Dementia Matters Here (fordshire)
Trustees’ Annual Report
1[st] January 2025 to 31[st] December 2025
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About Dementia Matters Here (fordshire)
Dementia Matters Here (fordshire), Charitable Incorporated Organisation (DMH) was established on the 14[th] January 2020 to facilitate the cohesion of support across the county, add to existing support opportunities such as supporting the establishment of further Meeting Centres and support, develop and increase existing provision. Additionally, it was established to act on behalf of Herefordshire Dementia Action Alliance to support the creation and building of Dementia Friendly Communities and raise awareness of the condition to reduce myths and stigmas.
DMH works to support people with dementia, their carers and families across Herefordshire through the provision of a range of services. DMH delivers one-to-one support for people with a diagnosis, carers and families; a monthly online carers group and monthly face to face groups to support carers in their role, find peer support and access information and advice. It produces a monthly newsletter to keep people informed and connected with what is happening in their County; delivers a telephone support line offering advice, information and signposting; holds monthly Memory Cafes and manages Meeting Centres[1] in Hereford, Leominster and Rosson-Wye and delivers the Coffee and Memory Bus outreach service. DMH not only supports people with a diagnosis of dementia but also supports people awaiting diagnosis or who have mild cognitive impairment.
DMH additionally works with organisations to support them to deliver sustainable opportunities for people affected by dementia in their communities and raise awareness of the condition.
Reference and Administrative details
| Charity name |
Dementia Matters Here(fordshire) |
|---|---|
| Registered charity number |
1187352 |
| Charity’s principal address |
Unit 10 Northern Lights Business Park Clinton Road Leominster, Herefordshire, HR6 0SW Tel:01432804480 |
Structure, Governance and Management
| Type of governing document |
Constitution |
|---|---|
| How is the charity constituted? |
Charitable Incorporated Organisation (CIO) |
| Trustee selection methods including details of any constitutional provisions e.g. election to post or name of any person or body entitled to |
Apart from the first charity trustees every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the trustees. In selecting individuals for appointment as charity trustees the charity trusteesmusthaveregard to the |
1 https://www.worcester.ac.uk/about/academic-schools/school-of-health-and-wellbeing/health-andwellbeing-research/association-for-dementia-studies/ads-research/uk-meeting-centres.aspx
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| appoint one or more trustees |
skills, knowledge and experience needed for the effective administration of the CIO. In addition, the trustees require potential trustees to submit a CV stating what they can offer a trustee and attend at least one trustee meeting. |
|---|---|
Names of the charity trustees who manage the charity
| Trustee name |
Office (if any) |
Expertise | |
|---|---|---|---|
| 1 | Dr Shirley Evans |
Chair | Shirley is Director of the Association for Dementia Studies at the University of Worcester. She brings expertise in writing grant applications, fundraising, business development, research and evaluation and technology. |
| 2 | Phillipa Bruce- Kerr |
Solicitor and Partner with Harrison Clark Rickerbys. Specialisms include advice to older people and those with disabilities and their families. A particular interest in support structures and mechanisms for those with dementia, especially in the early stages where there seems little support and signposting. |
|
| 3 | Natalie Cooke |
A Registered Manager with a domiciliary home care provider in Herefordshire. Having worked in the sector for 15 years, she has both a passion for raising awareness of dementia and supporting those living with a dementia and their families. She champions awareness and supports the local community with dementia information session. |
|
| 4 | Cheryl Pool |
Now retired she brings 30 yrs experience of working, practicing and training in the field of Dementia care, most recently as a Community Dementia nurse with the Community Dementia Service and as a GP Practice Community Dementia Nurse. Cheryl was also Chair of Dementia Friendly Leominster. |
