Through the introduction of this strategic plan, we are seeking to ensure that we are intentional about the management of the church, charity, and corporation. This is our first deep dive into how we can fully embrace our God-given mission while recognising that the BUC is the governing body of the five geographical territories alongside several institutions, and has charitable accountabilities and corporate responsibilities.

This strategic plan provides us room to create a legacy of competence, creating a pathway of efficacy and effectiveness while driving the ability to keep track of our intentions and identify risks before they occur, not waiting until the end of our term to document data and correct mistakes. It will guide our business as the Executive Committee throughout our tenure. This strategic plan is an iterative working documentand is subject to changes, amendments and tweaks in line with changes in GC policy and strategic vision, charity law and best business practice. (At first glance, it might appear that an objective should be classified as a key performance indicator: it speaks to our intentions and urgency to prepare for the next development.)

As a result of the rapidly changing needs of society, Strategic Priority 12 is intentionally evolving.

As the Executive Committee, we will hold the head office accountable for the delivery of these priorities, working together to achieve a sustainable impact.