DHA Communications is marking 25 years of helping those in the public and non-profit sectors to develop evidence, influence and communications for positive social change. As we look to the future, we do so as a newly established Employee-Owned Trust. Daniel Harris, DHA Founder, reflects on this milestone and our next steps.
DHA Communications was set up 25 years ago with one main purpose in mind; to build much stronger connections between the public and non-profit sectors – and those they serve. I had spent time in central and local government and working as head of campaigns for a major trade union and it always seemed to me that the people we worked for; the public, were often let down by the very organisations which aimed to make their lives better. This is, of course, is about communicating clearly and effectively, but it is also about accountability.
Our work has thus centred on ensuring that communication bridges the gap between organisations that seek to make positive change and the people they serve, bringing audiences closer to the decisions that affect their lives. In the arts, global development, social justice and public policy, we have always put that at the heart of what we do.
Of course, so much in the world has changed over a quarter of a century. Governments and policy priorities have come and gone. Austerity was a needless attack on the infrastructure of government and social sectors. COVID had impacts that will be felt by an entire generation. And today we see support for international development at its lowest since the 1970s.
Our work too has changed. We now use a greater range of digital and multi-media communications and produce evidence as graphics and animations, so that we reach people where they are – through their screens and phones. AI is developing apace; something we couldn’t have envisaged when I started DHA in my 30s.
However, one thing has remained constant throughout all this change. The talent, commitment and skill of the team have always sustained us – and always will. So, as DHA looks to building a strategic, stable and secure future for the next 25 years, and beyond, it made sense to put this at the heart of our plans going forward.
Moving to an employee ownership model gives us this option. It keeps the organisation largely as it is, but with a new governance structure – a trust run for the benefit of employees – and that also establishes greater accountability; something close to what DHA is about. The new model is also fully profit sharing, giving everyone an equal stake in success.
As a team, we’ve had many conversations about what this means in practice. How will things change? How will this reflect the company’s values and commitment to social good? What is it we have already and what do we want to keep or shift in the future? On the details too, such as how and when does the trust report to and involve all staff? Through these discussions it soon became clear that becoming an Employee Owned Trust (EOT) will take us forward in a way that preserves the best of what we have and that centralises the ideas that drive us – just as much now as for the past 25 years.
With expert legal support (a nod to the team at Baxendale who have patiently and seamlessly supported our EOT journey), we’ve developed the provisions and codes necessary, and last November marked our official transition.
From here, the story is untold. Not much will change in the short-term and our clients won’t notice anything different in our everyday support and commitment to their causes. But in taking these steps to protect the future of DHA Communications, and putting our staff at the heart of that, we are cementing our ability to keep serving our clients for the long-term, to continue working hard and enjoying what we do – and to always support our partners, our clients, to enhance their accountability, to deliver meaningful communication and sharp research that allows them to serve those who most need their support.
Find out more about some of our recent work.