 2,570.00
CRCD23/52277 all set project Talks, Workshops & Performances examining
diverse musical traditions including a St
Patrick's event plus a music session celebrating
pipe band and traditional music.		 1,390.49
Total for Armagh, Banbridge and Craigavon 7,279.49
Belfast
CRCD23/52039 Family Comfort NI An annual dual event that creates the space for
the-community to showcase/celebrate
indigenous culture, heritage, art, delicacies with
outcomes on social inclusion and building
sustainable relationships.		 1,860.00
CRCD23/52102 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.		 561.00
CRCD23/52106 Coiste na
nIarchimí		 To interact with prominent and policy making
people to promote the reconciliation work of
political ex prisoners along with Tom Roberts
of E.P.I.C.		 616.02

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CRCD23/52144 Multi-Ethnic
Sports And
Cultures Northern
Ireland (MSCNI)		 The group plans to use this medium to bring
youths of various community backgrounds
together with a sports festival in using various
sports and Cultural activities.		 2,146.43
CRCD23/52231 Youth Initiatives
NI		 Crosslinks Good Relations Arts showcase - an
original theatre production written/designed by
14-20yrs participants who have been
participating in a GR program for 6 months.		 2,500.00
CRCD23/52238 Terra Nova
Productions		 Creating a Minority Ethnic led project with
three objectives that deliver reductions of
racism, mistrust and isolation through minority
ethnic artistic outputs for Multicultural
audiences.		 1,410.00
CRCD23/52253 JoinHer Network
CIC		 It focuses on diversity, inclusion, equity, and
belonging, providing a safe space for all to
come together and learn about each other's
differences and culture.		 1,260.00
CRCD23/52044 Fighting Words
Northern Ireland		 Five days of cross-community creative writing
workshops in East Belfast for 16 young people
to explore cultural diversity through
scriptwriting.		 2,685.05
CRCD23/52083 Green Shoot
Productions		 This project is a Community Engagement
Programme centred around the legacy of David
Ervine, to take place in the PUL areas of East
Belfast.		 4,652.96
CRCD23/52210 East Belfast GAA East Belfast GAA want to hold a Hamely
Tongue evening to celebrate Ulster Scots week		 464.40
CRCD23/52054 Community
Relations in
Schools (CRIS)		 This project will enable primary-aged children
from Shankill & Ardoyne to build trust & foster
friendships by participating in Buddy Up!
peacebuilding educational programmes.		 6,135.54
CRCD23/52060 Community
Relations in
Schools (CRIS)		 Our project aims to build sustainable
meaningful relationships between the Shankill
and Ardoyne areas of North Belfast by
engaging parents and training key school
stakeholders.		 3,365.00
CRCD23/52186 Centre for
Democracy and
Peace Building		 Facilitated Conflict Textiles workshop and
story-telling session with participants from NI
and Colombia with a focus on slavery,
displacement and recovery.		 1,492.00
CRCD23/52222 TAMHI The group will deliver a Shared Education and
Shared Space Football Programme in Girdwood
Community Hub.		 1,263.60
CRCD23/52243 Green Shoot
Productions		 To provide cross-community skills workshops
on creative writing, theatre and cultural
diversity themes, and associated performance
resources.		 2,840.00
CRCD23/52047 Mornington
Community
Project		 Women Together: Creating Cross Community
Connections promotes reconciliation through
creating a group of dedicated cross-community
champions to lead a family project focused on
good relations.		 3,000.00
CRCD23/52073 British Youth
Music Theatre		 The project celebrates/acknowledges the
important role of peace builders, promoting
awareness amongst young people through
outreach + 6 days of devising, rehearsal &
performance.		 2,240.00
CRCD23/52196 Street Soccer NI A 4-week Good Relations project working with
women from disadvantaged backgrounds
including the homeless, refugees, asylum		 3,284.30

