Case Studies: Irish Deaf Society

“Having an external partner with a fresh approach was such a huge help to IDS for developing this pivotal strategic plan. We wanted someone we could trust, who could help ensure our purpose was still valid and vitally engage with the Deaf community to make sure everyone felt part of the process. We now have a plan that’s realistic, relevant and with our renewed purpose at its core.”

Lianne Quigley, Chairperson, Irish Deaf Society

How having a clear purpose is the basis for a great strategic plan

Client Background

Founded in 1981, the Irish Deaf Society (IDS) is the national representative organisation of 5000 Deaf and hard of hearing people, and its mission is to achieve equality and rights of Deaf people in Ireland. IDS is a DPO, that is a disabled persons organisation under the UN Convention on the Rights of Persons with Disabilities, and is Deaf-led, the majority of board and senior staff are Deaf.

The Challenge

The IDS was at an important point in its development in a post covid era, embracing technology and innovation to build on the work that has been done but needed a roadmap for it's future as societal attitudes and the needs of its community were changing.

Our Approach

Mantra Strategy provided the Irish Deaf Society with a comprehensive strategic plan based on renewed clarity of its core purpose. For the critical 2023-2026 plan, they wanted a partner to develop a strategic plan, examine its vision, values and purpose and ensure that the Deaf community was fully engaged with the entire process as co-creators of the future direction of the organisation.

Core Framework

1. Define - The internal review involved a comprehensive review of key documents, publications, existing services, structures and supports.

2. Discovery - The external review considered the broader landscape and environment both nationally and internationally, looking at legislation, research and horizon scanning. A SWOT and PESTEL analysis were completed. This enabled us to highlight the strengths and weaknesses and identify where there are opportunities and challenges for the IDS.

3. Dream - An extensive stakeholder engagement phase followed across a wide and diverse range of individuals and organisations both internal and external to the IDS. This included members, non-members, funders, Deaf groups, academics, researchers, parents, teachers, tutors, learners and those working in deaf services and organisations. Our methods of engagement included the first ever survey administered through ISL and we had extensive reach with almost 500 people in various locations around the country.

4. Design - We wanted to refocus on the values, purpose and mission of the organisation to ensure they were still aligned and relevant. Through facilitated workshops, we worked with the IDS to solidify its purpose as an advocacy organisation, a change maker and ensuring equality for Deaf people.

5. Deliver - A strategic plan including a new vision, mission and values statement, strategic options, KPIs, budgets and timelines was provided for sign off and launch.

The Outcome

The Strategic Plan was launch in June 2023 and all staff, Board members, members of the Deaf community and other stakeholders can now articulate the purpose of IDS in a consistent and concise way. In addition, everyone in the organisation knows the part they play in enabling the delivery of the strategic plan. IDS now have a meaningful strategy for the period from September 2023 - August 2026 which includes a resourcing and implementation plan.