strategic business development plan

Strategic Business Development Plan 2010‐13We’ve had notable achievements, but we still have many ambitions...

Background and Organisational Status

The Students’ Union actively represents and provides a service for the needs and interests of all students studying at Royal Holloway, University of London by providing events, activities and opportunities outside of academic study, ensuring that a student’s University experience is the best that it can be.

From the huge range of clubs and societies available, to writing articles for the student media; from participating in democratic procedures at a General Meeting, to seeking advice from our academic and welfare services; from actively partaking in a campaign, to working in one of our commercial venues, the Students’ Union is always a hive of activity. The Union’s turnover is in excess of £1.2 million per annum, and every penny spent in the Students’ Union is ploughed straight back into maintaining, improving anddeveloping student services.

The main Union building on campus includes a large function hall, three bars, Bake&Bitefood outlet and the Union’s administrative offices. Elsewhere on campus, the Union operates Medicine – a bar and games area designed by the creators of Ministry of Sound – and The Stumble Inn – the campus pub.

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Organisational Status: Governance

The Board of Trustees

General Manager

Senior Management

Team

Line Managers

Front Line Staff

Constitution

Policies

Strategic Business

Development Plan

The overall governance of the Students’Union comprises of four main areas: documentation, students and elected officers, Trustees and operational.

Why Create a Strategic Plan?

“A person or organisation who does not plan lives in chaos, constantly fire‐fighting from one problem to the next never seeming to solve any problem long‐term, just finding short term solutions.”

The national student movement and culture is changing, and since the Students’ Union’s 2004 Business Development Plan ceased in July 2009, it is now time to re‐capture the organisation’s priorities for the next three years. The scope of this plan is to provide the Students’ Union with tangible, realistic and specific goals within a format that is vibrant, relevant and engaging.

The approach we have taken as a membership‐led organisation throughout the 2009‐10 academic year is one of consultation, as we acknowledge that this plan must have sufficient buy in from all key stakeholders in order for its implementation to be effective. This has included significant qualitative and quantitative research with our student membership involving Focus Groups and a major Survey facilitated by Red Brick Research; information from the International Student Barometer and National Student Survey; the College’s Strategy; Staff Stakeholder Consultation Workshops; the SUEI process; the Annual Staff Opinion Survey and sharing of best practice with other Unions from across the country.

Terminology and Key

OurVision is what we aspire to

Our Mission is what we exist for

Our Values underpin everything we do

Our Themes constitute the six overarching strategic areas of the organisation from which objectives and indicators can be defined and made actionableThemes are referred to using ‘T’ throughout this document

Our Objectives describe very specific aims within a theme that the organisation must do well in order to achieve its missionObjectives are referred to using ‘O’ throughout this document

Our Indicators provide measures of success: they track trends, are less precise and act as a barometer of whether progress of an objective is positive or negativeThroughout the document there are a number of Indicators that can be cross‐referenced across different Objectives. If this is the case, a small box colour‐coded with the relevant Theme and stating the number of the relevant Objective has been inserted next to a specific Indicator, i.e. 03

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Vision, Mission and Values

“Our mission is to provide outstanding representation and services that promote active and constant participation”

“Our vision is to be a Union at the forefront of representation, innovation, efficiency and engagement in order to provide an enriching service for every single member of

our diverse student body”

Our values:Democratic – we are student‐led through strong democratic structures

Transparent – we remain accountable and open to scrutinyFun – we provide an environment that thrives on enthusiasm, engagement and

participationSustainable – we ensure best practice in ethical and environmental issues

Safe – we champion accessibility and careInnovative – we strive to embrace originality

Professional – we implement professionalism as an organisation and employerDiverse – we promote diversity and access for all

The Strategy: An Overview

Our Vision (what we aspire to)Our vision is to be a Union at the forefront of representation, innovation, efficiency and engagement in order to provide

an enriching service for every single member of our diverse student body

Our Mission (what we exist for)Our mission is to provide outstanding representation and services that promote active and constant participation

Our Values (underpin everything we do)Democratic Transparent Fun Sustainable Safe Innovative Professional Diverse

The Six Strategic Themes 2010‐13

Together we’ll make an impact

Actively engaging with

you

Getting your voice heard

Always here for you

Enhancing your student

experience

Consistently working for you

RepresentationWelfare and

AdviceGovernance and

DemocracyCommunication

Student Activities

Funding and Resources

Theme 1 (T1)

RepresentationTogether we’ll make an impact

that is effective and relevant to the diversity of our student body

Whether it is through implementing change at College committees, representing your views and opinions to our affiliate bodies, working for you in partnership with the local community representatives or

undertaking campaign work that encompasses both campus‐based and national issues, the Students’Union is always working hard to actively and effectively represent every student at Royal Holloway.