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seekers. It will include 4 workshops and a
residential.
CRCD23/52009 Highspring
Residents Group		 To provide a diversionary festival/funday
during the annual Whiterock band parade, to
arrange 2 shared history site visits.		 1,676.00
CRCD23/52032 Community Arts
Partnership		 Breathe: A livestreamed demonstration project
for more inclusive, shared creative space with
Forthspring Inter-community Centre; two
international festivals, US peacebuilder JP
Lederach, best-practice methodologies.		 1,873.36
CRCD23/52269 Ark Housing The Ark Intercultural Exchange will enable
families living in Ark's Hostels to come
together and learn about cultural diversity in an
entertaining and memorable way.		 2,475.00
Total for Belfast 47,800.66
Causeway Coast and Glens
CRCD23/52197 The Junction Two Re-Imagining Relationships programmes
of facilitated community learning addressing
sexism-sectarianism-racism in the Causeway
Coast area: i) West Bann Development,
Coleraine and ii) rural (Dervock Band/Orange
Order).		 1,413.50
Total for Causeway Coast and Glens 1,413.50
Derry and Strabane
CRCD23/52031 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.		 3,390.00
CRCD23/52035 REACH Across HERO Project will target associate
youth/community workers & teachers for an
accredited course in Good Relations, followed
by education visits to historical & political
landmarks		 2,452.00
CRCD23/52109 An Gaeláras
Limited		 A series of events, exhibitions and activities
that increase access to the Irish Language for
those who have not had opportunities to engage
with it.		 3,902.50
CRCD23/52123 Kerala Association Bringing people from all the communities
together through art, culture and education thus
building good relations between them.		 1,385.00
CRCD23/52151 The Churches
Trust		 Three events showcasing our good relations
work throughout the year: Women and War
(Workshop), St. Columba Trail/Walk and
Unveiling Wall Mural completed by
Children/Young People.		 1,557.18
CRCD23/52168 North West Play
Resource Centre
(The Playhouse)		 Theatre of Witness is a form of testimonial
performance performed by people sharing their
personal and collective stories of suffering,
transformation and peace.		 3,245.00
CRCD23/52239 Verbal Celebrating World Book & World Storytelling
Days, Verbal will run two AI Art workshops
and an exhibition working with young people to
celebrate our differences.		 695.00
CRCD23/52298 The Churches
Trust		 A group of young people are completing our
'Community of Homes' Programme. An
unexpected outcome is they wish to complete
an OCN accredited programme.		 185.64
Total for Derry and Strabane 16,812.32

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Fermanagh and Omagh Fermanagh and Omagh
CRCD23/52048 Core Smart Fit
Community
Interest Company		 A 3 day project for 50 young people of good
relations workshops delivered through
recreational activities e.g. a trip to Gortin Glens
and performing arts.		 2,753.80
CRCD23/52075 Dromore Childcare
Centre		 Dromore Childcare aim to run a MIFC
programme to encourage greater acceptance of
and respect for cultural diversity for young
people, alongside requesting essential
resources.		 1,405.00
CRCD23/52207 Together in Music We will enable our Black and Asian
Communities to explore their own culture and
beliefs to increase their trust with the
mainstream communities		 2,560.00
CRCD23/52212 The Golden Apples
Players		 Building Harmony, a 6-week program at Strule
Arts Centre, unites communities through drama,
music, and dance. It explores shared spaces,
interfaith dialogue, and multicultural
collaboration.		 2,430.00
Total for Fermanagh and Omagh 9,148.80
Lisburn and Castlereagh
CRCD23/52147 Dromara Local
History Group		 The History Group often receives requests from
USA folk trying to trace their ancestors. The
group feel this visit will explain emigration.		 740.00
CRCD23/52233 R-Space Gallery The project will foster a sense of community
belonging and celebrate cultural diversity
through workshops focused on developing
artistic skills, creative expression, and
collaboration.		 1,643.08
Total for Lisburn and Castlereagh 2,383.08
Mid and East Antrim
CRCD23/52057 Cairncastle Ulster-
Scots Cultural
Group		 A Cross Community Festival of music & dance
with a diverse range of participants from both
indigenous communities and Ethnic Minority
Communities		 2,450.00
Total for Mid and East Antrim 2,450.00
Multiple
CRCD23/52012 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.		 3,300.00
CRCD23/52015 EMSONI - Ethnic
Minority Sports
Organisation NI		 Confederation festival is an intercultural multi-
sports festival, engaging more than twenty
communities from 30th April 2023 to 5th
August 2023 to promote connectivity,
intercultural dialogue.		 5,000.00
CRCD23/52022 The Maiden City
Festival		 The Maiden City Festival is an 8-day festival
created in conjunction the annual Relief of
Londonderry parade intended to promote good
community relations around it.		 3,450.00
CRCD23/52046 Rathfriland
Traditions and Arts
Society		 We aim to facilitate safe cultural expression
around the Rathfriland 11th night beacon. This
project will support efforts to organise an
inclusive/educational series of events.		 1,910.00
CRCD23/52068 Kerygma Choir Choral musical performance promoting
reconciliation between citizens, faiths &
organisations throughout Ireland, particularly		 918.95

