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ANNUAL REPORT 2021

Misson, vision values and objectives Mission Our mission is an Ireland where vulnerable homeless women seeking to break the cycle of homelessness are nurtured and supported to develop their skills and abilities that enable them to make the right choices that support their independent living.

VISION Our vision is to support vulnerable homeless women break the cycle of homelessness on their own terms

VALUES Our values are our guiding principles driving what we do and how we work. They set standards that our clients, staff and stakeholders can expect from us. They help us to manage performance, recruit new staff and recognise and reward good work. Our values inform a positive and proactive culture that will help us to achieve our strategic objectives.

They are as follows: Empowerment: We empower people to get back on their feet in a safe and confidential, collaborative environment. We give a ‘hand up’ – not a ‘hand out’. Mutual Respect: Mutual respect is a core value of Daisyhouse in how we deal with our clients, staff, board members and partners. Advocacy: We advocate on behalf of our clients to ensure that they secure appropriate services and housing. Integrity: Daisyhouse aims to fulfil its Mission with the highest level of integrity, demanding full transparency, accountability, and the utmost professionalism from its board, executive and staff in all its dealings. Collaboration: the ability to work cohesively with all.

Contents Foreword from the Chairman

Welcome from the CEO

Our Services

Referral and Entry Process

Meet our Residents

Impact of what we do

Housing Management and Maintenance

Legal Status, Administrative and Governance Detail

Profile of Board of Directors

Strategic Priorities

The History of Daisyhouse

Director’s Report and Financial Statements for year ended 31 of December 2021

Foreward from Chairperson DEAR FRIENDS, PARTNERS, DONORS AND SUPPORTERS, 2021 HAS PROVEN TO BE AN EXTRAORDINARY YEAR WITH THE CONTINUING AND UNPRECEDENTED CHALLENGE OF COVID-19 FOR ALL IN IRISH SOCIETY AND PARTICULARLY THOSE MOST AT RISK. DAISYHOUSE HOUSING ASSOCIATION CONTINUES TO WORK TO SUPPORT VULNERABLE HOMELESS INDIVIDUALS TO BREAK THE CYCLE OF HOMELESSNESS ON THEIR OWN TERMS. TO DO THIS, WE PROVIDE SUPPORTED TEMPORARY ACCOMMODATION, LONG TERM ACCOMMODATION AND AFTERCARE SUPPORT SERVICES TO CLIENTS. THEIR PAST EXPERIENCES MOST LIKELY HAVE INVOLVED ADDICTION, VIOLENCE, ABUSE, EMOTIONAL TRAUMA OR A COMBINATION OF THESE. Extraordinary times call for exceptional measures. Our small team, ably led by Ena Norris as CEO, were unrelenting in their efforts and support to ensure that every individual Client was given the necessary advice, support and encouragement to conquer every challenge. Results achieved continue to be both exceptional and inspiring, something we are all proud of.

with over forty individuals to ensure that they can exit the homelessness cycle.

In 2021, we worked with twenty-three individuals in our flagship service: the supported temporary accommodation programme. These individuals are registered homeless and after leaving addiction treatment we continue to support them on their journey to long-term recovery. This includes our wrap-around model of support with a key worker for eighteen months and aftercare support as needed.

By any measure, COVID 19 and the challenges it created justifies 2020 and 2021 and the period since as remarkable. As an entity, Daisyhouse had entered that period after a time of considerable shifts and changes creating some financial risk and challenge. We took the opportunity to develop our Strategic Plan and despite the unexpected environment that COVID-19 created, we were fortunate enough to regain stability and build a more solid base. This was due to the continued support of the various Public Sector Agencies who finance the operations as well as very generous and essential Corporate and Private Patrons and Donors who continue to see and believe in the work that we do for homeless women and the results that we help them achieve.

Clients are enabled to be self-directing in their care plans with specific emphasis being put on mental and emotional care and best use of their capacity and time. The Daisyhouse model of service includes aftercare support for two years to help them to integrate into their new homes and communities. We also continue to work with fifteen people in our long-term housing units. Overall, in 2021, we worked 4

Our model seeks to provide Clients with a positive future outcome with an aspiration that more than 90% of our Clients successfully complete the programme. We achieved that objective in the year under review.

We regret to say that the backdrop and severity of the national housing and homelessness crisis remains unchanged. Our own role and commitment have been consolidated: we focus on our work with individuals, primarily women who are both homeless and recovering from other severe challenges. To focus on change that we can effect, we began to implement our ambitious Strategic Plan to enhance, extend and improve our services for clients that it will serve over the next three-to-five-year period: it is both a challenge and an opportunity to garner the resources and build the necessary capacity. Our plan and commitment is to double the size and scale of our facilities and the number of clients that we serve over the next three to five years. The current Board, in agreement with our CEO are confident that we have the capacity and ability to take the necessary actions to make that plan a reality. Our Clients, both current and prospective, need us to do it. The demands and need for our services continue to arise and our unique model has a positive contribution to make in the sector and especially for our Clients. Each member of the Board has a commitment to our Strategic Plan and an ambition to ensure that the model and culture of Daisyhouse survives, develops and grows. The work is demanding but essential, even more so under current circumstances. We are privileged that Ena Norris as CEO, together with her capable and committed team have the passion, energy and drive to provide our Clients with the best possible support and greatest opportunity to exit the cycle of homelessness permanently. As a Board we continue to recognise and appreciate their sterling work and remain indebted to them for their diligence.

