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2025-03-31-accounts

Company Registration No. NI24026

Charity No. 107530

The Northern Ireland Community Relations Council Annual Report and Accounts for the Year Ended 31st March 2025

Presented to The Northern Ireland Assembly by the Community Relations Council on 6th October 2025

The Northern Ireland Community Relations Council

Index to the Annual Report and Accounts for the Year Ended 31st March 2025

Index to the Annual Report and Accounts
for the Year Ended 31st March 2025
Page
1. General information 2

2. Chair’s foreword		 3-4
3. Chief Executive Officer’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
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 36-49
5.2 Remuneration and Staff Report
5.2.1 Remuneration Report 50-54
5.2.2 Staff Report 55-57
5.3. Assembly Accountability Disclosure Notes
5.3.1 Overview 58
5.3.2 Independent Auditor's Report 59-63
6. Accounts
6.1 Statement of Financial Activities 64
6.2 Balance Sheet 65
6.3 Cash Flow Statement 66
7. Notes to the Accounts 67-85
8. Appendix 1: Additional Disclosure to comply with FReM 86-90
9. Appendix 2: 2023/24 Grant List 91-102
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

In June 2024, the First and Deputy First Ministers reappointed the Board of Directors for a second term of office on the Northern Ireland Community Relations Council (CRC). In order to introduce a formal succession plan to replace the Board of Directors some members will retire in December 2025 after serving 18 months of the second term and a new recruitment process will be initiated in 2025 by The Executive Office (TEO) to replace retiring members.

As a team of non-executive Directors, we have developed a very positive working relationship with Executive Colleagues. As Chair I would like to thank TEO officials for all their continued support and assistance over the past year.

The restoration of the Assembly has greatly assisted the work of CRC and the attendance of TEO Ministers at a wide range of CRC events has sent a strong signal to the communities we serve that our politicians fully support and endorse the wide range of good relations programmes we deliver on behalf of government. I am confident that as the new Together: Building a United Community (T:BUC) policy and strategy emerges in the coming months that CRC will continue to support government and our communities in sustainable long term peace building. The time has come for everyone to accept their individual role of ensuring we build peace into our everyday lives and recognise the benefits to the entire economy of a society that embraces and values a fully socially cohesive community infrastructure.

At an operational level CRC has continued to deliver in line with its operational plan and strategy.

The annual Good Relations Week, co-ordinated by the Community Relations Council took place from 16th to 22nd September 2024 under the theme of "Opportunity". The Week is designed to showcase good practice and encourage wide engagement. 244 event listings covering every council area across a range of themes during Good Relations Week 2024. The launch and the week of activities attracted extensive media coverage as well as coverage in the regional press.

This year the 2025 Good Relations Awards expanded to six categories. The Awards continued to include five categories with partners from Northern Ireland Council for Voluntary Action (NICVA), Volunteer Now, NI Youth Forum and Community Foundation for Northern Ireland with a new Housing for All “Shared Housing" category in partnership with the Northern Ireland Housing Executive. Panels met in February 2025 to assess a total of 65 nominations received across all the categories. This year CRC's Exceptional Achievement Award went to Kathy Wolff co-ordinator of The Community Relations Forum Newtownabbey. Kathy joins a long list of noteworthy winners of this award and has been a shining light – seeking and supporting peace building, bravely changing and reimaging community.

While CRC delivers grants to many communities it also continues to facilitate a strong engagement process right across the province. Over the last year 450 people attended the three Engagement Forums. 33% of attendees at the three T:BUC Engagement Forums were new attendees and 92% of attendees at the T:BUC Engagement Forum rated the events as good, very good or excellent.

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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 for core funded and North Belfast Strategic Good Relations Programme groups. This year these events were delivered with both in-person and online participation. 81% of participants rate the Shared Learning Events as very good, very good or excellent overall.

In terms of grants delivered by CRC, thirty organisations received grants awards of £1,220,000 from the Core Fund and ten organisations received grant awards totalling £602,640 from the North Belfast Programme which CRC administers on behalf of TEO.

We also awarded £196,739 in funding to 71 projects from 85 applications received under the Community Relations/Cultural Diversity (CRCD) funding programme dealing with the legacy of the conflict, peace-building, tackling sectarianism and racism, and building good relations in our diverse community.

As Chair of CRC I want to conclude by thanking our CEO Dr Jacqueline Irwin for her support and leadership over the past year. Alongside a small staff team she has managed to meet our operational targets in an environment of reduced budgets and increased demand. This would not be possible without the efforts of all our staff who continue to give their best daily to ensure CRC’s peacebuilding efforts reaches those in most need.

Martin McDonald Chair CRC

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Chief Executive Officer’s Comment

On 27 February 2025 the Executive agreed a Programme for Government 2024-2027 ‘Our Plan: Doing What Matters Most’. In addition to the immediate priorities set out in the plan, CRC welcomed the commitments to the missions of People, Planet, Prosperity and the crosscutting commitment to Peace. The plan said, “Our cross-cutting commitment will make sure that everyone feels the benefit of a growing economy, improved environment, and a fairer society”; the Community Relations Council welcomes this but believes that the description of peace leaves out the important factor of social cohesion. We believe that the description should refer to good intercommunity relationships because they are the bedrock on which everything else thrives. Poor community relationships affect everything and place a heavy burden on all areas of public expenditure including policing, justice, housing, health. There is complexity in our peace process and the range of issues in our past and present that can affect different sections of our society in planned and unplanned ways. We do not all experience peace in the same way. Those involved in community relations work know that the challenge lies in acknowledging and working with 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. Our peace process has endured many challenges, but we can be encouraged by the fact that although never guaranteed, it has endured.

As an Arm’s Length body of The Executive Office, the Community Relations Council is a key delivery partner responsible for funding programmes across the region to tackle sectarianism, racism, and to build good community relationships now and for the future. The Community Relations Council works on a collaborative basis and in the coming year we will welcome further engagement on the role of Arms-Length Bodies and the community and voluntary sector in the design and implementation of many of the actions set out in the new Programme for Government. We will continue to refresh our approach to sustaining peace and good relations to ensure we are supporting the most effective interventions for the times we live in and the needs of the community.

The Programme for Government comes at a time of huge challenge in relation to the level of demand for services and the difficulties in public finances. The Community Relations Council recognises the pressures on public finances and the challenges they present. In recent years public services have been operating on single year budgets. To support better planning and delivery of public services we look forward to the re-introduction of multi-annual funding cycles.

Because 2024-25 was another financially challenging year across the public sector, the Community Relations Council had to continue to suspend three grant schemes due to the budget pressures (the Pathfinder Grant Scheme, Publications and Media Schemes). The organisation mitigated the impact by directing potential applicants to our small grant scheme. Given the financial pressures affected the majority of the organisations we fund, it was again

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inspiring to see how they found creative ways to overcome these challenges and continue to build good cross-community relationships, often at the same time as delivering other services at a local level. The Community Relations Council is working on new ways to record these additional benefits as they demonstrate the way in which good community relationships are essential to creating the best context into which to delivery other public, voluntary and community services.

Throughout the year the Community Relations Council managed its grant schemes and its engagement and learning work to the high standard required of public bodies, reported as always in a timely and transparent way. 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 and contribute to the region’s sustainability goals.

The Community Relations Council operates as a centre of excellence and a hub for the exchange of learning and best practice, through our online and in-person development and engagement work with funded groups, our wide networks in the voluntary and community sector, and with policymakers and academics. Communications on our website, X (formerly Twitter) and e-news also continued to be a valuable source of information.

During the year we continued to organise 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 evident in those that attend and the themes of the Forum meetings.

The Community Relations Council was also pleased to deliver Good Relations Week 2024. We thank Carl Frampton MBE, who served as Ambassador for the week and everyone who organised or attended the events. As always, we are grateful to the steering group which included representatives from The Executive Office, Education Authority, Libraries NI, The Belfast Health and Social Care Trust, NI Environment Link, The Nerve Centre, Disability Action, NI Local Government Association, Community Foundation for Northern Ireland, Mencap and Bryson.

The annual Good Relations Awards were again co-ordinated by the Community Relations Council and delivered in partnership with The Executive Office and we were delighted that Junior Minister Aisling Reilly and Junior Minister Pam Cameron were able to attend the award ceremony. 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, the Community Foundation for Northern Ireland (CFNI) and the Northern Ireland Housing Executive, all of whom encouraged local groups,

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individuals and organisations from across the region to get involved and to submit nominations for the Awards. Our congratulations to this year’s winners who were Kathy Wolff (Community Relations Council Exceptional Achievement Award -peace building); Cooper McClure (Good Relations Volunteer of the Year Award); Jonah Atos (Good Relations Community Champion Award); Emma Baptista (Good Relations Youth Award -Under 25s); Jubilee Farm (Good Relations Connecting Communities Project of the Year) and Portstewart Community Association (Housing for All). Congratulation also to the runners-up and all those nominated for the great work you do all year round to build a future that will benefit everyone.

We are grateful to The Executive Office for the financial and other support we receive to do our work. We anticipate that the review of the Together: Building a United Community strategy will be published in the coming year. We look forward to working with The Executive Office in the co-design processes that will develop the actions in the refreshed strategy. The publication of the review will also set the context for the Community Relations Council to complete work on its next strategic plan.

I am grateful to my fellow staff members for the work they do every day to build and sustain good community relations. I also want to thank our Chair, Martin McDonald and the members of the Board for their continued support and guidance to me during the year.

Jacqueline Irwin

Chief Executive Officer 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 2025. 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 2024-25 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 2024-25 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 2020-25

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 2020-24 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 2024-25. With the agreement of The Executive Office

Page 8

CRC's 2020-24 Strategic Plan was extended to facilitate alignment with the outcome of the Department's review of Together: Building a United Community.

The Community Relations Council promotes good relations among the citizens and communities of Northern Ireland and supports the delivery of the Programme for Government (PfG) and the T:BUC strategy. To fulfil these aims the Community Relations Council focuses on the following areas of activity set out in our 2020-25 Strategic Plan:

Business Plan 2024-25

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 2024-25 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 2025. CRC's risks are categorised as either red, amber, or green, depending on severity.

