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Irish Guide Dogs for the Blind Strategic Plan '08 -'10

{Picture : Léan Kennedy}

{Picture: Patricia Byrne, Ned Cotter & Guide Dog, Rosie}

{Picture: Mary Mulcahy, Jerry Mulcahy and Assistance Dog, Gaz}

Building on Success...
Shaping the Future...

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{Picture: Martin Gordon and Guide Dog Jake}

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Page 05: Executive summary

Page 08: Demand context
Strategic objectives

Page 13: Strategic objective 01:
To provide quality dogs and service.

Page 19: Strategic objective 02:
To develop the best in class of staff through excellence in recruitment training and development.

Page 23: Strategic objective 03:
To value and support our volunteers.

Page 27: Strategic objective 04:
To develop services for clients future needs.

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Page 31: Strategic objective 05:
To expand our facilities to support the Organisation's aims.

Page 35: Strategic objective 06:
To generate sufficient resources / funding to meet the demands of our vision.

Page 41: Strategic objective 07:
To continue the development of Assistance Dogs Programme.

Page 45: Strategic objective 08:
To develop an organisational capacity for advocacy.

Page 49: Strategic objective 09:
To promote and facilitate research which supports the Organisation's vision, mission and objectives.

Page 53: Strategic objective 10:
To have in place an emphasis on value for money which underpins planning and day to day operations.

Page 57: Conclusion

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Chairman's Message

I am delighted to have the opportunity of introducing our Strategic Plan 2008 - 2010 which clearly sets out the path to the future growth and development of the organisation and marks an important stage in the development of Irish Guide Dogs for the Blind.

Since our foundation 31 years ago, the history of our organisation has been typified by continued progress and considerable achievements. The theme of this plan "Building on Success, Shaping the Future" very much recognises the successes of the past and uses them as the basis on which to plan for the future. Our focus is very much on a sound strategic vision and detailed plans and activities to achieve our objectives.

People are at the heart of everything we do and throughout the plan there are strategies which further support our clients, their families, our volunteers, our staff and our benefactors.

In the timeframe of this plan, we will train and support many more people. We will provide them with services which are continuously improving. Our plans for additional volunteer involvement will define our success helping to create an environment where voluntary effort is at the centre of our growth and development.

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Throughout the plan, we focus on the need to provide value for money, money which is given in donations either directly or through our many hundreds of fundraising volunteers and by statutory agencies. This focus will ensure that in delivering the growth and developments outlined in this plan we will have built an organisation that is in good shape financially and has a sound base on which to plan for the future.

A plan that fails to challenge only partially fulfils its brief. The challenges in this plan will give us the motivation and the structures to act decisively in building an organisation which is capable of not only meeting the demands of the next 3 years but has the resources and skills to deliver into the longer term.

The success of this plan will be measured over its three year duration. Our focus will be on the many deliverables and the impact of our work on our key stakeholders.

I very much look forward to being a part of its implementation and celebrating our key milestones and success.

Finally, I want to thank our Board of Directors, Senior Management and Staff for their work in developing this plan and for their efforts in laying the groundwork for its successful implementation.

Tom Aplin Chairman of the Board of Directors

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Executive Summary

This plan maps out the future in terms of our service provision and establishes realistic goals and objectives which are in line with our vision and mission.

Our Vision

A future where persons who are blind, vision impaired and disabled achieve independence and dignity through our worldclass guide dog and ancillary services.

Our Mission

To provide the highest quality of services in partnership with our clients while planning for the future and valuing clients, volunteers and each other.

Our Core Values:

Open communications focused on integrity, accountability and transparency
A partnership approach with clients & their families, our volunteers, our staff and our Board of Directors
Professionalism in our work
Person centred

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Strategic Objectives:

To provide quality dogs and services
To develop staff through excellence in recruitment and training & development
To value and support our volunteers
To develop services for clients' future needs
To expand our facilities to support the organisation's aims.
To generate sufficient resources/funding to meet the objectives of this plan
To continue the development of the Assistance Dog Programme
To develop an organisational capacity for advocacy
To promote and facilitate research which supports the organisation's Vision, Mission and Objectives
To have in place an emphasis on value for money which underpins planning and day to day operations.

