Strategic Vision to 2016

Transcription

1 Strategic Vision to 2016 Exceptional Union, Exceptional Experience

2 Introduction The Union s strategy was last reviewed prior to the completion of the major refurbishment of its premises at the Percy Gee Building. The wider educational and economic environment has changed radically since then and so it was felt by the Trustees of the Union that it was opportune to re-evaluate their on-going priorities and strategic vision. This document is the culmination of much preparatory work, including an extensive piece of market research into student attitudes, needs and wants; a review of national data and opinions; and a thorough reappraisal of the Union s place within the University of Leicester s overall strategy. All of these documents are available for download and there will be a link to a feedback survey for comments on our website leicesterunion.com. This document is a draft statement of strategic priorities drawn up by the Trustees for consideration by the members of the Union and other key stakeholders. After this consultation is completed the Trustees will finalise the strategic vision. This strategic statement sets out the general direction of travel envisaged for the Union and does not purport to be a fixed roadmap. The Trustees are committed to delivering this strategy, but the tactics employed to do so may change from time to time. After the document has been finalised it will form the basis of the Union s planning processes for the next few years and in particular for developing its annual plans for next year, and the associated budget to be prepared by the end of April Context The research indicates a number of key things: 2 The membership is clearly able to be segmented by age, between the year old and the 24 years+ age groups. This segmentation is reflected in their attitudes and desires, as well as appropriate methods of communication and service preferences. All members felt that being the voice of the student population was a vital part of being a Union, and one that the Union needed to excel in. The University would welcome a Union that was louder in its role as a critical friend, offering constructive feedback from the students about academic matters. The Union currently provides a significant range of services aimed at providing many important elements of student life. These include very successful, high-quality outlets and services: Starbucks; O 2 Academy; Nourish the Union Shop; The Common Room; over 200 sports clubs and societies; The Square; Contact student volunteers; various meeting rooms; a dance studio; student media groups; The Union is mindful that distance learners represent a significant proportion of its membership; The Union has had a number of successes in its academic-related campaigns. Our Membership The Union will deliver its mission to all of its members regardless of location, status

3 and background. The Union recognises the variety of the needs of its membership by focussing upon age profile (17-23 years and the 24 years plus) as a method of segmenting it. The Union needs to continue to be relevant to the majority of its members. In turn, the Union needs to focus more upon raising the overall awareness of its function and its services in order to translate this relevance into engaging students better. The Student Experience The Union will deliver on its mission by matching its services to the priorities of the student population. This is to be achieved through the development of three key priority areas. Student Voice Student Support Student Life Student Voice Objective: To be the credible and authentic voice of students at the University of Leicester, listening to and representing their views and opinions to facilitate an exceptional academic experience. The Union has representatives on most University committees; many local community and government agency groups; and supports the course committee structure. Through these structures the Union attempts to influence University policy and to ensure the student voice is heard in debates on matters that relate to the student academic experience. In order to be successful in this endeavour the Union needs to provide robust and effective support to those students sitting on University Committees; have a professional research function; deliver exceptional training of representatives; access students where they are based; have a wide-ranging campaigning capability; have a clear and truly representative internal structure that focuses primarily upon students academic experience. The strategic priorities are: 3 The creation of a dedicated team to support student representatives, providing research support, training, committee support and policy development. Give the representation function a physical prominence within the Students Union/Percy Gee Building and the wider student community, indicating its importance and enabling it to carry out its functions in appropriate surroundings. The establishment of improved communication channels with all students, but particularly those who are currently hard to reach. This will include remote access to meetings and a student feedback mechanism. Physical outposts of the Union where students reside or are located, for