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.
On the advice of TEO, a
procurement
exercise
was
completed in January 2025,
seeking independent firms to
complete
the
financial,
equality and legal aspects of
the
Business
Case.
This
procurement
was
unsuccessful.
TEO
were
notified of this and asked for
advice on next steps.
TEO recommended CRC seek
an agency worker to complete
the financial aspects of the
Business Case. As of 11th
August 2025 no agency worker
has been identified. In the
meantime, TEO are exploring
whether a member of the
Strategic Investment Board
would be able to assist with
the Business Case. CRC await
an update from TEO on this.
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 has
been attempted many times,
including May 2025, however
each
exercise
has
been
unsuccessful. CRC will purse
another recruitment exercise
once the Pay Remits have
been approved by TEO and
staff salaries are in line with
NICS colleagues.
Temporary cover is being
provided
by
an
Interim
Finance Manager.
A new DFAP Team structure
was
considered
and
approved
by
the
F&GP
Committee and Board. It was
implemented in April 2025

Page 10

and has helped mitigate this
risk.
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 25th
November. This letter has
been
shared
with
Board
members.
TEO has been 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 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 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
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.
NILGOSC has been in contact
with CRC in June to receive

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information in relation to
affected staff and a response
has been provided.
An update from the legal
advisors
was
sought
in
December
2024.
They
informed CRC that there are
still ongoing test cases going
through the courts, of which
CRC is not one. Therefore,
there is no change to this risk.
Resource – Financial This risk considers the impact CRC faces in terms
of the 2024-25 and 2025-26 budgets from The
Executive Office.		 2025-26
Opening
budget
allocation letter/s received
dated 5th March 2025, and
11th
April
2025.
A
final
allocation
letter
was
subsequently received dated
11thJuly 2025, based on the
outcome of the 2025-26 June
Monitoring round.
A resource budget of £3,201k
(including
£57k
for
depreciation)
has
been
confirmed along with a CAPEX
budget of £10k
A matching GIA – Cash of
£3,298k which includes 5%
headroom has been allocated
for 2025-26.
The allocation still falls short of
the final out-turn position for
2024-25
and
anything
previously disallowed will be
bid for in the October 2025
monitoring round. Submission
to me made on/before 19th
August 2025.
Resource – Staffing This risk considers the impact of the delay in
issuing members with official correspondence
setting out details of their tenure on the Board,
following the end of their first term in June 2024.		 CRC Board members’ Term of
Office all ended on 31stMay.
TEO has made a submission to
Ministers on next steps. The
matter has been raised by CRC
on numerous occasions with
TEO and information provided
in
relation
to
members
interest in either 18- or 36-
month appointments.
The
Board
received
their
official letters from Ministers
in May 2025. Three Board
members second terms are
due to end on 30thNovember.

Page 12

One other member of CRC’s
Board has since stepped down
on the 1stJuly 2025, and
another hopes to step down in
December
due
to
work
commitments.
This
would
leave
CRC’s
Board
below
quorum. CRC asked those
members due to leave at the
end of 2025 whether they
would consider staying on until
TEO’s recruitment exercise
was complete. All members
agreed to continue on.

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 42 to 46.

The Community Relations Council monitors its performance by comparing actual performance to targeted performance as detailed in the 2024-25 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 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 2025-26 business plan is at an advanced stage of preparation and is with The Executive Office officials pending Ministerial approval. Funding was secured for the 2024-25 financial year and budgets across the NI Civil Service have been agreed for 2025-26. The Executive Office wrote to the Community Relations Council (11th April 2025) advising of the opening budget position. 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 2025 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.

Page 13

Summary Performance Appraisal

During the year the Community Relations Council achieved delivery of 20 key performance indicators (KPIs).

This included the following achievements:

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

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Organisation Chart

----- Start of picture text -----
BOARD and
sub-committees
Chief Executive Officer
Personal Assistant
Director of Funding & Director of Finance Director of
Development Administration & 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 2024-25 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 2024-25 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, Education Authority, Libraries NI, the Belfast Health and Social Care Trust, NI Environment Link, The Nerve Centre, Disability Action, NI Local Government Association, and Community Foundation for Northern Ireland. New members joined the steering group from Mencap and Bryson.

  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 2024-25 by continuous employee and stakeholder engagement; and by maintaining appropriate risk management, assurance, and accountability processes.

The 2024-25 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 2024-25 which are included in the 2024-25 Business Plan. Further detail for each project is given on pages 15 to 28.

----- Start of picture text -----
Status of 2024-25 Projects
25
20
15
10
5
0
Delivered Partially Achieved Suspended
----- End of picture text -----

Long Term Expenditure Trend

Long term
Expenditure Analysis		 2021-22 2022-23 2023-24 2024-25
£'000 £'000 £'000 £'000 £'000
Grants 2,252 2,323 1,911 2,031 2,126
Programme Costs 76 60 60 85 85
Salaries 979 909 920 851 866
Overheads 296 288 220 231 276
Total Expenditure 3,603 3,580 3,111 3,198 3,353

Since 2016-17 the Community Relations Council has been allocated £603k for the North Belfast Strategic Good Relations Programme 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 2025. This analysis section provides detail on the performance of the Community Relations Council by its key functions and objectives during the 2024-25 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. Peacebuilding and improving community relations contribute to the conditions in which all Programme for Government (PfG) indicators and outcomes are more likely to be achieved. The return of Ministers has allowed for the publication of a new Programme for Government which includes details of the related indicators and outcomes. However, in 2024-25 there were a number of 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.

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Funding and Development

In 2024-25 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 Scheme, the Publications and the Media Scheme did not operate during 2024-25 due to a cut in the organisation's budget. In total, 134 organisations and projects received funding offers of £2,021,067.

Thirty organisations received grants awards of £1,221,688 from the Core Fund and ten organisations received grant awards totalling £602,640 from NBSGRP. In addition to the Core Fund and NBSGRP schemes, the Community Relations Council awarded £196,739 in funding to 71 projects from 85 applications received under the CRCD funding programme dealing with the legacy of the conflict, peacebuilding, tackling sectarianism and racism, and building good relations in our diverse community.

During the 2021-22 business year the Community Relations Council moved all of its grant making processes online and in 2022-23 adopted procedures that introduce a risk-based approach to verification of expenditure. The risk-based approach to verification was maintained in 2024-25.

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Grant Expenditure to Date - District Council Areas - 2024-2025

Core £’s CRCD £’s North Belfast £’s Total £’s
Multple 509,947.79 13,086.00 - 523,033.79
Regional 191,898.79 50,214.01 - 242,112.80
Antrim and Newtownabbey 38,364.30 10,082.18 - 48,446.48
Ards and North Down - - - -
Armagh City, Banbridge and
Craigavon		 28,670.40 19,047.50 - 47,717.90
Belfast 232,202.12 47,826.35 602,214.00 882,242.47
Causeway Coast and Glens - 1,300.00 - 1,300.00
Derry City and Strabane 207,732.36 17,758.85 - 225,491.21
Fermanagh and Omagh - 5,415.70 - 5,415.70
Lisburn and Castlereagh City - - - -
Mid and East Antrim - 4,000.00 - 4,000.00
Mid Ulster - 11,219.00 - 11,219.00
Newry Mourne and Down 9,271.70 5,270.00 - 14,541.70
Total 1,218,087.46 185,219.59 602,214.00 £2,005,521.05

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 91-102 (Grants paid in 2024-2025). These are 'cash' accounting numbers versus 'resource' accounting numbers reported on page 75

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FUNDING – Applications and Awards by Council Area

2024-25 Applications and Awards by Council Area

For comparison: 2023/24 Applications and Awards by Council Area

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Performance Highlights

FUNDING - Performance Highlights

FUNDING - Performance Highlights FUNDING - Performance Highlights FUNDING - Performance Highlights FUNDING - Performance Highlights
Scheme Applications Processed a s planned Total Funding
Target Performance
Core Funding 39 39 £1,218,087.46
CRCD 85 85 £185,219.59
NBSGRP 10 10 £602,214
Media* 0 0 £0
Pathfinder* 0 0 £0
Publications* 0 0 £0
TOTAL 134 134 £2,005,521.05

*NB: Pathfinder, Media and Publications Schemes did not operate in 2024-25 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. 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 16th to 22nd September 2024 under the theme of "Opportunity". 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, Education

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Authority, Libraries NI, the Belfast Health and Social Care Trust, NI Environment Link, The Nerve Centre, Disability Action, NI Local Government Association, Community Foundation for Northern Ireland, Mencap and Bryson. The launch of the week was also supported Local Authorities, all 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 2025 Good Relations Awards expanded to six categories. The Awards continued to include five categories with partners from NICVA, Volunteer Now, NI Youth Forum and Community Foundation for Northern Ireland with a new Housing for All “Shared Housing" category in partnership with the Northern Ireland Housing Executive. Panels met in February 2025 to assess a total of 65 nominations received across all the categories. The Awards were presented to recipients by Junior Ministers at a special event in Shankill Shared Women’s Centre, Belfast on 25th March 2025.

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 7,803 followers on X and 4,435 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 10,861 users and had 46,126 page views.

This year the Community Relations Council started work on the Carbon Literacy Project (CLP) with Keep Northern Ireland Beautiful. The CLP is a practical training and awareness programme for staff and board members providing an accredited certification that signals a professional commitment to tackling climate change.

The Community Relations Council this year continued its engagement with minority ethnic, rural and young people's groups through our wider stakeholder engagement work.

During 2024/2025 the Community Relations Council has continued to work 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 2025 in Cookstown at which all Councils were represented.

