Transforming lives across the UK
Our strategic plan 2022-2025
We are delighted to present our three-year plan for strength, sustainability and growth.
Our vision
To enrich the lives of disabled people through horses.
Our mission
We strive to ensure that anyone with a disability can benefit from the unique bond between humans and horses.
Our ambition
To support an extra 10,000 people by 2025.
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Roadmap to our future
April 2022-2023
Back to strength
Aim: Build back participant numbers to pre-pandemic levels (from 17,000-25,000):
- By supporting groups with more coaches, horses, volunteers and funding
- Through a more local approach
- By introducing unmounted activities that a broader range of participants can take part in
April 2023-2024
Sustainability and growth
Aim: Growth in participant numbers to 32,000 through:
- Strengthening existing groups which have capacity to grow
- Creating new centres delivering a wider range of RDA programmes
- Pilot collaborations with other organisations
- Establishing a new Regional Hub providing local support, coaching, and access to the full range of RDA programmes
April 2024-2025
Steady expansion
Aim: Growth in participant numbers to 35,000 due to:
- A strong pipeline of horses, coaches and volunteers, enabling existing groups to offer a wider range of activities to more people
- More referrals from social prescribing (for both participation and volunteering)
- Expanding the network of Regional Hubs providing a range of local services and support to groups
- Thriving partnerships with other organisations
Our six objectives
1- Growth
To support 35,000 people by providing a wider range of programmes through existing and new RDA groups as well as partnerships with other organisations.
2- Resources for RDA groups
To strengthen our groups by providing a reliable supply of the key resources and skills they need to thrive.
3- Structure
To have a robust organisational structure which supports groups and provides a framework for growth.
4- Participants & Volunteers
To ensure our diverse community of participants and volunteers are respected, valued, heard and their ideas routinely contribute to the development of our work.
5- Brand
To have a brand that is relevant to our stakeholders and which is recognised for the impact we deliver and the part we play in the nation’s health.
6- Financial sustainability
To be financially robust, with a diverse range of income streams to fund our ambitions at all levels of the organisation.