The Top Line Objectives Of This Plan:

Achieve a population of 200 working Guide Dog partnerships by the end of 2010;
Expand the Assistance Dogs Programme for Families of Children with Autism to facilitate training at least 40 families annually by the year 2010, and in the process achieve a client base of over 140 partnerships;
Enhance our Orientation & Mobility, Child Mobility and Independent Living Skills training programmes to optimise training capacity and incorporate innovation;
Put in place the human, financial and physical infrastructures necessary to facilitate the expansion in services and supports;
Strengthen the role of volunteers in all aspects of the organisation's activities.

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Our Five Main Services:

The Guide Dog Programme
The Assistance Dogs Programme For Families Of Children With Autism
The Child Mobility Programme
Orientation And Mobility Training
Independent Living Skills Training

This plan is set against a background of sustained growth in demand for our five main services and is focused on developing our training capacity in all areas, delivering increased output and improvements in client support. It outlines a set of initiatives which aim to value and increase support to key stakeholders, i. e. clients, volunteers, donors and staff.

At present the organisation receives 15% of annual income from statutory agencies, with the remainder coming from fundraising and donations.

Delivery of this plan will add significantly to annual operating costs along with major capital investments. A coordinated approach to securing the additional financial resources necessary for the success of this plan is in place, with provision being made for additional fundraising activities and ongoing efforts to secure increased financial support from Government.

There is an emphasis on innovation and excellence in communications throughout.

The plan is subject to regular review by the Board of Directors and senior management. Key performance indicators (KPI's) have been put in place for each element which ensures transparency of purpose. The KPI's assist our board and management in monitoring and evaluating performance against objectives and allow for corrective action where necessary.

A key principle underpinning this plan, and its implementation, is one of optimising the return on resources. This will be evident in; the deployment of staff, day to day spending and capital investments.

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Demand Context

Over the past four years we have experienced continued growth in demand for all five of our services. This is largely due to an increasing awareness amongst potential applicants of the life changing impact of professional mobility and independent living skills training. These applicants are further reassured by the quality of our client support and after care service.

There is an increased confidence throughout the organisation that further growth to meet additional demand is not just a possibility; it can be quantified, resourced and planned. This plan supports the expansion and continued development of existing and emerging services.

Our objective is to meet the additional demand with quality services, while minimising the client's waiting time between making an application and receiving training. Currently there are over 11,800 people in Ireland who are registered as blind. *

The total number of blind and vision impaired people awaiting specific services included in the National Physical & Sensory Disability Database Committee Annual Report 2007 ** (NPSDD) was 1628. It is widely recognised that this figure is significantly understated given that the total number represents 65% of the target national coverage for the database. Also it only includes persons aged under 66. However the NPSDD does point to significant levels of unmet need amongst respondents for two of our primary services.

* Source: National Council for the Blind, Register of blind persons 2006
** Compiled by The Health Research Board to provide information on the service needs of people with a physical/sensory disability

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The Guide Dog Programme

According to the NPSDD 2007 report, there was an unmet need for a guide dog amongst those having vision impairment, of 213 persons. Of that number, 173 respondents stated that they would avail of the service immediately were it available to them. There is a 21% increase in the unmet need for a guide dog when the 2007 NPSDD figures are compared with those of 2004.

Orientation And Mobility Service

Using the NPSDD data in relation to Orientation and Mobility Services (Long Cane Training), the unmet need in 2007 was 362 people (284 of whom cited an immediate need for services). This represents a 12% increase on the corresponding figure from the 2004 NPSDD report.

