Group Annual Report 2024-2025
The Extern Approach
Helping to empower lives and build resilient communities
BUILDING RESILIENT COMMUNITIES. Resilience is about the ability to bounce back from life’s challenges; to recover from adversity and not get overwhelmed. Yet every day we work with people who are in vulnerable and marginalised situations, families and communities facing increasingly complex challenges that they are struggling to manage alone and without access to other services.
We are here to give everyone the support they need to manage and to overcome whatever difficulties they may be facing. We are here to help people and communities regain self-trust and self-belief and to build the resilience that will see them through whatever life may throw at them in the future.
HELPING TO EMPOWER LIVES. Despair is an appalling condition. It feeds off isolation, it induces inertia, it leads to a dark, sorrowful place. And it blights the lives of so many in our society. Yet no matter what an individual’s situation may be, we are here, reaching out a hand that offers practical, life-changing, empowering support. Clasp it, and we will support you to move forward. Leave it, and we’ll still be here, ready when you are.
Company
Financial
Our Funders
The
Chair’s Welcome
As Interim Chair of Extern, I am pleased to introduce our 2024–2025 Group Annual Report, which reflects the breadth, depth and humanity of our work across Northern Ireland and the Republic of Ireland.
Across both jurisdictions, our staff have demonstrated exceptional professionalism, resilience and care. Whether working with young people at risk of disengagement, adults experiencing homelessness, families under pressure or individuals involved with the justice system, teams have remained focused on delivering support that is practical, respectful and person-centred. The case studies throughout this report illustrate the impact of meeting people where they are and walking alongside them at their own pace.
Supporting children, young people and families remains central to Extern’s mission. Programmes such as Intensive Family Support, Janus and Youth Diversion services continue to provide early intervention for young people experiencing instability at home, in school or in their communities. These services help restore routines, strengthen relationships and create safer pathways forward. Creative and developmental initiatives, including cross-border arts projects and community-based wellbeing programmes, show how confidence, connection and self-expression can be powerful tools for change.
Extern’s justice-related services also play a vital role in reducing harm and supporting safer communities. Across both Northern Ireland and the Republic of Ireland, services supporting people on bail, leaving custody or at risk of reoffending focus on accountability alongside support. By addressing underlying needs such as housing, substance use, family relationships and mental health, these projects help people stabilise their lives and reduce the likelihood of further involvement with the justice system.
Health and homelessness services continue to respond to complex and growing need. Our Traveller Healthcare Programme works in close partnership with the Traveller community in Cavan to address barriers to health, promote wellbeing and build confidence through trusted, culturally informed support. Accommodation-based services, including supported hostels, provide safety, structure and consistency for people experiencing homelessness, recognising that stability is often the foundation for longer-term change.
None of this work happens in isolation. Extern operates in a challenging environment shaped by rising demand, workforce pressures and constrained resources. The Board recognises the emotional and practical demands placed on staff and remains committed to strengthening organisational supports, leadership development and trauma-informed practice. Our workforce is Extern’s greatest asset, and their wellbeing is essential to the quality of our services.
I would like to thank our funders, statutory partners, community organisations and volunteers across both jurisdictions for their continued collaboration and trust. I also extend my appreciation to my fellow Board members for their guidance and governance throughout the year.
As this Group report demonstrates, Extern’s work is rooted in care, consistency and belief in people’s capacity to change. Across Northern Ireland and the Republic of Ireland, we remain committed to supporting individuals, families and communities to live safer, healthier and more connected lives.
Dr Lynne McMordie, Interim Chairperson
Our Vision
A society where everyone who faces crisis, discrimination, difficult personal challenges or societal inequalities, receives understanding and support towards a better tomorrow. Extern will play its part and will work to achieve this as a Trauma Informed Organisation.
Our Mission
To deliver quality trauma informed services that tackle the biggest problems and challenges people face, and to support them to be safe, flourish, feel valued and hopeful. We will ensure that their voice is heard, always.
CEO’s Welcome
This year has shown just how deeply the cost of living crisis is affecting people across the island of Ireland. For many of the individuals and families Extern walks alongside, rising daily costs are not an inconvenience but a tipping point into real hardship.
Essentials many take for granted — food, heating, clothing — have become difficult choices. Homelessness has also continued to rise, leaving more adults, families and children without stability or support. The effects of isolation, family breakdown and declining mental health are visible in every corner of our work, with a growing crisis among young people where the pain of suicide and self-harm reverberates through families and communities.
In the midst of these pressures I have been continually struck by the resilience, compassion and professionalism of Extern staff. Their work is increasingly complex and emotionally demanding, yet they show up every day with a commitment that is both humbling and inspiring. We know recruitment remains challenging in some areas and that the emotional load of frontline work can be heavy. That is why our trauma informed journey is so important. It is not a slogan but a long-term organisational commitment to ensure staff have the training, support and environments they need to stay safe and feel valued. I am pleased that staff turnover has reduced to under 12 per cent and we will continue striving to improve pay, conditions and wellbeing supports across both jurisdictions.
Financial pressures continue to shape the wider community and voluntary sector and Extern is no exception. We are fortunate to have strong, honest relationships with our commissioners, built on trust and a shared understanding of what can be delivered within finite resources. But it is also clear that stand-still budgets are effectively cuts, especially as compliance demands continue to grow. Our new fundraising strategy will be an important step toward strengthening Extern’s long-term sustainability, allowing us to invest more directly in our services, our leadership and our people.