|
| 7 | David Pearson |
Worked in public libraries for all his career. Within this role he was responsible for social inclusion projects and was instrumental in setting up Books on Prescription within the county. His late wife passed away from a rare form of Alzheimer’s disease in early 2014, and since early 2015 he has spent a lot of time working as a Volunteer Development Worker for both Herefordshire and Worcestershire. Roles included working on Dementia Action Alliances, disseminating information to stakeholders, related groups and individuals and families, and for liaising within communities to raise the profile and understanding of dementia. He is a Dementia Friends Champion and produces the DMH fortnightly newsletter. |
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Key Staff and Volunteers
| Name and role at DMH |
What they bring |
|---|---|
| Clare Powney – Chief Executive Officer |
DMH CIO employs Clare as Chief Executive Officer who has worked in the dementia sector for a number of years for the Alzheimer’s Society developing and managing their services across Herefordshire and Worcestershire. She also has experience as a company director, in local government and as an educator. Clare has built an extensive knowledge and understanding of the locality, its issues, and good relationships with local stakeholders. Clare chairs the Herefordshire Dementia Partnership Group and the ICS Living and Supporting Well Workstream. She also sits on the Herefordshire and Worcestershire ICS Dementia Programme Board. |
| Charlotte Banks - Services Manager |
DMH CIO employs Charlotte as a full time Services Manager and heads the Herefordshire Dementia Community Support Service. She has a background of working in the health and care sector supporting people in their homes to retain their independence and specifically people affected by dementia. She brings a wealth of experience to the team and delivers with Emily the one- to-one support service, the Memory Cafés, face to face carers groups, Hereford Meeting Centre, manages volunteers. Charlotte manages all DMH’s services and staff on a day-to-day basis. |
| Emily Worsfold – Community Support Services Wellbeing |
DMH CIO employs Emily to support the delivery of the HDCSS service. Emily had a background in hospitality and has re-trained with us to become an outstanding HDCSS wellbeing worker. Her friendly, empathetic personality is a great hit with all our service users. She also goes the extra mile and is a great addition to the team. Emily also helps to support the delivery of DMH Memory Cafes, Carers Groups and Hereford Meeting Centre |
| Martin Steer – Community Engagement and Development |
DMH CIO employs Martin as a part-time Community Engagement and Development Officer. Martin has recently retired as a serving police inspector and prior to that was in the armed forces. Martin brings a wealth of experience of working across the county and public interaction, the ability to relate to veterans, an in-depth demographical knowledge of the county and a wide network of contacts. |
| Emilly Collins - Administrator |
DMH CIO employs Emily as a part-time administrator supporting the delivery of DMH’s services and co-ordinating distribution of the newsletter. Emily manages our social media as part of her administrative role. Emily has extensive experience of working in administration. |
| Jeanette Owens - Community Engagement and Development |
Jeanette joined us in May 2025 as a part-time Community Engagement and Development Officer. She shares the role with Martin Steer and has an extensive background in working for charities delivering community engagement and development. She brings a wealth of knowledge and passion to her new role and is an excellent events coordinator. |
| Claire Powell (Part-time)- |
Manager of Leominster Meeting Centre, Claire has an extensive background in support work and a varied career in the private |
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| LMC Manager | sector. She utilises her wide range of skills to deliver the Leominster Meeting Centre for DMH. |
|---|---|
| Tracey Exell (Part-time) - Support Worker |
Tracey has worked as a support worker at the Leominster Meeting Centre since its conception in 2016. Tracey brings a wealth of experience and is also a qualified counsellor. |