Independent Living Skills Training

In relation to Independent Living Skills Training, there is an increased level of demand owing to a greater awareness of our service amongst potential users. Blind and vision impaired people of all ages can benefit from this programme, which focuses on independent living for both inside and outside the home. We continue to raise awareness of the programme amongst potential users and are tailoring the training to ensure it meets individual needs.

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Child Mobility Programme

We are actively engaged with the Department of Education and Science (Special Education Section) on the future development of the Child Mobility Programme. In 2006 the service was confirmed within the framework of services provided by the Department, having been operated on a pilot basis by Irish Guide Dogs for the Blind since 1999.

From our discussions to date with the Department of Education, there is evidence of a clear demand both from within the geographical area currently served (Cork, Tipperary and Waterford) and on a nationwide basis. Our focus is on further developing the service while continuing to work with the Department to ensure it is made available to children in other geographical locations.

A key factor governing the future will be the ongoing expansion of the visiting teacher service (as operated by the Department of Education). The expansion of this service will have the effect of increasing the number of assessments of blind and vision impaired children thereby establishing their mobility and living skills needs.

We very much value our role in providing this service. We receive ongoing feedback on the high quality of our work and the impact it has on the children involved and their families. We are confident in our plans to expand our activity in this area to meet future demands.

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The Assistance Dogs Programme For Families Of Children With Autism

Since its launch in 2005, the Assistance Dogs Programme for families of children with Autism has seen a significant level of interest from parents of Autistic children. Over the past two years the focus of our work has been on streamlining aspects of the service from the application and assessment phase to the training and support elements.

Through ongoing independent evaluation we have improved our understanding of the impact of the Assistance Dog on the child and the family. We have implemented changes to service provision, support and follow up based on the recommendations arising from the evaluation reports.

The evaluations have pointed to a consistent set of positive experiences for the families involved. The common theme emerging is one of a "life changing" impact.

At present, the level of demand for the service far outstrips our dog production and client training capacities. Our waiting list as at January 2008 stands at over 100 families. As more parents of a child with Autism become aware of the positive impact of the Assistance Dogs service, and as the rate of assessment of need increases following on from the implementation of the Disability Act, we are in no doubt that demand for the service will continue into the future.

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Strategic Objectives

We have in place a set of strategic objectives which articulate a framework for the management and growth of the organisation while pointing to future development.

A business plan is in place for the achievement and progression of each objective.

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Strategic Objective 1:
To provide quality dogs and services.

{Picture: Nuala Geraghty -Trainee Assistance Dog Instructor}

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Part 1 - Quality Dogs

Key Personnel

Guide Dog Training Manager
Client Services Manager
Kennels Team
Breeding Supervisor
Puppy Walking Supervisors
Early Training Unit
Guide Dog Mobility Instructors
Volunteers

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Key Activities

Implement a set of standards, which are consistent with international best practice and cover all stages of the dog lifecycle. Develop structures which support continuous improvement;
Train and develop staff providing them with the skills and resources to train quality dogs;
Recruit, train and support a group of volunteers who will support the breeding, puppy walking, training and boarding programmes;
Implement a set of progressive Human Resource procedures which assist in managing performance and support staff in delivering excellence;
Develop the breeding programme to sustain growth and diversity of dog supply;
Complete the construction of the kennel and breeding complex at National Headquarters in order to support increased dog numbers;
Develop a facility in Dublin to support the puppy walking programme and provide client supports in the Leinster area;
Implement an innovative and cost efficient health management programme for dogs;
Develop both local and international affiliations to secure sources of breeding stock, pups and adult dogs;
Implement continuous improvement programmes for both the client matching process and the provision of client aftercare.

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Key Outputs

Staff, through their knowledge and skills, continue to produce quality dogs
A volunteer recruitment and support programme is in place;
Continuous improvement in standards at all stages of the dog training cycle;
Improved matching process and increased success of dog/client partnerships in the early stages;
The client aftercare programme supports an increased number of partnerships. A service standard of one annual visit per established partnership is delivered. Response times to emergency and unplanned requests are improved;
Client feedback mechanisms are in place with outputs incorporated into the planning and delivery of services;
The development of the Cork and Dublin facilities is completed;
Key relationships are in place to support research into dog health and behaviour. There is additional emphasis on screening and health management.