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T:BUC Engagement and Delivery 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 3rd
June 2024, 17th September 2024 and 25th March 2025.
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 450 people attended the three Engagement Forums.
33% of attendees at the three T:BUC Engagement Forums were
new.
92% 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.
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. 81% of participants rate the Shared Learning Events
as very good, very good or excellent overall.
11 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.
Delivered a Shared Learning event for the District Council Good
Relations Programme on 30th January 2025. All Councils were
represented. Also participated in regular District Council Good
Relations Programme (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 2024. 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.
2025 Good Relations Award presentation event took place on
25th March 2025 in Shankill Shared Women's Centre.		 244 event listings covering every council area across a range of
themes during Good Relations Week 2023.
122 pieces of print and online media coverage about the Week.
13 pieces of broadcast (TV & radio) coverage.
489 pieces of social media coverage from media outlets and third-
party organisations.
New Instagram account created for GRW.
Engaged Carl Frampton MBE as a high-profile Ambassador.
Positive feedback received in the event evaluation.
New "Housing for All Shared Housing" category added to the
Good Relations Awards with partner Northern Ireland Housing
Executive.
19 people recognised for their peacebuilding efforts and
contribution through the 2025 Good Relations Awards.
65 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.		 Working with Keep Northern Ireland Beautiful on the initiation and
delivery of the Carbon Literacy Project.
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.		 X Followers: 7,803.
Facebook Followers: 4,435.
Website Page Views: 46,126. Users 10,861
Email marketing subscribers: 2,838
12 Monthly eNews produced and distributed.
New videos on CRC website and YouTube channel covering for
example GRW24, GR Award winners, Core and CR/CD funded
work.

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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 2024-25 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 in 2025.

Financial Summary

The Statement of Financial Activities on page 64 indicates that the company had incoming resources of £3,207,052 (2023-24 - £3,430,570) in the year. Note 2 on page 71 shows The Executive Office as being the sponsor of 98.2% (2023-24 98.6%) of this income. In line with the “Charities SORP FRS 102” the Community Relations Council recognises income as it is received and expenditure as it is incurred. As a result, income was exceeded by outgoing resources of £3,254,936 by £ (47,884). (2023-24 – income exceeded outgoing resources of £3,110,854 by £319,716)

The Community Relations Council was allocated a resource budget of £3,213,000 for the year to 31st March 2025 by The Executive Office. This budget funded net resource expenditure of £3,198,000 (excluding actuarial movements on the pension liability) which represented 100% of total funding allocated to The Community Relations Council by The Executive Office. The Community Relations Council was also allocated a capital budget of £10,000 for the year to 31st March 2025 by The Executive Office. This budget funded capital expenditure of £9,909.

The Balance Sheet on page 65 shows that the company had a fund deficit of £ (289,617) at 31st March 2025 (2023-24 – deficit of £ (241,733). The organisation’s Restricted Reserve at 31st March 2025 was a deficit of £ (289,617), (2023-24 – deficit of £ (241,733). The valuation of the company’s pension scheme as at 31st March 2025, for the purposes of IAS19, was fully restricted to zero. (2023-24 - was fully restricted to zero).

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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 the Equality Commission for Northern Ireland (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 assisted our contribution to the sustainable development strategy which has been maintained since through our Agile Working Policy.

CRC received a presentation from Keep Northern Ireland Beautiful in March 2025, and as a result, will be pursuing Carbon Literacy Training and accreditation for Board members, staff members, and the organisation in 2025-26.

Through its earlier work in preparation for its Strategic Plan 2020-25 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. The Board has also 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

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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 impact. The Community Relations Council will continue to explore the interconnection between good relations and environmental issues.

……………………………….. ………………………………….. J Irwin - Accounting Officer M McDonald - Chairperson 22nd September 2025 22nd September 2025 ………………………………….. ………………………………….. 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 Officer, Dr 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 Officer, with the assistance of the Senior Management Team, manages the day-to-day activities of the Council and reports directly to the Chairperson. The Chief Executive Officer 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 2025 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, 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 2024-25 due to cuts in the budget received from The Executive Office.

Details of the grants awarded during the 2024-25 financial year are shown on pages 91-102

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 2024-25.

Freedom of Information

During 2024-25 year the Community Relations Council received no (2023-24: one) Freedom of Information (FOI) request. When received, request are handled 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 50 to 54, the accounting policies on pages 67 to 71 and commitments under Defined Benefit Pension Scheme in Note 16 on pages 81 to 84.

Reporting of Complaints

The Community Relations Council received no complaints during 2024-25.

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 98% (2023-24: 93%) of bills were paid within this standard. It was also noted that 91% (2023-24: 67%) 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 Officer 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 36 to 49.

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 Officer 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:

iii) Governance Statement

1. Introduction

This statement is given in respect of the Community Relations Council for the year ended 31st March 2025. 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.

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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 (2025) where applicable and any other relevant guidance received from government as it continues to strengthen its governance arrangements.

At the 31st March 2025 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:

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.

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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 Officer, 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 (2025). The Board takes an objective longterm view of the business of the Community Relations Council, leading its strategic planning process and assisting me as Accounting Officer in meeting the corporate governance responsibilities for the Community Relations Council.

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

The key aspects of the Board’s role include:

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 2024-25 an Internal Audit report concluded that controls designed to mitigate risks and CRC's corporate governance processes provided a satisfactory level of assurance.

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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 2024-25 in April, May, July, September, November, January, February, and March. The attendance at the meetings of directors in post at 31st March 2025 during the year is detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr. Martin McDonald (Chair) 8 8
Mr. Michael McDonnell 6 7
Ms. Claire Harris 1 5
Mr. John McCallister 7 8
Ms. Nisha Tandon 4 8
Ms. Audrey Simpson 4 8
Dr. Máire Braniff 5 7
Mr. Rory Campbell 6 8
Ms Sheila McClelland 2 8

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

Ms C Harris was on maternity leave for a portion of 2024-25.

The Audit and Risk Assurance Committee (ARAC)

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

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

The ARAC met seven times during the financial year. Membership of the ARAC in 2024-25 comprised a Chairperson and two Members, all of whom are Board Members.

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The members of the ARAC during 2024-25 and their attendance at the meetings during 202425 is detailed in the table below:

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

Assessment of the ARAC was conducted by the Chair of the ARAC at the end of the 2024-25 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 review of a number of audit recommendations; received 'satisfactory' rated reports from the internal auditors on their review of 'Grants Management", 'Governance and Risk Management', and 'Engagement Good Relations Award Administration'. 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 four times during the financial year. Membership of the Committee in 2024-25 comprised a Chairperson and three Members, all of whom are Board Members.

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The members of the Finance and General Purposes Committee during 2024-25 and their attendance at the meetings detailed in the table below:

Name No of Meetings
Attended		 Total Possible
Attendance
Mr. Martin McDonald (Chair) 3 4
Mr. Michael McDonnell 3 4
Ms. Nisha Tandon 3 4
Ms. Audrey Simpson 4 4

Assessment of the Finance and General Purposes Committee was conducted by the Chair of the Committee at the end of the financial year. The Chair noted that during the year, the Committee: reviewed CRC's performance against the Business Plan, quarterly; reviewed and approved a number of policies; and received and approved the 2023/24 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.

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5. Quality of Data Provided to the Board

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

6. Board Effectiveness

Assessment of the Board and Board members was conducted by the Chair. Examples of the areas considered by the review include: attendance, contribution to strategic direction, adherence to the code of conduct, relationships and training. The Chair concluded that he was satisfied with Board performance. The Chair met with TEO on 7th May 2025 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:

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The system of internal control has been in place in the Community Relations Council for the year ended March 2025 and up to the date of approval of the Annual Report and Accounts, and accords with Department of Finance guidance.

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

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

During 2024-25 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 2024-25 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.
On the advice of TEO, a procurement exercise
was completed in January 2025, seeking
independent firms to complete the financial,
equality and legal aspects of the Business
Case. This procurement was unsuccessful. TEO
were notified of this and asked for advice on
next steps.
TEO recommended CRC seek an agency
worker to complete the financial aspects of
the Business Case. As of 11thAugust 2025 no
agency worker has been identified. In the
meantime, TEO are exploring whether a
member of the Strategic Investment Board
would be able to assist with the Business Case.
CRC await an update from TEO on this.
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 has been attempted
many times, including May 2025, however
each exercise has been unsuccessful. CRC will
purse another recruitment exercise once the

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Pay Remits have been approved by TEO and
staff salaries are in line with NICS colleagues.
Temporary cover is being provided by an
Interim Finance Manager.
A new DFAP Team structure was considered
and approved by the F&GP Committee and
Board. It was implemented in April 2025 and
has helped mitigate this risk.
Resources – Human
Resource		 This risk considers the impact of
recent correspondence relating to
the NILGOSC Pension Scheme		 CRC has received legal correspondence about
the effects of changes made to pensions as a
result of the enactment of the Public Service
Pensions Act (NI) 2014. Legal advice has been
taken.
CRC’s solicitors drafted a response to the
correspondence. With the approval of the
Chair, the submission was made to the
Tribunal Service on Friday 25thNovember. This
letter has been shared with Board members.
TEO has been 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 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
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 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.
NILGOSC has been in contact with CRC in
June to receive information in relation to
affected staff and a response has been
provided.
An update from the legal advisors was sought
in December 2024. They informed CRC that
there are still ongoing test cases going
through the courts, of which CRC is not one.
Therefore, there is no change to this risk.
Resource – Financial This risk considers the impact CRC
faces in terms of the 2024-25 and		 2025-26 Opening budget allocation letter/s
received dated 5th March 2025, and 11thApril
2025.
A
final
allocation
letter
was

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2025-26
budgets
from
The
Executive Office.		 subsequently received dated 11thJuly 2025,
based on the outcome of the 2025-26 June
Monitoring round.
A resource budget of £3,201k (including £57k
for depreciation) has been confirmed along
with a CAPEX budget of £10k
A matching GIA – Cash of £3,298k which
includes 5% headroom has been allocated for
2025-26.
The allocation still falls short of the final out-
turn position for 2024-25 and anything
previously disallowed will be bid for in the
October 2025 monitoring round. Submission
to me made on/before 19thAugust 2025.
Resource – Staffing This risk considers the impact of
the delay in issuing members with
official correspondence setting
out details of their tenure on the
Board, following the end of their
first term in June 2024.		 CRC Board members’ Term of Office all ended
on 31stMay. TEO has made a submission to
Ministers on next steps. The matter has been
raised by CRC on numerous occasions with
TEO and information provided in relation to
members interest in either 18- or 36-month
appointments.
The Board received their official letters from
Ministers in May 2025. Three Board members
second terms are due to end on 30th
November. One other member of CRC’s Board
has since stepped down on the 1stJuly 2025,
and another hopes to step down in December
due to work commitments. This would leave
CRC’s Board below quorum. CRC asked those
members due to leave at the end of 2025
whether they would consider staying on until
TEO’s recruitment exercise was complete. All
members agreed to continue on.

