DEVELOPING HEALTHY COMMUNITIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 The trustees preseni rhcir report and the financial statements for (he year ended 31 March 2023. The trustees, who are also directorb for the purposes of company law and who yerved during Ihc year and up to the date of this report are set ouc below. This report is prepared in accordance with Accounting and Reporting By Charities.. Statement of Recognised Practice applicable to Lharities preparing thcir accounts in accordanLC with the Fin2ncial Reporting Standard applicable in the UK and Republic of Ircland (FRS 102) (effecuvc l JdThuary 2019). Introduction The Trustccs of Developing Hc¢ilthy Communities (DHC) aic dclighted to prcscnt our Annual Rcport and Financial Statement for the ycar ended 31 March 2023. This report captures thc achievernent.% and positive contributions which DHC has made during the pcriod 1st April 2022-30th March 2023 and is testament to the organi5ation's dedication to improving the h¢alth ol our population, in partn¢rship with our fi]nd¢rs and the widcr community and voluntary sector. DHC as a stralcgic organisation within th¢ Derry and Strabane district is committcd to fostering genuinc intersectoral partnerships for health and harnessing our collectivc assets lo tackle health inequalities and in]prove the quality of life of our local population. Within this report we present evidence of the extent and impact of our work in striving towards making a positive difference to the health and wellbeing of our citizens. Structure? governance and management Governing Docuinen¢ The organisation is a charitable company limited by guarantee not having a share capital (company registration number N1640806). It is recognised as a Ch￿ltY by HM Revenue and Customs and is registered with the Nl Charities Coinmission (regisiralion number NLC105780). The charity's governing document As its Memorandum and Articles of Assoeiation. Organisational Siruclure The charitable company is governed and managed by the board of directors, who are also the charity trustees. The Trustees are chosen based on their skills and professional backgrounds so as to ensure a wide range of experience is represented on the Board. The trustees who served the company throughout the year are shown on page l. together with details of the registered office and other professional advisors. The board of dir￿torS (trustees) Carry out their governance role throughout the year by way of meetings on a quarterly basis to review the performance of the charity and io make decisions regarding the charity's financial and operational matters. The trustecs also meet trom time to timc between quartcrly mcetings in Order to p¥Lform their rolc on essential governance matters. The dircLtor5 govern the activiti￿ of the charitable company in line with the objectives set out in thc governing documents of the charity, namely thc Memorandum Articles of A.8sociation and the chdrity's constitution. Developing Healthy Communities (DHC) Limited is managed by the Chief Executivc Edel O'Doherty. She is responsiblc for ovcr5eeing the activities carried out by the charilablc company. Her ￿SpOnSIbl11tieS includc the managemcnt of all staff and their dutics, the provision of a full range of administralive and clerical dutics and for the preparation of rinancial reports to the Board of Directors and Funding Bodies. Developing Healthy Communities (DHC) Limited is an equal opportunities employer conunitled to positiv¢ policies on recruitment, traitiing and career development for staff memb¢rs regardless of marital status, religion, colour. race. ethni¢ origin or disability. Page 2 DEVELOPING HEALTHY COMMUNITIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 Appoinlment and training of iruslees DHC is eommitted to equity, diversity and inclusion and therefore openly advertises v&¢ancies on the Board in order 10 attract a range of people with diversc skills and experience which will benefit the pcuple und communities we serve. The Board is committcd to providing support and training for Board membc15 to help them to fulfil their role, including for people who have not served un a board before. New trustees are nominated by current trustees. Induction and training of ncw tnjstees is pn)vided by existing trustees and employees. Most trustees, duc tu their experience and backgrounds. are alrcady familiar with the work of thc charitable company. Principle risky and uncertainties Management have conducted a review of the major risks to which the charitablc company is expo.sed and systems have been established to mitigatc those risks. The trustees continually monitor their exposure to financi￿ risk. CJiven the size of the charitabl¢ company, the trustees have not dolcgated the responsibility of monitoring financial iisk to a sub committee. Risks identified, such as the financial viability and su51ainability of thc charitable company, havc b¢¢n reviewed to ensure that a l¢vel of funding is maintained that is ne¢essary for the charitable company to continue to n￿cl its objectives. The trustees continually strive to source additional or new funding sources. Business, cyber arkd financial risk are managed by ensuring the company have