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PART 2- Quality Services

Key Personnel

Client Services Manager
Guide Dog Mobility Instructors
Mobility Instructors
Assistance Dogs Instructors
Client Service Administration
Access and Education Officer

Key Activities

Implement service delivery plans for all services which are linked to clients' needs and are characterised by best practice and innovation;
Conduct bi-annual client surveys and implement robust mechanisms to secure both post class and ongoing client feedback;
Implement world class quality standards for all services with ongoing measurement and review;
Introduce best practice assessment and selection procedures which ensure appropriate services are delivered in line with client needs;
Build confidence of clients through delivering an aftercare system which is tailored to client needs;
Implement initiatives to increase awareness of our clients and services amongst the general public, business and service providers in order to improve access, acceptance and understanding;

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Collaborate with other agencies and service providers as advocates to ensure that client needs are met;
Increase the involvement of volunteers as part of a series of initiatives which enhance the training experience for clients and enhance support for clients and their dogs;
Deliver services within agreed budgets.

Key Outputs

All services are delivered to a world class standard;
Targets for increased client numbers and added training capacity are achieved inside the agreed time frames;
Innovative service delivery plans are in place which are the subject of ongoing review;
A quality management system is in place for all services;
Waiting times for services are reduced, communication with clients is excellent;
Client feedback is incorporated into decision making on development and delivery of services;
Staff involved in the delivery of training, supports and services to clients have been equipped with the knowledge and skills to deliver quality services;
Volunteers have an increased role in the service delivery model;
A programme of advocacy, education and awareness raising initiatives is meeting individual client needs along with helping to create better environments for day to day living;
The cost of training and aftercare is managed effectively and is in line with agreed annual budgets.

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Strategic Objective 2:
To develop staff through excellence in recruitment, and training & development.

{Picture:Jessica Amberson, Mobility Instructor with a member of the Aran Direct team}

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The success of this plan is directly linked to the ability and confidence of our staff. Through employing effective HR strategies we will promote open and honest communication, invest in training and development in order to support staff in the pursuit of excellence.

Key Personnel

Human Resources Manager
Senior Management
Supervisors & Team Leaders
All Staff

Key Activities

Design and implement a resource planning model;
Implement a series of Human Resource initiatives (in line with best practice) to support effective communication, staff engagement and motivation;
Implement a Leadership Development Programme;
Ensure staff understanding and participation in performance management review process;
Implement annual agreed training plans to support both staff and organisational objectives;

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Develop and implement the communications policy to support transparency and shared knowledge of objectives;
Implement initiatives to support team culture and procedures that support high performing and innovative staff.

Key Outputs

Best practice Human Resource policies and procedures are in place for recruitment, training & development and retention of staff;
Staff understand their objectives and their role in helping to achieve both team and organisational goals;
Formal and informal staff recognition systems are in place;
Staff are encouraged to undertake training and development opportunities to support their professional and personal development;
Staff feel supported as innovators and have opportunities to input into the development of services and systems;
Our Board of Directors, management and staff have ongoing opportunities for formal and informal communications;
Achieve improved results in the "Excellence through People" award scheme.

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Strategic Objective 3:
To value and support our volunteers.

{Picture: John O'Shea, Volunteer Fundraiser}

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For over thirty years, volunteers have been at the heart of the development, growth and success of Irish Guide Dogs for the Blind. They are central to our future success. A plan is in place which aims to attract new volunteers and provide the highest level of support to those already involved with the organisation.

