Policies & Documents

2. Board Handbook Induction Policy

3. DVI Brochure

5. Charity Number

Registered Charity number (RCN) 20101329

7. Strategic Plan / Memorandum of Association

Deaf Village Ireland – Strategic Plan  2018 – 2023

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Vision

Deaf Village Ireland’s vision is of an Ireland that respects the rights, language and culture of all.

Mission

To create an inclusive, Deaf-led Centre where people and organisations serving Deaf, hard of hearing and hearing can work and socialise together, promote Irish Sign Language, raise awareness of Deaf culture and avail of Deaf led services.

Deaf Village Ireland will express the Vision and Mission by embracing the following values in our day to day work and relationships within the Centre

  • Recognise and encourage the use of Irish Sign Language

  • Respect the different ethos and abilities in the community

  • Build a spirit of co-operation between all organisations

  • Empower, educate and show living example of deaf awareness

  • Share knowledge and skills to empower Deaf and hearing people

  • Create and maintain a warm welcoming place for all

  • Work in a sustainable manner

  • Respect all people in accordance with the Equality Status Act 2002-2015

4.1 Ensure a smooth transition of responsibility for the Deaf Village Centre from CDIP

4.2 Build collective responsibility by all centre occupants for development of DVI

4.3 Support Deaf Organisations in DVI

4.4 Research and develop an outreach programme that may have national reach

4.5 Promote Deaf community life and culture

4.6 Provide, develop and support employment opportunities for Deaf people

4.7 Build financial sustainability for DVI

4.8 Ensure governance and structures are fit for purpose

Build collective responsibility for the development of DVI

Actions

  • Review and revise the DVI Board structure to suit new and emerging responsibilities for the effective leadership and ownership of the Centre

  • Provide training and development for Board members

  • Engage a person in a paid or voluntary capacity to build a brand for DVI with which everyone can identify

Support Deaf organisations in DVI

Actions

  • Continue to provide an environment and infrastructure that supports Deaf people and organisations

  • Conduct an audit of the support needs of member organisations

  • Provide a hot desk service to Deaf organisations who have limited resources

  • Co-ordinate grant applications from member organisations to avoid duplication and maximise the possibility of securing resources

  • Build relationships with grant giving and corporate bodies that could support the work of DVI and its member organisations

  • Provide information and training to member organisations

  • Explore the viability of having shared and coordinated publicity for DVI and member organisations through a communications centre using Facebook, media, twitter and other methods

Promote Deaf community life and culture

Actions

  • Encourage people to use Irish Sign Language in the Centre

  • Run a video in signing on the TV screen in the foyer, promote Irish Deaf Society video

  • Encourage hearing people to attend Irish Sign Language classes

  • Create, circulate and publicise a calendar of events that take place in the Centre

  • Organise events for Irish Sign Language Recognition Day – September 23rd 2018

  • Explore the possibility of establishing a National Deaf Day

  • Create opportunities and events that will bring people into the Centre such as Culture Night

  • Organise events that will attract the local Cabra community to come into the centre, explore the possibility and viability of a regular Car Boot sale

  • Participate in and support the Deaf Golf Tournament in July

  • Participate in National Heritage Week

The context for the work of Deaf Village Ireland

  1. Exploration of what’s important now, what’s about to become important and what’s no longer important in the world of DVI?

What’s important now in the world of DVI?

  • Keep context in mind – recognition of experience of extreme marginalisation and systemic exclusion

  • To welcome Deaf people from all over Ireland to the Village

  • Inclusion – increasing the number of Deaf people who come to the Centre

  • Keep Deaf organisations in the Centre

  • To develop one shared goal for the Village

  • Invest in destroying barriers and building support

  • Building bridges with Inspire

  • More financial assistance for all member organisations

  • Financial prudence

  • Maintenance and development of building

  • Development of church space which has real income potential

  • Development of DHC space which has real income potential

  • Hub is not friendly or sociable – needs to be made so

  • Better usage of space – a lot is wasted at the moment

  • Health and Safety

  • Deaf employment opportunities – there is a lot of exploitation at the moment

  • Keep Deaf culture

  • Participation by all in the future direction of the Village

  • Image of DVI is old fashioned – young deaf people do not identify with it

What will be important?

