STAR’S STRATEGY FOR 2016: IMPROVE TODAY, PREPARE FOR TOMORROW
Strategy document 2015-2016 38th STAR Board
EXECUTIVE SUMMARY External developments are impacting STAR and the way the organization should cooperate with partners and students. With the completion of the 2016 strategy implementation, STAR will have, among others, a new membership model, a revised booksale and an improved IT landscape. §
STARs mission is in line with the strategy: “To enrich RSM student life”. Our strategy is reinforced by the personal and professional development of our Active Members and is underpinned with four strategic pillars: § Career start support § Social activities § Academic support § Societal impact Five main objectives are defined. The achievement of these objectives is realized with the help of sixteen initiatives, each supporting at least one pillar. In order to secure accomplishment the following actions have been taken: ▪ Initiatives have been prioritized. ▪ Resource division has taken place: financial resources have been distributed and over 2,000 hours time commitment from the board is required. ▪ Customer segments have been identified along their needs, characteristics and interests. ▪ Time issues have been pinpointed and a year planning is established.
CONTENTS What this document comprises § § § §
External developments Mission and policy framework Mission and objectives Identified initiatives
For whom it is intended § § § §
Supervisory Supervisory Supervisory Supervisory
Board, Board, Board, Board,
Verico, Verico, Verico, Verico,
AM, AM, AM, AM,
public public public public
External developments are impacting STAR and the way it operates with partners and students
Increasing number of international students studying at Erasmus University
Different types of study materials being used
Students focus more on small-medium enterprises and start-ups
Changing RSM bachelor and master application requirements
Recent introduction of new student loan system
RSM Career Services plans on expanding and changed business model
STAR’S MISSION IS TO ENRICH RSM STUDENT LIFE
To enrich RSM student life
Career start support
Social activities
Academic support
Societal impact
Personal and professional development of Active Members
By pillar, we have defined strategic objectives for 2016… STRATEGIC OBJECTIVES Career start support Social activities Academic support Societal impact Personal & professional development
▪ 70% of the RSM students argues that
by the end of their RSM career STAR contributed to their career orientation
▪ STAR offers a social
event for each target group in 2016
▪ By the end of 2016 60% of the RSM students argues that
STAR offered practical complements to their academic curriculum
▪ By the end of 2016 50% of the RSM students is
aware that STAR offers opportunities to contribute to society
▪ 100% of the Active Members indicates
that STAR contributed to their personal and / or professional development
‌ which we aim to achieve through 16 initiatives Enrich RSM student life
Career start support
Social activities
Academic support
Societal impact
Personal and professional development through Active Membership MSC
Projects
Flagships 5 Evaluate and adapt SMW
8 Improve relevance of MSCs
Academic
13 Evaluate and adapt scope of ECP
Active Member Development 16
Members
9
Improve onboarding process
Improve Personal Development Plan
Efficiency
Enablers
10
Consult stakeholders continuously
15
Alleviate operational board workload
2 Revise Booksale
Improve IT security
6 Enhance ERP
Add adjacent academic services
Internationals
STAR Academy
11 Address needs of internationals
7 Actively communicate personal development opportunities
Information Technology 12
4
3 Design IT strategy and start execution
Alumni 14 Build and leverage alumni network
Membership model 1
Change fundamentals of membership model
With the completion of its 2016 strategy implementation, STAR will have a.o. a new membership model, revised booksale and improved IT landscape Tomorrow
Today
Change fundamentals of membership model Revise booksale Design IT strategy and start execution Add adjacent academic services
meet
Revised membership model, leading to an optimal balance of pricing, revenues, RSM student population coverage. Besides, STAR is living up to students’ membership expectations.
Students’ usage of study materials is changing. Booksale is appreciated by members although seems to be decreasing.
The booksale model is shaped according to its declining importance. Also, STAR better addresses the needs of students and their changing way of studying.
STAR’s varying IT applications are highly differentiated and not used to their potential. The systems are hosted at different places, accessible in diversified manners, do not communicate correctly, operated in different ways.
STAR has a comprehensive and all-covering IT application plan. There is a central spot where members go for their needs. All applications communicate properly and are connected to Salesforce, there is a stronger IT focus in transferal period and STAR is more data driven.