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Key Personnel

Board of Directors
Management and Staff
Volunteers

Key Activities

Implement a set of policies, procedures and best practice initiatives which support volunteer involvement in all aspects of the organisation's activities;
Communicate a positive image of Irish Guide Dogs for the Blind as an organisation that welcomes and fully supports volunteer involvement;
Include a role for volunteers in developments and business plans;
Improve communication and support structures for existing and new volunteers;
Train staff in the techniques and skills of communicating with volunteers and supporting their involvement;
Implement procedures for recruitment, referencing and induction of volunteers;
Create feedback and communication opportunities (surveys, email groups etc) for volunteers in order to ensure understanding of their experiences as well as securing their input into planning and decision making.

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Key Outputs

An increased number of highly motivated volunteers are involved at all levels of the organisation;
A working model which fully supports the recruitment, recognition, and retention of volunteers is in place;
Through ongoing training and development, staff have the commitment and skills to involve and value volunteers;
A comprehensive database of volunteers is in place which supports improved communication;
Existing fundraising branches are strengthened through the involvement of new volunteers, a number of new branches and support groups have been established;
The organisation achieves recognition for the quality of its volunteer support programme thereby leading to increased interest and support.

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Strategic Objective 4:
To develop services for clients' future needs.

{Picture: Festus Asemota, Client and Minister for Health and Children, Mary Harney TD.}

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Irish Guide Dogs for the Blind has a track record of innovation in the planning and delivery of services, tailored to meet the emerging and changing needs of blind & vision impaired people as well as people with disabilities such as Autism.
We are firmly focused on developing and refining services to continue to reflect the changing needs of existing and potential clients.

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Key Personnel

Board Members
Senior Management
Client Services Manager
Client Services Team
Clients and Service Users

Key Activities

Ensure that management and staff are fully aware of service developments which have the potential to enrich the quality of life for blind and vision impaired people and people with disabilities. International service delivery models are examined for opportunities which can be transferred to the Irish context;
Explore opportunities in service provision which will maximise the utilisation of staff, physical infrastructures and financial resources;
Secure ongoing client feedback to identify gaps in service provision by Irish Guide Dogs for the Blind and/or other agencies;
Develop an awareness of the changing needs of our clients and how the continued development of the economic, social, cultural, and physical landscape impacts on their capacity for independent living and mobility;
Scope the demand for services and the sustainability of new programmes in terms of cost, impact on service users and sustainable demand;
Investigate fully the resources and expertise required to provide the emerging services and the degree to which they are in line with our core competencies;
Develop service delivery models in partnership with clients which take account of resource implications;
Assess opportunities for collaboration with other agencies in terms of research, development and implementation;

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Assess funding opportunities for proposed services;
Communicate new service developments to key stakeholders to include existing clients, applicants and agencies;
Review effectiveness of service in terms of take up, meeting client needs, cost and overall impact.

Key Outputs

A structure is in place which supports client feedback and significantly reinforces their confidence in the organisation;
Additional services impact positively on the quality of life of our clients providing increased opportunities for inclusion and independent living;
Increased support from statutory agencies and greater credibility with the public who are increasingly aware of us as an innovative organisation;
Additional opportunities for positive PR and media coverage leading to increased public confidence and funding;
Innovation in service provision contributes to the development of a positive working environment which impacts favourably on staff recruitment and retention. It also creates additional opportunities for volunteer involvement.

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Strategic Objective 5:
To expand our facilities to support the organisation's aims

{Picture: IGDB National Headquarters and Training Centre}

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In order to maximise training capacity and retain the best facilities for clients, volunteers, staff and visitors, a programme of capital projects is being planned. As an increasing level of activity in client aftercare, dog training and fundraising is taking place in Dublin and Leinster, plans are advanced for the development of a facility in the city. The possibility of locating in other geographical centres is also being investigated.

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Key Personnel

Board of Directors
Senior Management
Staff
Co-opted Advisors

Key Activities

Assess service delivery plans and potential for future growth and development as a basis for undertaking capital projects;
Establish a Board/Management committee to assess the rationale for projects, develop plans and oversee the projects from planning to completion;
Secure financial resources for individual projects from public and private sources;
Explore opportunities for cooperation with other agencies, statutory bodies etc in the development of facilities;
Carry out ongoing review of projects to ensure they are in line with budgets and to ensure the developments meet the emerging needs of the organisation.