| April Price (Part-time) - Support Worker |
April has worked as a support worker at the Leominster Meeting Centre for many years. She has a wealth of experience in the care sector and uses this in her daily role. |
| Lorraine Robinson (Part-time) - Support Worker |
Lorraine has also worked at the Leominster Meeting Centre for many years and has previous experience in the care sector which she utilises in her role art LMC. |
| Volunteers | DMH is supported by34 volunteers |
| Objectives and Activities | Objectives and Activities |
|---|---|
| Summary of the purposes of the charity as set out in its governing document |
Supporting and facilitating the increase of opportunities for people affected by dementia to live well with their diagnosis and remain a part of their community for as long as possible. Supporting and facilitating facilities to maximise social and recreational opportunities. Raising awareness of the issues affecting people with dementia and their families. |
| Summary of the main activities in relation to those purposes for the public benefit, in particular, the activities, projects or services identified in the accounts. |
See below |
| Statement confirming whether the trustees have had regard to the guidance issued by the Charity Commission on public benefit |
In planning our activities, we observe the guidance issued by the Charity Commission on public benefit and regularly refer to our charitable objectives. |
Achievements against objectives
| Summary of the main achievements of the charity, identifying the difference the |
The Herefordshire Dementia Community Support Service (HDCSS) has again been contracted for a further 12-month period to the 31stMarch 2026. This has enabled us to deliver services to in excess of 900 people in the last 12-month period. The services are open to anyone across Herefordshire who may have concerns regarding themselves oraloved one’s/friend’smemory, carers,familymembers and |
|---|---|
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| charity’s work has made to the circumstances of its beneficiaries and any wider benefits to society as a whole. |
to professionals seeking additional information. The service is also open to anyone who may have mild cognitive impairment, which is a major step forward in Herefordshire, as previously there has not been any support specifically for this condition. DMH has also delivered 55 Memory Cafés over the period, which have an average attendance of 116 per month. This has enabled people with a diagnosis and carers to enjoy a social opportunity, to access support, information and advice and to form peer networks. It has also delivered 56 carers support groups over the last 12 months enabling carers to receive vital support in their caring role. The Coffee and Memory bus (CAMbus) continues to visit rural and isolated villages across the county offering a point of contact for anybody worried about their/or somebody they know memory and aims to break down the barriers to engagement and access to services. CAMbus offers a free drink and cake/biscuits, an informal chat and access to support, advice and information. It also works with other organisations to deliver outreach support and to support our community engagement and development work. As a part of the second Herefordshire Dementia Voices project launched in April 2024, a new meeting centre was launched in Hereford at the beginning of February 2025. The new meeting centre started with 9 members and grew over 2025 to 18 members and needed to acquire larger accommodation to fit the group. New accommodation was sourced and they will be moving at the start of 2026. During 2025 DMH attended a wide variety of community events to raise awareness, reduce stigma and enable people to access support. DMH is represented on the Herefordshire Dementia Partnership Group and the ICB Dementia Programme Board for Herefordshire and Worcestershire by the Chief Executive Officer and is therefore well placed to input into regional dementia strategy. |
|---|---|
| Performance of fundraising activities against objectives set |
2025 saw DMH being successful in securing a number of grants towards the core costs of running our services as well as a continuation of our NHS contracted service for another 12 months. Several fundraising events were held and a noticeable increase in donations from a variety of avenues. |
