Our Five-Year Plan

Our Four Strategic Objectives (2026–2031)

Who Benefits from Our Work  

• Disabled adults – over 4,500 supported annually with advice, advocacy, independent living and employment support. 
• Disabled young people & families – 170 supported each year through youth services, leadership opportunities, and transition to adulthood. 
• DDPOs & community organisations – collaboration, shared campaigns, and use of our accessible facilities. 
• Commissioners and funders – measurable improvements in health, social care, and community outcomes.  

The World We Work Within 

• Challenges – policy uncertainty, cost-of-living crisis, rising demand, digital exclusion, fragmented services, and poor employment support. 
• Opportunities – strong partnership with local Councils, increasing commitment from funders, advances in accessible technology, and growing influence through collaboration. 

Our Strengths 

• 45-year track record and strong reputation. 
• Disabled-led: 100% Trustees and over half of staff. 
• One of London’s largest DDPOs with £1.4m+ income. 
• Theory of Change framework. 
• Centre for Independent Living, accessible premises with long-term lease. 

Our Weaknesses 

• Limited capacity for organisational development. 
• Outdated hybrid working and internal comms. 
• Weak marketing and impact measurement systems. 
• Gaps in business development and income diversification. 

Local Priorities (from Disabled residents) 

• Reliable access to Personal Assistants (PAs). 
• Protecting free home care. 
• More personalised care assessments. 
• Better street access and public spaces. 
• Accessible information that is clear and reliable. 
• Stronger support for transition from children’s to adult services. 
• Opportunities to influence decisions and lead change. 

Year One Priorities (2026–27)  

• Develop a new communications strategy and recruit a Comms Officer. 
• Improve membership and engagement systems. 
• Compete for local advocacy tender. 
• Expand In-Work Support Service (£600k projected income by 2030). 
• Redesign Supported Internships for stronger outcomes. 
• Improve advice and advocacy beyond welfare benefits. 
• Broaden youth services to wider impairment groups. 
• Recruit more reception/admin staff and improve car park safety. 

Years Two to Five Priorities (2027–31)  

• Deliver accredited Co-production training and leadership programmes. 
• Expand advice services to more boroughs. 
• Develop access to legal advice and new children’s services. 
• Establish Disabled-led accessibility audits. 
• Implement Social Return on Investment models. 

Fundraising and Sustainability  

• New Fundraising Co-ordinator role. 

• Income Generation Team: CEO, budget holders, Fundraising lead. 
• Diversified income: trusts, tenders, donations, events, sponsorship, legacies. 
• Goal: unrestricted reserves covering at least 3 months’ costs by 2031.  

Governance and Risk 

• 100% Disabled Trustees; aim to recruit Treasurer and diversify skills. 
• Quarterly delivery/risk reports; annual review of Risk Register. 
• Strengthened safeguarding with trained leads and Salesforce reporting.
• Clear reserves policy and full cost recovery approach. 
• Risks include reliance on local authority funding, limited campaigns capacity, and small reserves. 

Get Involved 

• Share your feedback on our plan. 
• Join as a member or supporter of AoD. 
• Support our campaigns and co-production. 
• Donate, volunteer, or sponsor an event. 

Download the full 5-Year Business Plan (PDF and accessible formats)