appropriately qualified staff equipped with the necessary skills and exp¢rience and that effective and secure ICT systems are in place. Internal risks are minimised by the implementation of controls and procedur¢s for the authorisation of all transactions. Key management remuneration policy The key manag¢menc personnel of the charitable company are the directors (trustees) and senior management. The trustees are not remunerated for their services and did not receiv¢ and were not reimbursed for expenses during the year. The remuneration of senior management is set by the Irus(ees and reviewed annually and is normally increased in line with inflation. The benchmark used in setting remuneration is based on the remuneration of other key management personnel in similar comparable organisalions. Direetors The directors (also the trustees) who served the charity during the period We￿ as follows: Emma Kevitt Diane Marshall Amanda Dohcrty (resigned 13112122) Sharon Williams Charlene Shongo Gerard Deane David Kelly Lcona McNicholl Page 3 DEVELOPING HEALTHY COMMUNITIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 Objeetives and activities The principal objectives and activities of the charity during the year continued to be the promotion of health improvement and reduction of hcalth inequality throughout Northern Ireland by the provision of training, support and awareness projects carried out on a multl-SCCtoral partnership basis. Public Benefit- In setling thcsc objectives the trustees, havc considered the Charity Commission for Northern Ireland's gUId￿ce on public benefit to e￿$llre thats it's activities have helped to achieve its piincipal objective of pllblic benefit for its nefici￿lcs. D¢veloping Healthy Communities (DHC) Limited is a charitablc organisation registeied with Northern Ircland Charities Commission. The company commenced activilies on l April 2018 on which date all assets and liabilities of The Derry Healthy Cities Project, were transferred to the ¢ompany. The compl￿Y is a charitable company limited by guarantee. It is governed by a memorandum and articl¢s of association. During the year. the charity carried out a number of activities and projects in the furtherance of its objectives: I. DHC continued to lead Derry City and Strabane's designation to the World Health Organis&tion's European Healthy Cities Network. 2. DHC'S CLEAR Project administered small grants on behalf of the PHA to build health and wellbeing capacity within small community organisations. in support of the NI Mental Health Strategy and the Nl Suicide Prevention Strategy Protect Life,. Thc Clear project also delivered training to improve mental health and emotional wellbeing and prevent suicide. Through this project DHC also continued to oversee the PHA'S quality standards for the delivery of services in this field, 3. Through DHC'S Health@WorkNI Work Well, Live Well programme we delivered suppor¢ training and awarencss raising to improve health and well being in workplaces, adhering to th¢ World Health Organisation's Workplace Health Model. 4. DHC initiated the Team Health, Social EDte4)rise providing a range of simple diagnostic health checks for a wide rangc of workplaces. 5. DHC continued to facilitate the Families Voiccs Forum through our regional Bereaved by Suicide pn)ject, which enabled family members bcreaved by suicide to contribute effectively to discussion and decision making in relation to suicide prcvention. 6. DHC continued to co-ordinate and administer Neighbourhood Health Improvement Programme (NHIP) granL8 on beha]r of the PHA to six Neighbourhood Renewal Pdrtnerships. 7. DHC workcd in parinership with the NW Comtnunity Network and Ulster University the UK widc Ydcas Fund, to support a range of mental health and wellbeing projects in local communities. Page 4 DEVELOPING HEALTHY COMMUNITIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 Strategic Report Achievements and performance (Including principal risks uncertainties, development and perfornianee and key pcrfornmnce indicators) Sti'ate le Develo )IMei)t% Transfurn￿tI0n - Starr]ng and SystenLS The year 2022-23 was one of transformation foi DHC with the deparllltc of our highjy ￿Spectcd Chief Executive. Erin McFeely at the end of Septcmbcr 2022. Erin presided ovcr DHC for 4 years, working to build and consolidate relationships With (unders and partners across the community, voluntary and private sectors. She brought to DHC her own innovative and highly participative style of managemcnt and was very 8uccc5sful in raising thc profile and imp&ct of the orgdnisation within the North West. Ldcl O'Doherty commenccd the role of CE in carly November 2022, after an extensive career working as a senior manager within hcalth and social care and a primary focus on health improvement and rommunily development. In addition, the Clear Team moved from Strabane to the n¢w Ebrington Offices. which consolidated the team in one location. DHC invested heavily in a new Grant Management System (Sal¢sforce) during the year in support of the administration of the PHA'S Small Grants programme. DHC have worked intensively during the Spring to ¢nhance our ICT cyber-security to reduce the risk of cyber-crime. DHC conducted a HR restructuring of the Clear Project team in January 2023 culminating in the appointment of a Deputy Project Manager. a Project Coordinator, and a full-time Administrative AssiS￿nt. In March 2023, in alignment with the Bereaved by Suicide Contract. DHC recruited an Information and Communicatiorhs Officer. 