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| Financial Review | Financial Review |
|---|---|
| Review of the charity’s financial position at the end of the period |
Income The charity had income of £ 212,996 with much of this derived from continued support from the National Lottery Community Fund, the local NHS ICB, plus other grants/donations, allowing it to sustain its activities and output. Expenditure Expenditure in the year totalled £ 237,056 with 80% of this being allocated to staff salaries on various funded projects and support. |
| Statement* explaining the policy for holding reserves stating why they are held** |
We aim to acquire sufficient funding to cover at least six month’s running costs to protect the delivery of services to people affected by dementia |
| Amount of reserves held |
We have sufficient funds to cover just over 3 months-worth of running costs without any further income. |
| Reasons for holding zero reserves |
N/A |
| Details of fund materially in deficit |
N/A |
| Explanation of any uncertainties about the charity continuing as a going concern |
In common with very many charities, other than those with very large levels of reserves, ongoing operation and impact depends on securing income to cover the running costs. |
– Risk Register Key Risks
| Potential Risk | Potential Impact | Mitigation |
|---|---|---|
| Trustees The charity lacks direction/strategy |
• the charity drifts with no clear objectives, priorities or plans • needs of beneficiaries not fully addressed • financial management difficulties •loss of reputation |
• an annually reviewed business plan which sets out the key aims and objectives • utilise an annual financial plan and budget • monitor financial and operational performance |
| Trustee body lacks relevant skills or commitment |
• poor decision making reflected in poor value for money on service delivery |
• agree skills required |
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| Conflicts of interest | • charity unable to pursue its own interests and agenda • decisions may not be based on relevant considerations • impact on reputation •private benefit |
• trustees to disclose potential conflicts of interest • trustees to stand down on certain decisions |
|---|---|---|
| Reporting to trustees (accuracy, timeliness and relevance |
• inadequate information resulting in poor quality decision making • failure of trustees to fulfil their control functions |
• timely and accurate project reporting • timely and accurate financial reporting • have regular contact between trustees and senior staff |
| Operational | ||
| Project or service development |
• compatibility with objects, plans and priorities • funding and financial viability • project viability •skills availability |
• utilise monitoring and reporting procedures |
| Employment issues | • employment disputes • health and safety issues • claims for injury, stress, harassment, unfair dismissal • equal opportunity and diversity issues • adequacy of staff training • child protection issues • low morale • abuse of vulnerable beneficiaries |
• Fair recruitment processes • reference and qualification checking procedures, job descriptions, contracts of employment, appraisals and feedback procedures • utilise job training and development • be aware of employment law requirements • ensure staff vetting and legal requirements (eg DBS checks) • have a whistle-blowing policy |
| Volunteers | • lack of competences, training and support • poor service for beneficiaries • inadequate vetting and reference procedures • recruitment and dependency |
• use role competencies/vetting procedures/training/supervisio n procedures |
| Health, safety and environment |
• staff injury • product or service liability |
• comply with current law and regulations |
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| • injury to beneficiaries and the public |
||
|---|---|---|
| Procedural and systems documentation |
• lack of awareness of procedures and policies • actions taken without proper authority |
• properly document policies and procedures • annual review of systems |
| Information technology | • systems fail to meet operational need • failure to innovate or update systems • loss/corruption of data e.g. donor base • breach of data protection law |
• ensure system meets need/ security and authorisation procedures • annually review insurance cover for any insurable loss |
