More information on our financial history and income strategy is contained in Sections 7 & 8. 2.6 Strategic Objectives 2018-2020 After in depth review of The Bonnington Centre’s work over the previous period, and of the external environment and challenges it faces, the trustees have formulated the following four strategic objectives for the period 2018-2020. It is intended that these address the strategic opportunities and challenges mentioned above section 2.5. We will: 1. Ensure that the building and the Centre’s facilities are fit for purpose, and meet the developing needs of our community 2. Continue to plan, develop, deliver, and commission inclusive and services activities for all parts of our community 3. Seek continuous improvements to our organisational infrastructure, including good governance, applying for charitable status, reviewing and regularising the criteria, implementing effective contractual arrangements, and maintaining appropriate staffing and volunteer levels 4. Broaden and increase the organisation’s income generation and marketing, to ensure organisation is financially sustainable The Board recognises that to achieve these strategic objectives it will need to follow a clear process. The key process steps will be: developing the into a cohesive working group recruiting a Centre Coordinator recruiting and training additional volunteers in a more structured and formalise way reviewing and improving operations and services revising the BCCA constitution to ensure it meets the needs of the Charity Commission, and simultaneously regularising the membership criteria generating additional income from the café, room hire and charitable trusts
More information on our financial history and income strategy is contained in Sections 7 & 8. 2.6 Strategic Objectives 2018-2020 After in depth review of The Bonnington Centre’s work over the previous period, and of the external environment and challenges it faces, the trustees have formulated the following four strategic objectives for the period 2018-2020. It is intended that these address the strategic opportunities and challenges mentioned above section 2.5. We will: 1. Ensure that the building and the Centre’s facilities are fit for purpose, and meet the developing needs of our community 2. Continue to plan, develop, deliver, and commission inclusive and services activities for all parts of our community 3. Seek continuous improvements to our organisational infrastructure, including good governance, applying for charitable status, reviewing and regularising the criteria, implementing effective contractual arrangements, and maintaining appropriate staffing and volunteer levels 4. Broaden and increase the organisation’s income generation and marketing, to ensure organisation is financially sustainable The Board recognises that to achieve these strategic objectives it will need to follow a clear process. The key process steps will be: developing the into a cohesive working group recruiting a Centre Coordinator recruiting and training additional volunteers in a more structured and way reviewing and improving operations and services revising the BCCA constitution to ensure it meets the needs of the Charity Commission, and simultaneously regularising the membership criteria generating additional income from the café, room hire and charitable trusts formalise