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

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the Board and reported to The Executive Office; independent HR guidance supports the organisation in ensuring that it operates in compliance with employment law.

No 'Raising Concerns' incidents occurred at CRC in 2024-25.

Related party transactions are reported in the Accounts.

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

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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 SCC. 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.

During the 2024-25 year Internal Audit operated in accordance with Public Sector Internal Audit Standards (PSIAS). In April 2025 this changed to the Global Internal Audit Standards. 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 2025, the internal auditors have conducted reviews in line with their Annual Audit Plan covering:

Function Date of final report Assurance rating
Grants Administration and
Distribution		 April 2025 Satisfactory
Governance and Risk Management May2025 Satisfactory
Engagement Good Relations Awards
Administration		 May 2025 Satisfactory

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

All audit recommendations are implemented on a timely basis and progress is reported during each meeting of the ARAC.

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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 2024-25 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 2024-25 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 £17,401. This arrangement was originally put in place to ensure that employees were not disadvantaged as a result of what were historically higher contributions to the NILGOSC pension scheme compared to the Principal Civil Service Pension Scheme (PCSPS) (NI).

During the 2019-20 financial year the Department of Finance wrote to The Executive Office stating that it is imperative that a business case for full implementation of Department of Finance Pay Remit guidance is prioritised and that options for a longer-term solution are considered before the submission of the 2018-19 Pay Remit to the Department of Finance. The Executive Office then met the Community Relations Council's Board to inform them that they wished to have received the CRC business case before the close of the 2019-20 financial year. The Board established a sub-group to consider the issues, to develop a business case and identify a preferred option to resolve the issues. Following meetings of the sub-group a business case with a recommended preferred option was submitted to The Executive Office in

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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. 2022/23 Pay Remit was paid in September 2024 and 2023/24 Pay Remit paid in November 2024.

Following correspondence from The Executive Office on 19[th] April 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 were set out in the business case. Due to financial staff shortages in Community Relations Council, The Executive Office instructed the organisation to initiate a procurement process to engage external expertise to develop and finalise the business case. Unfortunately, no bids were received. The Executive Office then recommended CRC seek assistance from a temporary agency worker to complete the Business Case. As of 11th August 2025 no temporary agency worker has been identified. The Executive Office is now pursuing a new avenue to assist with the completion of this Business Case. CRC continue to pursue a resolution to this issue and engage with The Executive Office regularly.

Significant Internal Control Problems

There were no significant internal control problems noted in the year to 31st March 2025.

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 Officer 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 2025, and senior staff received emoluments directly from the Community Relations Council during the year:

2024-25 2024-25 2024-25 2023-24 2023-24 2023-24
Salary/ Fee Pension Total Salary/ Pension Total
Benefits Fee Benefits *
* to to nearest
nearest
£’000 £’000 £’000 £’000 £’000 £’000
J Irwin 80-85 40 120-125 70-75 36 105-115
CEO
M McDonald 5-10 - 5-10 5 - 10 - 5 - 10
(Chairperson)
C Harris 5-10 - 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, Ms C Harris, 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 Officer, 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.

2024-25 2023-24
Band of Highest Paid Director’s Total Remuneration(£) £82,500 72,500
75th Percentile Total Remuneration(£) 41,677 34,164
PAY RATIO 1.9:1 2.1:1
Median Total Remuneration(£) 35,008 29,330
PAY RATIO 2.3:1 2.4:1
25th Percentile Total Remuneration(£) 28,622 27,054
PAY RATIO 2.8:1 2.7:1
Ratio (75th percentile) 1.94 2.12
Ratio(midpoint) 2.31 2.47
Ratio(25th percentile) 2.82 2.68
Change of highest paid Director(%)
Change of whole entity(%)		 13.79%
20.29%		 0%
-15.44%

The banded total remuneration of the highest-paid director in the Community Relations Council in the financial year 2024-25 was £80-85k (2023-24: £70k- £75k). The median remuneration of the workforce, for 2024-25 £35,008 (2023-24 £29,330). Salaries for employees at the Community Relations Council range from £25k-£30k to £80k-£85k (2023-24: £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) 31/03/2025 31/03/2024 in
as at in pension CETV
31/03/2025 & related
& related lump sum
lump sum
£ £ £000's £000's £000's
J Irwin
Chief 46,703 5,770 901 813 (88)
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 2025.

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% (2023-24: 19%) 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 2022 and the contributions to be paid until 31st March 2026 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 (Audited)

Permanent
Staff		 Others Board 2024-25 2023-24
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 567,567 141,064 18,986 727,618 758,605
Social security costs 66,028 - - 66,028 52,626
Employers pension cost
Analysed as:
Current service cost 116,951 116,951 108,636
---------- --------- --------- ----------- ----------
Total Net Costs 750,546 141,064 18,986 910,596 919,867
Less recoveries in respect of
outward secondments		 (57,052) (57,052) (46,570)
------------ ---------- ----------- ---------- ----------
Total Net Costs 693,494 141,064 18,986 853,544 873,297
------------ ------------ -------------- ----------- -----------

Average number of persons employed (Audited)

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

Permanent Others Chair 2024-25 2023-24
Staff
Total Total
Total 17 - 1 18 18

On a headcount basis there were 17 (2023-24: 17) full time members of staff employed during the period (15 at year end). There were no staff employed part time (2023-24: 1). On average two members of staff were engaged via a recruitment agency (2023-24: 2).

Sickness Absence Data

The total number of working days lost through sickness during the period by the Community Relations Council staff was 33 days. This represented 0.78% of available working days for the Community Relations Council employees, of which 0.19% was due to long-term sickness absence. Sickness absence during the previous financial year (2023-24) was 74 days, representing 1.74% of available working days.

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Staff Composition

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

follows:
Male Female
No. No.
Council Members 4 5
Employees:
Grade 6 - 1
DP 2 1
SO 2 3
EO 1 5
AO 1 1
------------- -------------
Total 6 11
------------- -------------

An analysis of staff costs for (2024-25: £853,544) (2023-24: £873,297) is provided in Note 3 on page 71.

Staff Turnover

At the end of this financial year, Community Relations Council had 11.8% full-time permanent vacancy.

Consultancy

The Community Relations Council did not incur expenditure related to consultancy during the 2024-25 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 aims 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 2024-25 financial year (2023-24: £nil).

…………………………….

J Irwin – Accounting Officer

22nd September 2025

…………………………….

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 48-49, 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 £17,401.

Fees and Charges (audited)

The Community Relations Council did not earn an income through fees or charges during the 2024-25 financial year.

Remote Contingent Liabilities (audited)

No remote contingent liabilities are known to have existed at the 31st March 2025.

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 22nd September 2025 22nd September 2025 …………………………………. …………………………………. 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 2025 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.

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.

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.

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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.

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

Report

I have no observations to make on these financial statements.

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

30 September 2025

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Statement of Financial Activities (Including Income & Expenditure Account) for Year Ended 31 March 2025

All Restricted All Restricted and
and Unrestricted
Unrestricted Funds
Funds
2024-25 2023-24
Note
 £ £
Income
and		 endowments
from:
Donations and Legacies 2 3,150,000 3,384,000
Secondments 57,052
 46,570
-------------- --------------
Total 3,207,052 3,430,570
-------------- --------------
Expenditure on:
Charitable activities 4 3,254,936 3,110,854
-------------- --------------
Net income/(expenditure)
before tax for the reporting (47,884) 319,716
period
Other recognised
gains/(losses):
Actuarial gain /(loss) on 16 - (195,000)
defined
benefit		 pension
scheme
-------------- --------------
Net movement in funds (47,884) 124,716
-------------- --------------
Reconciliation of funds:
Fund balances brought (241,733) (366,449)
forward at 1 April
Net movement in funds (47,884) 124,716
-------------- --------------
Fund
balances		 carried 14 (289,617) (241,733)
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 85 form part of these Accounts

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Balance Sheet as at 31st March 2025

2024-25 2023-24
£ £
Note
Fixed assets
Tangible fixed assets 7 95,709 145,323
Intangible fixed assets 8 11,406 10,486
----------------- -----------------
107,115 155,809
Current assets
Debtors and prepayments 9 27,274
24,741		 24,741
Cash at bank and in hand 10 139,362 137,108
----------------- -----------------
166,636
161,849		 161,849
Liabilities
Creditors: amounts falling due within one year Creditors: amounts falling due within one year
11		 (497,878) (441,828)
Finance Leases 11 (48,737)
(50,067)		 (50,067)
----------------- -----------------
Net current assets or (liabilities) (379,979) (330,046)
Total assets less current liabilities (272,864) (174,237)
Non - Current Liabilities - Finance Leases Non - Current Liabilities - Finance Leases
11		 (16,753)
(67,496)		 (67,496)
Defined benefit pension asset/(liability) 16 -
-		 -
----------------- -----------------
Total net assets/liabilities (289,617) (241,733)
========= =========
The funds of the charity
Restricted Income Funds 14 (289,617) (241,733)
Restricted Pension Reserve 14 - -
----------------- -----------------
Total charity funds (289,617) (241,733)
========= =========

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 22nd September 2025 and signed on its behalf by:

Nok Miho dS fe ………………………….. ………………………………. M McDonald – Chairperson J Irwin – Accounting Officer

The notes on pages 67 to 85 form part of these Accounts

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Cash Flow Statement for Year Ended 31st March 2025

2024-25 2023-24
Note £
£
Cash flows from operating activities
Net cash (used in) / provided by operating activities 12 12,163 62,912
---------- ------------
Cash flows from investing activities
Purchase of tangible fixed assets 7 (7,317) (17,598)
Purchase of intangible fixed assets 8 (2,592) (9,342)
---------- ----------
Net cash (used in) investing activities (9,909) (26,940)
---------- ---------
Change in cash and cash equivalents in the reporting
period 2,254 35,972
Opening cash and cash equivalents at 1st April 10 137,108 101,136
---------- ----------
Closing cash and cash equivalents at 31st March 10 139,362 137,108
====== ======

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The Northern Ireland Community Relations Council

The notes on pages 67 to 85 form part of these Accounts

Notes to the Accounts for Year Ended 31st March 2025

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 2025 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.

