Being part of an dynamic, agile and deeply rooted community sector has been the highlight of the last three years, writes Edel O'Doherty

November marks three years since I took up post as Chief Executive of Developing Healthy Communities (DHC). It has been a time of learning, adapting and, above all, witnessing first-hand the power of community action to improve health and wellbeing across Derry and Strabane.

Before joining DHC, I worked for many years within statutory health services. Moving into the community sector was both a significant personal step and a professional shift. What I found here was a sector that is dynamic, agile and deeply connected to real lives and real needs. The staff working in community organisations across this region are among the most dedicated and knowledgeable people I have ever encountered. Their insight comes not only from training and professional experience, but from lived understanding of place, context and the pressures facing families and neighbourhoods every day.

At DHC, our vision remains clear. We describe ourselves as a small charity with a big impact. We may be a small cog in a very large and complex system, but the reach of our work extends outward through partnerships, programmes and relationships that shape everyday life in homes, schools, workplaces and community settings across the city and district.

This was very evident during the period reported at our AGM on 6 November. Looking back on 2024/25, we paused to take stock of just how much was achieved. It was a year marked by transformation. We launched a refreshed website and branding. We said goodbye to some valued staff and welcomed new colleagues who are already strengthening our capacity and creativity. We met with the First and Deputy First Ministers to share our work. Most importantly, we met all contracted outcomes and grew our influence, forming new collaborations and reinforcing long standing partnerships.

One of the standout developments has been the establishment of the Western Diabetes Group in partnership with colleagues from the community sector, Diabetes UK, WHSCT and the GP Federation. This is a positive example of how collaboration across sectors can address health inequalities in a practical, meaningful way. Likewise, our role in the Skeoge Health Needs Assessment brought together community, statutory partners and academia, showing what can be achieved when we harness shared assets and shared purpose.

Our programmes this year were wide ranging. They included training, events, workplace health activities, small grants administration, advocacy and support for neighbourhood renewal groups working at the coalface of deprivation. Although the Workplace Health contract came to an end, we continue to support organisations who request checks and training. Our administration of CLEAR grants once again helped grassroots groups bring the PHA’s 5 Steps to Wellbeing to life in local spaces. The Families Voices Forum continued its important role supporting families bereaved by suicide and influencing suicide prevention work at a regional level.

We are proud of our involvement in the Acorn Farm project, with the new domes now close to completion. The connection between Acorn Farm and our work with the Western Health and Social Care Trust embedding pre-diabetes in the Neighbourhood Health Improvement Project shows the strength of joined-up, community-centred health improvement. Meanwhile our role in the WHO Healthy Cities Programme and the ongoing development of Phase VIII affirms our strategic focus on health equity and systems change.

The message that underpins everything we do remains the same: health is shaped by far more than healthcare alone. Only around 20 percent of our health is influenced by clinical care. The rest is affected by where we live, the support around us, education, income, employment and opportunity. This means our approach must be collaborative and grounded in partnership. It means working side by side with statutory health services, Council, universities, community organisations and national networks. It means building bridges, not silos.

Looking ahead, we will continue to deliver core programmes while exploring new initiatives such as Civic Dollars and SUMIT. We are expanding our training portfolio and actively pursuing new funding opportunities to sustain and scale our work.

At our AGM we shared pictures from throughout the year. There were images of training events, community gatherings, health festivals, creative activities and neighbourhood workshops. Each photograph captured something simple and powerful: people coming together to improve lives.

Three years into this role, I am more convinced than ever that lasting change begins in communities. It begins with relationships, trust, partnership and shared vision. DHC will continue to play its part in shaping a healthier future for everyone in Derry and Strabane.

Thank you to our funders, staff, board, partners and community colleagues for your continued commitment and belief in what we can achieve together.

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