Board members who resigned this year included Deirdre Ward who made an incredible contribution over the nine years she acted as Secretary as well as Aideen Hayden who brought great sectoral knowledge to Daisyhouse for her three year term and Anne-Marie Dermody whose legal background was immensely valuable for practically four years. We continue to be indebted to them and are conscious that our current solid base is testament to the work they supported through difficult circumstances. New arrivals include our Secretary David McCabe in January 2021 while John Driver, already part of the team through his membership of the Audit and Risk Committee, Sarah Colgan and Ruth McCourt all joined us in the first quarter of 2022. They are most welcome and we look forward to them applying their skills and abilities to bring Daisyhouse to the next level with the agreed Strategic Plan fully implemented over the next three years. We wish them well. It continues to be an honour to act as Chair to such a diverse and committed group and it is with great optimism and anticipation that we set out for another year – a year in which we will seek to do better and more for our Clients who work to exit homelessness and create better lives for themselves, their families and their communities. This is only possible because of your continued belief, support and commitment to Daisyhouse.

Thank you.

Alan Tracey, Chairperson

Welcome from the CEO I feel extremely privileged to lead Daisyhouse as CEO. They say if you love what you do, you’ll never work a day in your life. Well, I can say that this is me 99% of the time (we all have our off days). Within this report, you will meet some of the amazing clients of Daisyhouse. These stories are just a small glimpse into the lives of these truly inspirational people. Even after working in this sector for over twenty years now, I still always take the time to reflect on my privileged place in society when I hear the journeys our clients have endured to get to where they are today. I want to personally thank those who gave me their time to relay their personal stories. The positive impact of the work of Daisyhouse is only possible because of the hard work and dedication of our staff, volunteers and Board; the generosity of our funders and donors, and the support of the wider community. We are extremely fortunate to have such a wonderful group of people supporting us in our work. I want to thank our Patron, The Honourable Catherine McGuinness and our Ambassador, Claire Byrne RTE Broadcaster for all their support during 2021. I would also like to extend my gratitude to the Health Service Executive- CH07 and CH09, not only for providing funding but also for their close working partnership in relation to Covid-19; the Irish Council for Social Housing; Government Departments; Dublin City Council and Fingal County Council; and everyone that we collaborated and worked with. Our sincerest thanks to all of you for your continued support in our work supporting people out of homelessness. Thanks also to our volunteers, existing, new, and past partners. Unfortunately, due to Covid-19 we did not have the same opportunities as previous years to work as closely with our volunteers but we look forward to growing these partnerships in 2022 and beyond. I also want to thank our suppliers and contractors who were extremely diligent in their work, especially mindful of the health of our clients and staff. We extend our sincerest thanks to everyone involved in the writing, photographing and the production of press articles that shared our story.

I want to extend a very special word of gratitude to our individual and corporate donors, big and small, whether it was financial support or any other type of assistance. We were very aware of the potential struggles of our corporates as they were also feeling the effects of the pandemic, however, they continued to support us in every way they could. We were extremely fortunate to receive a large donation from The Marists Fathers in early 2021. We are truly indebted to them for their generosity. We also continued our incredible relationship with The Ireland Funds who have been an integral partner to Daisyhouse for many years now. They have introduced us to some life changing trusts and foundations including but not limited to The Colin and Nikki Ryan Trust, without whom we would not be able to offer the complete holistic programme which our clients benefit from. Our philanthropic partners have been truly amazing to us in 2021- I thank you dearly. I want to thank the members of our Board and its Sub- Committees who continue to give their time, commitment and wisdom to us on a voluntary basis. I also want to express my deepest gratitude to all of our staff who have continued to work tirelessly throughout 2021 and the global pandemic. Without all of you, our clients would not be on their final journey out of homelessness. Despite the negative effects of the pandemic, there were some good effects also in 2021. Namely, the increase in the availability of private rented accommodation across the country. This allowed us to ensure that those clients who were ready to move on did so in a timely manner and into a higher than normal standard of accommodation which is usually available to those on housing benefit. However, unfortunately, this trend did not follow into 2022. Whilst the spotlight remained on the global pandemic throughout 2021 and we continued to implement all of the necessary health and safety measures, Daisyhouse continued to develop and grow in terms of its governance and continued to have a future facing outlook. Daisyhouse finalised its strategy for the next three years. We are currently building the foundations to increase our 6

supported temporary accommodation by 100%. We also are reverting to fully supporting women only. In 2017, the then CEO and Board of Directors, at the request of the HSE started to accommodate a small number of men in a property separate from our female accommodation. They felt it was the right thing to do at the time as men needed to be accommodated in similar accommodation to what Daisyhouse offered its female clients. We believe Daisyhouse is at its strongest as a women-only service. Research shows the treatment needs of women differ to those of men, often requiring responses tailored for increased stigma, gender-based violence, sex work,

pregnancy, maternal responsibilities or co-occurring mental health issues. We are excited to bring all of our stakeholders on this journey with us as we continue to be guardians of some of Ireland’s most vulnerable but resilient women.

Ena Norris, CEO

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Our Services Our clients are people who are homeless for a variety of reasons- domestic violence, sexual abuse, sexual violence, addiction, ill health, relationship breakdown, loss of income, coming out of care and other complex traumas. Most of the people who have been referred to us have faced a combination of these complex challenges. Many of our clients are also parents whose children are either in the care of family members or in state care. We work closely with our clients and TUSLA on a family reunification programme to support them to become better parents and to one day be reunited with full care of their children.