Key Outputs

A clearly defined plan for the infrastructural developments necessary to sustain the future growth and development of services is in place;
The projects are completed to agreed time-frames and within budgets;
Services and supports for clients and volunteers are more localised resulting in greater client confidence, increased demand for services from new and existing clients as well as achieving operational and cost efficiencies;
Improved facilities contribute to a better environment for staff and increased staff satisfaction; T
he profile of the organisation is significantly enhanced by the new developments.

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Strategic Objective 6:
Generate sufficient resources / funding to meet objectives of this plan.

{Picture: Ciaran Quigley, Gary Kelly, Emer Curry, Hudson & Sage - Volunteer Fundraisers, Donegal}

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The initiatives outlined in this plan will have a significant impact on our cost model with a projected 50% increase in overheads within the 3 year time frame. This increase is outside of the funds needed to complete the key infrastructural projects necessary for the success of the plan. We can face this challenge with confidence given the very favourable increases in the flow of funds to the organisation in recent years.

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In the period from 2003 to 2006 total income (excluding bequests) grew by 116% with funds raised by our volunteer branches growing by 97%. The role played by our branches and committed volunteers is invaluable; it is the cornerstone on which our future plans are built.

Income from bequests has also grown and has helped to build reserves designated for special projects.

There have been modest, but still welcome, increases in multi-annual (core) funding from statutory agencies, although this figure represents just 15% of total income.

The development of the Assistance Dogs Programme has been supported by once off grants from statutory agencies. There is an urgent need for ongoing funds to meet the cost of running and developing the programme.

There are two separate strands to the funding objective:

Securing a significant level of our multi-annual statutory funding which is in line with peer organisations and reflects the importance of our client training & support programmes;
The development of sustainable additional revenue through fundraising.

Key Personnel

Board of Directors
Senior Management
Regional Development Managers
Fundraising Staff
Communications Team
Branch members and Volunteers

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PART A: Statutory Funding

Key Activities

Devise strategies for approaching all relevant funding agencies at national and local level;
Focus resources on the key objective of increasing the percentage of total revenue which is received from statutory agencies in multi-annual (core) funding;
Seek ongoing opportunities for meetings with key decision makers to progress the objective;
Increase the number of networking opportunities for key staff through membership of relevant committees and sectoral groups;
Collaborate with other sectoral agencies to ensure that overall funding for the sector is increased.

Key Outputs

The level of core funding as a percentage of overall income has increased;
Project funding is achieved for specific initiatives;
Ongoing communication with government and state agencies is leading to an increased awareness among decision makers of the positive impact of our services and the issues impacting our clients. We are influencing planning andpolicy at a local and national level.

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PART B: Fundraising

Key Activities

Implement the strategic fundraising plan which supports the objective of delivering sustainable growth in income through existing structures while developing successful new initiatives;
Build the skills, knowledge and effectiveness of the fundraising team through training and development;
Implement initiatives to increase the level of funding secured from philanthropic organisations and non government bodies at home and abroad;
Implement strategies to best support and increase the number of volunteers and further develop the branch fundraising structure;
Involve our expanded client base, their families, colleagues and friends in support of fundraising activities;
Build the profile of the organisation, through effective communication of the positive impact of our services in order to support fundraising activities and attract additional volunteers;
Implement best practice standards for transparency and accountability which add to public confidence;
Undertake ongoing research and development initiatives to increase awareness of emerging opportunities and threats;
Reduce the ratio of fundraising costs to revenue on an annual basis.