I am proud of how much we achieved this year. We retained and grew key services, successfully retendered important programmes in Northern Ireland and expanded significantly in the disability sector in the Republic of Ireland. Staff across the organisation contributed to shaping our new five-year strategy, launched in May 2025, which sets an ambitious direction: to ensure that no matter where you live on the island of Ireland, you can access the support you need. We also responded to increasing demand from people seeking asylum and continued to innovate in how we design and deliver our services. As always, our volunteers and our Board members across the organisation deserve special thanks. Their commitment underpins so much of what we do.
Looking ahead I remain hopeful. I believe government will increasingly recognise the value of social care and the impact organisations like Extern deliver every day. With continued investment and a growing base of selffunded activity, we will reach further and support more people than ever before.
Leslie Ann Scott, Chief Executive
Our Values
Safety
We will focus on ensuring the physical, mental and emotional safety of both our staff and the people we serve.
Choice
We believe in the importance of choice. This means giving people options and respecting their rights and responsibilities.
Collaboration
We will work together, openly and honestly. Every interaction will be respectful and inclusive so that we deliver our services effectively. By advocating with others, we will influence policies that create positive changes in society.
Trustworthiness
We will make sure our guidelines, policies and behaviours promote honesty and respect amongst our staff, service users and funding partners.
Empowerment
We will help people reach their personal goals by offering guidance and support. When people feel empowered, they grow in confidence and enjoy a more fulfilled life with a strengthened sense of purpose and worth.
We are Extern
We stand with people, supporting them toward a better tomorrow
We stand with people
Every day we meet people at the hardest moments of their lives — young people carrying trauma, adults overwhelmed by addiction or mental health crisis, families in conflict, individuals leaving custody needing supports and communities living with long-term disadvantage. Many meet us feeling judged or written off. Some feel they have exhausted their options. Others are simply tired from struggling on their own.
We meet them without judgement. We meet them with compassion, respect and practical support. We listen. We build trust. We work at a pace that feels safe. When change may be slow, uneven or uncertain we are there supporting people with the next step… and beyond.
We support people
Many of the people we support have experienced a lifetime of instability — systems that have failed them, broken routines, unsafe relationships and not knowing where to turn. Extern is often the difference between someone returning to crisis or finding the confidence to try again.
The Extern difference is a quiet, persistent belief that people can change, families can heal and communities can grow stronger — when someone stands with them supporting them towards a better tomorrow.
As a community and voluntary organisation, our primary purpose is to provide services to support adults, young people, families and children who are facing some of the most complex challenges in society.
The case studies that follow illustrate the breadth of our work across the island of Ireland. While each service responds to different needs and contexts, they share a common approach: meeting people where they are, working at their pace and supporting change through clear structure, compassion and skilled practice.
JUSTICE SERVICES
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Our justice services support people at key transition points, including while on bail, in custody and on release back into the community. These services focus on accountability alongside support, helping reduce reoffending by addressing underlying needs such as housing, substance use, mental health and family relationships.
RACIAL
AND ETHNIC MINORITY SUPPORTS (PAGE 15-16)
Our Refugee Resettlement work includes the Barista Academy, which supports young people to develop practical skills, confidence and new opportunities in education and employment.
RACIAL AND ETHNIC MINORITY SUPPORTS
(PAGE 9-10)
Our Traveller Healthcare Programme demonstrates how culturally informed support can reduce barriers to health and wellbeing. Working in partnership with the Traveller community, we promote access to services, health education and confidence-building initiatives that help people feel heard and respected.
HARM REDUCTION AND RECOVERY
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Our Enhanced Needle and Syringe Exchange Service in Belfast provides harm reduction support that protects life and health.
FAMILY AND YOUTH SUPPORTS
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Early intervention with children, young people and families remains central to our mission. The case studies show how we work with young people who may be disengaging from school, experiencing instability at home or at risk of harmful influences.
CENTRAL SUPPORT SERVICES (PAGE
21-22)
Across the Group, our internal Support Services help ensure our frontline teams are equipped and supported to deliver high-quality work in complex settings. The case study highlights our focus on organisational development, trauma-informed practice and staff wellbeing.
Supporting rehabilitation through connection and consistency
Extern’s Prisoner Support Project was established in January 2024 to support people serving short custodial sentences in HMP Maghaberry who are at high risk of returning to custody soon after release.
Many of those referred to the programme serve sentences of one year or less. This leaves little opportunity for rehabilitation and increases the likelihood of reoffending within a short period of release.
Change is possible
The project works with adult men aged roughly 21 to 50, many of whom have experienced longterm involvement in low-level offending linked to substance or alcohol dependency. Alongside this, many carry the impact of trauma, unstable home environments or domestic violence. Years of disruption can result in low self-esteem and a lack of belief that change is possible.
The service is built around the Good Lives Model, focusing on strengths and gradual, sustainable change. Two Extern key workers are based within Maghaberry, delivering a structured therapeutic programme that helps individuals understand triggers for offending, recognise the drivers behind substance use and
explore safer responses to stress. This work begins in custody, allowing trust to develop early.
Support after release
Before release, Extern coordinates a warm handover with community services to identify immediate priorities such as housing, benefits, GP registration and mental health support. On release, individuals are either met directly by the team or connected with appropriate local services to ensure continuity of support.