| Financial Risks Budgetary control and financial reporting |
• budget does not match key objectives and priorities • inability to meet commitments or key objectives • ability to function as going concern |
• link budgets to business planning and objectives • monitor and report in a timely and accurate way • use costing procedures for product or service delivery • monitor and control costs |
| Dependency on income sources |
• cash flow and budget impact of loss of income source |
• identify major dependencies • implement adequate reserves |
| Compliance with donor imposed restrictions |
• funds applied outside restriction • repayment of grant • future relationship with donor and beneficiaries •regulatory action |
• agree budget control, monitoring and reporting arrangements |
| Fraud or error | • financial loss • reputational risk • loss of staff morale • regulatory action •impact on funding |
• review financial control procedures • identify insurable risks |
| Environmental or External Factors Public perception |
• impact on voluntary income • impact on use of services by beneficiaries • ability to access grants or contract funding |
• communicate with supporters and beneficiaries • ensure good quality reporting of the charity's activities and financial situation |
| Adverse publicity | • loss of donor confidence or funding • loss of influence • impact on morale of staff • loss of beneficiary confidence |
• implement complaints procedures (both internal and external) • Ensure proper review procedures for complaints |
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Relationship wilh funders • deterioration in relalionship may impact on funding and support available ' ensure regular contact and briefings to major funders ' report fully on projects • meet funders, terms and conditions ' identify key legal and regulatory requirements Compllanc• Rlsk . fines, penalbes or censure from Ilcenslng or actiinty regulators . loss of licence to undertake pa[lar activty (see operatlonal rfsks) • employee or consumer action for neglenCe utstional risks Compllance wtth legislation and regulatlons approprlate to the activities. size arKI structure of the charity Declaratlons The tru8teo8 declare that they hav• approved th• tru8to•8' r•port abovo. Slgned on behalf of tho charity's Inffjt•e• Slgnaturo<8) Shlrley Evans {Chalr) Date ol 107,1026 Phllllpa Bru¢e#K•rr (Trusts0) Date Zq. y6. 11&. Page 10 of 12
Independent Examlner'8 Roport on th• Accounts Report to tho Tntea8 of Demenlla Mattff8 Hor• (ford8hlre) On the acmunts fr>r yw ondod 31st December 2024 Respeth rnsponslblllues ofthe tsw8tees and the examlner The charftys Irustees consider that an audit ts not required for this year (under Section 43(2) of the Charftes Act 1993 (tha Act)) and that an Indepdent examlnalknn Is not needed. ft18 my re8pon8lblHty to Examine the accounts (undw seLion 43 of the Act): To follow the procedures laid down In the General Dlrectlon glven by the Charfty Commlssknn (under s8Ctlon 43(7) (b) of the Act), and . to slate whethw partlcular matter8 have come to my atteniion. Basls of Indepond8nt examlnor report My examlnallon was carrfed out In acmrdanca wlth General Dlrecthn8 glven by the Charlty C(WnMskM. An examlnthn Indudes a revl8w of the accounttng records kept by the charfty and a comparfson oftho accounts presented wlth those record& It also Indudes o)nsideratlon of any unusual Itans or dlsdosures In tha accounts and seeklng expknatlons rom you as trustees concemlng any such mattws. The procedures Underta do not provlde all the evldence that Uld be requlred In an a11( and con88quently no oplnion Is glve as lo whether the accounts present a and fairf vi8w the rewt is lirnlted to ttme matters Set out In ts 8taterr Indepndent •xamlnw 8taknmont In the (¥wr8e of my examlnatlon, no matter has me to my attenllon 1. Whlch glve8 me reasonable cause to bellave that kn. any nterfal re* the requIrem. To keep accounting record8 in accofdanc8 wllh section 41 of the Act and To prepare aaJ)unts lch acwrd wlth the aLxounthg rerdS and o)mply wllh the accountlng requlrements of the 1993 Act; have not been mrt or l To whlth. In my opinlon, attenuon strK)uld be drawn In offler to enable a proper under8tandkng ofthe accounts to be readwd. 8lgn¢d Nam•:6QkN4 H 4knJ<or 9,7.X Relevant professlonal quallllcadon (s) or body (ff any): Address: ftr éALfy1 P3é&(&) Lkj £7OHidcrb£ p4011of12