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Key Outputs

Sustained growth in fundraised income which funds both current and capital expenditure while adding to revenue reserves;
An experienced, highly effective team of fundraisers whose outputs are characterised by innovation, in support of volunteers and benefactors;
Existing volunteers feel supported and valued with additional volunteers joining the organisation to support fundraising activities;
Income is being derived from a variety of sources, including corporate donations, national events and an expanded branch and volunteer structure;
The ratio of fundraising cost to revenue is in line with or below annual targets.

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Strategic Objective 7:
To continue the development of the Assistance Dogs Programme.

{Picture: The O'Shea Family and Assistance Dog, Eve}

[STRATEGIC PLAN - Page 42]

The introduction of this service has had a major impact on the quality of life of the participant families and their children. The opportunity exists for the continued development of the Assistance Dogs Programme for Families of Children with Autism. A service development plan is in place which will expand the numbers of clients trained annually and provide a comprehensive level of aftercare and support. Consideration is being given to further extending the service to assist people with other disabilities.

[STRATEGIC PLAN - Page 43]

Key Personnel

Board of Directors
Senior Management
Assistance Dog Instructors
Client Services Team

Key Activities

Pursue a twin track approach (statutory and fundraised income) to developing funding for the existing service and additional resources required to fund expansion;
Undertake ongoing evaluation of the programme in order to increase the opportunities for learning and refining the service in line with client feedback;
Secure training and learning opportunities for key staff;
Strengthen involvement and contacts with Assistance Dogs International and other organisations so as to increase knowledge and develop an awareness of emerging trends;
Maintain ongoing contacts with relevant disability representative groups;
Investigate funding streams and the likely public and volunteer support for any new initiatives in this area;
Develop pilot projects for new initiatives, to include seed funding and inbuilt evaluation system;
Use the evaluation data to validate decision making on potential for new projects;
Maximise the communications opportunities arising from the Assistance Dogs Programme and in particular any new service developments.

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Key Outputs

The numbers of families trained annually on the Assistance Dogs Programme for Families of Children with Autism is increased annually to an output of 40 units per year by 2010;
Sustainable funding streams are in place to meet the cost of the programme and to support its future development;
Ongoing evaluation is in place;
Through involvement in Assistance Dogs International our knowledge is growing and we are assisting in the development of the service in other countries;
Key relationships are established with other disability groups, with ongoing research to assess and develop possible additional applications for the Assistance Dogs service;
The Programme continues to attract positive publicity, enhancing our status as an innovative organisation;
We are optimising the use of our resources.

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Strategic Objective 8:
To develop an organisational capacity for advocacy.

{Picture: Joe Bollard and Guide Dog, Dillon}

[STRATEGIC PLAN - Page 46]

Complementary to our role as a service provider is that of advocacy for our clients. This work supports the development of a more inclusive society which facilitates our clients in participating further in work, education and other activities.

[STRATEGIC PLAN - Page 47]

Key Personnel

Board of Directors
Senior Management
Access and Education Officer
Communications Officer
Clients

Key Activities

Develop a dedicated staff resource with inputs from senior management, Board Members and specialist advisors, to support the advocacy programme;
Prioritise, through research and through contact with clients and other agencies, a set of initiatives and outcomes on which the organisation is seeking to have influence. Set targets and timeframes for delivery on objectives;
Train and develop staff in order to ensure a knowledge of legislation, research capabilities, improved networking and communication skills;
Build strategic alliances with statutory bodies and disability agencies in order to increase the effectiveness of our work;
Provide information materials and training inputs for key services, such as transport, hotels, restaurants and retail premises, which promote best practice in dealing with our clients. Undertake ongoing follow up to ensure the above initiative is successful;
Implement a sustainable education and awareness raising programme for schools, partnering with statutory and other agencies, in order to influence positiveattitudes towards clients amongst schoolchildren and adults;
Implement innovative communication strategies to secure media coverage for issues which impact on our clients;
Allocate an annual budget to cover advocacy and education activities, taking account of funding opportunities for research and advocacy initiatives.

