STRATEGIC PLAN
2017-22
CONTENTS
1.
2
Welcome
3
Research
4
Relevance
5
Vision, Mission, Values
6
Goals & Supporting Activity
7
Goal 1
8
Goal 2
9
Goal 3
10
Goal 4
11
Supporting Activity
12
Key Change Projects
13
Theory of Change
WELCOME! Thank you for taking the time to pick up and read our strategic plan. We hope you find it interesting and that it gives you an insight into Edge Hill Students’ Union and our ambitions and hopes for the future. The plan reflects the things that students have told us are most important to them and what they want to see from their Students’ Union. There are many things that we do well, but there are also things we know we need to adapt or improve upon if we are to live up to our students’ expectations. This plan will give us the framework to do that. Central to that framework are our values which offer clear and consistent guidance to how we will approach and undertake our work. We are a complex organisation that offer a wide range of services and support to our students. We have worked hard to research and devise this plan and we will work to make sure we turn it into action. The plan runs for the next five years and in that time we intend to transform the organisation into one of the best Students’ Unions in the country. This plan is built on detailed research and a clear understanding of where we are beginning. The plan outlines our key goals for the next five years and also the underlying activity we must get right to support the delivery of our goals and ultimately our vision.
However, we know we will only achieve this by having a clear, focused mission...
TO ENSURE EDGE HILL STUDENT VOICES ARE HEARD, VALUED AND ACTED UPON.
We are looking forward to the journey and hope that you are as excited as we are to make it happen.
BEN, DAN, LUKE AND ROSIE – 2017/18 SABBATICAL TEAM
2.
RESEARCH In order to provide insight for our new 5 year strategic plan, we took the decision to commission an external research company, NUS Insight, to carry out a 6-month piece of work. The 3 overarching objectives of the research were: • To understand more about the SU’s REPUTATION, with current students, University senior managers and SU staff • To understand how to improve THE SU OFFER from a student’s point of view; what are their needs, their aspirations and how do they want to see the SU grow? • To understand the requirements and preferences for student COMMUNICATIONS and any improvements to these. The research consisted of four elements: • Student focus groups involving 19 participants. • University senior manager tele depth interviews with 13 participants. • An SU staff online survey with 22 participants. • A student online survey with 507 participants. Key research findings included: • Students identified the SU to be supportive and representative. • Students felt the SU was not accessible to non-typical students. • There was a lack of awareness regarding the services the SU provides. • Students placed higher importance on the advice and activities services even if they hadn’t necessarily all used them. • The commercial services were rated more highly by students but this may be as a consequence of them being used more widely. • Some students wanted to be more involved with the SU but didn’t know how to do this. • Improving communication both internally and externally is imperative if the SU is to improve and become more effective. • University stakeholders want to hear from the SU on a regular basis. • Students want weekly updates, content that applies to them, and a variety of channels that are kept up-to-date. The three fundamental recommendations that were therefore critical to underpin the strategic plan were: • To ensure that every decision made is student focused and centred on improving the student experience and increasing student engagement. • To increase awareness and understanding of the SU and the broad range of services we provide. • Use a strategic and responsive approach to communications, ensuring all channels are working together to keep students and stakeholders well informed about the SU and our offer.
3.
EHSU’S RELEVANCE To grow, improve, be more effective, and ultimately increase engagement, it is critical that we become more relevant to different parts of our student body. We have to engage with students on their terms to ensure that we help them make the most of their student experience. To begin increasing our relevance to a broader range of students we must: • address aspects of our activity, behaviour and language, which may alienate and cause some of those who attempt to engage with us to withdraw. • address negative perceptions of the SU in relation to only being there for certain ‘types’. • actively work to reach out to all students with a new offer, based on an understanding of their differing needs and circumstances, and sensitive to their environment. Pragmatically, we cannot be ‘all things to all people’ so we must take a segmented approach to the way we develop our activities and services, ensuring that we offer significant value to all students in different ways, while allowing individual services to focus and specialise where appropriate. Whilst it is obvious that a key overall aim is to increase satisfaction with the SU, we cannot achieve this until we are relevant and students actively seek to engage with us.
4.
