Our Strategic Objectives

A set of Strategic Objectives has been developed bu the Trustees to drive the delivery and monitor the success of this Plan, as set out below.

1. Ensure heritage listed building premises are renovated, managed well and utilised to their full potential, in line with the Charity’s governing document; produce a maintenance schedule and phased/ staged restoration plan.

2. Provide comfortable, modern and environmentally sound dwellings for the ladies, consistent with the buildings listed status and within available financial resources.

3. Review and update the Charity Constitution document.

4. Incorporate, transforming the Charity into a distinct legal entity, separating the organisation from its trustees and members.

5. Manage the heritage building and grounds using environmentally sensitive approaches to reduce the carbon footprint of the building and increase sustainability, wherever possible. 

6. Implement a financial operating model that raises sufficient income to pay for all day-to-day, monthly and annual operational expenditure, including building Health and Safety compliance, routine repairs and maintenance, and cyclical upgrades and improvements.

7. Establish fundraising capability to raise the capital sums needed to carry out major repairs and building improvements identified in the QI. Consider introducing a charity fundraising role.

8. Investigate whether the building should be put on Historic England’s ‘Heritage at Risk’ Register 

9. Increase income and raise the profile of the Charity through dynamic marketing, communication and corporate engagement.  

10. Increase volunteer numbers to support service activities and management of the buildings and grounds; this could be supported by Volunteer Coordinator role.

11. Deliver pastoral care and support; consider introduction of a ‘Befriending Lead’ role.

12. Increase the range of activities on-site to benefit the beneficiaries and local community; consider role of an activity coordinator. 

13. Provide a leadership team with the skills and knowledge required to convert the Strategic Plan and Action Plan into results. 

14. Establish appropriately skilled corporate and service governance committees to safely manage the Charity and deliver the Plan. 

15. Ensure that policies and processes exist across the charity to inform planning; manage Health & Safety; provide effective risk management; support Human Resource management; and collect data to enable the charity to effectively learn, monitor and review.