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Strategic
Direction
Statement
Six key strategic directions will drive the development of the
Trust over the next two years:
Strategic Direction 1
Post Fellowship development of Churchill Fellows
Develop stronger connections with Fellows.
Improve and maintain connections with, and between, Fellows
both during their Fellowship and once they have completed
their Fellowships.
Provide incentives for Fellows to stay in touch with the Trust and
with each other.
Strategic Direction 2
Ensure contemporary issues are addressed in Fellowship
topics
Be alive and responsive to topical issues in Australian life.
Balance our existing broad-based, serendipitous approach to
topics whereby applicants come to us with ideas, while at the
same time be on the front foot to generate topics that ensure the
Trust contributes knowledge and ideas to issues of importance to
Australian society and culture.
Strategic Direction 3
Ensure that Fellowships are awarded to Australians from
‘All Walks of Life’
Ensure a diverse cohort of Fellows that reflects Australian society
from all walks of life (Indigenous, rural/remote, migrants etc).
Offer opportunities to Fellows with a variety of qualifications
those from the ‘school of life’ as well as those with more formal
qualifications.
Strategic Direction 4
Public profile of the Trust
Ensure that the full range of opportunities the Trust provides are
well known to potential applicants
Ensure that the achievements and contributions of our Fellows
are widely known, respected and attributed to the Trust.
Strategic Direction 5
Refresh brand ‘Churchill’
Respond to changing public perceptions of Winston Churchill
by reinvigorating and aligning our branding and promotion
of the ‘Churchill Trust’ with contemporary sensibilities and
perceptions about Churchill.
The Churchill persona should remain central to the identity
of the Trust, emphasising those values and characteristics
that endure across time.
Strategic Direction 6
Ensure best practice operations at all levels
Refresh our strategic and operational processes including
the operation of the Board and National Office.
Review the effectiveness of our selection processes
constantly.
Provide a strategic and operational framework for the work
we do.
Regularly measure and monitor our work and our value
proposition.
Challenge ourselves to break out of old ways of doing things
and capitalise on contemporary opportunities.
Rewarding Australians Striving for Excellence
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