By June 2025, 130 people had engaged in therapeutic work inside the prison, with 63 supported in the community. Early data indicates reduced reoffending among those engaging with the project. Operating as a pilot until March 2026, the service demonstrates the value of early, coordinated support in helping people leave custody feeling less isolated, more supported and better equipped to build safer, more stable lives.
JUSTICE SERVICES
COMMISSIONERS:
Department of Justice, Northern Ireland
Prison Service
SERVICE USERS SUPPORTED: 67
LOCATIONS: Northern Ireland-wide
HIGHLIGHT:
74% of our 118 participants have not re-offended. This represents 87 people at a cost of under £5k per person compared to the annual prison costs of £55k per person.
Bail
Keeping young people at home, in school and out of custody
Extern’s Bail Supervision Scheme (BSS) provides an alternative to the detention of young people while they await trial. Instead of being remanded to Oberstown Children Detention Campus, eligible young people remain at home with their families, supported by Extern’s intensive intervention.
The aim of the scheme is to support compliance with bail conditions, reduce offending and strengthen family relationships, while giving the Children Court confidence in a young person’s progress.
A multisystemic approach
The scheme works with young people aged 16 to 17 who have appeared before the Children Court for repeated or serious offending. Many have been out of school for extended periods, are involved in substance use or are spending time with peers who negatively influence behaviour. Families are often under significant pressure and may struggle to restore routines or stability.
Delivered across Dublin, Louth, Meath, Kildare and Wicklow, the programme uses Multisystemic Therapy, an evidence-based approach that considers the wider influences on a young person’s behaviour. Therapists work intensively with families in their homes,
supporting parents to set boundaries, rebuild routines and respond to difficulties in a calm and consistent way.
A fresh perspective
Progress is reported regularly to the Children Court, allowing judges to see the young person within the context of their family and community, rather than solely through a charge sheet. While participation is linked to bail conditions, engagement relies heavily on family commitment and trust.
The outcomes are often significant. Many young people return to education, reduce or cease offending and begin engaging in positive activities within their communities. At its core, the Bail Supervision Scheme is grounded in the belief that with steady, structured support, young people can make different choices and remain safely connected to home, school and community rather than entering custody.
YOUTH JUSTICE REFORM SUPPORT
COMMISSIONERS:
Department of Justice
SERVICE USERS SUPPORTED: 283
LOCATIONS:
Dublin, Cork, Limerick, Athy, Naas, Drogheda
HIGHLIGHT:
Extern supported 283 young people across 9 projects nationwide – including Bail Support Schemes in Dublin, Limerick and Cork, four Youth Diversion Projects, Janus Justice, and Intensive Family Support Service in Drogheda.
Supporting Traveller health and wellbeing in Cavan
Traveller Primary Healthcare Project
We have been delivering the Traveller Primary Healthcare Project in Cavan for more than 14 years, supporting Traveller families to access health information, essential services and practical guidance around wellbeing.
Our Primary Healthcare Workers come from the Traveller community, which helps build trust and ensures our work is informed by lived experience. Over the past year we made positive progress while also adapting to pressure and change.
Building skills and cultural confidence
A significant milestone during the year was our involvement in the regional launch of the National Traveller Health Action Plan. The event brought together health services, community organisations, local authorities and Traveller representatives. We spoke about the importance of cultural competency and the social determinants of health and members of our team shared their experiences of delivering frontline support. Public speaking can be challenging for staff who are more accustomed to working quietly and it was a proud moment to see them step forward and be heard.
Connecting with the community
In 2024 we introduced monthly coffee mornings as a new way of reaching Traveller women. Held in a local café in Cavan town, these sessions
offer a relaxed space to talk, share concerns and hear from guest speakers from counselling, mental health and community services. Up to 15 women attend each month, encouraging engagement with supports that might otherwise feel inaccessible.
Education remains a strong strand of our work. We continue to work closely with the local Education and Training Board, which provides tutors for free accredited courses. Local libraries across County Cavan offer space at no charge, allowing courses to run without venue costs. Training in health and fitness, nutrition, stress management, mindfulness and mental health awareness has been well attended. Several women have achieved QQI Level 3 accreditation, often their first formal qualification. Many travel independently each week to take part, reflecting growing confidence and motivation.
Collaboration and partnership
Collaboration is central to the Traveller Primary Healthcare Project. We work closely with the HSE, local councils, social welfare services, community resource centres and national
RACIAL AND ETHNIC MINORITY SUPPORTS
COMMISSIONERS: Health Service Executive (HSE)
SERVICE USERS SUPPORTED: 211
LOCATIONS: Meath, Cavan, Louth
HIGHLIGHT:
Extern’s Traveller Primary Healthcare service supported 211 individuals, improving access to healthcare, building trust, and promoting healthier outcomes within the Traveller community.
organisations. Our longstanding partnership with the Irish Heart Foundation remains highly valued. Each year, the organisation provides a free one-day health check for the Traveller community, with the same nurses and driver returning annually. This consistency helps build trust and reduces anxiety for participants. We also host an annual Breast Cancer Awareness coffee morning each October.
In October 2024 we marked Traveller Mental Health Day by joining with a Traveller Primary Healthcare Project in Leitrim to walk the Cuilcagh Boardwalk Trail. It was a challenging but positive experience that brought women together to focus on wellbeing and mutual support.