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 2025-26 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 202024 Strategic Plan from The Executive Office. The 2025-26 Business Plan has been drafted and is with The Executive Office officials pending Ministerial approval. The budgets for 2025-26 have been agreed across the Northern Ireland Civil Service (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:

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Taxation

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

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

Provisions

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

Creditors

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

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Grants payable

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

Financial Instruments

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

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 2025.

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 2022.

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.

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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.

Expenditure

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

Support costs, detailed on page 74 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 89.

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

Impending application of newly issued accounting standards not yet effective.

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 75. 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.

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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.

2. Income from donations and legacies and charitable activities

Restricted Total Total
Funds Funds Funds
2024-25 2024-25 2023-24
Donations and legacies £ £ £
Grant in Aid from The Executive Office 3,150,000 3,150,000 3,384,000
----------------- ----------------- -----------------
3,150,000 3,150,000 3,384,000
----------------- ----------------- -----------------

3. Analysis of Staff Costs

Permanent
Staff		 Others Board 2024-25 2023-24
£ £ £ **Total£ ** **Total£ **
Wages and Salaries 567,567 141,064 18,986 727,618 758,605
Social security costs 66,028 - - 66,028 52,626
Employers pension cost
Analysed as:
Current service cost 116,951 116,951 108,636
Total Net Costs 750,546 141,064 18,986 910,596 919,867
Less recoveries in respect of
outward secondments		 (57,052) (57,052) (46,570)
------------ ---------- ----------- ---------- ----------
Total Net Costs 693,494 141,064 18,986 853,544 873,297
------------ ------------ -------------- ----------- -----------

The difference between the current service cost in this Analysis of Staff Costs 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 of whole-time equivalent persons employed during the period was as follows:

Permanent Others Chair 2024-25 2023-24
Staff
Total Total
Total 17 - 1 18 18

On a headcount basis there were 17 (2023-24 17) full time members of staff employed during the period (15 at year end). There were no staff employed part time. (2023-24:1). On average two members of staff were engaged via a recruitment agency (2023-24: 2).

Exit Packages

There were none in 2024-25 or 2023-24.

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. No persons retired early on ill-health grounds in 2024-25 (2023-24: None)

Remuneration of key management

As reported in the Remuneration Report on pages 50 to 54 one member of staff received a salary within the band £80k - £85k.

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4. Analysis of Expenditure on Charitable Activities

Key Activities Activities Grant Funding Support Total
Undertaken Activities Cost 2024-25
Directly
£
£ £ £
Funding and
Development		 286,975 2,031,147 321,771 2,639,893
Community Engagement 314,039 - 301,004 615,043
-------------- -------------- -------------- --------------
Total 601,014 2,031,147 622,775 3,254,936
-------------- -------------- -------------- --------------
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
-------------- -------------- -------------- --------------

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Analysis of Support Costs

2024-25 Funding and Community
Support Costs Development Engagement Basis of Allocation
£ £
Facilities 45,198 38,881 Per Capita
HR 40,587 38,324 Per Capita
IT 63,849 56,663 Per Capita
Finance 73,197
 73,196 Per Capita
Governance 98,940
 93,940 Per Capita
---------- ----------
Function Total 321,771
 301,004
---------- ---------
2023-24 Funding and Community
Support 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 Capita
Governance 81,507 78,523 Per Capita
---------- ----------
Function Total 330,062 310,314
---------- ----------

The Northern Ireland Audit Office (NIAO) performs the annual statutory audit of the Community Relations Council at a cost of £22,400 (2023-24: £21,900). There was an amount payable to the NIAO at the 31st March 2025 of £1,382 for the National Fraud Initiative (NFI) (2023-24: £0).

Staff travelling and subsistence costs totalled £3,872 in 2024-25 (2023-24: £3,777) This is included in the Support Costs above.

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5. Grant expenditure

Grants Support 2024-25
payable costs Total
Grants schemes £
 £
 £
Small grants schemes
 170,380 136,473 306,853
Publications and Media - - -
Core Funding 1,278,404 161,768 1,440,172
Pathfinder - - -
North Belfast Strategic Fund 582,363 23,530 605,893
------------
2,031,147		 --------------
321,771		 --------------
2,352,918
-------------- -------------- --------------
Grants Support 2023-24
payable costs Total
Grants schemes £
 £
 £
Small Grants Scheme
 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
-------------- -------------- --------------

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 (2023-24: 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 2025 Computer Fixtures Buildings
Equipment and Fitting Right of Use Total
Cost: £ £ £ £
Balance at 1st April 2024 76,972 74,994 216,253 368,219
Additions 5,857 1,460 - 7,317
---------- ---------- ---------- ----------
Balance at 31st March 2025 82,829 76,454 216,253 375,536
---------- ---------- ---------- ----------
Accumulated depreciation:
Balance at 1st April 2024 53,792 69,294 99,810 222,896
Charge for year 5,053 1,973 49,905 56,931
---------- ---------- ---------- ----------
Balance at 31st March 2025 58,845 71,267 149,715 279,827
---------- ---------- ---------- ----------
Net book value:
At 31st March 2025 23,984 5,187 66,538 95,709
====== ====== ====== ======
At 1st April 2024 23,180 5,700 116,443 145,323
====== ====== ====== ======
Asset Financing
Owned 23,984 5,187 - 29,171
Finance Lease - - 66,538 66,538
---------- ---------- ---------- ----------
Net Book Value at 31st March 2025 23,984 5,187 66,538 95,709
======
======		 ====== ======
Year End 31st March 2024 Computer Fixtures Buildings
Equipment and Fittings Rights of 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
====== ====== ====== ======

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8. Intangible fixed assets

Year End 31st March 2025 Software
Licences Total
Cost: £ £
Balance at 1st April 2024 44,006 44,006
Additions 2,592 2,592
---------- ----------
Balance at 31st March 2025 46,598 46,598
---------- ----------
Accumulated amortisation:
Balance at 1st April 2024 33,520 33,520
Charge for year 1,672 1,672
---------- ----------
Balance at 31st March 2025 35,192 35,192
---------- ----------
Net book value:
At 31st March 2025 11,406 11,406
====== ======
At 1st April 2024 10,486 10,486
====== ======
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
====== ======

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----- Start of picture text -----
||||| |---|---|---|---| |9.|Debtors: amounts due in less than one year|2024-25|2023-24| |£|£| |Prepayments|27,202|24,741| |Other Debtors|72|-| |------------|------------| |27,274|24,741| |=======|======| |10. Cash and cash equivalents| |2024-25|2023-24| |£|£| |Balance at 1st April|137,108|101,136| |Net change in cash and cash equivalent balances|2,254|35,972| |------------|------------| |Balance at 31st March|139,362|137,108| |=======|=======|

----- End of picture text -----

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 shortterm, highly liquid investments.

11. Creditors: amounts falling due within one year

----- Start of picture text -----
|||| |---|---|---| |2024-25|2023-24| |£|£| |Grants payable|256,705|224,409| |Other creditors|63,390|18,667| |Accruals|143,083 164,052| |------------|------------| |463,178|407,128| |=======|=======| |Creditors: Finance Leases| |2024-25|2022-25| |£|£| |Amounts falling due within one year 48,737 50,067| |Amounts falling due after one year 16,753 67,496| |------------ ------------| |65,490 117,563| |======= =======|

----- End of picture text -----

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Deferred Income 2024-25 2023-24
£ £
Amount deferred in year 34,700 34,700
------------ ------------
34,700 34,700
======= =======
12. Notes to the cash flow statement 2024-25 2023-24
£ £
Net incoming resources Note (47,884) 319,715
Adjustments for:
Depreciation/amortisation charge 7&8 58,603 64,071
Decrease/(increase) in debtors 9 (2,533) (16,655)
Increase/(decrease) in creditors 11 56,050 (253,626)
Revaluation of ROUA (5,612) -
Building Rent Payment 15 (50,410) (50,885)
Interest Charge 3,949 1,291
Current and past service cost 16
 118,000 108,000
Less: Employer pension
contributions 16 (115,000) (98,000)
Interest on net defined benefit
liability 16 (47,000) 11,000
Interest on unrecognised assets 16 44,000 -
------------ ------------
Net cash provided by / (used in)
operating activities 12,163 62,911
====== =======
13. Net income is stated after charging 2024-25 2023-24
£ £
Depreciation of tangible fixed assets 56,931
 57,527
Amortisation of intangible fixed assets 1,672
 6,544
Auditors' remuneration 22,400
 21,900
National Fraud Initiative fee 1,382
-
Revaluation of ROUA (5,612) -
====== ======

The cost incurred in respect of Statutory Audit fees during the year ended 31st March 2025 was £22,400 (2023-24: £21,900).

