StrategicPlan-24-26 FINAL - Flipbook - Page 28
Governance
Objective: Enhance the impact of our advocacy
priorities through engaging with likeminded
Third Sector organisations.
Specific Actions: Build on stakeholder
engagement to deliver on behalf
of membership by incorporating third
sector engagement into an advocacy role.
While the DDAI is largely compliant with the
Charities Governance Code, we continue to
strive to fulfill what is required. The publication
of our Strategic Plan was an outstanding issue.
Objective: Strengthen the Governance of the
DDAI to ensure adherence to the Charities
Governance code.
Specific Actions: Close the open items in the
Governance Code compliance in co-operation
with the Trustees/Directors.
Private Sector Organisations
Some initiatives that seek to improve services
to people with disabilities have been achieved
in cooperation with private sector partners.
FuelServiceApp and the DDAI Spacefinder app
being notable examples. There is greater scope
to engage private sector partners in supporting
initiatives that benefit our members. DDAI has
yet to explore the potential of CSR (Corporate
Social Responsibility) to support projects.
Objective: Enhance the impact of our strategic
priorities through engaging with appropriate
private sector organisations.
Specific Actions: Develop a network of
stakeholders to support the implementation
of the strategic priorities, either through
technology co-operations or financial
support for specific projects.
4
People and Organisation
In the context of strategic priorities already
set, there are some areas where the current
resources available are insufficient. Specifically,
continued expansion of our driving services
will require additional qualified personnel.
Any expansion of in relation to advocacy and
stakeholder engagement will require similar
additional resources. Expanding the funding
base of the organisation is also an area that
may require specific resources.
Objective: Ensure that the organisation is fit for
purpose to deliver the strategic priorities.
Specific Actions:
•
Traditionally, the DDAI has been a very flat
organisation in relation to management
structure with one senior manager (the
General Secretary/CEO). Historically, Board
members were activists and sometimes had
an active role in the day-to-day management
of the Association. In recent years some
new roles have been added in the areas
of Finance, IT and Communications. As
the association grows and new roles are
added then new reporting structures, project
budgets and budget responsibilities will
need to be created to reflect the change in
activities and their complexity.
•
Develop an action plan to ensure the
Associations structure and systems are
appropriate.
•
Allocate roles and resources to deliver each
of the strategic priorities.
Governance, People
and Organisation
Overall Objective
Enhance the overall Governance, People
and Organisation capacity to deliver on the
DDAI’s Strategic Priorities.
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