A year of transition
During the year our team reduced from five members to four when a colleague moved on to new opportunities. While we were pleased for them, their departure created additional pressure. Recruitment has been challenging. Elements of standard recruitment processes, including online applications, vetting and navigating HR systems, can feel daunting for potential applicants from the Traveller community so we will continue to explore ways of making the process more accessible.
In response, we reorganised our work to make the best use of available capacity. This included sharing responsibilities differently and encouraging staff to engage more actively with partner agencies. Confidence-building has been an important focus. Staff work daily with people experiencing trauma and crisis and then return home to communities facing similar pressures. Supporting them to speak up and represent the project has strengthened their confidence and sense of value.
Looking ahead
Mental health remains one of the most significant issues affecting Traveller families, particularly around suicide and its wider impact. In the year ahead we hope to work with partners to develop a coordinated Crisis Response Plan to support families following serious incidents and bring together services such as the HSE, Garda Síochána and community organisations.
Despite the pressures of the year, our team has continued to show commitment, flexibility and care. Our focus remains on providing accessible, culturally informed healthcare support that helps Traveller families feel heard, respected and better supported in their health and wellbeing.
Communities in Transition
Extern’s
Communities in Transition (CIT) Project works with individuals and communities that have been affected by paramilitary influence and control.
The project is funded by The Executive Office and aims to improve health and wellbeing while supporting people to move towards safer, more positive and independent lives. Operating across Larne, Carrickfergus and the Greater Shankill, the project focuses on communitybased health and wellbeing support. Much of the work centres on developing local capacity through the recruitment and training of Community Champions — individuals from within the community who are supported to respond to wellbeing needs and signpost others to appropriate services.
A peer-led approach
Community Champions receive training in areas such as mental health first aid, suicide awareness and substance use. This equips them with practical skills while also creating a sustainable legacy of support within each community. Over time, this peer-led approach helps reduce isolation, strengthen relationships and build trust at a local level.
The project also supports a range of structured activities that bring people together in positive ways. These include peer support groups,
wellbeing initiatives and therapeutic programmes that promote connection, routine and confidence. Activities are designed to be accessible and non-judgemental, creating safe spaces where individuals feel supported rather than scrutinised.
Strengthening wellbeing
Many people supported by CIT are living with the long-term impact of trauma, intergenerational trauma, harms or social exclusion. The project takes a long-term, person-centred approach, recognising that meaningful change takes time. There are no rigid time limits and support is adapted to each individual’s circumstances.
Through collaboration with statutory services, community organisations and local leaders, Communities in Transition helps individuals feel safer, more connected and better supported. By strengthening wellbeing at both individual and community level, the project contributes to more resilient communities and a reduction in the conditions that allow harm to take root.
MENTAL WELL-BEING
COMMISSIONERS: Public Health Agency, Department of Communities, Community Foundation NI, The Executive Office
SERVICE USERS SUPPORTED: 3297
LOCATIONS: Belfast, Derry/Londonderry, Carrickfergus, Larne
HIGHLIGHT:
During 2024–25, Extern’s Reach Out project supported 2,517 people, delivering timely outreach, advice and practical support to individuals facing complex challenges. Through early intervention and consistent engagement, the project helped people stay safe, access essential services and move towards improved wellbeing and stability.
Intensive Family Support Service
Extern’s Intensive Family Support Service (IFSS) in Drogheda works with young people and families experiencing significant pressure, often where there is a risk of school disengagement, involvement in criminal activity or family breakdown.
Commissioned by the Department of Justice, the service is grounded in early intervention, recognising that timely and consistent support can help prevent difficulties from escalating. Referrals come through the Garda Síochána, the Probation Service and Tusla, alongside selfreferrals. While a referral may relate to one individual, IFSS takes a whole-family approach.
Project workers support parents, carers and young people together to strengthen relationships, rebuild routines and improve stability within the home.
Positive, pro-social opportunities
Support is intensive and relational. Project workers spend most of their time in direct contact with families, building trust and responding to both practical and emotional needs. This can include liaising with schools, supporting access to education or training, addressing housing or financial concerns and helping families manage conflict more calmly. All
families supported by IFSS share a common risk of exposure to coercion or criminal influence, and the service works to reduce this risk by increasing access to positive, pro-social opportunities.
Our Four Pillars
The work is guided by four pillars: building confidence and community connection, encouraging engagement with education or employment, strengthening family relationships and reducing the influence of criminal networks through structured support and safeguarding. Engagement is voluntary and typically lasts between six and nine months, allowing families to progress at a pace that reflects their circumstances.
By helping families identify their strengths and sustain positive change, IFSS supports safer outcomes for young people while contributing to stronger, more resilient communities.
FAMILY AND YOUTH SUPPORTS
COMMISSIONERS: Tusla - the Child and Family Agency
SERVICE USERS SUPPORTED: 588
LOCATIONS:
Dublin, Kildare, Galway, Roscommon, Midlands, Cavan, Monaghan, Louth
HIGHLIGHT:
Through Extern’s Family and Youth Support services, 588 children, young people and families received the support they needed to strengthen relationships, overcome challenges, and create safer, more positive futures.
Janus Programme and Survival Group
Extern’s Janus Programme works intensively with young people aged 10 to 17 who are experiencing emotional or behavioural difficulties, whether they are living at home, in the community or within the care system.