Supported Temporary Accommodation We worked with twenty three individuals in our supported temporary accommodation programme in 2021. This is a unique service in Ireland where people who are homeless post treatment can come to and continue their journey through recovery. We offer this programme for eighteen months. Whilst people are with Daisyhouse, they are provided with a key worker who works with them using the Outcome Star to develop individualised care plans. Clients are encouraged to be self-directing in their care plans with a great emphasis put on recovery, mental and emotional health and meaningful use of time. All clients who avail of our supported temporary accommodation have to engage fully with the programme, regularly meeting with their keyworker and all other supports including specialised counselling which Daisyhouse provides for. There is also an expectation that all clients are involved in a meaningful day time activity, whether this is a recovery programme, volunteering, work, education or training. If a placement in Daisyhouse does not work for a client, the staff of Daisyhouse support them to ensure that they can access alternative services. In 2021, Daisyhouse supported one person to access drug treatment and appropriate aftercare support. We had ten client s move onto long- term accommodation and one client who we asked to leave the service. Of the ten clients who moved on; one moved into a Daisyhouse long term property; six 8

moved into HAP, two moved into another approved housing body accommodation and one moved into a local authority property.

Education and Employment 2021 continued to be a year of great learning in Daisyhouse. Most of the people who come to Daisyhouse initially are already partaking in a drug-free structured day programme. These programmes offer our clients their first experience of a return to structured education and training. Participants tend to attend for between six and twelve months. Once a client completes their day programme, they generally tend to move onto some form of third level education. Daisyhouse supports this work through the very generous donations given by some corporate companies. In 2021, we supported people to study a variety of different disciplines including but not limited to•

BA Counselling and Psychotherapy

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Counselling and Psychotherapy Skills and Practice

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Barbering

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ITEC Certificate in Makeup

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Forklift Driving

•

Eyelashes Extensions

•

Addiction Studies X 3

•

Third Level Access Course – Technological University Dublin X2 and DCU X1

•

BA in Computer Science- Technological University Dublin

•

BA in Social Policy- Trinity College Dublin

•

Certificate in Community Development

•

Building Futures QQI Course – INOU

•

Care of the Elderly

•

Next Step Programme

We purchased laptops for all clients as education programmes went online and for those who were attending training or education programmes in person we supported them with the cost of travel to their place of training or education. These opportunities give our clients great self-confidence and opportunities to continue to rebuild their lives and to create a brighter future for themselves.

Our Services Family Reunification Thirteen of the twenty one clients we worked with in 2021 were parents and availed of our supports in relation to family reunification. In all cases, our client’s children are in the care of the state or living with family members which has given the parent time to address their issues and trauma whilst accessing Daisyhouse homeless accommodation. In many cases the children have witnessed domestic violence, parental substance misuse, have experienced neglect and physical and emotional abuse. The biggest wish for all of our parents, who come to Daisyhouse, is that one day they will be reunited fully with their children. This is a long process, especially for those who have children in the care of the State. Every decision, which our clients make in their lives whilst in Daisyhouse, is made with these children in mind. Research has shown that when the biological parents maintain their physical and emotional ties with the child, these ties are considered crucial, for the essence of foster care is that it is a temporary expedient, since “it is generally agreed that it is in the best interests of children to live with their families”. Daisyhouse staff work with our parents to support them to overcome issues, which have or may in the future affect their relationships with their children. This may involve one to one counselling, group work, parenting skills, support in relation to meeting with TUSLA social workers and staff. Our parents may then be in a position to have contact with their children and begin to address the negative impact that their children have endured. Unfortunately due to lack of night staff and space, clients in our supported temporary accommodation cannot have any children overnight within Daisyhouse. However, we do offer on occasion, in conjunction with TUSLA (where necessary), overnight stays in hotels and B&B’s for parents and their children. Staff regularly check in with the parent throughout these overnights to ensure that everything is going well. These overnights continue throughout a client’s stay in Daisyhouse. Staff continuously liaise with TUSLA and other family members regarding the reunification of families. One of the biggest challenges for clients is ensuring that they can secure appropriate move on accommodation. Due to the traumas experienced by a lot of our clients, many are only recently on the local authority housing list. This means that as their children are not currently residing with them or as in the case of many, they don’t even have access to them when 10

they arrive in Daisyhouse, the clients housing eligibility is for one bedroom accommodation. In order for them to be reunified with their children, we work closely with the relevant local authority to ensure appropriate sized move on accommodation.

Long Term Housing Daisyhouse also operates as an Approved Housing Body. Daisyhouse has fifteen long-term properties, which are essentially a home for life for these tenants. Twelve of these are within the Dublin City Council area with a further three within the Fingal County Council catchment area. Daisyhouse is responsible for the repair and maintenance of these properties. Daisyhouse staff also offer support to the tenants at times when they need it. This is especially pertinent when tenants first move in and during their transition period. Staff are there to support tenants to fully integrate into their new communities where they feel safe and can continue to rebuild their lives away from homeless services. Daisyhouse is also responsible to address any anti-social behaviour and tenancy issues. All our long-term properties were occupied in 2021.