Developing student representation is a key part of the Union’s future as we exist to represent your needs, and no matter what your background – postgraduate, mature, part‐time, undergraduate, international and so on – we’re here for you. We will seek to be more relevant to students at Royal Holloway and

improve your student experience, retention and satisfaction whilst communicating our representational work to you clearly, explicitly and specifically.

James Pidgeon, President

Sean O’Donnell, General Manager

T1: Representation

Our VisionOur vision is to be a Union at the forefront of representation, innovation, efficiency and engagement in order to provide


Statement for RepresentationTogether we’ll make an impact

that is effective and relevant to the diversity of our student body

The Four Objectives for Representation

O1: Heightening active and positive partnerships with the College’s academic and

administrative departments

04: Adopting a consistently vigorous approach towards campaigning on a range of campus‐based and national

issues

O3: Sustaining a healthy and dynamic relationship with the local community in which students live and

the Union operates

O2: Engaging further with the student movement at large through constructive collaboration with affiliate bodies such as NUS, ULU

and Unions94

Our ValuesDemocratic Transparent Fun Sustainable Safe Innovative Professional Diverse

T1: Representation

Heightening active and positive partnerships with the College’s academic and administrative departments

To have thoroughly implemented an effective and cohesive Course Representatives system with full cooperation from all academic departments

To maintain an active role in the Student Experience Working Groups and the relevant strategic aims stemming from them

To have forged greater relationships with the Graduate School, International Office and Royal Holloway International and to deliver at least 5 events during the year aimed primarily at postgraduate or international students

To play an instrumental role in the College’s Institutional Audit process

To lobby the College on increasing financial resource for the library

To host greater informal networking socials and events with College stakeholders, such as an Open Day where the work of the Union can be showcased

To undertake a thorough review of student representation on College committees alongside the College Secretary

To have gained greater student representation and involvement in the College’s strategic planning

To gain agreement from the University for non‐Sabbatical Officer Union representatives to hold seats on a greater number of relevant College Committees

To stabilise and maintain the College’s block grant with Finance Committee, despite funding cutbacks

Objective O1:

Indicators:

O1

O2

O4

O1

O1

O3

O3

T1: Representation

Engaging further with the student movement at large through constructive collaboration with affiliate bodies such as NUS, ULU and Unions94

To heighten an NUS and ULU presence on‐campus through speaking at General Meetings, partaking in events, attending socials and so on, as well as heightening the profile of all NUS Delegates

To engage with NUS and ULU‐based campaign work, and aim to be a Union at the forefront of one of these initiatives

To submit at least one nomination into the ULU Laurels Awards scheme

To establish a greater link with NUS in regards to the College and Union acting as national conference hosts

To encourage staff and officers to stand for election or selection of committees of regional and national student organisations such as ULU, BUCS, NUS and the AMSU and NUSSL strands of the latter

To be short listed for an NUS Award

To instigate at least one collaborative project with a neighbouring Union (i.e. Reading or Surrey) on a national issue

To play a more active role in the Unions94 network through active representation and hosting meetings and conferences

To encourage staff and officers to stand for election or selection of committees of regional and national student organisations such as ULU, BUCS, NUS and the AMSU and NUSSL strands of the latter

To win an NUS Award in order to increase national recognition

Objective O2:

Indicators:

O1

O4

O4

O2

T1: Representation

Sustaining a healthy and dynamic relationship with the local community in which students live and the Union operates

To fully integrate the new Community Strategy into Union practice

To provide effective support for the new Off‐Campus Students’ Representative and ensure that student representation is now increasing on local Residents’ Associations

To continue to build more successful partnerships with the local community through the Community Liaison Forum and Royal Holloway and Runnymede Consultative Group and through the work of the Union’s volunteers, clubs and societies

To forge greater two‐way relationships with local businesses through sponsorship and marketing initiatives for instance

Host a Community Open Evening event which would see local stakeholders in the community invited to an event that showcases the facilities and work of the Union

To hold a dedicated meeting and/or debate with local politicians and ensure that actions are followed up accordingly

To have Insanity Radio Station undertaking a substantial amount of work in the local community as part of the new FM license

To review and implement a new Community Strategy that is relevant and engaging

Objective O3:

Indicators:

O1O2O3

O2

O1

O2

O2

O4

O1

T1: Representation

Adopting a consistently vigorous approach towards campaigning on a range of campus‐based and national issues

To gain a database of 500 students who wish to actively be involved within a campaign network

To increase liberation campaign work with the Inclusion and Representation Senate

To greater utilise the Membership Services Coordinator in providing effective administrative support for campaigning

To involve the Union with liberation campaigns hosted by NUS and ULU

To increase total campaign network to 750 and to introduce a Campaigns Forum within this network

To ensure that greater funding and resource is given to the Vice President (Communications and Campaigns) in order to remain consistent, professional and relevant in campaign work

To take at least 75 students to a national campaign rally on a relevant issue to the student movement in either London or any other major city

To win at least one nationally recognised award for active and campaigning on a particular theme

To increase total campaign network membership to 1,000

For Sabbatical Officers to set specific time allocations aside each week for active representational work and campaign organisation that ensures students are as fully represented as possible

Objective O4:

Indicators:

O2

O2

O1

O2

O3

O4

Theme 2 (T2)

CommunicationActively engaging with you

as well as with stakeholders and the wider world through encompassing new media and technology

Communication is an integral part of engaging our members and stakeholders and that's why we've devoted this section to developing this area of the Students' Union activity. While we're currently striving

to continuously evaluate and improve our current communication provisions, this Theme aims to enhance how we converse with all stakeholders of the organisation, encouraging them to engage with us through various feedback mechanisms, and improving how we intend to converse with them through new and existing initiatives. How we communicate with them could be through our ever expanding and developing media outlets, our online presence, face to face interaction or just how we promote ourselves with regards to the organisation's overall image. Communication is key in ensuring effective engagement

with all our audiences and we aim to do that by providing clear, concise, fun and unique messages.

David Cummins, Vice President (Communications and Services)

Mark Nusl, Marketing (Media and Sales Promotion) Coordinator

T2: Communication



Statement for CommunicationActively engaging with you

as well as with stakeholders and the wider world through encompassing new media and technology

The Four Objectives for Communication

O1: Effectively communicating with a brand and image that improves the perception of the Union by

our members and key stakeholders

O4: Listening to, engaging with and actively gaining

feedback from all stakeholders in order to ascertain their needs

O3: Embracing all current and new online resources so as to provide relevant

and innovative communication outlets

O2: Promoting and maximising student‐led media in order to achieve

utmost stakeholder engagement and national

regard


T2: Communication

Effectively communicating with a brand and image that improves the perception of the Union by our members and key stakeholders

Ensure that at least five Students’ Union success stories reach the local press and media

Readdress the brand guidelines of the Students’ Union

Launch the Strategic Business Development Plan 2010‐13 and undertake an awareness campaign on the organisation’s Vision, Mission, Values and Strategic Themes

Work closer with the Graduate School to evaluate current perception of the Students’ Union by postgraduate students

Enact a Sabbatical Officer Code of Conduct

To launch all start of session Union Publications in a number of different languages online

Launch a major SU Space Reconfiguration Project branding campaign

Investigate the possibilities of rebranding the corporate brand

Ensure that at least ten Students’ Union success stories reach the local press and media

Complete and implement plans for the launch of a corporate rebrand

To have tripled the number of positive response outcomes on student perception of the Students’ Union in any market research led initiatives in comparison to the Membership Survey undertaken in 2010

Ensure that at least fifteen Students’ Union success stories reach the local press and media

Objective O1:

Indicators:

O3

O2O4

O1

O3

O3

O4

O3

O2

O4

T2: Communication

Promoting and maximising student‐led media in order to achieve utmost stakeholder engagement and national regard

Develop research into SUTV and build foundations for its implementation

Host an InsanityV/Orbital Live event in the local community

To have implemented a fully functioning Community FM License for Insanity Radio

For the media to be more financially self‐proficient and sustainable through an increase in fundraising events and sponsorship applications

Ascertain funding for SUTV equipment and elect an SUTV Station Manager Deputy Manager and Board as appropriate

For a ¼ of the total media budget to be raised through advertising revenue

To have a 25% increase in article submissions in The Orbital

Develop a united SURHUL Media brand that is subsequently entered into the National Student Media Awards

To increase the financial sustainability of all media avenues through ensuring they double their yearly Union budget through independent fundraising

Continue to develop Insanity Radio’s Community License initiatives

To have a fully function SUTV with weekly news shows being produced

Be nominated and shortlisted for at least three media awards across all strands of SURHUL Media

Objective O2:

Indicators:

O3

O3

O2

O1O2

O2

O2

O3

O3

O1

O4

T2: Communication

Embracing all current and new online resources so as to provide relevant and innovative communication outlets

To ensure that all Union publications are fully accessible online

To encompass a fully equipped, up‐to‐date, accessible and comprehensive new website that has at least 25% of the student population signed‐up and engaging with it, as well as a secured zone dedicated solely to staff

To have 2,000 followers on the Students’ Union Facebook page and 500 followers on Twitter

Integrate a thorough social networking strategy

Create more online marketing tools, i.e. an interactive Wall Planner

To have developed SURHUL discussion walls and mini‐sites for all clubs and societies on the website, and to have at least 40% of the student population signed‐up and engaging

Review the online voting system from a technical perspective

Website to be fully sustaining itself through generated income

Review the benefits of the MSL provider

To have at least 60% of the student population signed‐up and engaging with the website

Objective O3:

Indicators:

O1O2

O3

O2

O3

O4

T2: Communication

Listening to, engaging with and actively gaining feedback from all stakeholders in order to ascertain their needs

To host open debates and forums with students and elected officers every term

Ensure the continuance of the Staff Forum and the timely management of the Annual Staff Opinion Survey

Instigate the creation of 8 ‘Big Questions’ to be asked throughout the year

Initiate a ‘Big Student Debate’ calendar of events covering different themes and topics of interest

Increase attendance at the Annual General Meeting by 50% on the previous year

Increase attendance at the Annual General Meeting by 40% on the previous year

Carry out a series of high profile ‘Have Your Say’ Days

Implement termly Focus Group sessions with very specific aims and objectives

Monitor results of the 8 ‘Big Questions’ to be asked throughout the year and increase participation by 25%

Introduce another large‐scale Membership Survey

Monitor results of the 8 ‘Big Questions’ to be asked throughout the year and increase participation by 50%

To have at least 2% of the student population attending the Annual General Meeting

Objective O4:

Indicators:

O4

O3

O1

O1

O1

O1

O1

O1

O4

O3

Theme 3 (T3)

Governance and DemocracyGetting your voice heard

within an environment that champions equality, safety and accountability

Without effective input, we cannot effectively represent, govern and develop the Students’ Union, and so we offer many opportunities for you to personally set the direction of the organisation as an elected representative, through governing committees or by voting in any election. However, with a totally reviewed Constitution, the introduction of a Board of Trustees and registration with the Charity

Commission our governance structures will be developing dramatically over the forthcoming years. We aim to remain as democratic as possible, and in keeping with the demands of Royal Holloway’s ever‐changing student population. We will make a stronger emphasis on action and outcomes rather than bureaucratic processes as well as measure your feedback and the impact we make in order to develop

clear and accessible democratic structures.

James Pidgeon, President

Lisa Thomas, Membership Services Coordinator

T3: Governance and Democracy



Statement for Governance and DemocracyGetting your voice heard

within an environment that champions equality, safety and accountability

The Four Objectives for Governance and Democracy

O1: Ensuring that governance structures are relevant,

professional and effective and that increased support is given to all elected officers

and Trustees

O4: Increasing opportunities for students to scrutinise

elected officers, policies and procedures so as to increase

transparency and accountability

O3: Increasing active and diverse participation and

engagement with democratic elections

processes

O2: Making certain that governmental documents remain democratic and reflective of the needs of the organisation as well as

regulatory bodies



Ensuring that governance structures are relevant, professional and effective and that increased support is given to all elected officers and Trustees

To increase the accessibility and awareness of General Meetings and to monitor attendance accordingly

To have fully recruited and trained a Board of Trustees

To have a fully body of Course Representatives who are trained and accountable by the Students’ Union

Review the structures and effectiveness of the Inclusion and Representation Senate and Academic Affairs Senate

To be successful in creating a fifth Sabbatical Officer role and thus splitting the remit of the present Vice President (Education and Welfare)

Introduce Board of Trustees presence and accountability methods at General Meetings

Actively review training and development processes for the Executive Committee

Consider ways to eliminate ‘resolutionary bureaucracy’ and simpler issue‐based meetings allowing students to express their views on a particular subject easier

To have at least 2% of the student population attending the Annual General Meeting

Objective O1:

Indicators:

O1

O3

O4

O2

O3

O1

O4

O4

O2

O4

O1


Making certain that governmental documents remain democratic and reflective of the needs of the organisation as well as regulatory bodies

To have a fully launched, integrated, vibrant and reviewed Strategic Business Development Plan that drives the performance and development of individual departments and of our services and activities

To complete the final part of registration with the Charity Commission and thus become a fully registered charity and launch the completely reviewed and redesigned Constitution as part of this

Achieve a high standard in the Students’ Union Evaluation Initiative (SUEI)

Thoroughly implement that recommendations made in the Internal Audit 2010

Ensure that the Strategic Business Development Plan is reviewed, edited and developed accordingly for 2011‐14

Identify new areas to engage with students in formulating policy and procedure


Undertake another complete Constitutional review and present to College Council at the end of the academic year


Objective O2:

Indicators:

O1

O1


Increasing active and diverse participation and engagement with democratic electionsprocesses

To have successfully implemented the first year of online voting as well as increasing new initiatives such as laptop ballot boxes, and measured rates of success accordingly

To achieve an election turnout of at least 22% of the student population in the Sabbatical Officer elections

Increase the number of international students running in all Officer elections

Publicise more thoroughly all elections that take place at a General Meeting (including Senate and Sub Committee elections) and seek to gain a higher turnout of candidates

To completely review the election and candidate campaign system in thorough consultation with the student membership, in order to achieve a process that students care about and engage with


To review and evaluate the process of electing Student Trustees

Review the process of electing student representatives on Sub Committees in order to ascertain a more accessible and dynamic method


To completely review the online voting procedures and effectiveness

Objective O3:

Indicators:

O3

O3

O1

O1

O1

O1

O3


Increasing opportunities for students to scrutinise elected officers, policies and procedures so as to increase transparency and accountability

To ensure that any form of campaign on the Vision, Mission, Values and Strategic Themes of the Students’ Union communicates the importance of elected officer accountability in relation to these areas

Update and review Officer Blogs and their effectiveness

Increase communication of elected officer roles and responsibilities, and implement visual presentations of the Union’s governing structures throughout our buildings

Rejuvenate the Scrutiny and Accountability Sub Committee

Achieve a 20% increase in Officer Blog hits on the website

To undertake a Vision, Mission, Values and Strategic Themes ‘awareness check’ for students

Fully implemented accessible and updated Sabbatical Officer and Executive Twitter accounts

To really champion research‐based decisions rather than relying solely on the opinions of a few members, thus creating a voice through consultation

Achieve another 20% increase in Officer Blog hits on the website

To have found new, interesting and accessible ways of questioning elected officers at General Meetings and holding them to account

Objective O4:

Indicators:

O1

O4

O1

O1

O3

O1

Theme 4 (T4)

Welfare and AdviceAlways here for you

in order to accessibly provide the broad range of support you need

Whether it be supporting you through difficult times, representing you on an academic appeal, fighting to keep you in hall, assisting you with your rights as a tenant or purely just lending a listening ear, the Advice and Support Centre is here to help. We will continue to strive to ensure the Advice and Support Centre is always open and is operating efficiently and that you know we are here by using various media outlets, links with College and our ASC brand. We will ensure all information we can give you is up to date and that we are aware of any relevant changes that may affect you; in addition to this we will maintain and develop strong links with external bodies. All to provide you with a reliable and efficient welfare service

to enable you to get your full potential from studying here at Royal Holloway.

Charlotte Bassam‐Bowles, Vice President (Education and Welfare)

Tina Rainer, Welfare Adviser

T4: Welfare and Advice



Statement for Welfare and AdviceAlways here for you

in order to accessibly provide the broad range of support you need

The Four Objectives for Welfare and Advice

O1: Maintaining and extending guidance and support for students within a safe and

accessible environment

O4: Using existing initiatives and creating new ones in

order to provide stimulating preventative and awareness

welfare campaigns

O3: Ensuring that the support available is both appropriate and reachable for every single student

O2: Working with internal and external partners in

order to enhance coordination, resource and

usage of the welfare service



Maintaining and extending guidance and support for students within a safe and accessible environment

To continue to host non‐alcoholic events and to publicise these as widely as possible

Investigate the possibility of having caseworkers available online for students to communicate with

To promote the Nightline service as a provision of welfare support and advice

To have recruited a dedicated part‐time caseworker to the current pressures of the Advice and Support Centre staff

To facilitate greater training and development opportunities for Advice and Support Centre Sabbatical(s) and staff in order for this service to remain relevant and effective

Implement student‐led support by exploring different ways in how student‐to‐student support can be beneficial

In line with the SU Space Reconfiguration Project, to have implemented a ‘Student Centre’ style and atmosphere to the Advice and Support Centre where students can gain different information from a range of different resources and avenues

To evaluate the effectiveness of Nightline

To be the leading place on‐campus for student support and to monitor this perception through continued market research

To add a permanent member of counselling staff to the Advice and Support Centre team

Objective O1:

Indicators:

O2

O3

O3

O3

O2

O4

O4

O2O3


Working with internal and external partners in order to enhance coordination, resource and usage of the welfare service

Further heighten and improve relationships with Runnymede Borough Council and bodies connected to this, i.e. Environmental Health, the Police, the Licensing Office and so on

Evaluate the effectiveness of the Community Liaison Forum and seek to find new and engaging ways to engage with the local community

To maintain and increase the coordination and communication with and usage of the College’s Support and Advisory Services

To substantially increase the financial situation of the Advice and Support Centre through increased budgetary provision and independent fundraising

To have more charity organiations working directly with students in the same way as BeatBullying in 2010

To have a full‐time, on‐site professional councillor working for the organisation

To have ascertained further space in the Students’ Union Main Building or elsewhere, for the expansion of the Advice and Support Centre and the overall change in provision of welfare and support

Objective O2:

Indicators:

O1

O3

O3

O2

O4

O1

O3


Ensuring that the support available is both appropriate and reachable for every single student

Monitor and record the percentages of hard‐to‐reach groups that use the Advice and Support Centre

To increase information provision and social events specifically for postgraduate students, international students, mature students and so on

Ensure that the Inclusion and Representation host at least two campaigns that are relevant to under‐represented areas of the student demographic

Ensure that students with caring responsibilities, mature students and part‐time students are always included as a focus in the Student Experience work of the College and Students’ Union





Investigate the possibility of hosting a creche facility

Objective O3:

Indicators:

O1O1

O4

O1

O1

O1


Using existing initiatives and creating new ones in order to provide stimulating preventative and awareness welfare campaigns

To re‐brand the Campus Watch campaign in order to increase its awareness and appeal

To increase the branding of SSHH buses

To implement a campaign that increases awareness of exam stress and tries to tackle this issue through a range of events

To have a SHAG Week campaign that utilises more daytime activities

Consider the implications and necessity of rebranding SHAG Week to GOSH Week

To initiate a Help Us Live campaign that works closely with the Residential Support and Community Liaison Offices in Support and Advisory Services

To increase the number of welfare‐themed weeks and daytime events throughout the year, and publicise these on the Wall Planner and website accordingly

To review and re‐launch the work of the Help Us Learn campaign so that educational and academic issues remain a priority

To have onsite STI testing in the Health Centre as part of SHAG Week

Implement a more dynamic SSHH Campaign that is consistently monitored in order to remain effective

Objective O4:

Indicators:

O4

O3

O3

Theme 5 (T5)

Student ActivitiesEnhancing your student experience

in ways that can champion and complement your academic study

SURHUL Student Activities strive to continuously enhance your student experience via a number of platforms; we promote a healthy and active lifestyle by providing a diverse range of competitive and

recreational sporting activities. Ensuring inclusiveness amongst a diverse campus, all students are catered for through multicultural, academic, religious and social societies. The Student Activities department

prides itself on their relationships with internal and external partners creating a wide variety of collaborations for volunteering and employment opportunities. Student Activities can complement your degree with transferable skills, improving your CV and enhancing your Royal Holloway experience. Our desire and aim is to improve our service by ensuring our recreational and competitive activities are

developing through open communication with our key stakeholders to shape the departments direction.

Emma Montague, Vice President (Student Activities)

Andrew Steadman, Student Activities Manager

T5: Student Activities



Statement for Student ActivitiesEnhancing your student experience

in ways that can champion and complement your academic study

The Four Objectives for Student Activities

O1: Increasing support and resource for all sports clubs in order to ensure that they are fun, safe,

proactive and sustainable

O4: Seeking to improve developmental and skills‐acquiring opportunities in order to enhance student

employability

O3: Heightening the awareness of and

encouraging participation in all volunteering and charity fundraising

schemes

O2: Increasing support and resource for all societies in order to ensure that they are fun, safe, proactive and

sustainable



Increasing support and resource for all sports clubs in order to ensure that they are fun, safe, proactive and sustainable

To have reached 45 in the National BUCS League

To host a number of creative events in order to achieve the Olympic accreditation ‘Inspired by 2010’

To support sports clubs in financial development by increasing the number of opportunities and amount of information surrounding sponsorship

To increase student participation to 4,000 sign‐ups within the Student Activities department by initiating less competitive sports leagues such as an Inter‐Hall League and so on

To have fully cleared the sports club debt list and ensured that all clubs are more financially sustainable and self‐proficient

To be placed within the 30s of the National BUCS League

To be placed in the top 30 of the National BUCS League

To have increased year‐on‐year membership of sports clubs in order to fully be able to develop accessible events and financial stability

Objective O1:

Indicators:

O3

O3

O3

O2

O2

O2


Increasing support and resource for all societies in order to ensure that they are fun, safe, proactive and sustainable

Ensure that applications for national awards and well‐researched and in abundance

To host at least one society event in the building of the University of London Union

To support societies in financial development by increasing the number of opportunities and amount of information surrounding sponsorship

To increase student participation to 4,000 sign‐ups within the Student Activities department by ascertaining better space provision for all societies

To encourage an increased participation of ‘hard to reach’ groups in active liberation and cultural societies

To have fully cleared the societies debt list and ensured that all societies are more financially sustainable and self‐proficient

To effectively engage with 50% of our international student membership by increasing the provision of cultural society events

To have increased year‐on‐year membership of societies in order to fully be able to develop accessible events and financial stability

Objective O2:

Indicators:

O3

O3

O3

O2

O2

O2

O2


Heightening the awareness of and encouraging participation in all volunteering and charity fundraising schemes

To increase programming for SURHUL Volunteering and ensure that all clubs and societies are involved in Volunteering events

To improve awareness of RAG on‐campus with particular highlighting of non‐alcoholic events

To raise at least £15,000 by RAG in the academic year

To increase the number of volunteers involved in on‐campus projects through increased publicity of Volunteering opportunities and events


To have a total of at least 3,000 students registered to both SURHUL Volunteering and Community Action Volunteering schemes

For 600 students to be part of RAG


Objective O3:

Indicators:

O3

O4

O1O2


Seeking to improve developmental and skills‐acquiring opportunities in order to enhance student employability

To host joint Careers Service and Students’ Union workshops on employability skills

Assist the University in improving employability rates in league tables through articulating student feedback, needs and supporting activities

To further maintain involvement in the progression of the College’s 25th Anniversary Award

To increase programming of Part Time Job Fayres and Careers Event in each term, in liaison with the Careers Service

Have a part of the Students’ Union website entirely dedicated to employer contacts, work placement information and internship scheme opportunities

To initiate dedicated workshop sessions on how to effectively utilise Student Activities within CVs and job applications

To lobby the College to facilitate Personal Development Plan provision for every student, and for academic Personal Advisors to offer dedicated time in assisting students with these Plans, and the general advancement of their career

To host an Employability Week in the summer term, working with established links with employers and utilising the networks of the Careers Service

Objective O4:

Indicators:

O4

O3

Theme 6 (T6)

Funding and ResourcesConsistently working for you

in order to ensure that our staffing, commercial, financial and administrative operations remain efficient and sustainable

The Students’ Union’s financial stability, effective commercial services, strong staffing structures, sufficient space provision and commitment to the environment are all paramount to our success. We recognise that in the challenging economic climate and cultural trends of the time, we will need to

increase funding from additional routes in order to support aspirations for development, consistently review and develop our commercial services in order to meet the demands of our students, focus on

nurturing and developing our staffing body in their commitment to providing effective services, improve our premises and facilities, and to always seek to reduce environmental impact. This is a broad and

crucial area of the Students’ Union’s development that will ensure that we better meet your needs and increase our impact on students’ lives.

The Sabbatical Officers and Senior Management TeamJames Pidgeon, Charlotte Bassam‐Bowles, David Cummins, Emma Montague,

Sean O’Donnell, Martin Stokes, Sarah Stuckey and Clare Livingston

T6: Funding and Resources



Statement for Funding and ResourcesConsistently working for you

in order to ensure that our staffing, commercial, financial and administrative operations remain efficient and sustainable

The Four Objectives for Funding and Resources

O1: Consistently reviewing and developing our

commercial services provision to ensure it meets the needs

of the Union’s diverse student body

O4: Developing outstanding buildings, facilities and equipment whilst engaging with environmental best

practice

O3: Motivating the Union’s exceptional body of staff through induction, training

and development, communication and social opportunities of the utmost

quality

O2: Ensuring financial strength and stability

amidst funding uncertainty in order to support student

needs, demands and aspirations



Consistently reviewing and developing our commercial services provision to ensure it meets the needs of the Union’s diverse student body

To research, consult, create and implement a completely revised and relevant departmental staffing structure in order to better meet the needs of the membership and other key stakeholders

To invest a zoned quality to the Union’s bars and venues in order to heighten variation and appeal for a greater diversity of the student membership (i.e. soft‐seated areas, designated low‐level music areas, specific dance areas and so on)

To continue to trial and improve new ticketing and entry systems (including online) in order to reflect the financial needs of the membership as well as the views of the local community

Ensure that the ‘Ultimate Question’ initiative continues and that further ways are ascertained in order to continuously seek and act upon members’ needs and demands

To implement a student internship scheme into the Commercial Services Department

To plan and implement additional commercial income streams pending the SU Space Reconfiguration Project, i.e. major provision for a lettings agency, retail and trading, an internet cafe, increased conferencing and so on

To increase small spaces and areas for individual student group social bookings and events

To meet financial targets of the identified new commercial income streams

To be nationally recognised for quality conferencing provision through a year‐on‐year increase in conference bookings

To maximise potential to draw further conference booking after the College’s hosting of a London 2012 Olympic Village

Objective O1:

Indicators:

O2

O3

O2

O3

O4

O3

O3

O2O4

O4

O2

O2

O4


Ensuring financial strength and stability amidst funding uncertainty in order to support student needs, demands and aspirations

To undertake a thorough three year financial forecast covering August 2010 – July 2013 (including confirmation of the College’s Block Grant) and consider high risk areas as part of this in order to inform long term planning

To increase applications to the College’s Annual Fund Benefactions Committee as well as external sources of charity funding in order to secure further financial stability, utilising the skills of NUS Fundraising Officers, the local council and lottery funding

To initiate policy on stricter budgeting processes and financial target setting and ensure that monthly P & L accounts are available for the Senior Management Team

To utilise the skills and knowledge of the Board of Trustees in order to ascertain private funding from donors, corporate sponsors and other such financial avenues

Submit at least three fundraising bids throughout the year available to registered charities, with the aim of attracting approximately £8,000

To ensure that the Union’s accounts remain healthy and stable

To reach targets of a 10% increase in both commercial and non‐commercial self‐generated income

To submit at least five fundraising bids throughout the year available to registered charities, with the aim of attracting approximately £15,000

To achieve an income and expenditure account surplus

To analyse the feasibility of employing or contracting a dedicated fundraiser to join the staff team

Objective O2:

Indicators:

O2

O1

O2

O1

O3

O2

O4

O1

O1

O1

O3


Motivating the Union’s exceptional body of staff through induction, training and development, communication and social opportunities of the utmost quality

To continue the staff newsletter, with all permanent staff members offering at least one contribution in the year

To ensure that an analysis and annual review of the new Appraisal and Personal Development Plan system is undertaken as necessary as well as 100% completion of all mid‐year reviews at the beginning of 2011

To revise and restructure Staff Meetings in order to make them more engaging, motivating and succinct

Review all Recruitment, Selection and Induction Policies specifically in relation to a new system for recruiting and inducting members of student staff

To improve the Annual Staff Opinion Survey overall return by 20% and improve the year‐on‐year ratings on areas identified as a key priority

To improve the year‐on‐year ratings on areas identified as a key priority in the Annual Staff Opinion Survey

To implement a student internship scheme in the Human Resources Department

To thoroughly review the make‐up of the Senior Management Team in relation to the operational demands of the organisation, as determined by the Board of Trustees

To achieve Investors in People standard

To encourage departmental social activities through initiatives such as charity fundraising and so on

To achieve a shortlist entry into the Third Sector Awards’ ‘Best Employer’ category, or a national awarding equivalent

To improve the year‐on‐year ratings on areas identified as a key priority in the Annual Staff Opinion Survey

Objective O3:

Indicators:

O4

O1

O2

O1

O2

O1

O4

O4

O4


Developing outstanding buildings, facilities and equipment whilst engaging with environmental best practice

To continue to provide considerable input into the progression of the SU Space Reconfiguration Project and to ensure that provision for meeting, training, daytime social and study space is a priority as well as the ascertaining of funding mechanisms

To maintain a Silver Award in the Sound Impact Environmental Awards

To have an organisational Carbon Audit from NUSSL and to analyse the feasibility of training a member of staff to undertake this duty in the future

To monitor the student footfall in our buildings after the SU Space Reconfiguration Project is complete, both the day

To implement an environment that champions safety, professionalism and innovation for the Media and RAG

To achieve a higher Silver Award in the Sound Impact Environmental Awards

To undertake a new initiative similar to the Community Garden Project which champions student environmental responsibility and awareness, and to be recognised nationally for this

Ensure that a realistic and appropriate Refurbishment Schedule is implemented after the Reconfiguration Project

To monitor the student footfall in our buildings both during the day and evenings, and achieve a year‐on‐year increase in visitor numbers

To ascertain significant plans for the implementation of a new main building as part of the College’s Master Plan

To achieve a Gold Award in the Sound Impact Environmental Awards

Objective O4:

Indicators:

O1

O1

O2

O1

O2O3

Contact Us

Theme sponsors:

James PidgeonPresident

[email protected]

Sean O’DonnellGeneral [email protected]

Representation

Welfare and Advice

Governance and DemocracyCommunication

Student Activities Funding and Resources

If you have any feedback about the Strategic Business Development Plan 2010‐13 we would like to hear from you. We are always keen to get any suggestions, ideas and input from any of our stakeholders. Please contact us using the above details or the methods shown below.

Theme sponsors:

David CumminsVice President

(Communications and Services)[email protected]

Marek NuslMarketing [email protected]

Theme sponsors:

James PidgeonPresident

[email protected]

Lisa ThomasMembership Services Coordinator

[email protected]

Theme sponsors:

Charlotte Bassam‐BowlesVice President (Education and Welfare)

[email protected]

Tina RainerWelfare Adviser

[email protected]

Theme sponsors:

Emma MontagueVice President (Student Activities)

[email protected]

Andrew SteadmanStudent Activities [email protected]

Theme sponsors:

The Sabbatical Officers and Senior Management Team

James Pidgeon, Charlotte Bassam‐Bowles, David Cummins, Emma Montague,Sean O’Donnell, Martin Stokes,

Sarah Stuckey and Clare [email protected]

Students’ Union, Royal Holloway, University of London, Egham, Surrey, TW20 0EXT: 01784 486300 F: 01784 486312 E: [email protected]

www.surhul.co.uk

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