The programme focuses on early, relationshipbased intervention, supporting young people to remain connected to their families, schools and communities wherever possible. Each young person receives an individualised programme shaped around their specific needs, with consistent one-to-one support from their Key Worker. The Intensive Home Support Service operates alongside Janus, supporting parents to develop confidence, structure and practical strategies to support their child’s progress.
Structured activities, practical support
Many young people referred to Janus are out of school or attending intermittently and may be coping with family conflict, placement instability or exposure to negative peer influence. Janus aims to interrupt these patterns by offering safe alternatives to risky environments, providing structured evening activities alongside emotional and practical support.
A key element of the programme is the Social and Educational Survival Group. This includes short residential experiences, such as outdoor
stays at Roscor Youth Village, designed to help young people build resilience, independence and teamwork. Preparation begins weeks in advance, with young people learning about safety, planning and cooperation. Activities such as orienteering, outdoor cooking and group problem-solving promote confidence while also supporting literacy and numeracy in practical ways.
Positive reconnections
Engagement with Janus is voluntary and typically lasts around six months, though some young people remain involved for longer depending on need. The programme does not aim to resolve all difficulties, particularly where trauma is present, but instead focuses on stabilising routines, rebuilding confidence and reconnecting young people with positive activities within their communities.
Through steady, trauma-informed support, Janus helps young people feel safer, more supported and better equipped to make positive choices for their future.
FAMILY AND YOUTH SUPPORTS
COMMISSIONERS:
Tusla - the Child and Family Agency
SERVICE USERS SUPPORTED: 588
LOCATIONS:
Dublin, Kildare, Galway, Roscommon, Midlands, Cavan, Monaghan, Louth
HIGHLIGHT:
Through Extern’s Family and Youth Support services, 588 children, young people and families received the support they needed to strengthen relationships, overcome challenges, and create safer, more positive futures.
Shared Island Creative Arts Project
The Shared Island Creative Arts Project is a cross-border initiative that brings young people together from Northern Ireland and the Republic of Ireland through theatre, storytelling and creative collaboration.
The project supports young people aged 16 to 24, many of whom are living with trauma, instability or challenging life circumstances. Delivered through the Shared Island Creative Youth Partnerships scheme, the project uses a Creative Youth Work approach. This places relationships, trust and emotional safety at the centre of the work, allowing young people to engage at their own pace. Creativity becomes a tool for expression, connection and reflection rather than a performance outcome in itself.
Sharing lived experiences
Young people work together across a series of residentials, workshops and creative sessions. These provide opportunities to share lived experiences through music, writing, movement and drama. Participants explore themes such as identity, belonging, resilience and hope, learning to listen to one another and recognise shared experiences despite differences in background or geography.
The project is delivered in carefully structured stages, beginning with group-building and trust,
moving through creative exploration and storytelling and progressing towards the development of an original theatrical piece. Professional artists and facilitators support young people throughout, ensuring that their voices remain central and respected.
Self-belief & stronger connections
Beyond artistic development, the project supports emotional literacy, confidence and communication skills. Young people learn to express difficult feelings safely, work collaboratively and navigate conflict in constructive ways. Many report increased selfbelief and a stronger sense of connection with others.
By bringing young people together across the island of Ireland, the Shared Island Creative Arts Project supports wider aims of mutual understanding and collaboration. It offers a meaningful space where young people can be heard, valued and supported to imagine different futures for themselves.
FAMILY AND YOUTH SUPPORTS
COMMISSIONERS: Western Health & Social Care Trust, South Eastern Health and Social Care Trust, Belfast Health and Social Care Trust, Public Health Agency, Department of Health/Strategic Planning and Performance Group, Creative Ireland Programme
SERVICE USERS SUPPORTED: 1305
LOCATIONS: Northern Ireland-wide
HIGHLIGHT:
Extern’s Youth Engagement Service supported 740 young people last year, helping them build confidence, develop skills, and engage positively with education, training, and their communities.
Espresso yourself
Building skills and confidence at the Barista Academy
Extern’s NI Refugee Resettlement Service supports individuals and families who have fled war and challenging circumstances in their countries of birth and have resettled in Northern Ireland. All have been granted refugee status and leave to remain in the UK. Within this service, the Barista Academy supports young people from Afghanistan and other countries to develop practical skills, build confidence and explore educational and employment opportunities.
The Refugee Resettlement Service currently supports around 125 families. Within this wider group, the Barista Project focuses primarily on young people aged 16 and over, many of whom arrive with limited English, few opportunities and significant barriers to employment. Some also experience discrimination or social isolation as they try to find their place in a new society.
The challenge was how best to support these creative and ambitious young people to build confidence, strengthen communication skills and integrate more fully into the wider community. Traditional entry points such as classroombased learning or employability training did not always feel like the right place to start. What was needed was an approach that felt accessible, practical and engaging from the outset.
A safe, nurturing environment
The answer emerged over a good cup of coffee. The idea was simple: to create a formal Barista Training Programme that would appeal to young refugees while offering a usable, recognised qualification. Alongside barista training, the programme would develop communication and language skills, introduce customer care and marketing, include event management experience and offer site visits to local businesses.
Crucially, it would provide a safe, nurturing environment where young people could build independence, develop confidence and begin to engage more fully with life in Northern Ireland, always from a position of dignity and respect. And so the Barista Academy was born.