STAR offers limited variety of study materials and academic services.
STAR offers supplemental academic services to the curriculum, which are not delivered by RSM. These services are tailored to the changing way of studying which is investigated in combination with the research held for the reconsideration of the booksale model.
STAR’s membership model students’ and STAR’s needs.
does
not optimally
With the completion of its 2016 strategy implementation, STAR has an improved and actively communicated personal development plan, a revised SMW, and enhanced ERP Tomorrow Today Evaluate and adapt scope of STAR Management Week (SMW)
There is room for improvement in the IT System of the SMW. Furthermore, the number of academic, societal and social activities could be increased.
The strategy of the SMW is aligned with STARs, the quality is improved and a there is a new SMW IT system.
The current functionalities are critical and essential for the ERP to work. There is a growing amount of feedback and the list of convenient improvements is large.
The ERP is enhanced and expanded continuously by actively gathering feedback, investigating needs and evaluating residual functionalities, in line with the strategy and in proper priority.
Actively communicate personal development opportunities
Currently, only after the recruitment procedure students learn about STAR’s personal and professional development opportunities. Yet, personal and professional development is the fundament of STAR’s strategy.
All STAR members, passive and active, recognize STAR as a learning center to intensively develop their personal and professional skills.
Improve Personal Development Plan
The personal development plan does not deliver maximum value, does not match to project workload of a committee and could be improved by adding more structure.
STAR has extensive and diverse personal development opportunities which are structured and well recognized by active members.
Enhance Erasmus Recruitment Platform
With the completion of its 2016 strategy implementation, STAR addresses needs of internationals, continuously consults stakeholder needs and has improved IT security and relevance of MSCs Tomorrow Today Improve relevance of MSCs
Master Study Clubs face pressure due to changing environment. There is only one MSC supervisor in the board which results in a relatively low amount of personal attention.
STAR is the go-to association for every Master student offering academic, social and career oriented ev ents tailored to their wishes.
Address needs of Internationals
Ratio international/Dutch students in bachelor committees does not reflect the ratio at RSM. Furthermore, STAR does not fully live up to expectations of international students participating in events or being AM yet.
Internationals have a realistic expectation of what STAR has to offer in terms of active membership and participation in (recruitment) events. STAR has identified and manages needs of international AM.
Consult stakeholder needs continuously Improve IT security
Feedback is received once at the end of the academic year by STAR receives continuous feedback from stakeholders on its sending out a very large portfolio research survey. portfolio and image by collecting input on single-topic research. Results are actively used for decision making.
Understanding of security level and risks of STARs application landscape is not optimal. Also there are insufficient guidelines on how to cope with IT security issues.
A detailed evaluation on compliance and security of the various IT systems within STAR is in place and being monitored on a frequent basis, accompanied by a clear protocol, familiar by our members.
With the completion of its 2016 strategy implementation, STAR has a restructured ECP, leveraged alumni network, lower operational board workload and improved knowledge transfer Tomorrow Today Evaluate and adapt scope of Erasmus Consultancy Project (ECP)
Composition consultants is relatively financially unattractive for professors and ECP awareness among students and companies is relatively low
ECP is restructured such that it is financially viable. Effectiveness of marketing channels is investigated and anticipated on.
Build and leverage alumni network
Alumni database is not fully up to date. Alumni needs and services are limitedly identified.
There is an accurate alumni database in Salesforce. Alumni needs and services are identified and subsequently the alumni portfolio is revised. There is an AM-alumni buddy system in place for full-time AM.
Much time is invested in operational activities instead of strategic projects. All positions require more than 40 h/w including operational tasks. Due to many obligations, time is precious and little time can be invested into strategy planning and executing.
Board members have enough time to work on strategic goals besides the operational work, to be able to establish tangible and sustained change within STAR.
Much knowledge is lost in the transition from old to new committees, MSCs and board: not all committees have a white book or meeting with a predecessor and board transition is rather unstructured. Besides, decreased study financing may impact full-time active membership in a way that it is financially less viable.
Committees and MSCs have proper transfer of knowledge via a white book and a predecessor meeting. STAR boards have a lengthier full-time transition. Moreover, fulfilling a full-time position at STAR is financially doable for the majority of students.
Alleviate operational workload Improve onboarding process