Aftercare Support Daisyhouse offers a comprehensive aftercare and post settlement support programme to clients who move on from Daisyhouse. We work closely with landlords, other approved housing bodies and Local Authorities to secure safe and suitable accommodation for clients. As each client works through their programme and is ready to move on and create their own home, a support system provided by the support team ensures that the condition of housing is appropriate, that utilities and services are in place, that the rights and responsibilities of the prospective tenant and landlord are clear and adhered to and that the transition to permanent independent living is as smooth as possible. The resettlement support includes everything from making approaches to secure the accommodation to the viewing, signing of documents, setting up of utilities, purchasing of furniture, getting to know the local area, identifying new doctors and other supports (NA/AA) in the communities, etc. This outreach support is provided, where practicable, for up to 1 to 2 years, in a flexible manner, to suit the needs of the client. We worked with eight people in our aftercare programme in 2021.

Referral and entry process: Daisyhouse provides an eighteen-month placement to clients who are ready to live independently with a view to moving them into their own home. It is important that referral agents have completed a risk assessment and have assessed that the applicant is ready to live semi-independently as support staff work 9-5 Monday to Friday. An oncall system is in operation for out-of-hours but for emergencies only. If you believe that your client has medium to high support needs then Daisyhouse may not be in a position to meet their needs.

CLIENTS ARE REFERRED TO US THROUGH HSE SOCIAL INCLUSION AND OTHER ADDICTION SERVICES. OUR ENTRY CRITERIA IS AS FOLLOWS:

18+

VIOLENCE

The client must be over 18

HAP

drug and alcohol free for six+ months

no history/pending charges for arson, violence, sexual or children related criminal offences. This is due to the vulnerability of our client groups and children that maybe on-site.

The client accepts HAP as a move on option

DCC DLRCC FCC SDCC They must be registered as homeless with the DCC/DLRCC/FCC/SDCC

engaging in a day programme

in need of low supports and mental health associated risks. has resided in an aftercare house, (directly leaving aftercare house to come to Daisyhouse)

engaging in supports for their recovery

is not currently addressing charges in need of low supports and mental health or conviction. associated risks.

If the referred client meets our criteria, they are placed on a waiting list. The “referring agency” is contacted and advised of same. Once a unit becomes available, the potential client is called for an assessment. If your client is successful following the assessment a date is arranged for them to move into Daisyhouse. 12

Meet our Residents Sofia’s Story I was a teenager when I first started using, I was around 16 with no coping skills. I was going through some issues and as a way to manage I began to drink alcohol & smoking hash. I took beer to school as I didn’t want to be there, I didn’t value education at this age. After my Junior Certificate, I moved out from home and started working in retail. My drug use escalated and I began to take party drugs. This escalated when these drugs stopped working, and I build a tolerance then I began to use heroin 18-19. I entered a methadone clinic from age 19 up until 22. From then, life became unmanageable and started to develop chronic physical health issues that required a lot of treatment. I was in and out of hospital for many years. Due to these conditions I had developed, I had to stop working but was completing courses. At age 22, I got off methadone successfully, but reflecting back I feel I was naive as I believed that once the drugs stopped that problems would stop too. At this stage, I didn’t do aftercare or go through any of the steps or attend meetings, I thought I didn’t need it. I focused on education as I thought that was the problem- that once I had my education I would be fine. I got onto the Trinity Access Programme aged 23, and successfully earned my place in Trinity University. I completed 3 years of my degree, however during my second year I relapsed due to a death in family & didn’t know how to cope without drugs. I managed to hold it together to get through the 3 years but my drug use was progressing to crack cocaine, life went downhill really quickly. I also entered an abusive relationship, due to this was unable to complete studies, due to the coercive control element. He had access to my phone so controlled my supports, what I wore who I spoke to, how I spent my time. Due to my extensive drug use, my lungs collapsed, however it wasn’t safe to leave this relationship, so I continued to use to get through daily life.

write again. Due to the domestic violence and being in hospital for many months, I was made homeless. Within six weeks after I left hospital, my lungs collapsed & I had a heart attack. Drug use was at a level where I was overdosing regularly. My mental health was deteriorating and I was praying each night I wouldn’t wake up. At start of 2020 I tried to take my own life, and couldn’t find any mental health supports due to my drug use. I experienced a moment of clarity as I could see my life falling down around me. When I sought help, I faced many waiting lists, referrals were taking weeks- when I needed immediate help. Eventually, I accessed a stabilisation based day programme. I started going to meetings, often on drugs, but it was an hour a day where I wasn’t using, I observed people in meetings- and it seemed like they had peace so I continued to attend. I got to a stage where I was stable enough to go to a Valium detox and came off my prescribed tablets, due to the physical health medications I was on, I was under the guidance of a treating team. Due to the physical health medications I was taking, my weight went from 7stone to 13stone in a short space of time. Upon reflection, I was very unhealthy and unwell at this point, struggling to walk short distances, sweating with even very little movement. After I became stable on methadone & off all street drugs, there was a gap of 3 weeks of a wait to enter methadone detox. I nearly didn’t make it to methadone detox as I used, despite being stable for many months, I ended up at a drug dealer’s house & although my mind told me not to score drugs, I managed to get the drugs into me despite my veins collapsing. I felt like it was a form of self-harm. When I entered methadone detox I felt safe. I knew it would be a difficult road but I knew I’d be okay.

I left the relationship in a coma.

I was in detox for 4 weeks, then went to a treatment facility for 14 weeks & I couldn’t sleep for approximately 4 weeks.