RACIAL & ETHNIC MINORITY SUPPORTS
COMMISSIONERS:
The Executive Office, Department for Communities, Community Foundation Northern Ireland
SERVICE USERS SUPPORTED: 414
LOCATIONS: Northern Ireland-wide
HIGHLIGHT:
During 2024–25, Extern supported 294 people through our Ukrainian Refugee Services, providing vital assistance to individuals and families rebuilding their lives. Our teams offered practical support, advocacy and guidance to help people settle safely, access services and move towards stability and independence.
“I had only been in Northern Ireland for four months and everything felt new — the culture, the weather, the language. I did not know how to find work or education. This programme gave me space to ask questions and the key workers guided me as I adjusted to my new life. My confidence has grown a lot. I am now applying for jobs and recently attended my first interview. Without this project, I would not have had these opportunities.” Ali’s story
We already had access to a training centre, so we applied for and secured a £45K grant from the RTÉ Toy Show Appeal. This enabled us to purchase barista equipment and establish a pop-up coffee shop in Belfast city centre. Working with Specialist Beverages, participants developed and launched their own brand, Good Mood Coffee Co. Funding also supported additional hospitality-focused training, including OCN courses in Employability and Cooking.
Out and about Extern’s Barista Academy is about more than coffee. Alongside serving customers each week at Good Mood Coffee Co., participants have taken their skills out to community events including the L’Arche Belfast Spring Fair, as well as festivals, conferences and business gatherings. Feedback from these events has been consistently positive and has helped highlight the talent and potential within our refugee communities.
Brewing fresh opportunities
The Barista Academy supports young people to take positive steps towards their future by focusing on three core outcomes: strengthening access to education and employment through practical training, encouraging integration by building connections within the community, and promoting wellbeing through purposeful activity and a sense of belonging.
Programme highlights
To date, over 46 young refugees have completed the barista training. Participants have also visited local businesses across Belfast, gaining practical insight into workplace environments. Some have gone on to access courses through the Open University, while others have secured employment, demonstrating the confidence and capability developed through the programme.
Providing safety, stability and hope in rural Mid-Ulster
MUST Hostel, Cookstown
MUST (Mid-Ulster and South Tyrone) Hostel in Cookstown provides temporary supported accommodation for single adults aged 18 to 65 who are experiencing homelessness.
We accommodate up to 20 residents at any one time, offering 16 single rooms and four selfcontained apartments for both men and women.
We work closely with the Northern Ireland Housing Executive and we are also a probationapproved hostel, partnering with the Probation Board for Northern Ireland (PBNI). This enables us to provide supervised accommodation for some individuals who are subject to licence conditions or other restrictions, while supporting them to move towards safer, more stable lives.
Our approach is flexible and person centred. Many residents arrive after long periods of instability, trauma, poor mental health or justice involvement. Creating a calm, predictable and respectful environment is central to everything we do.
A rural setting that supports recovery
Our rural location can give residents space to reset, away from some of the pressures that can escalate risk. For many, this supports wellbeing and emotional regulation. At the same time, limited public transport and fewer nearby services can make it harder for residents to attend appointments or access specialist supports. We work proactively to reduce these barriers through planning, support with travel and strong relationships with external agencies.
Supporting wellbeing and meaningful routine
A key focus this year was helping residents make positive use of their time. Without structure, people can become isolated and the risk of returning to harmful behaviours can increase.
Through successful grant applications, we strengthened our wellbeing offer. A Public Health grant supported a health and nature-
themed programme shaped by resident feedback, with sessions on mindfulness and the benefits of spending time outdoors. A Council grant also enabled gym passes and group exercise classes such as Zumba, helping residents build routine and confidence.
We also introduced Thursday activity nights to create a safe, sociable space in the Hostel. Quizzes, bingo and karaoke have helped residents connect with one another and enjoy positive experiences in a supportive setting.
Staffing and consistency
We responded positively to staffing pressures during the year and in order to maintain continuity for residents, we focused on communication, handovers and shared practice to maintain consistent support. More recently, recruitment has improved, strengthening team stability.
Responding to substance use and risk
During the year we observed an increase in substance use issues, including intravenous drug use, crack cocaine and heroin. Alcohol and drugs are not permitted on site, but we recognise that people may arrive with entrenched dependencies. Our approach is low threshold and high tolerance, with a clear focus on harm reduction and safety.
All staff are trained to respond to overdoses. We keep open communication with residents, noticing patterns and exploring what might be driving increased use, then supporting access to appropriate services.
Wraparound, key worker support
Each resident is allocated a key worker and together they identify goals and priorities. Support can include benefits, registering with a GP, addressing practical needs and, where appropriate, rebuilding family connections. In the lead-up to move-on, support becomes more intensive, helping residents manage appointments, housing processes and daily routines. Residents may stay up to two years and this reflects the shortage of housing stock.
Working with partners
We maintain strong relationships with probation officers and other stakeholders. This joined-up approach helps us anticipate challenges early and respond before issues escalate. During the year we also received more calls from people in the wider community who were experiencing homelessness or a mental health crisis. Where possible, we respond with care and signpost people to appropriate support.
Looking ahead
MUST Hostel remains a vital service for adults experiencing homelessness in Mid-Ulster and South Tyrone. By combining safe accommodation with structure, wellbeing activities and practical support, we help residents stabilise and take steps towards a more secure future.