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14. Fund balances - Outline summary of fund movements

Fund Fund
balances Balance
brought Gains and Carried
Fund name forward Income Expenditure Losses forward
£ £ £ £ £
Restricted Fund (241,733) 3,207,052 (3,254,936) - (289,617)
Pension Reserve - - - - -
Total Funds (241,733) 3,207,052 (3,254,936) (289,617)
======= ======= ========= ======== =========

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 2024-25**|**Total 2024-25|Total 2023-24| |---|---|---|---| |||£|£| |Right-of-use assets|||| |Opening Balance||116,443|166,348| |Depreciation expense||(49,905)|(49,905)| |Closing Balance|
|66,538|116,443| |15.2 Quantitative disclosures around lease liabilities|||| ||2024-25||2023-24| |||£|£| |Obligations under finance leases|||| |for the following periods comprise:|||| |Buildings|||| |Later than one year and not later than five||50,410|50,885| |years|||| |Less than five years||16,803|67,847| |Less Interest element||(1,723)|(1,169)| |Present Value of obligations||65,490|117,563| |Other|||| |Current portion||48,737|50,067| |Non-current portion||16,753|67,496|

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15.3 Quantitative disclosures around cash outflow for leases

2024-25
 2023-24
£ £
Total cash outflow for leases 50,410
 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 2022.

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% for the year ended 31st March 2025 (2023-24: 19%). From 1st April 2024 employer contributions remain at 19% of pensionable pay. Employer contributions to the Fund for the accounting period ended 31st March 2025 totalled £115,000 (31st March 2024: £98,000). 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 2024-25 2023-24 2022-23
Discount rate 5.8% 4.8% 4.7%
CPI Inflation 2.5% 2.6% 2.7%
Pension increases 2.5% 2.6% 2.7%
Pension accounts 2.5% 2.6% 2.7%
revaluation rate
Salary increases 4.0% 4.1% 4.2%
Asset Allocation 2024-25 2023-24 2022-23
Equities 41.3% 39.7% 41.3%
Property 9.5% 9.3% 10.5%
Government bonds 15.7% 15.0% 20.5%
Multi Asset Credit 13.0% 13.0% 13.1%
Corporate bonds 3.9% 4.6% 2.7%
Cash 10.7% 12.4% 5.9%
Other 5.9% 6.0% 6.0%
-------- -------- --------
Total 100% 100% 100%
-------- -------- --------

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Mortality Assumptions

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

2024-25 2023-24
Males Years Years
Member aged 65 at accounting date 21.6 21.7
Member aged 45 at accounting date 22.2 22.7
Females
Member aged 65 at accounting date 24.5 24.6
Member aged 45 at accounting date 25.2 25.6
Reconciliation of funded status to Balance Sheet
2024-25 2023-24
£ £
Fair value of assets 9,027,000 8,743,000
Present value of funded defined benefit obligation (6,677,000) (7,831,000)
---------------- ----------------
Funded status 2,350,000 912,000
Unrecognised asset (2,350,000) (912,000)
---------------- ----------------
Asset/(liability) recognised on the balance sheet - -
--------------- ----------------
Amounts recognised in the Statement of
Financial Activities		 2024-25 2023-24
£ £
Operating Cost
Current service cost 118,000 108,000
Financing Cost
Interest on net defined benefit liability (47,000) (11,000)
---------------- -----------
Pension expenses recognised in the Statement of 115,000 97,000
Financial Activities
Amounts recognised in other comprehensive
income
Assets gains/(losses) arising during the period (93,000) 393,000
Actuarial gains/(losses) due to changes in 1,441,000 296,000
financial assumptions
Actuarial gains/(losses) due to changes in 59,000 117,000
demographic assumptions
Actuarial gains/(losses)due to liability experience (13,000)
 (89,000)
Actuarial gain/(loss) due to restriction of surplus (1,394,000)
 (912,000)
------------- ------------
Total amount recognised in other -
 (195,000)
comprehensive income

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2024-25 2023-24
£ £
Opening defined benefit obligation 7,831,000 7,832,000
---------------- --------------
--
Current service cost 118,000 108,000
Interest expense on defined benefit obligation 372,000 365,000
Contributions by participants 46,000 40,000
Actuarial gains/(losses) due to changes in Financial (1,441,000) (296,000)
Assumptions
Actuarial gains/(losses) due to changes in
Demographic Assumptions (59,000) (117,000)
Actuarial gains/(losses) due to Liability Experience 13,000 89,000
Actuarial losses/(gains) on liabilities - -
Net benefits paid out (203,000) (190,000)
---------------- --------------
--
Closing defined benefit obligation 6,677,000 7,831,000
========= =======
Changes to the fair value of assets during the
period		 2024-25
£		 2023-24
£
Opening fair value of assets 8,743,000 8,026,000
---------------- --------------
Interest income on assets 419,000 376,000
Remeasurement (losses)/gains on assets (93,000) 393,000
Contributions by the employer 115,000 98,000
Contributions by participants 46,000 40,000
Net benefits paid out (203,000) (190,000)
---------------- --------------
Closing fair value of assets 9,027,000 8,743,000

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Movement in Deficit during the year 2024-25
£		 2023-24
£
Net defined benefit pension liability at the - 194,000
beginning of the year
---------------- ----------------
Current service cost (118,000) (108,000)
Employer contributions 115,000 98,000
Interest on the net defined benefit liability 47,000 (11,000)
Interest on unrecognised asset (44,000) -
Actuarial (losses)/gains - 195,000
------------ ------------
Net defined benefit pension asset/(liability)at the
end of the year - -
========= =========
Actual return on assets 2024-25 2023-24
£ £
Interest income on assets 419,000 376,000
Gain/(loss) on assets
(93,000)		 393,000
---------------- ---------------
Actual return on assets 326,000 769,000
========= =========

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

Related party transactions
2024-25 2023-24
£ £
The Executive Office 3,150,000 3,384,000

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 £3,150,000 (202324: £3,384,000) in Grant in Aid from The Executive Office during 2024-25.

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2024-25 2023-24
£ £
ECNI
128,762		 131,251

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 2024-25 financial year totalled £128,762 (202324: £131,251).

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 2024-25 financial year.

19. Contingent Liabilities

No contingent liabilities are known to have existed at the 31st March 2025.

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.

Date of authorisation for issue

The Accounting Officer authorised these Accounts for issue on 30th September 2025.

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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

Note 2024-25 2023-24
£ £
Income 57,052 46,570
------------- -------------
Total Operating Income 57,052 46,570
Expenditure
Staff costs
 3 910,596 919,867
Grant expenditure 4 2,031,147 1,910,934
Purchase of goods and services App 1 254,005 219,617
Depreciation and impairment charges App 1 58,603 64,071
Other Operating Expenditure App 1 585 (3,635)
------------- -------------
Total Operating Expenditure 3,254,936 3,110,854
Net Expenditure for the year (3,197,884) (3,064,284)
Other Comprehensive Expenditure
Actuarial gain/(loss) on defined benefit pension scheme 16 - (195,000)
------------ -----------
Comprehensive Net Expenditure for the year (3,197,884) (3,259,284)
========= ======

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Statement of Financial Position as at 31 March 2025
2024-25 2023-24
£ £
Note
Non-current assets
Tangible Fixed assets 7 95,709 145,323
Intangible assets 8 11,406 10,486
Defined benefit pension asset 16 - -
----------- -----------
Total non-current assets 107,115 155,809
Current assets
Trade and other receivables 9
 27,274 24,741
Cash and cash equivalents 10
 139,362 137,108
----------- -----------
Total current assets 166,636 161,849
----------- -----------
Total assets 273,751 317,658
----------- -----------
Current liabilities
Trade and other payables 11 (497,878) (441,828)
Finance Lease (48,737) (50,067)
----------- -----------
Total current liabilities (546,615) (491,895)
----------- -----------
Total assets less current liabilities (272,864) (174,237)
Non-current liabilities
Finance Lease 11 (16,753)
(67,496)
--------------- --------------
Total assets less total liabilities (289,617) (241,733)
========= =========
Taxpayers’ equity and other reserves
General fund 14 (289,617) (241,733)
------------- ---------------
Total Equity 14 (289,617) (241,733)
========= =========

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Statement of Cash Flows for the year ended 31st March 2025

2024-25 2023-24
£ £
Cash flows from operating
activities		 Note
Net Operating Cost (3,254,936) (3,110,854)
Adjustments for:
Depreciation/amortisation charge 7/8 58,603 64,071
(Increase)/Decrease in debtors 9 (2,533) (16,655)
(Decrease)/Increase in creditors 11 56,050 (253,626)
Revaluation of ROUOA (5,612) -
Building Rent Payment 15 (50,410) (50,885)
Interest Charge 3,949
 1,291
Movement in pension scheme deficit:
- Current service cost 16 118,000 108,000
- Employer pension contributions 16 (115,000) (89,000)
- Interest on net defined benefit liability 16 (47,000) (11,000)
- Interest on unrecognised asset 16 44,000
------------- -------------
Net cash outflow from operating
activities		 (3,194,889) (3,367,658)
------------- -------------
Cash flows from investing activities
Purchase of tangible fixed assets 7 (7,317) (17,598))
Purchase of intangible fixed assets 8 (2,592)
 (9,342)
------------- -------------
Net cash inflow/(outflow) from (9,909) (26,940)
investing activities
------------- -------------
Cash flows from financing
activities
Grants from sponsoring department 2 3,150,000 3,384,000
Secondment Income 57,052 46,570
-------------
 ------------
Net financing 3,207,052 3,430,570
------------- -------------
Net decrease in cash and cash 2,254 35,972
equivalents in the period
------------- -------------
Cash and cash equivalents at the 137,108 101,136
beginning of the period
---------- -------------
Cash and cash equivalents at the 139,362 137,108
end of the period
========= =========

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Statement of Changes in Taxpayers’ Equity for the year ended 31st March 2025

General Fund
Taxpayers’ Equity
Taxpayers’ Equity
£ £
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) (195,000)
------------- -------------
Balance at 31st March 2024 (241,733) (241,733)
Grant-in-aid from The
Executive Office 2
 3,150,000
3,150,000
Comprehensive Net
Expenditure for the year		 App. 1 (3,197,884) (3,197,884)
Actuarial Gain/(Loss) for year 16 - -
------------- -------------
Balance at 31st March 2025 (289,617)
(289,617)
========= =========
Other Operating Costs
Purchase of goods and services 2024-25 2023-24
Note
 £ £
Programme Costs 84,778 62,843
Postage, stationery and photocopier costs 3,992 4,582
Telephone 4,271 2,770
Rentals under operating leases 49,522 51,564
Repairs and maintenance 55,918 51,188
Professional fees 17,687 5,752
Sundry expenses - -
HR costs 6,567 13,160
External audit services 22,400 21,900
Internal audit services 8,800 5,785
Bank charges 70 73
---------- ----------
254,005 219,617
---------- ----------

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Depreciation and impairment charges
Depreciation 7 56,931 57,527
Amortisation 8 1,672 6,544
---------- ----------
58,603 64,071
---------- ----------
Other Operating Expenditure 2024-25 2023-24
£ £
Staff travel and subsistence 3,872 3,777
Members and Committee expenses 1,376 2,297
Interest - Right of Use of Assets 3,949 1,291
Interest on net defined pension liability 16 (47,000) (11,000)
Interest on unrecognised asset 16
 44,000 -
Revaluation ROUA (5,612) -
---------- ----------
585 (3,635)
--------- ---------

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Appendix 2: Grants Paid in 2024-25

Core Grant Scheme Awards 2024 – 2025

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

Reference Name Project Description Amount (£)
Antrim and Newtownabbey
CFC24/61007 Community Relations Forum Grant for core funding
costs to support
community relations
activity.		 38,364.30
Total for Antrim and Newtownabbey 38,364.30
Armagh, Banbridge and Craigavon
CFC24/61021 Shankill Parish Caring Association Grant for core funding
costs to support
community relations
activity.		 28,670.40
Total for Armagh, Banbridge and Craigavon 28,670.40
Belfast
CFS24/60024 Belfast Interface Project Grant for core funding
costs to support
community relations
activity.		 15,264.75
CFS24/60033 Belfast YMCA Limited Grant for core funding
costs to support
community relations
activity.		 28,950.58
CFS24/60045 Falls Women's Centre Grant for core funding
costs to support
community relations
activity.		 32,608.89
CFS24/60055 Belfast Library and Society for
Promoting Knowledge		 Grant for core funding
costs to support
community relations
activity.		 49,663.00
CFC24/61008 East Belfast Mission Grant for core funding
costs to support
community relations
activity.		 46,616.40
CFC24/61019 Forthspring Inter Community
Group		 Grant for core funding
costs to support
community relations
activity.		 31,712.40

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CFC24/61022 Intercomm Ireland Grant for core funding
costs to support
community relations
activity.		 27,386.10
Total for Belfast 232,202.12
Derry City and Strabane
CFS24/60003 St. Columb's Park House Grant for core funding
costs to support
community relations
activity.		 49,544.80
CFS24/60053 Holywell Trust Grant for core funding
costs to support
community relations
activity.		 80,869.26
CFC24/61009 An Gaeláras Limited Grant for core funding
costs to support
community relations
activity.		 29,638.80
CFC24/61018 The Churches Trust Grant for core funding
costs to support
community relations
activity.		 47,679.50
Total for Derry City and Strabane 207,732.36
Multiple
CFS24/60027 Partisan Productions Grant for core funding
costs to support
community relations
activity.		 33,100.38
CFS24/60032 North West Play Resource Centre
(The Playhouse)		 Grant for core funding
costs to support
community relations
activity.		 37,010.00
CFS24/60049 Falls Community Council Grant for core funding
costs to support
community relations
activity.		 36,615.94
CFS24/60059 Ulster GAA Grant for core funding
costs to support
community relations
activity.		 47,457.00
CFS24/60067 Londonderry Bands Forum Grant for core funding
costs to support
community relations
activity.		 48,917.10

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CFC24/61011 Springboard Opportunities Limited Grant for core funding
costs to support
community relations
activity.		 33,022.55
CFC24/61012 Youth Link : NI Grant for core funding
costs to support
community relations
activity.		 50,124.84
CFC24/61013 Community Relations in Schools
(CRIS)		 Grant for core funding
costs to support
community relations
activity.		 71,994.83
CFC24/61014 Trademark Grant for core funding
costs to support
community relations
activity.		 56,126.29
CFC24/61017 The Corrymeela Community Grant for core funding
costs to support
community relations
activity.		 50,571.66
CFC24/61020 TIDES Training Grant for core funding
costs to support
community relations
activity.		 45,007.20
Total for Multiple 509,947.79
Newry Mourne and Down
CFC24/61023 Harmony Community Trust Grant for core funding
costs to support
community relations
activity.		 9,271.70
Total for Newry Mourne and Down 9,271.70
Regional
CFS24/60044 PeacePlayers International -
Northern Ireland		 Grant for core funding
costs to support
community relations
activity.		 55,605.86
CFS24/60057 Irish School of Ecumenics Grant for core funding
costs to support
community relations
activity.		 30,000.00
CFS24/60062 Boys & Girls Clubs Grant for core funding
costs to support
community relations
activity.		 10,960.43

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CFC24/61010 Rural Community Network Grant for core funding
costs to support
community relations
activity.		 65,800.80
CFC24/61015 Youth Initiatives NI Grant for core funding
costs to support
community relations
activity.		 29,531.70
Total for Regional 191,898.79
Overall Total 1,218,087.46

Community Relations Cultural Diversity Grant Scheme Awards 2024 – 2025

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

Reference Organisation Project Description Amount (£)
Antrim and Newtownabbey
CRCD24/62110 Community Relations in
Schools (CRIS)		 This case-study research will
investigate the impact that
purposeful investment in GR, trust
building & collaboration has on
teaching & learning across school
networks.		 4,950.00
CRCD24/62145 ACT Initiative Bridge building creating awareness
and education including respect for
others, series of talks, worldly food
tastes and museum visitations.		 2,166.00
CRCD24/62230 The Breen Centre This project will challenge
perception, support attitudinal
change and acceptance by learning
about the story of Ireland through
social history and explore future
relationship building.		 2,966.18
Total for Antrim and Newtownabbey 10,082.18
Armagh, Banbridge, Craigavon
CRCD24/62007 The John Hewitt Society The John Hewitt International
Summer School is an annual much
celebrated week-long Festival of
Literature and the Arts at the
Market Place Theatre Armagh.		 1,968.00

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CRCD24/62027 Glenavon FC Academy The group are delivering a 5 week
good relations project that uses
football as a hook to encourage a
change in hearts and minds.		 2,284.50
CRCD24/62036 TADA Rural Support
Network		 A multicultural celebration event to
bring together a diverse range of
cultures to promote understanding,
respect and engagement with all
sections of the community.		 4,900.00
CRCD24/62047 Connecting Minds Project The Mindful Friendship and
Citizenship will teach secondary
school students mindfulness
promoting empathy, respect and
cultural inclusion to enhance
community relations among
diverse religious backgrounds.		 4,995.00
CRCD24/62251 Connecting Minds Project Engaging youth, migrant and local
families through workshops,
planting activities, and cultural
events to promote inclusion,
celebrate diversity, and build
stronger communities.		 4,900.00
Total for Armagh, Banbridge, Craigavon 19,047.50
Belfast
CRCD24/62012 Mornington Community
Project		 Women Together: Developing
Cross Community Connections
promoting reconciliation through
creating a dedicated cross-
community Women's Group who
will lead a family project focused
on good relations.		 3,778.03
CRCD24/62037 EPIC The British Irish Association
Conference offers a unique
opportunity to access and network
with key individuals and
organisations across the United
Kingdom and Ireland.		 574.16
CRCD24/62055 International Brigade
Commemoration
Committee		 " Ireland and International Medical
Aid in Spanish Civil War."
Focuses on uniting against
prejudice and includes an
interesting connection with Belfast.		 88.15
CRCD24/62061 Coiste na nIarchimí To interact along with other
organisations, with leading
politicians and community leaders
to promote the work of the
organisation towards
reconciliation.		 574.16
CRCD24/62096 Limestone United Cross-
community Project		 By shared learning and
understanding we can tackle
intolerance and hate in our
community with young people
becoming agents of change in their
community.		 1,085.59
CRCD24/62097 All Nations Ministries During CR week, organising two
events - Wed 18th September a bus
tour, and on Saturday 21st Sept an
Intercultural Workshop for
newcomers to NI.		 1,051.26

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CRCD24/62114 Prison Arts Foundation A group of male ex-prisoners
develop a screenplay with a
'community relations' and
'transformative arts' focus and
perform it through spoken word.		 4,135.24
CRCD24/62128 Community Relations in
Schools (CRIS)		 A schools-based peacebuilding
programme targeting young
people, parents and staff across the
Shankill/Ardoyne interface by
utilising a whole school
community approach to partnership
working.		 4,439.76
CRCD24/62148 Falls Women's Centre A cultural event inviting 30 women
from both communities and diverse
backgrounds to come together to
share skills, creativity and
traditions.		 520.00
CRCD24/62149 Spórtlann na hÉireann Fearadh na Fáilte will see the Irish
language community lead a week-
long anti-racism festival,
welcoming people of various
backgrounds to share their cultures.		 4,448.00
CRCD24/62166 Mediation NI 9 Conversations
Diverse group of women who wish
to strengthen relationships with self
and others through developing
resilience and creativity together.		 2,425.00
CRCD24/62171 Arts Ekta A programme for refugee and
asylum seekers across the city with
the aim of improving emotional
health and social wellbeing through
creative and cultural activities.		 2,982.00
CRCD24/62197 Politics in Action The project will bring together a
cross-community group of 300
young people from schools across
Belfast culminating in a conference
on 7th February 2025.		 4,980.00