30th Anniversary Cdebratlons There were many causes for celebration during the year and the Autumn period featured a number highly successful events which included.. As part of the Derry and Strabane Healthy City and District initiative. DHC held a very successful joint conference with Ulster University Centering health. Building for better outcomes, on thc 30th of September. The event celebrated Derry City & Sirabane becoming a designated WHO Healthy City for the third time and brought together an inspiring array of speakers to explore how the council, community and enterprise Can put hcalthy lives at the core of decision n]aking across the sectors. The DHC'S Clear Forum ho.sted a major event 'Turning ambition into reality: f4ocusing on early intcryention and prevention within mental health in the Western Area,. The conference was presented by journalist and mental health advocate Lynda Bryans and focused on early intervention and looking beyond cri¥is response. The cvent brought togcther statutory and con]munity voices to .seck opportunities to join thc dots between mcntal health community and statutory provision of services. DHC celebrated its 30th anniversary by hosting a gathering of invit¢d guests. including current and former Board memb¢rs and staff and a wide range of supporlers of DHC over the years. This very successful ¢vent provided an opportunity to reflect on the growth, development and impact of DHC since its inception. Page 5 DEVELOPING HEALTHY COMMUNtTIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 Strategic Objectlves Developing Healthy Communities (DHC) continued to work in line with the objectives set out in the Strategic Plan for 2019-2022, reflecting its charitable objects and to further the aims of providing public benefit. The strategic objectives for 2020-2023 were to provide: l. Leadership dnd Influence We are a valued agency that identifies and articulate5 the health and well being needs of our communities. 2. Capacity building and Training We deliver capacity building and training opportunitics, empowering pcople and cornmuniiies to make positive Lhoices about health and wcllbeing. 3. Health Innovation We are a catalyst for the development and d¢livery of evidence based. community led, h¢alth and wellbcing initiatives. During 2022123 Developing Healthy Communilies continued to support peoplo and communities in¢luding listening and responding to the ch¢inging needs of people during the year. We identificd and articulated these needs, and brought leaders in health, community, business, and academia together to highlight both challenges and opportunities to tackl¢ issues associated with entrenched health inequalities. Through our charitRble activities. we delivered health 4nd wellbeing programmes, provided training, support and advocacy for the promoiion of health and wellbeing and the rurtherance of the WHO Healthy Cities agenda in Derry and Sirabane, DHC Continued to administer short term funding on behalf of the PHA and support community and voluntary sector organisations to make necessary adaptations to successfully deliver on funded projects. The organisation continued to invest in our relationships with key funders including the PHA, DCSDC, the Ideas Fund, The Community Fund and the Rank Foundation and a number of new partnerships in order to increase its impact and sustainability. Most notably, DHC was successful in its joint application with the Noiih West Community Network, to the British Science Association ￿ act as the local Development Co-ordinator for delivery of the 'ldeas Fund, in Derry and Strabane. Pcrfori)Ini)ee Indic1& Iiirs Through our principal funder, the Public Health Agency, DHC has continued to deliver a range of strategic and inter agency initiatives which support the achievement of our charitable objectives which &re to: (a) Promote a more po.sitive and inclusive attittlde to health from policy and planning by initiating and enLouraging inter-agency and inter-scctor working and supporting and developing practical initiatives- (b) Advance education relating to bcncfits of good health dnd to the implications of poor heajth through the provision of advice, inforn]&tion. guidance, support and training. (c) Promote and encourage public Participation in healthy cxcrcise and phy.sical activity. (d) Promote. develop and support those organisations offering health care services and suppurt in the area of benefit. The main achievements of the charity during the year were as follows.. Page 6 DEVELOPING HEALTHY COMMUNITIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 SLI oil I'()r Coii)ii)unil lind Voliii)liir Sec - In 2022123 DHC'S CLEAR Pn)ject administered over £1.6 million worth of sn]all grants bctween £500 and £13.426 10 community and voluntary organisations dcross Nurthern Ireland, on behalf of the Public Health Agcncy. This supported 364 projects which delivcred a range of activities linked to supporting emotional health and wellbeing. to ovcr 31.000 individuals. l O.