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Charity Name No (if any) Dementia Matters Here (fordshire) 1187352 Receipts and payments accounts CC16a For the period Period start date Period end date To from 01-Jan-25 31-Dec-25
Section A Receipts and payments
| A1 Receipts | Unrestricted funds to the nearest £ 17,258 12,274 235 - - - - - 29,767 - - - 29,767 |
Unrestricted funds to the nearest £ 17,258 12,274 235 - - - - - 29,767 - - - 29,767 |
Restricted funds to the nearest £ 119,819 13,969 - - 27,671 21,770 - - 183,229 - - - 183,229 |
Restricted funds to the nearest £ 119,819 13,969 - - 27,671 21,770 - - 183,229 - - - 183,229 |
Endowment funds to the nearest £ - - - - - - - - - - - - - |
Total funds to the nearest £ 137,077 26,243 235 - 27,671 21,770 - - 212,996 - - - 212,996 5,318 899 183,168 4,206 6,235 1,945 1,328 55 1,396 - 8,930 8,817 3,081 - 704 289 1,266 1,127 700 6,697 - 895 - 237,056 - - - 237,056 - 24,060 |
Total funds to the nearest £ 137,077 26,243 235 - 27,671 21,770 - - 212,996 - - - 212,996 5,318 899 183,168 4,206 6,235 1,945 1,328 55 1,396 - 8,930 8,817 3,081 - 704 289 1,266 1,127 700 6,697 - 895 - 237,056 - - - 237,056 - 24,060 |
Last year to the nearest £ |
|---|---|---|---|---|---|---|---|---|
| Grants awarded | 17,258 | 225,856 | ||||||
| Donations | 12,274 | 13,996 | ||||||
| Interest | 235 | 175 | ||||||
| Fundraising | - | 2,121 | ||||||
| MeetingCentre subscriptions | - | 47,092 | ||||||
| Serviceprovision | - | - | ||||||
| - | - | |||||||
| - | - | |||||||
| Sub total(Gross income for AR) |
29,767 |
289,240 | ||||||
| A2 Asset and investment sales, (see table). |
||||||||
| - | ||||||||
| - | - | |||||||
| ~~Sub total~~ **Total receipts ** |
- | - | ||||||
| 29,767 | 289,240 | |||||||
| A3 Payments | ||||||||
| Equipment | 4,914 | 404 | - | 5,318 | 1,588 | |||
| Insurance | 899 | - | - - - - - - - - - - - - - - - - - |
899 | 996 | |||
| Salaries | 27,442 | 155,726 | 183,168 | 180,170 | ||||
| Staff expenses | 19 | 4,187 | 4,206 | 4,296 | ||||
| General Office costs | 6,235 | 6,235 | 1,298 | |||||
| Printing& Stationery | 1,945 | 1,945 | 3,067 | |||||
| Postage | 1,328 | 1,328 | 1,487 | |||||
| Bank charges | 55 | 55 | 65 | |||||
| Communitybus | 1,396 | 1,396 | 2,717 | |||||
| MemoryCafe costs | - | 969 | ||||||
| HDVproject costs | 8,930 | 8,930 | 2,185 | |||||
| Leominster MeetingCentre costs | 8,817 | 8,817 | 8,829 | |||||
| Ross MeetingCentre costs | 3,081 | 3,081 | 6,427 | |||||
| Leominster Carers Group | - | 160 | ||||||
| Staff training | 704 | 704 | 1,812 | |||||
| Event costs | 289 | 289 | 32 | |||||
| Fundraising | 1,050 | 216 | 1,266 | 175 | ||||
| Office rental | 1,127 | - | 1,127 | 6,829 | ||||
| Ross MemoryCafe | - | 700 | 700 | 484 | ||||
| Telecoms & Internet | 483 | 6,214 | 6,697 | 4,881 | ||||
| Resources | - | - | - | 605 | ||||
| Professional fees | - | 895 | 895 | - | ||||
| - | - | - | - | |||||
| **Sub total ** | 44,545 | 192,511 | 237,056 | 229,072 | ||||
| A4 Asset and investment purchases, (see table) |
||||||||
| - | ||||||||
| - | ||||||||
| **Sub total ** | - | - | ||||||
| Total payments Net of receipts/(payments) A5 Transfers between funds A6 Cash funds last year end Cash funds this year end |
||||||||
| 229,072 | ||||||||
| - 14,778 | - 24,060 |
60,168 | ||||||
| - | - | - | ||||||
| 81,893 | 127,511 | 67,343 | ||||||
| 67,115 | 103,451 | 127,511 |
CCXX R1 accounts (SS)
07/07/2026
1
Section B Statement of assets and liabilities at the end of the period
| Categories B1 Cash funds B2 Other monetary assets B3 Investment assets B4 Assets retained for the charity's own use B5 Liabilities Signed by one or two trustees on behalf of all the trustees |
DetailsI GAF Bank I Total cash funds (agree balances with receipts and payments account(s)) Details Details Details Details Signature � ILj i \ _6��{� _ |
! I Unrestricted funds to nearest£ 61,11s 11 I I 61,11s 11 Unrestricted funds to nearest£ Fund to which asset belongs Fund to which asset belongs Fund to which llablllty relates Restricted funds to nearest£ 36,336 36,336 Restricted funds to nearest£ Cost (optional) Cost (optional) Amount due (optional) Print Name ;� I'''"" �;c- iLe1 I 5�_'v-6,6�'_~~1~~ |
Endowment funds to nearest£ Endowment funds to nearest£ |
|---|---|---|---|
| Current value (optional) |
|||
| Current value (optional) |
|||
| When due (optional) |
|||
| Date of �pproval |
|||
| 120 •Ob.2o2l 1 _O\,6',_2- |
29/06/2026
3
CCXX R3 accounts (SS)