4 4 example, this might involve the development of an Oadby Students Union facility in order to improve communications with those in Halls, or delivery of some services in far-flung campus locations. Ensure that there are effective mechanisms through which distance-learners can draw upon the Unions services. A review of the Unions democratic structures to ensure it more closely represents student views on academic matters. This may include changing the method by which representatives are selected and improving the links to the student-staff course committees. Student Support Objective: To provide, or ensure the provision of, all of the necessary and essential support services that students need to achieve the best education and qualification that they can. The Union currently provides an education casework advisor to support students through the academic processes in times of difficulty or crisis. Additionally, the Union campaigns on many academic and support matters to ensure students receive the services they need. The Union has a housing company jointly owned with De Montfort Students Union which currently houses over 300 students. Finally, a student officer liaises with the University Welfare team over matters of general concern and represents the student view in a number of important arenas. To achieve its objectives the Union will campaign for the University to deliver the support services that students need. Sometimes it may be necessary for the Union to provide some of those services directly, particularly where the independence of the Union from the University adds real value. For example, the Union may need to fill the gaps in existing services and provide a high-quality advocacy service for students. It provides important informal learning space on campus; seeks to support student s future employability; and raise the standards of accommodation for students through its part-ownership of SU Lets. The strategic priorities are: The expansion of the current Education Support Unit to enable more casework to be undertaken and to develop the ability to deliver this service to all students, including distance-learners. Develop a new advice service to work with students in all areas of student life, including accommodation cases and other disciplinary matters, where necessary signposting students to other professional support services. This new service will act as a complementary service to the University Welfare Service to ensure a comprehensive support function for the students. Continue to support the Union s accommodation company so that it can develop its own property portfolio in order to improve the quality of student housing in Leicester and provide accommodation for groups that do not at present have sufficient provision, such as students with disabilities, international students and those with children. Student Life Objective: To provide, or ensure the provision of a safe, exciting and broad, quality experience that supports and enriches University and student life for all sections of

5 the on-campus community. To achieve its objectives the Union provides a range of social spaces and experiences including food and drink outlets, a live music venue, access to student activities including sport, support for working within the community as a volunteer, and the Percy Gee Building as the Living Room of the campus. The strategic priorities are: 5 Develop new informal learning spaces, and enhance the concept of the Living Room of the campus to include students from both the and the 24 years + age brackets. Continue to provide social spaces and services (including coffee shops; the venue; shops; cafés/restaurant and box office) to the highest possible standard, remaining attractive to students from the and 24+ age groups and financially viable. These activities may be carried out in partnership with others who can add value or expertise, but without relinquishing any control of space, service or product. Develop a new focus upon the quality and range of student activities by connecting students with organisations, services and programmes that will enhance their interests and passions whilst complementing their academic development. Develop exceptional student leaders so that they can deliver high-quality services and activities to the wider student community. Seek to expand the Union s social provision to include events and spaces directly targeted at Hall-based students. Enabling strategies These are the things we need to be good at to achieve our objectives. The Percy Gee Building The Union s premises, the Percy Gee Building, should become more widely known as the home of the Students Union. The Union affirms that student control of this space is important to its success and will rebrand its services so that students are able to easily associate the Union with the building and the services within it. Finance The Union will aim at all times to grow its income in a prudent way to support its activities. From the research it has undertaken into the economic environment and the trends in national sales in Students Unions, the Union believes its income from trading activities is unlikely to grow significantly in the next 3 to 5 years. It also believes that the grant it receives from the University is inadequate to fulfil either its objectives or the aspirations that the University has for the Union. The Union believes that comparison with other similar Universities will confirm the historic and continuing underfunding of our Union by the University. The Union has set a priority of establishing a new funding mechanism for the future, based upon appropriate delivery of key objectives. This would ensure longer-term security of its activities. This will require detailed negotiations with the University. The Union will need to secure additional income to meet its ambitious long-term goals. This may be from new sales opportunities, new sources of charitable giving, or increased grants from the University. The Union will ensure its financial sustainability

6 in the development of its future plans. HR The Union s management of human resources is a vital part of its success and its underlying HR management processes would benefit from re-evaluation. This will include consideration of partnerships with other Unions, and/or other third sector bodies, and/or the University. Marketing and Communications The Union will continue to develop its communications infrastructure in order to deliver an exceptional two-way conversation with its members and to create the campaigning operation that it needs to deliver its goals. For example, the redevelopment of the Union s website; its and other electronic communications channels; and its ability to communicate with students in other parts of the campus, and with distance-learners. Governance The Union will keep its governance procedures under review, including the balance between democratic leadership and professional management. This will involve a comprehensive review of the democratic structures and their relationship with the Trustee Board and how the Union can link into the academic representatives system within the University. Student Team Employment Programme (STEP) The Union will continue to develop its leadership programme and recruit students and develop them to assist in the management of the Union and its services. The programme will give high quality training and development opportunities, whilst putting money back into the pockets of our members. It will also see the Union becoming one of the largest employers of University of Leicester graduates. Feb