I was in hospital for several months, I had to learn to walk,

There’s 96 steps from the ground floor to the second

floor women’s bathrooms & I counted these each time. My kidneys weren’t functioning so I climbed these steps many times. I undertook 14 weeks of intensive behavioural therapy. I believe the treatment centre saved my life. It gave me a chance to figure out what my issues are & what I need to focus on after treatment. I moved to a recovery house after the 14 weeks ended, I had a bed for six months. The recovery house was good for structure & keeping myself accountable, when I left it was during lockdown which was difficult but I overcame it. During lockdown all supports, meetings were on zoom, I was not allowed past 5k. It was very difficult for me but I knew, I had to make the best of it. I was able to focus on myself without distractions, my family were outside my 5k which was difficult, too.

Living in Daisyhouse is peaceful as my life has been so chaotic. I am grateful that I have accommodation and the space to breathe & work on myself. I appreciate a place to myself with supports, before I move in to independent living. While living in Daisy I have graduated from my Day Programme, Aftercare and I have completed all recovery aftercare with addiction services. I have recently been discharged as an outpatient from the hospital where I was receiving care for my physical health. Now I am focusing on starting to grow and thrive- I am almost finished Community studies- I will be finished in August. I have applied to Trinity to return to complete my Degree. I am continuing with support from counselling and continuously work my 12 step programme. Through working on myself my relationships with family have healed greatly, we enjoy being a part of each other’s lives, it is a nice place to be in with my family.

While in the recovery house I was dating someone, but I understand now the importance of not entering relationships so people in recovery can focus on themselves without distractions.

I like the approach from staff as it is friendly & open communication, Daisyhouse has given me space to recalibrate, a base to progress & grow, staff are accommodating with supporting my needs through this.

I availed of all services while in the recovery house, I was in aftercare & a day programme, undertaking counselling, at this stage I was attending several meetings a week to start my 12 steps.

Reflecting on my early years has made me feel like it’s a different life, and I am a different person.

I began the 12 step process which was tough, especially taking accountability for past actions, I picked up service at meetings, I immersed myself in the recovery circle in my area.

So many years were about persevering, survival and existing, now I am looking forward to seeing what I can achieve with my future.

I am Excited about life.

I helped other women with their steps, I do secretary at meetings, I help others as much as I can. I moved to Daisyhouse in 2021, it was the first time I was able to settle and have the space to grow. It was the first time I have peace living here.

Claire’s Experience My drug use started when I was 14, when I was in secondary school. I was always out and about never home, handing around parks with friends, I started smoking then drinking. I never experienced any trauma growing up, my parents were the best in the world. I was a people pleaser, I wanted to fix people and I wanted to make everyone else happy, I think that’s how I fell into addiction. Now that I have done the work on myself I realise that. My drug use started off with ecstasy then acid- but things changed when I was 17 – someone gave us heroin when we looked for hash. I remember vomiting and feeling so sick. I left school at 17, and I fell pregnant at 20, I had my first child at 21, and was living in my council house. I spent a lot of time in my mother’s at that time and one day I found out she was moving to Kildare, with my siblings, I felt abandoned on my own with my baby. I met my ex-partner, who I was in a relationship with for 20 years, we have two children together. He moved in with me in my spare room. I had been clean, after my first child, my ex was living in my spare room and I discovered he was smoking heroin. I started smoking with him at this point. By the time I was 24 I was smoking heroin, then I began using heroin intravenously, and it got so bad that I couldn’t find veins. When I was pregnant with my second child I became stable on methadone in Cuan Dara, but my addictions got worse. My mother and sister started looking after my two children, for approximately 3 years and they eventually took them to live with them. My drug use got worse when the kids were away, and I began to use crack cocaine. I used to take my children shoplifting to different counties, stay in a B&B, and shoplift on the way there and back. I lost my council

house and moved into a private rented. My eldest son moved into a care home as I was unable to look after him, he was angry and hurt. My daughter, my second child, stayed with my sister. My eldest son moved back with me when he was 15, and he was an angry child. I can understand now he was hurt and felt abandoned. In January 2018 I got locked up for shoplifting, and my son and ex-partner became homeless as we couldn’t afford the rent. When I was released, I was arrested and back in jail 5 weeks later as I went back to my old behaviours. When I went back to prison, I kept asking to work with a drugs counsellor and to be referred for a detox bed. In April 2019, I was in a drug rehabilitation centre for 20 weeks. Then in September 2019 I entered a recovery house for six months. I completed 20 months in a day programme where I did a lot of work on myself and completed a lot of therapy. This was my first time in recovery. Towards the end of my using, I was drained going around. I wasn’t present. I wanted my kids and family back. I couldn’t make my own decisions when I was using, I would go along with everybody else. In the recovery house I was drained, going from day programme then meetings, it was hard work. After the recovery house, I moved into Daisyhouse. This was the beginning of my journey out of homelessness. I was 41 when I started getting clean, and I am 3 years clean on 21st of May, 2022. I decided to get clean as I really wanted it. I have come a long way. I have to sit back and reflect on how far I’ve come. I missed a lot of years with the kids. I done a lot of work on the guilt and shame. Now I have relationships with my kids and two grandchildren. I used to have supervised visits, and now the social workers are in the background

and not much involvement, I have my family back, and great relationships with my parents. My parents were always there, but they had to take a step back at a certain point, it was hard for them to see me in addiction, sitting in the cold covered in blankets couldn’t even pay my electricity. Now I am consistent with my kids, I show up when I say I will. When I take a step back and reflect things are great. I am so grateful for Daisyhouse, and without Daisy I wouldn’t be where I am today. The staff were great, and I always knew they were there. Living on my own was good after coming from six months in the recovery house, this helped me to become independent.

Even when I visited my mam on the weekend, I loved coming back to Daisyhouse and loved doing my own thing. Daisyhouse was very supportive, and it is a great place for anyone. I was in Daisyhouse for 22 months, and I helped other girls too. It has helped me live alone now, I am in an apartment with HAP, in a new day programme and I am three years clean on 21st of May. I have completed my 12 steps and I chair at AA Meetings, and help others. When I think now of coming from addiction to prison to where I am now I have come a long way.

Impact of What We Do At Daisyhouse, people learn how to rebuild their lives. They learn how to set boundaries. They learn how to move away from their past traumas. They learn how to build and sustain healthy relationships and support networks. This assists in building their personal confidence and their ability to communicate with others. This enables them to take that first step into building a new life, free from their past challenges and difficulties.

As we all know, the provision of a place to live is just one piece of the overall jigsaw of services that make a difference. In Daisyhouse it is the single sex houses, alcohol and drug free environments and the on-going support and time that clients receive, that plays a crucial role in their ability to rebuild their lives and move on to independent, drug and alcohol free sustainable, safe lives.

When clients move on from Daisyhouse, they have full support and a tenancy sustainment plan in place which is client led. This ensures that the clients remain safe and are given the skills to move forward successfully in their lives so that future tenancies are sustained. Thus preventing them from relapsing and re-entering the homeless cycle.

Housing Management and Maintenance. Daisyhouse has a policy of maintaining its properties to a very high standard. Keeping our properties in good order is essential to the delivery of an excellent service to our clients. In late 2021, Daisyhouse commissioned Impart Links to carry out a stock condition survey across all our properties. A Stock Condition Survey can be defined as an appraisal of the current condition and likely future lifespans of various elements and components that together make up the housing asset. Generally they are used to give a picture of the overall current condition of a home and estimate what needs to be spent to bring them up to, and keep them, at a good standard – over 30 years. Stock Condition Surveys are used as a business planning and asset management tool by housing associations, informing them of the future maintenance needs of their housing assets. As a result of this survey, Daisyhouse will be able to plan for more effective maintenance of our properties, thus ensuring that clients are safe and comfortable in their homes. It also allows us to ensure that an appropriate sinking fund is in place to allow us to carry out those works. Daisyhouse continues to carry out emergency, routine and cyclical repairs across all of our properties.

Legal Status, Administrative & Governance Detail Daisyhouse Housing Association is a Company Limited by Guarantee, without a share capital under the Companies Act 2014. It was incorporated on 03/02/1989 and its registered number is 139811. Daisyhouse was granted charitable status for taxation purposes by the Revenue Commissioners. Our charity number is CHY 9669 and we are registered with the Charities Regulator; number CRA 20024185. All income is exclusively used to promote the charitable objectives of the company. We comply with Statements of Recommended Practice (Financial Reporting Standard 102 and the Statement of Recommended Practice, Housing SORP 2018). Registered Office- 6 Emor Street, Portobello, Dublin 8, D08K3VF Auditors: Crowe Ireland, Chartered Accountants & Statutory Auditors, Marine House, Clanwilliam Court, Dublin D02FY24 Solicitors: Ryans Solicitors, 46 Harrington Street, Portobello, Dublin 8, D08YFN7 Bankers: Allied Irish Bank, 61 South Richmond Street, Dublin 2, D02 H282

Directors

The Directors serving during the year and since year end were as follows; • • • • • • • • • •

Alan Tracey (Chairperson) Deirdre Ward (resigned 18th January 2021) Aideen Hayden (resigned 21st July 2021) Anne-Marie Dermody ( resigned 24th January 2022) Daniel Buttle Michael Harrington David McCabe (Company Secretary) John Driver ( appointed 24th January 2022Treasurer) Sarah Colgan ( appointed 24th January 2022) Ruth McCourt ( appointed 21st March 2022)

CEO Ena Norris

Daisyhouse endeavours to achieve high quality standards of governance and management of the organisation. Daisyhouse is managed by a voluntary Board of Directors who are responsible for providing leadership and robust governance to the organisation. The Board reviews and approves the strategic plan, management accounts and annual budgets, company policies and monitors performance. The Board meets regularly as required. It met nine times during 2021. Due to Covid-19 eight of these meetings were conducted virtually. On appointment, Directors receive a formal induction and are provided with comprehensive briefing documents designed to familiarise them with the company operations, management and governance structures. The Board delegates the day-to-day operation of the organisation to the CEO. The CEO is not a member of the Board. The CEO manages the operation of the charity with delegated responsibility to the staff team. Daisyhouse reviewed all its activities and governance to ensure that it is compliant with the new Charities Regulators Code of Governance. We are registered as an Approved Housing Body with the newly established Approved Housing Bodies Regulatory Authority (AHBRA) who are finalising their new legislation which Daisyhouse will adhere to once fully operational. We are also registered with the Charities Regulator.

Charities Regulator Governance Code

Daisyhouse Housing Association is a Complex organisation in relation to the Code and as such must satisfy forty nine standards based on six principles. 1) Advancing charitable purpose 2) Behaving with integrity 3) Leading people 4) Exercising control 5) Working effectively 6) Being accountable and transparent

Board Member Meeting Attendance 2021 Board Member

2021 B o a rd M e m b e r Attendance

Deirdre Ward

1/9 (resigned in January 2021)

Alan Tracey

9/9

Aideen Hayden

4/9 (resigned in July 2021)

Anne-Marie Dermody

8/9 (resigned in January 2022)

Daniel Buttle

9/9

Michael Harrington

9/9

David McCabe

9/9

John Driver

Appointed January 2022

Sarah Colgan

Appointed January 2022

Ruth McCourt

Appointed January 2022

Sub-Committees

There were three sub-committees in operation in 2021- Governance, Audit and Risk and Funding and Fundraising.

Risk Management

The Audit and Risk Committee reviews the effectiveness of the organisation’s internal financial controls and procedures; oversees the external audit process from planning to completion and recommends the financial statements to the Board for approval. The committee also oversees our risk management process (further details in our Audited Accounts and Directors Report for 2021 and compliance with various legal and governance requirements. The Corporate Risk Register is a standing item on the agenda at every Board and Audit and Risk Sub Committee meeting.

Conflicts of Interest

The Board of Daisyhouse has a legal obligation to act in the best interests of the charity at all times and to avoid situations where there may be a potential conflict of interest. All new Board members complete a Register of Interests form and sign a Declaration of Compliance with Daisyhouse’ s Conflict of Interest Policy. Conflict of Interests are a standing item on the agenda of each Board meeting. Agendas for each Board meeting are circulated in advance for review. The Chairperson asks at the start of each Board meeting if anyone has a conflict of interest that needs to be declared. Any conflicts are recorded in our conflicts of interest register.

Fundraising

Daisyhouse is also fully committed to achieving the standards contained within the Statement of Guiding Principles for Fundraising. The Statement exists to: • Improve fundraising practice • P romote high levels of accountability and transparency by organisations fundraising from the public • Provide clarity and assurances to donors and prospective donors about the organisations they support

Lobbying and Political Donations

There were no political donations in 2021, and as a result, no disclosures are required under the Electoral Act, 1997. As required under the Regulation of Lobbying Act 2015, Daisyhouse now records all lobbying activity and communications with Designated Public Officials (DPOs). It has made the returns and submissions required by the Act.

Profile of the Board of Directors Alan Tracey- Chairperson

A Chartered Accountant, Alan is Principal Business Advisor with Knowledge Business Systems, previously employed as Financial Controller in a number of businesses, including Not for Profit Organisations. Alan has held roles as Non-Executive Director with a number of commercial organisations and supported Voluntary and Charitable organisations in a voluntary capacity. Alan was appointed Chairperson of Daisyhouse at the AGM in September 2020.

Deirdre Ward

Deirdre has extensive administrative experience and joined the Civil Service in 2018. She previously worked in Dáil Éireann, The Honorable Society of King’s Inns, NUIM and IMMA. Deirdre has an honours Arts Degree in Sociology and English from National University of Ireland Maynooth. She also has a Diploma in Public Relations from the PRII. Deirdre resigned from the Board in January 2021 as her time on the Board was completed.

Aideen Hayden

Aideen has worked in the field of housing and homeless prevention for almost three decades. Aideen joined the Daisyhouse Board in August 2019 after a brief role as Interim CEO. She is best known for her work as chair of the national housing charity Threshold, the leading advice and advocacy organisation working on behalf of vulnerable families in the private rented sector in Ireland. Aideen also holds a PhD in housing policy from UCD, is a qualified Solicitor and is also a member of the boards of the Housing Finance Agency and the Property Services Regulatory Authority. Aideen resigned from the Board in July 2021

Anne Marie Dermody

Anne-Marie joined the Board in December 2018. Originally from Galway, Anne-Marie graduated from UCD in 1992 with a BCL in Civil Law. Anne- Marie has been a practising solicitor for over twenty years, having been a managing partner of her own firm for over eight years. After a number of years in politics, she now runs her own general practice with a particular emphasis in the area of family law and mediation. Anne-Marie’s commitment to the Daisyhouse Charity is borne from her concern for women affected by domestic violence, homelessness and addiction.

Daniel Buttle

Danny has spent the last 15 years working in technical operations and service management roles, primarily dealing with government and large corporate customer segments. During this time, Danny has worked in a combination of small agile companies and some of the largest employers in the world. Danny’s current role is as Operations Manager in Amazon Web Services. In his career, he has been a keen participant in Diversity and Inclusion initiatives both in Ireland and globally. He holds a BSc. in Computer Applications from Dublin City University.

Michael Harrington

Michael is a real estate agent with over 30 years’ experience in the Irish property market. Previously a director of HWBC and CBRE Ireland, he set up Harrington Retail, a niche advisory practice in 2013. A Chartered Surveyor, Michael holds a Diploma in Property Economics from TU Dublin, a BSc in Surveying and an MBA from Trinity College Dublin. Michael was appointed as a Director in July 2020.

David McCabe- Company Secretary

Dave is the Iarnród Éireann Company Secretary and over the past eight years has worked in a variety of corporate governance and company secretarial roles for semi-sate, private entities and publicly listed companies. Prior to this, Dave devilled as a barrister on the southern eastern circuit and provided contractual legal research services to governmental and non-governmental organisations. Dave holds a BA in Legal Studies and Business from Waterford Institute of Technology, a Barrister-at-law degree from Kings Inns and a MSC in Management and Corporate Governance from Ulster University. Dave was appointed as a Director and Company Secretary in January 2021.

John Driver

John is a Tax Director in Grant Thornton Ireland with a focus on the financial services industry and works across a broad range of clients within banking, insurance, aviation and asset management. Prior to specialising in tax, John worked in analytics for a number of years within one of Ireland’s pillar banks and has gained industry experience in a number of Ireland’s leading financial institutions. John is a member of the Irish Tax Institute (ITI) and a member of the Association of Chartered Certified Accountants (ACCA). He holds a Masters of Science (MSc) degree from DCU and a Bachelor of Science (BSc) degree from Maynooth University.

Sarah Colgan

Having studied at Trinity College, Sarah began her career working in television and entertainment in London. She moved from MTV to the BBC before returning home to develop new television formats and produce prime time programming for RTÉ. She established Dublin-based creative advertising agency Along Came A Spider in 2014 and, in 2018, founded and led a national movement called 20×20 which changed the landscape for women in sport, winning several national and European awards.

Ruth McCourt

Ruth has worked in the charity and non-profit sector for over a decade in a variety of areas including child welfare and protection, sexual and gender-based violence, and European affairs. She currently works for the Irish Heart Foundation, where she leads the Marketing, Communications and Digital Team. Ruth holds a BA from Trinity College Dublin and an MA from Dublin City University, as well as a number of further postgraduate qualifications.

Strategic Priorities

Objectives Growth in Services

Extend Relationships

Increase capacity in relation to the Support Temporary Accommodation programme by 100% for both numbers of Clients and Accommodation places. These are to be female specific services.

• Develop and extend relationships with referring partners and service funders who’s Clients would benefit from our Support Temporary Accommodation programme

• We will do this by the identification and purchase of a minimum of two additional properties and turning them into individual self-contained units. • We will secure both public and private funding to achieve this. • We will grow our team accordingly. • We will ensure that referral agents are aware of the service and what it offers to potential clients. • We will offer a high quality service to provide for the best outcomes for our clients • We will ensure that we listen to the voice of our clients to ensure that they get the best service possible. • We will maintain our properties to the highest standard. • We will implement an appropriate aftercare service to ensure that clients do not return to homelessness and that they remain in their long term housing.

• We will utilise all networking opportunities to ensure that all appropriate and potential referring partners are aware of the service and the requirements to access same • The Daisyhouse team will continue to partake in any research which is relevant to the needs of our clients • We will ensure that our website contains all the relevant information for referring partners. • We will continue to liaise and grow relationships with our service funders • We will ensure that there are appropriate communication streams between Daisyhouse and its referring partners

Increase Funding

OPERATIONAL PRIORITIES

Develop and increase capacity so that a minimum of 25% of overall Income is derived from independent and sustainable means allowing us to set aside a minimum of 10% of our Income each year towards growth in reserves and services.

Organisation: Organisational review completed 2020 with focus on culture and operational efficiencies. A lot of work has been carried out on reviewing policies and procedures.

• We will develop and invest in our Fundraising Strategy in order to maintain existing and develop new sources of sustainable income • We will develop and invest in a robust communications strategy to ensure that all of our funders both public and private are invited to be part of the Daisyhouse journey

Governance and Compliance – Accounts brought back in house for more surety on the standard of accounting practices and financial reports produced. Tendered for new Auditors who are now in place and have completed their first annual audit. New handbook and Code of Conduct for Board members produced and signed off by the Directors. New Governance, Audit, Risk, Fundraising and Funding Sub Committees in place.

• We will ensure the Fundraising Sub Committee of the Board of Directors are Finance – Comprehensive Budgets set out at the beginning of the year which are driving the strategies managed carefully and reviewed on a regular • We will develop our relationships with basis throughout the year. Stringent financial both existing and new corporate partners policies in place. Strong relationship built with all funders- Statutory, Corporate, Philanthropic • We will develop our relationships with and Individuals. both existing and new philanthropic Charity Operations: Operating at 100% partners capacity to maximise benefits to clients, • We will diversify our public sector funding supporters and society. New CRM systems stream introduced to record all client information • We will implement excellent financial and maintenance issues. New Assessment, key working and care planning tool- Outcome management practices Star, introduced to support clients in their journey out of homelessness. Training • We will use our resources effectively schedule in place for all staff. We will achieve these by implementing the following operational priorities building on our achievements from period 2018-2020

The History of Daisyhouse Daisyhouse was founded by the late Sr Una McCourtney CSJP (1935-1996). Sr Una was Principal of a School in Washington State, USA for many years before returning to Ireland to work with people experiencing homelessness and women fleeing domestic abuse. With the help of the then Senator, and former President, Mary Robinson, her sister Eilish and Ita Kelly, a property was found in Dublin 8 and Sr Una opened up a new service for single homeless women. Out of this experience, Daisyhouse was born in 1989. Through Sr Una’s inspiration, Daisyhouse continues to offer a service that is nonjudgmental, compassionate and totally focused on the best interests of each individual homeless person we support and work with.

Where did the name ‘Daisyhouse’ come from? Sr. Una chose the Daisy flower as it was symbolic – being ‘rooted’ and ‘secure’, it had the potential for continued growth. The centre of the flower, containing daisy seeds, represented the individualism of the people the organisation worked with. The petals, reaching outward symbolised the embracing of new possibilities based on a sense of security, a feeling of confidence and a recognition of personal dignity and self-worth. We had phenomenal support from both new and existing partners in 2020 on many levels in a myriad of manners. There are so many who assisted us – it is not possible to name everyone; thank you sincerely.

Directors Report and Financial Statements 2021

Daisyhouse Housing Association CLG CONTENTS