(N)O participants complefrd pre and post questionnaires and 89% reported a positivc change to their health and wellbeing. - We also held a Clear Forum event thcmcd Turning ambition into reality- Focusing on early intcrvcntion and prevcntiun within mental health in the Western Area, which attendcd by 46 participants. - The CLEAR Project continued to work closely with Sports Club.s, thi.s year supporting 23 groups. Over £7,000 being distributed for purchasing of sports equipment. A total of 58 8w)rts club members attended Saf¢TALK and 15 attended cither Sports NI Mental Health Awareness or Zgro Suicide online training. Mci)liil Flciil h sind SLIICiLle Pi'evciiliiin Ti'iiiiiin Through DHC'S CLEAR Project. the organisation delivered training opportuniti¢s related to mental health, emotional well being and suicide prevention, principally to people working in community and voluntary sector organisations. - 401 parlicipanls accessed training from a r￿ge of 32 courses. Courses included; SafeTALK, ASIST, Mental Health First Aid, Self Care, Hope Matters, Motivational Interviewing. Impact of Alcohol on Self Harm and Crisis Intervention, Impact of Alcohol on Self-Harm and the Family, Self-Harm and Autism and Anger Management. -Evaluation evidenced outcomes which included increased skills, knowledge, understanding and confidence in the range of issues covered. -Feedback from participants included. "Really good training course which made me feel more confident in dealing with suicide." "This course is unreal and I am happy lo be part of it." - Through the CLEAR Project, DHC continued to provide a vital leadership role in overseeing the PHA'S quality and governance standard8 for community and voluntary sector oiganisations. The Standar(ts online portal was uscd for the first time for the independcnt assessment againsl the Standards. Five organisdtions underwent independent assessment and 227 organisations registered for self-assessment. - ThL 13-minute standards awareness raising video was viewed over 140 tin]es. - Held 2 Referral Procedures workshops with 19 participants from 19 different organisations. Page 7 DEVELOPING HEALTHY COIWUNITIES (DHC) LJMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 ort foi. Work l&lLLS "Healih@Work NI" continued to target workplaces where health inequalities are likely lo be most prevalent, including those with a high proportson of. low paid, manual. male. sedentary and migrant workers. - In 2022123, through DHC'S "Work Well Live Well Programme(funded by the Public Health Agency). 40 new workplaces were signed up to our Workplace Health Support Se￿iLe, accessing inforn￿tion, and support tu develop a healthier workplace. - 30 new Workplace Health Champions were trained online through ihe Work Well Livc Well Programll￿. 15 organisations were supported to complcte workplace health and wellbcing surveys. Thesc 15 organisations accessed intenstve consultancy and n]cntoring support to develop and complete health and wcllbeing action plans based on the findings of their survey. 28 employees complctcd McThtdl Hcalth First Aid Trdining online. Hcdlth@WorkNI also delivered netWOTk Icdining events including Financial Wellbeing, Burn Out and Fatigue and Stress Management Standards. We continue to mentor the chati]pions to deliver on wcllbeing plans. - H¢alth@Work Nl works in partnership with WHscf. AWARE. Rccov¢ry Colleges, HSENI and many others to deliver and promot¢ training, health promotion initiativos and campaigns to workplaces al all levels of the programme. An Annual Celebration event took plAc¢ to recognize and reward those workplace.8 that hav¢ completed all lovels of the programtne and that have shown commitment to wellbeing at work. Team Health Additionally, DHC'S Team Health social enterprise delivers interventions to promote employee well_being within workplaces. This initialive seeks lo generate income lo support sustainability and extension of workplace health programmes in the wider community. As 2022-2023 was the first year of this initiative, and after invesiment in equipment and payment of nursing staff, £3,589 income was gen¢rated. Since February 2022, a total of 300 workers have participated in Health Checks across 25 workplaces in the Western Trust region. These interventions are in line with the World Health Organisalion's focus on workplace 'settings' to improve health by providing workers with person&lised information on their health stacus ie cholesterol, blood pressure, etc and advising them on proactive steps to take to improve their health and wellbeing. - Team Health have inve5.ted significant time into branding, promotion and netwoiking to build awareness of the programme and secure further contract5. Pilut programmes and workshops were held to consult with workplaces the Team Health webpagc. WH ean 14ciiltli Cilies elWOI-k DHC h&8 continued to work with local partners including Derry City and Strubane District Council. the PHA aDd the Wcstern Health and Social Care Trusl to promote the Healthy Cities Phase Vtt Framcwork and themes of. Pcople, Place, PIAnet, Prosperity. Peacc and Participation. - DHC has continued to represenc Dcrry and Strabane at regional, nationAI and international Healthy Cities FoTums. including at the European Healthy Cities Annual Bu.%incss and Technical Confcrcnce where we securcd a place on the agenda for a presentation by ARC Fitness's. DHC has established D¢rry City & Strabane as a founding member of the network's working group on alcohol. - DHC has worked to establish or partncr on ¢he delivery of programmes under the six th¢m¢5 and priorities id¢ntifi¢d by the cross-sector healthy ¢i(ies leadership group. notably partnering with DCSDC and the Community Foundation on the development of a healthy and sustainabl¢ Cooking programme for the Acorn Fann project. - DHC has grown a hcalthy cities digital community achieving 3(K)Yo growth in its einail list and supporting key PHA and WHO campaigns across email and social media. Page 8 DEVELOPING HEALTHY COMMUNITIES (DHC) LIMfrED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 FleaS1li Leadeiryhi - DHC continued to participate in a range of civic, strategic and poliLy making forum8 io promote inclusive and equitablc approaches to health. - This includes taking Pdrt in thc DCSDC Strategic Growth Partnership meetings and facilitatcd a Consultation Coffee event in April 2022 including 33 participants in support of the work of the Pdrtncrship. - DHC inputs into the Protcct Life Sirategy's ImplementatKon Group. As part of this work a consultation event on the Dcparlment of Health's Postvention Support for familitt& Bereaved By Suicidc was hosted in March 2023 (13 attendees). - DHC links closely with the DCSDC Mayor and local polittcians to ensure that health and wellbeing are profilcd within thc City Council Area. DHC'S social mcdia channels are used extensively to highlight rclevant topic areas in health. Regular mailouts to our Health Communtlies list have featurcd content on topics ranging from Air Quality in Schools to Femalc Participation in Sport, to name but a few. - DHC Family Voices Forum project launched their Manifesto Turning Grief into Hope, in January 2023. The highly successful event was held in Belfast City Hall and attended by the Nl Mental Health Champion. Prof Siobhan O'Neill, Prof Rory O'connor (Health Psychologylsuicide Behavioural Research Lab) and the Chief Medical Officer, Dr Michael McBride, as well as families bereaved by suicide. The purpose of the Manifesto is to ensure that the voices of people bereaved by suicide are heard in policy and decision making forums. Six new members have joined the FVF with the total number of members now reaching 71. Family members held I I meetings during 2022-23 and 14 one-to-one sessions were held in support of individual members to build their confidence and skills to coniribute to the group. - Four Consultation workstreams were facilitated with the FVF on a range of themes to inform the development of the Manifesto and nine panel and conference engagements were held to plan and prepare for the Manifesto Launch, - The Family Voices Forum has participated in each of the Trusts are a Protect Life Implementation Groups. - Families Voices Forum regularly engaged with the Chief Medical Officer and the Mental Health Champion for Nl on the impact of COVID-19 on the mental health and emotional well being of people and Lummunities. Thc Ideas Fund - The Idcas Fund, was launched in January 2021. Sincc then Developing Healthy Communities have continued in their role as local Development Coordinator. in partnership with the Northwcst Community Nelwork. Sixteen community-tcscarcher parinerships were lunded over two rounds. including some extensiun grants to allow projects to expand or share and embed learning. over £lm hds been awarded in Derry and Strabane from 2021-2023. Developing Health Communities. Northwcst Community Network and Ulstei University secured £90k in March 2023 to run a pilot that will seek to address systemic challenges faced by community groups and rcscurchers. taking a morc strategic dpproach to creating systcn]s which support community partners and university-based rescdrchcrs, collaboration more effectively. BcnLfil,% lo the end u.sei'b wider Societ The directors are satisfied that the performance of the company during the year as detailed in the foregoing paragraphs. in terms of both financial and operational r¢sults, is in line with th¢ charity's constitution and k¢y objectiv¢s. Page 9 DEVELOPING HEALTHY COMMUNrrIES (DHC) LIMITED (A company limited by guarantee) Trustees, Annual Report (including Directors, Report & Strategic Report) for the year ended 31 March 2023 Financial review (including reserves policy) The net income for the year was £59,523 (31 March 2022 - net income £47.375). The net income for the year will be added to the funds brought forward, Total funds and reserves at the end of the financial year were £402,928. The charity aims to ensure that liquid funds held at any point in time arc sufficient to cover expcnditure equivalent to 6 months corc running costs and all winding up liabilities. At the year-end date, the charity held cash at bank (on current or short-tcrm deposit accounts) of £864,769. Total expenditure for thc year was £2,413,640 (excluding depreciation). Expenditure included ring fenced fund.8 of £1.677.627 which were distributed in sm