  • Competencies to develop the Centre

  • Taking responsibility and charge of the Centre

  • Deaf representation on the Board

  • Supporting change

  • All organisations and DVI working together

  • Organisations not relying heavily on DVI financially

  • DVI managing the Sports Centre

  • Financial sustainability

  • To preserve Deaf heritage

  • Participation of all ages and regions

  • Community activation

  • Become a showcase for ISL

  • Lots of and easy access to ISL interpreters

  • Better security of employment for ISL interpreters and teachers

  • Attract the next generation

  • Deaf families and their children

  • To address the decline of the Deaf Community

  • Building and supporting social enterprises

  • DHC – financial issue and pressure on DVI to support this

What’s no longer important?

  • Hearing vs Deaf

  • Drumcondra and Rathmines – is history, leave it in the past

  • History of CDP

SWOT Analysis

STRENGTHS

WEAKNESSES

  • The concentration of Deaf organisations and culture present in the Centre that doesn’t exist elsewhere
  • Organisations have a strong foundation and good relationships that they have worked on together
  • A good home for all the organisations present
  • Good management
  • Deaf school is nearby and the children can see role models of deaf people working and engaged in activity
  • International reputation for being a centre that is unique
  • Increasing recognition and support for what DVI is doing
  • Persistence of DVI in establishing the Centre
  • Excellent source of information
  • Good space – Good facilities- good environment
  • Interpretation services are being increased all the time
  • Sports Centre as a means of bringing people in and as a source of revenue
  • Employment and training opportunities for deaf people
  • Good location for SLIS and CIC
  • Poor use of technology that could be very useful in realising what we want to do
  • Weak WIFI system
  • No clarity regarding funding sources such as Inspire, Wills
  • Lack of clear communication policy – is ISL our first language in the Centre and what are we doing about promotion and practice
  • Not enough clarity regarding Vision, DVI structure, Governance, Information flow,
  • Poor communication from Board to those using the centre regarding plans
  • Board structure – is there enough independence given that all Board Members are also based in the Centre? Potential for conflict of interest
  • The capacity of Board members – training is needed
  • Design and use of Atrium and Hub
  • Café is not being used to its best potential
  • Not having signed at the reception
  • Booking of rooms – the system needs improvement
  • DVI’s message isn’t out there or well known
  • Messaging/PR is weak – what do we really want to say about who and what we are
  • Not enough mainstream use of the Centre
  • Lack of professional branding/image

 

OPPORTUNITIES

 

THREATS

  • Take ownership of DVI and drive the future
  • Develop our brand – get the message out to families of 500 children in the local area. Research needed to fully realise this opportunity
  • Inspire is an opportunity to generate money that can be used for development opportunities
  • Heritage Centre is an opportunity for rental and revenue opportunities
  • Market the campus for social enterprise opportunities
  • Promote what we do in schools and generate interest in Transition Year projects
  • Grants available for social enterprise and employment
  • Deaf-led employment and training
  • Showcase ISL awareness
  • ISL will provide an opportunity to create more awareness
  • ISL will lead to more accessibility
  • Provide teacher training in ISL
  • Advocacy for the deaf community
  • Partnership with the state in the development of services for the deaf community
  • Partnership with private companies around technology – avail of corporate – social responsibility
  • A good space that could be better used
  • Make the centre more attractive for CDS students
  • Outreach to mainstream students
  • Car park revenue on a portion of parking spaces – need to implement the policy that already exists
  • All organisations in the Centre are competing for the same funds and memberships
  • Lack of clarity regarding Governance
  • The possibility of organisations leaving the Village if they don’t get the support they need

8. Progress Report

9. Memorandum of Association

10. Financial Management Policy

11. Governance Committee Terms of Reference

12. Audit Committee Terms of Reference

13. Transaction Committee Terms of Reference

14. Certificate of Cooperation