At Edge Hill Students’ Union, our vision is to create the best student experience we can for as many Edge Hill students as possible.
We live by a core set of values which are integral to how we do things: DEMOCRATIC We are firmly committed to ensuring the voice of our students (in the broadest, deepest and most diverse sense) helps to shape all of our services, and to achieving measurable success for all our students and relevant stakeholders. AMBITIOUS We set high goals and are committed to improving the quality of everything we do for our students.
Our mission is to ensure Edge Hill student voices are heard, valued and acted upon.
5.
CREATIVE We are open to new ideas, embrace change, and take calculated risks to develop services that our students need. INTEGRITY We never compromise our reputation and always act in the best interest of our students.
GOALS
AND SUPPORTING ACTIVITY
Our goals represent our primary focus for change over the next five years. They are the principal ways in which we have identified an opportunity to make a significant move towards delivering our ultimate vision.
In order to deliver our goals, we recognise we have to be a fit for purpose organisation and have identified four supporting activities to enable our plan to come to fruition.
6.
GOAL
STUDENTS WILL KNOW THAT EHSU UNDERSTANDS THEIR PRIORITIES AND RESPONDS EFFECTIVELY. One of EHSU’s key roles is to understand and represent the needs of students to the University, the local community, and further local and national stakeholders. In order to do this effectively, we must have an excellent representation framework and effective research and communication methods to capture issues and apply influence to achieve change. However, achieving change silently is not enough. We want to inspire you to develop new ideas, be creative and campaign for change. We need more students supporting our campaigns, which again need to be relevant to the full range of students who study at Edge Hill. To achieve this, we must be really focussed on the priorities of our students, driven in our work to achieve positive change, and proud to share news of our successes with students.
7.
GOAL
2
WE WILL BROADEN, DEEPEN AND DIVERSIFY THE RANGE OF STUDENTS WE ENGAGE WITH In order to be held accountable, and to encourage greater engagement with us, students must clearly understand who we are, what we do, and the positive influence and impact we can have over their experience whilst at Edge Hill. Similarly, it is critical that in order to engage and represent effectively we need to understand whom and what our students’ needs are. Increasing contact (physically and digitally) will also ensure we are better able to listen to, reflect and pursue issues that are important to our students and will foster increased accountability and credibility. We will attract participation and engagement from students by clearly demonstrating the value of doing so at all levels – from day-to-day benefits of accessing our services and facilities through to the potentially life-changing impact of deeper involvement in our supported activities, services and the shaping of the Students’ Union itself. We will avoid activity and prevents them Students’ Union, and culture enables us to everything we do.
that alienates individuals from engaging with the ensure that our working reflect our core values in
8.
GOAL
3 9.
ALL STUDENTS WILL ENJOY A HIGH QUALITY ACADEMIC EXPERIENCE SUPPORTED BY EHSU. Students have told us that supporting them through their academic experience should be one of our top priorities. We recognise that Edge Hill students should expect, and be able to, access a high quality academic experience befitting a recently awarded University of the Year. One of the challenges students face is knowing what they should reasonably be able to expect from their academic experience. EHSU can playing a role in raising awareness of acceptable standards in relation to key academic activity such as timetabling, assessment, feedback time, contact time, teaching methods, learning resources and other issues. In addition, students are sometimes frustrated at the pace of change, feeling that the outcome or resolution of an academic complaint or issue may at best, only benefit students that follow them. This discourages students from taking the risk, time and effort to raise important issues so it will be critical that we work towards getting changes made quicker. We believe EHSU can support a high quality academic experience by representing students’ views to the University, ensuring student input is central to all University activity, and enabling students to be active partners within the academic community. We can also supplement the University provision with our own services and facilities.
GOAL
4
EVERY STUDENT WILL BE ENCOURAGED AND SUPPORTED BY EHSU TO DEVELOP THEIR INTERESTS AND SHAPE THEIR FUTURE We believe that EHSU has a central role to play in supporting students in the pursuit of their interests and passions whilst studying at Edge Hill. Extra-curricular activity has a huge number of social, physical and psychological benefits in addition to just being a great opportunity to have fun and meet new people. Paid work with EHSU and volunteering should have similar benefits. By encouraging and supporting students to share their passions with each other, we can open up new opportunities for self-discovery. In this way, EHSU can be a portal through which students can explore the world and begin to shape their own future and place within it. We feel that EHSU is uniquely positioned to help students discover alternative views of their future, which are equally valid as a conventional career path. We believe that as well as being the next generation of great nurses, teachers, creatives, legal minds and corporate leaders, Edge Hill students can and should also be at the forefront of new ways of working and living; as global public servants, social entrepreneurs, virtual activists, and social pioneers.
10.
SUPPORTING ACTIVITY Successful organisations are built upon competent and committed people, robust income streams and effective marketing and communication. Accordingly, our strategic plan will be supported by strategies for each of these areas; people, finance, marketing and communication. People – be, and be seen, as an excellent employer We have before us an opportunity to create an outstanding SU. To make this happen, we will aim high and underpin our plans with progressive human resource management. We will ensure that our people, staff and officer alike, and their ideas, knowledge, commitment and passion lay the foundation for a new culture to drive the organisation forward. We will seek to attract the best people, develop and implement strong induction processes, invest in the personal development of our people, provide opportunities for progression through the organisation, and ultimately become an employer of choice. Finance – ensure there is a financial framework to underpin all future development Alongside the people who will drive forward the SU, it is vital that the organisation has a solid financial foundation and a plan to progressively build growth. To achieve the vision we will ensure that we have in place appropriate management information that informs our growth, financial controls and procedures to minimise risk, and we will work hard to diversify income streams through both commercial and project-based activity. In addition to this, we will develop and implement a risk-based Reserves Policy that enables, informs and facilitates future investment opportunities. Marketing and Communication – it is no good being good if nobody knows about it Marketing and communication will play a critical role in the next phase of our development, especially as engagement lays at the heart of all of our objectives. It is critical that our internal and external channels are insightful, targeted and relevant in order to progressively enhance our brand and reputation and have the desired impact that we want to have across our stakeholders. Technology – faster, smarter, more insightful, more effective Technology will impact on all aspects of the SU and in practice will lead to significant changes to how we operate, communicate and present the SU; highly proficient staff skills, website development, customer relationship management system to improve engagement, integrated EPOS, stock control and financial systems, departmental growth through bespoke software packages, e-commerce, online recruitment, use of mobile technology, digital and online publishing, and widespread blog use.
11.
KEY CHANGE PROJECTS We have spent time thinking about the changes we must make to bring about our goals and achieve the highly effective supporting activities we need. Whilst we are planning to make many smaller changes across the organisation, we have developed five clear areas of key change. 1. Marketing and communications
To review and enhance our marketing and communications with students, staff, the University, the wider community and other key stakeholders. This will increase relevance and affinity and improve our performance in all areas. 2. Branding and visual identity
To review and enhance the EHSU brand and corresponding visual identity in order to improve student understanding of and affinity to our services. By improving engagement with services, we will increase success and student satisfaction. 3. Buildings and space
To review the current use of our buildings space and develop our thoughts on future needs to ensure a fit for purpose Students’ Union that makes effective and efficient use of space going forward. As well as a space ‘needs and wants’ review, we will also consider a strategy for addressing the University campus operation from an EHSU perspective in addition to incorporating thoughts on proximity to Ormskirk. 4. Use of technology
To consider how we use technology to improve our service to students and transform the types and range of services we may offer. 5. Governance review
To consider the structures, processes, meetings and behaviours that make up our governance framework. By improving governance we can ensure we are fit for purpose and focussed on delivering our mission.
12.
EARLY OUTCOMES GOAL 1
EVERY STUDENT WILL BE ENCOURAGED AND SUPPORTED BY THE STUDENTS’ UNION TO DEVELOP THEIR INTERESTS AND SHAPE THEIR FUTURE
INCREASED sharing of learning, good practice, skills and assets across the Students’ Union and across Edge Hill. STUDENTS have greater access to hassle-free support from the Students’ Union and others.
INTERMEDIATE OUTCOMES GOAL 2 WE WILL ENSURE THAT WE UNDERSTAND THE PRIORITIES OF OUR STUDENTS & RESPOND EFFECTIVELY
OUTPUTS: • • • • • • •
RES EA RCH A ND INS IGHT P ROGRA MME UNIV ERS ITY COMMIT TEE ENGAGEMENT P LA N A NNUA L CA MPA IGN P LA N LOBBY ING A ND INF LUENCING THOUGHT LEA DERS HIP P ROJECT P OLICY UP DATES MEDIA WORK
Cultural growth of evidence based planning and decision making
Stakeholders, including the Students’ Union, better understand the needs and experiences of students
MORE and better relationships between the Students’ Union and the wider University. STUDENT groups are better led, managed, sustainably resourced and are more equipped to deliver their aims. STUDENTS are more able to apply for funding and investment opportunities. STUDENTS better understand the environment they are working in. STUDENTS are better equipped to adapt to challenges and act on opportunities. STUDENTS HAVE INCREASED KNOWLEDGE, SKILLS AND CONFIDENCE IN: • Fundraising • Volunteer Recruitment And Management • Campaigning And Influencing • Marketing • Networking
OUTPUTS: • • • • • • • • • • •
13.
ACADE M I C S OCI ET IE S WI DE R SOCI E TI ES PR OG R A M M E BUCS S PORT I NVOLV E M E NT RE CRE ATI ONAL SPORT PR OG R A M M E ANNUAL E VE NTS PR OG R A M M E GI VE I T A GO THOUGHT LE ADER SH IP PR OJ E CT SU ON TOUR VOLUNTE E RI NG ACCR E D ITAT ION SCH E M E HALL RE P STRUC T UR E COUNCI LS & COMM IT T E E S
GOAL 3
WE WILL BROADEN, DEEPEN & DIVERSIFY THE RANGE OF STUDENTS WE ENGAGE WITH
OUTPUTS: • • • • • •
RES EA RCH A ND INS IGHT P ROGRA MME S EGMENTATION WORK REBRA ND P ROJECT ONLINE P ROJECT WEB S ITE P ROJECT THOUGHT LEA DERS HIP P ROJECT
Greater transparency and democratic accountability across all segments of our student body
Greater democratic relevance and scrutiny across the student demographic
GOAL 4 ALL STUDENTS WILL ENJOY A HIGH QUALITY ACADEMIC EXPERIENCE SUPPORTED BY THE STUDENTS’ UNION
OUTPUTS: • • • •
ACADEMIC REP STRUCTURE JOINT UNI/SU REPRESENTATION POLICY FACULTY ENGAGEMENT PLANS DEDICATED ADVICE CENTRE WORKSHOP PROGRAMME BASED ON ACADEMIC ISSUES • POLICY AND CAMPAIGNS PLANS BASED AROUND ANY RELEVANT ACADEMIC ISSUE
Greater understanding by the Students’ Union of how each faculty works
The Students’ Union delivers pro-active programme of papers, policies and position statements on the academic issues of the day
END OUTCOMES
Feedback mechanisms are in place which drive service development and innovation
A better experience for all of our student volunteers
Student representation on all relevant academic decision-making bodies of the University
Students have a stronger voice for their cause
STUDENTS have greater trust and confidence in the Students’ Union and the services we provide. STUDENTS are more motivated to get involved in the Students’ Union.
LONG TERM IMPACT
MORE EFFECTIVE ENGAGEMENT WITH OUR STUDENTS
ELECTED student leadership are supported to be powerful impactful actors.
A greater range of students engage positively in our services
Advice Centre offers high-quality, well-managed programme of academic support and guidance
THE STUDENTS’ UNION has stronger and more credible relationships with our students. STUDENTS are better able to communicate the value of the Students’ Union and the services we provide.
THE STUDENTS’ UNION gains a reputation for the quality of the academic policy and campaign work it does on behalf of its students. STUDENTS see their feedback valued by relevant University departments and changes made as a result of their input into their academic experience.
MORE RELEVANT TO ALL OUR STUDENTS
STUDENT VOICES WILL BE HEARD, VALUED AND ACTED UPON
AN ACADEMIC ENVIRONMENT WHERE ALL OUR STUDENTS HAVE THE BEST OPPORTUNITY TO THRIVE
14.
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