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CRCD24/62221 Imagine Belfast Ltd. This project will involve over
20,000 people in at least 100 events
examining issues of diversity,
culture and politics during 24-30
March 2025.		 7,000.00
CRCD24/62229 Forthspring Inter
Community Group		 Participants will collaboratively
create art inspired by their cultural
heritage and experiences while
cultivating a shared garden space.		 4,015.00
CRCD24/62244 Belfast YMCA Limited Highlighting personal stories of
resilience and connection, this
video celebrates 175 years of
Belfast YMCA’s peacebuilding
through individual experiences and
impactful storytelling.		 2,100.00
CRCD24/62250 Kitsch Sisters CIC This project explores cultural
diversity through gardening,
creative crafts, empowering
women, challenging stereotypes,
and fostering community resilience
and cross-cultural understanding.		 2,130.00
CRCD24/62254 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.		 1,500.00
Total for Belfast 47,826.35
Causeway Coast and Glens
CRCD24/62089 Cushendun Building
Preservation Trust
(CBPT)		 CBPT's programme of activities
and events for all ages and
backgrounds to participate in,
support creative learning and
develop skills in culture and
heritage.		 1,300.00
Total for Causeway Coast and Glens 1,300.00
Derry and Strabane
CRCD24/62017 Community Dialogue An education programme to better
understand how sectarianism and
religious ideology entrenches and
embeds violence and the learning
for Northern Ireland.		 1,783.60

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CRCD24/62018 The Churches Trust This play focuses on bringing
children from different
backgrounds together through
creative arts. They will learn about
shared commonalities through the
story of Columba.		 1,870.00
CRCD24/62038 An Gaeláras Limited Providing language classes in a
venue accessible to people from
communities where learning Irish
is not viewed as traditional, e.g.
communities described as broadly
Unionist.		 2,100.00
CRCD24/62100 Bloody Sunday Trust A cross-community/dialogue
project delivered by Bloody
Sunday Trust on three key issues
relevant to coming out of conflict
namely justice/legacy, shared
islands and Racism.		 3,337.50
CRCD24/62117 The Churches Trust To host a human library event
focusing on groups within Section
75 of Northern Ireland Act 1998,
followed by supper and music.
Columba Heritage walk		 1,010.75
CRCD24/62119 Dergview Academy The group will run a community
relations programme over 3 days
from September 13th to 15th in
Castlederg, to include mixed
activities & family fun
programmes.		 1,500.00
CRCD24/62139 Kerala Association Bringing people from different
communities through food, art,
culture, music, dance and
education. Thus building good
relations between them.		 1,350.00
CRCD24/62176 Citizens of Senior Years The project will work with two
groups – Citizens of Senior Years
and a youth group from Rutledge
Training.		 4,807.00
Total for Derry and Strabane 17,758.85
Fermanagh and Omagh
CRCD24/62180 Core Smart Fit
Community Interest
Company		 The group will deliver a 3-day
series of good relations workshops
for 50 young people from the
Omagh area including a trip to
Owenkillew Activity Centre.		 5,415.70
Total for Fermanagh and Omagh 5,415.70
Mid and East Antrim
CRCD24/62006 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 community.		 2,500.00
CRCD24/62238 Cairncastle Ulster-Scots
Cultural Group		 A cross community soiree of
music, dance & history with a
diverse range of participants from
both indigenous communities.		 1,500.00
Total for Mid and East Antrim 4,000.00

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Mid Ulster Mid Ulster Mid Ulster
CRCD24/62046 Donaghmore District
Community Association
(DDCA)		 The project will foster trust,
tolerance, and enhance the
understanding of various cultures
and traditions within our
community through drama,
creative writing, sports, and art.		 3,150.00
CRCD24/62093 Bardic Educational Arts
and Media		 POD will engage 80 students from
Mid Ulster post-primary schools,
collaborating with partner schools
to explore Good Relations themes
through interactive workshops,
creating digital content.		 3,509.00
CRCD24/62135 desertcreatives To host a series of 5 events in our
coffee bar with musicians from
different cultural traditions to share
music in a cross community shared
space.		 1,470.00
CRCD24/62151 Dungannon Area
Churches Forum		 Outdoor carol service inviting
local different nationalities to sing
with a local choir traditional carols
and some from their own counties
plus Christmas treats.		 730.00
CRCD24/62204 Woven Housing
Association		 The proposed project will design
culture calendars for all tenants,
and co-ordinate two multi-culture
events for tenants and their families
in the Dungannon area.		 2,360.00
Total for Mid Ulster 11,219.00

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Multiple Multiple Multiple
CRCD24/62005 British Youth Music
Theatre		 The project
celebrates/acknowledges the
important role of peace builders,
promoting awareness amongst
young cast members and audiences
at the Lyric and Riverside
Theatres.		 2,450.00
CRCD24/62094 EMSONI - Ethnic
Minority Sports
Organisation NI		 Confederation festival is a summer
intercultural multi-sports festival,
designed to use sport to bring
diverse people together to promote
connectivity, cultural diversity and
intercultural dialogue.		 3,350.00
CRCD24/62099 Northern Ireland Inter-
Faith Forum		 A GRW programme
1. To increase the reach of the
Inter-Faith Forum
2. To develop capacity
3. To build sustainability.		 1,580.00
CRCD24/62121 Multi-Ethnic Sports And
Cultures Northern
Ireland(MSCNI)		 We plan to use the festival to bring
together youth from both local and
marginalised communities, engage
girls and women in netball and
volleyball.		 2,106.00
CRCD24/62234 The Egyptian Society of
Northern Ireland		 This event celebrates Ramadan,
emphasizing mutual understanding
and respect through cultural
exchange, shared traditions, and
dialogue, promoting peaceful
integration between our minority
and local communities.		 2,100.00
CRCD24/62239 Karma Kalakendram Keraleeyam – Kaleidoscope
Keraleeyam, in Belfast and
Lisburn, promotes cultural
diversity and unity through
Kerala's arts, cultural seminars,
cultural workshops and dance
drama program.		 1,500.00
Total for Multiple 13,086.00
Newry, Mourne and Down
CRCD24/62165 Greenhill YMCA Exploring global justice themes of
inclusion, diversity, racism and
sectarianism in a Northern Irish
context.		 3,644.00
CRCD24/62183 Newry Street Unite Newry Street Unite plan to deliver
a programme providing an
opportunity for services users to
engage with newcomers to
Northern Ireland.		 1,626.00
Total for Newry, Mourne and Down 5,270.00
Regional
CRCD24/62010 Success Dragon & Lion
Dance Association		 Provide a multi-cultural World
Culture Share event, which will be
entertaining, educational and
inclusive. It aims to reduce
stereotyping, racism and develop
ongoing partnerships.		 2,500.00

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CRCD24/62013 Maiden City Festival Maiden City Festival - an arts and
culture festival running outreach
events ahead of a week-long
festival in the week before Relief
of Londonderry celebrations.		 3,525.00
CRCD24/62014 Northern Ireland Local
Government Association
(NILGA)		 An event in Parliament Buildings
in September 2024, to promote
democratic participation in migrant
and minority ethnic communities.		 1,825.65
CRCD24/62025 Thrive Ireland To produce an 8 episode podcast
using in depth interviews and
conversational exploration with
inspiring global and local
peacemakers.		 4,881.12
CRCD24/62032 Arts Ekta This proposal will deliver the 18th
edition of the multi award winning
Belfast Mela, Northern Ireland's
largest and leading celebration of
cultural diversity.		 5,000.00
CRCD24/62053 Irish School of Ecumenics Bi-annual CONNECT conferences
bring together representatives of
Church Fora to share experiences
and
learning, promoting reconciliation,
and an end to sectarianism.
Newsletter disseminates learnings
more widely.		 1,515.00
CRCD24/62072 Parallel Histories We will bring together young
people from Protestant and
Catholic communities to debate
controversial historical topics in
two conferences at Stormont.		 3,993.50
CRCD24/62122 APAC A community visual art exhibition
and magazine created by APAC's
Big Book network will be
delivered to 10 provincial locations
and two Belfast locations.		 3,016.00
CRCD24/62130 The Corrymeela
Community		 To host a multi-cultural event as
part of Community Relations Week
and to celebrate the International
Day of Peace 21 September 2024.		 2,400.00
CRCD24/62131 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.		 3,458.00
CRCD24/62191 Hillside Men's Shed This project is an expansion of an
already established Good Relations
project amongst three Men's Sheds,
facilitating challenging
conversations around culture and
identity.		 4,979.74
CRCD24/62228 Volunteer Now Volunteer Now would like to
update our Volunteering and
Belonging Together Toolkit to
make it more relevant and
responsive to meet needs.		 5,000.00

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CRCD24/62241 NI Hyatt Ltd The Arabic Festival unites diverse
communities through music, dance,
food, and family activities,
fostering cultural understanding,
dialogue, and stronger community
bonds in a welcoming
environment.		 2,480.00
CRCD24/62264 Community Relations in
Schools (CRIS)		 Create series of impact case studies
ranging from 30secs to 10mins.
Dissemination will be wide across
events and used as resources in
programme delivery.		 3,156.00
CRCD24/62266 Belfast Exposed Belfast Exposed will engage an
external consultant to conduct an
in-depth consultation with cross-
community groups and individuals,
including those from diverse
communities.		 2,484.00
Total for Regional 50,214.01
Overall Total 185,219.59

North Belfast Grant Awards 2024 - 2025

Reference Name Short Description Amount
Belfast
NBF24/63015 Greater Whitewell Community
Surgery		 Support costs towards good
relationsprojects in North Belfast		 42,451.00
NBF24/63012 Ashton Centre Support costs towards good
relationsprojects in North Belfast		 90,000.00
NBF24/63013 Ballysillan Community Forum Support costs towards good
relationsprojects in North Belfast		 48,600.00
NBF24/63011 Ardoyne Youth Enterprises Support costs towards good
relationsprojects in North Belfast		 72,311.00
NBF24/63014 Cliftonville Community
Regeneration Forum		 Support costs towards good
relationsprojects in North Belfast		 97,200.00
NBF24/63016 Intercomm Support costs towards good
relationsprojects in North Belfast		 76,500.00
NBF24/63020 Ligoniel Improvement
Association		 Support costs towards good
relationsprojects in North Belfast		 54,996.00
NBF24/63017 Mount Vernon Community
Development Fund		 Support costs towards good
relationsprojects in North Belfast		 27,000.00
NBF24/63019 The Vine Centre Support costs towards good
relationsprojects in North Belfast		 12,156.00
NBF24/63018 Shankill Women's Centre (SWC) Support costs towards good
relationsprojects in North Belfast		 81,000.00
Total for Belfast 602,214.00

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