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Key Outputs

Clients are actively supported to live and work independently;
Difficulties created through a lack of awareness, inequality or inappropriate planning are highlighted and removed;
There is an increased confidence amongst prospective clients in the organisation and our services which is impacting positively on client procurement initiatives;
Advocacy and education activities enhance our public profile helping to deliver additional fundraising and communications opportunities.

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Strategic Objective 9:
To promote and facilitate research which supports the organisation's vision, mission and objectives.

{Picture: Dr. Terry Grimes, University College Dublin}

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Through research, we have the opportunity to build our knowledge base and directly improve the quality of our work in breeding and training dogs and in the development of services for clients. Research supports increased effectiveness in fundraising and communications. It helps the organisation build a culture of innovation. The diversity of our work offers many opportunities for collaboration with interested parties in areas such as animal health, emerging technologies and in the development and delivery of services for clients.

[STRATEGIC PLAN - Page 51]

Key Personnel

Board of Directors
Senior Management
All Employees

Key Activities

Define the research opportunities which help progress our strategic objectives and which assist the development of present and future services, identifying knowledge opportunities;
Develop a timetable of research projects allocating appropriate resources;
Identify potential sources of public and private funding to support the research. Develop innovative proposals which successfully compete for available funds and research expertise;
Identify suitable partners and collaborators in defining and carrying out research projects;
Develop a bursary to promote independent research, linked to our vision and mission, which is funded by public or private donations;
Involve key stakeholders, clients and their families, staff and volunteers whenever possible in research work.

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Key Outputs

The organisation is involved in ongoing research projects which add to the quality of our strategic planning, decision making and help improve operational effectiveness;
Clients and service users experience positive outcomes resulting from research activities;
Through our research work we are influencing key policy makers and directly benefitting clients;
Key developments in fundraising are based on effective use of market research;
A fully funded bursary is in place promoting innovative research;
Additional communications opportunities are created through the publication of research data;
Ongoing research adds to the culture of innovation, provides additional opportunities for fundraising and increases volunteer involvement.

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Strategic Objective 10:
To have in place an emphasis on value for money which underpins planning and day to day operations.

{Picture: Betty & Seamus Rochford, Volunteer Puppy Walkers}

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Eighty-five percent of our annual income raised is through fundraising activities, largely through the work of committed volunteers. We take seriously our responsibility to honour their commitment through active cost management and delivering value for money.

We are focused also on providing value for money in the use of statutory funds which have been allocated for services and capital projects.

Our strategic objective is that the concept of value for money permeates all planning and day to day activities.

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Key personnel

Board of Directors
Senior Management
Financial Controller
All Staff

Key Activities

Develop a set of financial controls and systems (incorporating appropriate software, technologies, etc.) to ensure that current and capital expenditure is managed effectively;
Establish a Sub Committee, (comprising Board Members, senior management and expert advisors) to support the effective management of income and help control operating costs;
Provide finance training and support for senior managers to develop skills and ensure delivery of objectives within annual budgets;
Set realistic targets for cost savings on all expenditure lines;
Develop staff awareness on cost issues;
Review agreements and supplier relationships to ensure value for money is being achieved;
Deliver ongoing feedback to contributors and funding agencies on the effective use of funds received;
Communicate the organisation's ethos, (in relation to delivering value for money) to build confidence amongst supporters and staff.

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Key outputs

A system of budgeting, financial control and reporting is in place which supports the efficient and effective use of resources;
A cost saving plan is in place which impacts positively on the current and capital expenditure;
Senior Management deliver on business objectives within agreed annual budgets;
Management and staff share responsibility for efficient use of resources;
Having developed a reputation for delivering value for money, the organisation retains confidence and wins additional support from private contributors andgovernment agencies.

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CONCLUSION

This plan supports the achievement of an ambitious programme of service development and delivery. It puts in place initiatives to develop and strengthen our relationships with key stakeholders principally our clients, volunteers, supporters, contributors, staff and statutory agencies.

Key performance indicators are in place which will measure progress against objectives and how well we meet the needs of our key stakeholders.

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