Three Year Strategic Plan 2021-2024
      The Vision: To be a cultural, social and educational resource for the community that is independent and inclusive. 
      Strategic Objective: To secure the future of the Institute by maximising revenue and therefore reducing reliance on the income generated 
      from letting the ground floor space (currently to RBS). 
      To be achieved by focusing on our: 
      • OFFER
      • SPACE 
      • PEOPLE
      • IMAGE
      Supported by the following functions:
      • HR
      • Finance / Fundraising
      • Governance and Risk Management
      • IT / Tech Systems
    OFFER (or THE OFFER, OUR OFFER)
    what we do, the services we provide, and what we want to 
    do in the future 
            The Guildford Institute as a Community, Social and Cultural Hub
    • Provide a flexible, high quality and professionally delivered range of courses, workshops, talks, 
     events and exhibitions to the local community that are educational, cultural and social.
    • Be accessible and inclusive through a blend of online-only, online + onsite and face-to-face 
     activities, during the day, evening and weekend. 
    • Be a cultural hub supporting a web of local and national initiatives. 
    • Be a social venue and a regular port of call for visitors to Guildford; be the place to meet in 
     Guildford. 
    • Provide a café offering a high standard of refreshment and a comfortable and attractive space in 
     which local people and organisations meet and socialise. 
    • Benefit the lives of all adults outside of formal education.  
    OUR SPACE
    (This is the space where we operate our onsite offer – the Ward Street building). 
    • Maintain, conserve and develop our Grade II listed building in Ward Street. 
    • Review and adapt the building to enable the vision and develop new spaces 
     for the future.
    • Develop a flexible range of room hire options to serve the community. 
    • Provide a positive working environment for staff. 
    OUR PEOPLE
    (Our Customers, Members, Staff, Trustees, Volunteers – all stakeholders). 
    • Maintain and nurture an effective, well-trained and motivated staff team. 
    • Retain and nurture our current client base while increasing the number 
     and diversity of new users and/or members. 
    • Expand to a geographically wider audience with our online offer. 
    • Offer opportunities for local people to engage with their community by 
     volunteering at GI. 
    • Maintain and increase a diverse Board of Trustees, improving diversity of 
     age, ethnicity etc. 
    • Maintain and increase the number and diversity of excellent GI Tutors.
    OUR IMAGE
    (How we present ourselves, the impression we make, our brand). 
    • Manage and present how we are seen and heard and improve our 
     image within the town, losing the status of being a ‘hidden gem’. 
    • Ensure a warm welcome is given to all associated with the Institute 
     from reception, tutors, volunteers, staff and the café.
    • Develop a coherent, contemporary marketing and PR strategy to 
     retain current users and attract new users, members and to promote 
     and sell our full offer. 
    • Ensure an ever-improving website. 
    • Continually evolve the brand to ensure it supports our objectives.