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relevant in this 25th Anniversary of the Good
Friday Agreement.
CRCD23/52161 All Nations
Ministries		 During CR week organising two events -
Wednesday 20th Sept a bus tour, and on
Saturday 23rd Sept an Intercultural Workshop
for newcomers to NI.		 1,031.40
CRCD23/52169 Falls Women's
Centre		 50 women will come together at a cross-
community film/discussion night, focusing on
women's shared experiences and creative
response to the legacy of the past.		 1,350.00
CRCD23/52281 International
School for Peace
Studies		 Through a series of 6 Holocaust Awareness
Workshops/Presentations & Final Event ISPS
will deliver to 3 groups
of adults from communities in the Northwest
area		 2,415.00
Total for Multiple 19,375.35
Newry, Mourne and Down
CRCD23/52014 Killyleagh
Community
Association		 This project will provide a safe space in which
people from all backgrounds can come together
and express themselves through shared music
making.		 1,800.00
CRCD23/52074 Schomberg Society
Kilkeel Limited		 This project will improve community relations
during the Kilkeel 11th July celebrations by
organising a family-friendly Festival, while
celebrating 25 years of the Schomberg Society.		 2,575.00
CRCD23/52094 Iur Cinn Fleadh 2023 Dancing On The Greens
6 community associations. Increase of 3
community associations
A Polish night
Derrymore Men's shed cross community music
project		 1,000.00
CRCD23/52225 Drumaness Cross
community
Playgroup		 The Community connections programme will
engage 20 women from rurally isolated
communities across County Down in a Good
Relations Programme		 2,220.00
Total for Newry Mourne and Down 7,595.00
Regional
CRCD23/52020 Reclaim The
Enlightenment		 Considering the history of education the group
wish to promote an education system which is
non-segregated by ability (selection at eleven)
or on sectarian lines.		 1,410.00
CRCD23/52026 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.		 3,775.00
CRCD23/52027 Youth Initiatives STEP UP STEP OUT a good relations
volunteer leadership training & development
programme for participants aged 15-25 from 6
Northern Ireland YI youth community hubs.		 3,700.00
CRCD23/52076 County Armagh
Super Cup NI
Association		 A Summer for Change is a three-week
programme for 36 young people across
Northern Ireland involving football
opportunities, good-relations workshops, and a
residential to finish.		 3,902.00
CRCD23/52077 Arts Ekta This proposal will deliver the 17th edition of
the multi award winning Belfast Mela, Northern
Ireland's largest and leading celebration of
culturaldiversity.		 5,000.00

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CRCD23/52082 Thrive Ireland To produce an 8 episode podcast using in depth
interviews and exploration with inspiring global
and local peacemakers.		 4,119.51
CRCD23/52085 Irish School of
Ecumenics		 Bi-annual CONNECT conferences bring
together representatives of Church Fora to
share experiences and learnings promoting
reconciliation, an end to sectarianism.
Newsletter disseminates learnings more widely.		 1,439.50
CRCD23/52086 Parallel Histories The group will bring together young people
from Protestant and Catholic communities to
discuss contentious historical topics in a
conference at Stormont.		 4,440.11
CRCD23/52098 Success Dragon
and Lion Dance
Association		 A multi-cultural Chinese New Year event,
which will be entertaining, educational and
inclusive. We aim to raise the profile of Chinese
Community and other cultures		 1,800.00
CRCD23/52107 JoinHer Network
CIC		 Creating a diverse space for women of minority
backgrounds to network on issues of equitably
and inclusion, building new working
partnerships in Northern Ireland.		 1,200.00
CRCD23/52124 Spanner in the
Works Theatre
Company		 Develop true stories with offenders (legacy of
peace). Addressing issues and backgrounds on
how people ended up in jail.		 4,655.00
CRCD23/52131 Avila Media Build capacity in various grassroots
communities to empower people to take up
vocations and hobbies in the digital
media/film/journalism industries & learn about
other cultures.		 5,000.00
CRCD23/52203 Shared Future
News		 Knowledge exchange seminar and local TV
programmes to share learning and experiences
of the vocation of peacebuilding.		 2,067.70
CRCD23/52218 Victim Support NI Victim Support NI & it's partners will facilitate
the 'We Stand Together' anti-hate crime
campaign to increase awareness about hate
crime & available support/advocacy		 2,156.59
CRCD23/52250 Imagine Belfast
Ltd		 The project will involve over 20,000 people in
at least 100 events examining issues of
diversity, culture and politics during 18-24
March 2024.		 4,150.00
Total for Regional 48,815.41
Overall Total 168,039.11

North Belfast 2023 – 2024

North Belfast 2023 – 2024
Reference Name Short Description Amount (£)
Belfast
NBF23/53001 Ardoyne Youth
Enterprises		 Support costs towards good relations
projects in North Belfast		 72,311.00
NBF23/53002 Ashton Centre Support costs towards good relations
projects in North Belfast		 90,000.00
NBF23/53003 Ballysillan Community
Forum		 Support costs towards good relations
projects in North Belfast		 48,600.00
NBF23/53004 Cliftonville Community
Regeneration Forum		 Support costs towards good relations
projects in North Belfast		 97,200.00

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NBF23/53005 Greater Whitewell
CommunitySurgery		 Support costs towards good relations
projects in North Belfast		 42,451.00
NBF23/53006 Intercomm Support costs towards good relations
projects in North Belfast		 76,500.00
NBF23/53007 Ligoniel Improvement
Association		 Support costs towards good relations
projects in North Belfast		 54,996.00
NBF23/53008 Mount Vernon
Community Development
Fund		 Support costs towards good relations
projects in North Belfast		 27,000.00
NBF23/53009 Shankill Women's Centre
(SWC)		 Support costs towards good relations
projects in North Belfast		 81,000.00
NBF23/53010 The Vine Centre Support costs towards good relations
projects in North Belfast		 11,970.00
Overall Total 602,028.00

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