SUPPORT ACCOMMODATION & HOUSING
COMMISSIONERS:
Northern Ireland Housing Executive, Belfast Health and Social Care Trust, Supporting People, Radius Housing
SERVICE USERS SUPPORTED: 1991
LOCATIONS: Belfast, Newcastle, Mid-Ulster, Newtownards, Enniskillen, North Down
HIGHLIGHT:
Extern’s Floating Support Services reached 392 people in 2024–25, offering practical support and guidance that helped individuals live safely, confidently, and with dignity in their own homes.
Delivering life-saving support to substance users
The service enables people who inject substances such as heroin or cocaine to safely dispose of used needles, receive sterile injecting equipment and gain access to vital health services.
Operating seven days per week—9am to 9pm Monday to Friday, and 9am to 5pm on weekends—the NSES has supported people since 2011. Now, thanks to funding from the Public Health Agency (PHA), the service has relocated from its Rosemary Street site to larger, more accessible premises at 102 Royal Avenue. Alongside access to clean injecting equipment, individuals can receive blood-borne virus testing, wound care, and advice on safer injecting practices. Staff also provide referrals to wider health and support services.
The NSES provides a compassionate, Drug use and injecting drug use in Belfast is rising at an alarming rate, with drugrelated deaths now among the highest in Europe. Extern’s new Enhanced Needle and Syringe Exchange Service (NSES) in Belfast City Centre is helping to address this urgent issue.
The Enhanced Needle and Syringe Exchange plays a vital role in reducing the risks associated with injecting drug use, including the transmission of blood-borne viruses such as Hepatitis B, C, and HIV. An outreach element of the service also helps collect and safely dispose of discarded sharps, protecting the wider community while raising awareness of harm reduction.
A safe, friendly space Polysubstance use—where individuals use more than one drug at a time—is an increasing issue across Belfast. Substance users also face significant social stigma, often due to misunderstanding and fear around addiction.
HARM REDUCTION AND RECOVERY
COMMISSIONERS: Public Health Agency, Policing and Community Safety Partnership, Belfast City Council
SERVICE USERS SUPPORTED: 3867
LOCATIONS: Northern Ireland-wide
HIGHLIGHT: Throughout 2024–25, Extern supported 1,563 people through its Street Injecting Support Service, providing compassionate, practical, and tailored support to promote safety, wellbeing, and stability.
welcoming space where people feel safe and respected. Extern’s team is empathetic, highly skilled and deeply committed to supporting some of the most vulnerable members of society. Staff members help service users to feel comfortable and open, ensuring that those most at risk can access life-saving resources.
Practical medical support
Many service users do not have a GP and are reluctant to attend hospital emergency departments. To bridge this gap, Health Hub nurses visit the Needle Exchange weekly, offering a vital lifeline by addressing a range of health concerns. Staff are also trained to provide wound care, including dressing minor injuries caused by injecting drug use.
Take Home Naloxone Programme
Naloxone is an emergency antidote for overdoses caused by heroin and other opioids, reversing the effects that slow or stop breathing. Across the year, staff at the Needle Exchange responded to several overdose incidents, successfully administering Naloxone and saving lives.
Extern also supports the Public Health Agency’s Take Home Naloxone programme, distributing packs directly to those at risk of opioid overdose and ensuring they have access to this life-saving resource.
Working with others
Collaboration is central to the NSES approach. Staff work alongside other citycentre organisations, including The Welcome Centre, Welcome Outreach, The Drug Outreach Team, The People’s Kitchen, and the SOS Bus.
Many service users are homeless so the Needle Exchange team encourage them to engage with the Housing Executive and Extern’s own Multi-Disciplinary Homeless Support Team (MDHST). This provides access to temporary accommodation to meet immediate needs, alongside longer-term housing support.
Towards a safer, healthier future Extern’s Enhanced Needle and Syringe Exchange Service is more than a health intervention: it is a compassionate, practical response to one of the most pressing public health challenges in Belfast today. By reducing harm, saving lives and offering dignity and care to those often pushed to the margins of society, the NSES is helping to create a safer, healthier future for individuals and the wider community alike.
Robert,40s, former service user
“I’ve come to know the Needle Exchange team very closely over the past ten years, not just as a service user, but more recently as a service user activist. Certainly as a user, I found their service to be absolutely invaluable and a lot of people like me would have been very stuck without them. The needle exchange opening was like a light going on. For one thing it wasn’t set in a chemist shop which was very clinical and very scary. It was more relaxed. More on your level. And they had time to listen to you if you were in trouble. They were just really good at keeping you informed. Whether it be detox or housing, if they could help you with it, they would. I’m very proud of them and what they do.”
Strengthening our leadership and our culture at every level
Organisational Development at Extern
Extern’s staff work in some of the most demanding environments in the voluntary and community sector. Whether supporting people through homelessness, addiction, mental health crisis, exploitation or family breakdown, frontline teams carry significant responsibility every day.
During 2024–25, Extern took an important step in strengthening how we support our workforce by introducing a dedicated Organisational Development (OD) Lead role. This investment reflects our recognition that staff wellbeing, leadership capability and organisational culture are central to delivering safe, effective services and sustaining Extern’s work over the long term. Extern has a strong tradition of developing talent from within, with many managers having progressed from frontline roles. While this creates committed and values-led leaders, the transition into management can be challenging without structured support.
The OD function has been introduced to provide that support, helping staff grow in confidence and capability as they move through the organisation.
Building leadership capability: The People Management Toolkit
One of the major achievements during the reporting year was the development and rollout of the People Management Toolkit. This suite of five modules was designed in direct consultation with managers, ensuring it reflected the realities of their roles. The sessions focus on practical leadership skills including decision making, team development and managing difficult conversations in a constructive and supportive way.
The Toolkit builds on Extern’s existing values rather than replacing them. It helps managers translate their compassion and commitment into effective leadership practice, while
developing the additional skills needed to manage people, budgets and operational demands. The workshops are voluntary and flexible, allowing participants to focus on the areas most relevant to them. They are also open to staff who aspire to leadership roles, offering early insight into the responsibilities involved. Feedback has been consistently positive, highlighting the value of having practical, relevant support.
Introducing coaching across the organisation
Another significant development during the year was the introduction of professional coaching as an internal support. Coaching is now available to staff at all levels, providing a confidential space to explore goals, challenges and development needs.
During the reporting year, 16 staff members engaged in one-to-one coaching, with plans to expand this provision. Many valued the opportunity to reflect on their leadership style, career direction or work-related pressures. Coaching supports reflective practice and thoughtful decision making, which are particularly important for staff managing complex situations and responsibilities.
Supporting staff wellbeing
Extern continued to invest in staff wellbeing, with a particular focus on supporting women experiencing menopause-related challenges. Given that the majority of our workforce is female, we recognised the importance of providing targeted and practical support.
Through our partnership with Henpicked, specialists in workplace menopause awareness, we developed a menopause policy and introduced a Digital Menopause Café. This online space allows staff to connect, share experiences and access information in a supportive environment. These initiatives have been well received and reflect Extern’s commitment to creating a workplace where people feel understood and supported throughout different stages of life.
Embedding trauma-informed values
A further milestone during the year was the development of Extern’s trauma-informed organisational values, launched as part of the five-year strategy in spring 2025. These values guide how we work internally as well as how we support service users. They emphasise collaboration, safety,
empowerment, trustworthiness and choice, helping staff navigate difficult situations while maintaining professional boundaries and personal wellbeing.
The OD function plays a central role in embedding these values across teams, ensuring they inform supervision, leadership approaches and everyday practice.
A culture of continuous imp rovement
Extern remains committed to continuous improvement through the Investors in People framework. Our Silver accreditation reflects progress made to date, while feedback from the mid-point pulse survey indicates strong foundations for further development. This progress is underpinned by the commitment of staff and managers and the growing focus on organisational learning and support.
Looking ahead
As demand for Extern’s services continues to grow, the structures introduced this year will help ensure staff feel valued, equipped and supported to deliver high-quality, compassionate services. Strengthening leadership and organisational culture remains central to sustaining Extern’s work and supporting the people who make it possible every day.
Reference and Administrative Details
Chair
Dr Lynne McMordie (interim Chair from 21 November 2025)
Aideen D’Arcy (Chair from 15 April 2025, resigned 21 November 2025)
Shane McLaughlin (interim Chair from 25 January 2025 until 15 April 2025)
Ian McAvoy (resigned 25 January 2025)
Other Trustees
Stephen Leach (resigned 12 October 2025)
Noreen Wright
Stephen McCormick (appointed 23 January 2025, resigned 21 November 2025)
Dr Joan Broder (appointed 15 April 2025)
Niall O’Sullivan (appointed 15 April 2025, resigned 21 November 2025)
Marian Quinn (appointed 15 April 2025)
Tony O’Donovan (appointed 17 June 2025)
Paul Doran (resigned 19 June 2025)
Fiona McGinley (appointed 23 September 2025)
Company Secretary
Leslie Ann Scott (appointed 15 April 2025)
Ian McAvoy (resigned 23 January 2025)
Management Team
Colin Hayburn (to November 2024)
Leslie Ann Scott, CEO (from December 2024)
Leslie Ann Scott, COO (to November 2024)
Jonathan Carroll, Director of People and Organisational Development
Pauline Flynn, Director of Finance and Corporate Services
Kieran Murphy, Interim Director of Finance and Corporate Services (from January 2025)
Sharon Hearty, Director of Communications, Engagement and Partnerships
Deirdre O’Driscoll, Director of Services Ireland
Mal Byrne, Director of Mental Health and Addictions Services (from April 2024)
Emma Purdon, Director of Communities and Family Services (from April 2024)
Principal Bankers:
Bank of Ireland
1 Donegall Square South
Belfast BT1 5LR
Principal Solicitors:
Worthingtons Solicitors
24-38 Gordon Street
Belfast BT1 2LG
Auditors:
Moore NI Donegall House
7 Donegall Square North
Belfast BT1 5GB
Registered Office :
Hydepark House
3 McKinney Road
Newtownabbey BT36 4PE
Company Reg. No. NI618684
HMRC Charity No. NI00263
Commission NIC103226
Extern Group
Statement of Financial Activities (incorporating an Income & Expenditure account) for the Year Ended 31 March, 2025
Extern Group
Statement of Financial Activities (incorporating an Income & Expenditure account) for the Year Ended 31 March, 2025
Statement of Financial Activities (incorporating an Income & Expenditure account) for the Year Ended 31 March, 2025
Reconciliation of funds:
We are most grateful for the support of the following: Our services are funded by commissioner partners:
