Our recent successes In the last two years, we have…
Provided over 2,000 hours of support to 400 students needing help.
Run 850 events and activities for students. Achieved the highest voter turnout for almost a decade.
Declared a climate emergency.
Been awarded ‘Excellent’ in the Green Impact scheme recognising our work to limit our impact on the environment. Helped boost communication between UCA and students during the coronavirus campus closures. Opened a pop-up gallery for students to show and sell their work.
Held 16 makers markets for students to sell their crafts.
Introduced multi-use cups to replace disposables in the Farnham bar. Produced guides for students on housing, self-care and allyship.
Launched a campaign to promote sexual consent and respect.
Successfully encouraged the university to introduce lecture capture. Represented student interests to UCA during the coronavirus pandemic. Among other things, students benefitted from a hardship fund and university accommodation fee refunds for term three, putting huge sums back into students’ pockets. Presented a report to the university on hate crime and had recommendations approved that will improve UCA’s response to such incidents. Had over 1,000 memberships created to join clubs and societies.
Employed 76 students in paid work.
Provided the opportunity for students to showcase their talent at the Turner Contemporary gallery in Margate as part of the Turner Prize 2019.
There are unique qualities that make UCA Students’ Union the organisation it is. Our members are hugely talented and will go on to change the creative industries and world around them, so it is our privilege to do everything we can to create extraordinary experiences during their time at UCA. The geographic nature of the university means that it is not enough to succeed on just one or two campuses; we must create these experiences in four different locations. To prepare for this plan, in 2018 we started transforming the Union into an organisation that was fit for the future: Financially sustainable and a careful attitude to spending.
Set up to understand and improve the lives of students.
Activities that acknowledge each campus is different.
Organised and disciplined to help hit ambitious targets.
Our most exciting days lay ahead of us. We’re excited to have you with us, and please do get in touch to tell us what you think. On behalf of the Board of Trustees 2020-21:
Admire Ncube (President Kent 2020-21) Stefan Gutierrez Yildirim (President Surrey 2020-21)
On behalf of the Board of Trustees 2019-20:
Callum Mitchell (President Surrey 2019-20)
On behalf of the UCASU staff team:
Andy Squire (Chief Executive)
Research During the 2019-20 academic year, we received over 3,500 responses to 27 surveys ranging from student traits to what can be improved about the student experience at UCA. We married this insight with our contextual understanding of UCA’s campuses to create our plan.
By writing set plans that last five or more years, we reduce our ability to respond to what current students tell us we should be doing. It’s vital that we are as dynamic as our membership, so we’re binning the long-term strategy.
What we’re doing instead: With student representatives, we have written five aims (find them on pages 6 and 7) which describe the purpose of the students’ union. Since the purpose of the students’ union has and always will be to ensure students have the best possible experience at UCA and leave equipped to make a positive impact on the world, we have been able to write aims that guide future plans but don’t box us into a specific course of action. This allows us to write an Annual Plan every Spring for the next academic year, based on what students tell us we should be working on. By doing this, we allow the maximum number of students to not only feed into the research but experience the plan too – something that has never happened on an annual basis before.
Ensuring consistency and progress: Each Annual Plan will use the Aims to provide structure. Annual Plans should fit our Vision, Mission, and Values. We will stay on top of student views and priorities at a local and national level so each Annual Plan feeds into the next. The SU’s Board of Trustees – responsible for the smooth running of the students’ union – will make sure our plans are realistic.
Vision We will be recognised as the heart of the student experience at UCA, enabling our members to make a positive impact on the world around them. Our vision is that student life and the students’ union are synonymous; that we have something for every member and are utterly relevant. Students will in turn benefit from this and go on to make a difference in the world.
mission Mission We will create extraordinary experiences and celebrate individuality, amplifying the student voice and fostering a sense of belonging.
values These are what we live and breathe: everything we do should and will align to our values.
Shaped by students Sustainable
Radical
Empathy Vibrant
Living by our values we will make sure that we act in the best interests of students while considering how we impact others and our collective future. Students will direct what we do, striving for better and doing exciting things.
Aims
We believe that these five aims are the pillars that help us provide an awesome experience for every UCA student. These aims will be used every year to structure our annual plan, providing focus and structure for our future success.
We will amplify the student voice at every opportunity to cultivate an inclusive and transformative learning experience.
We will provide every member with opportunities that develop them as individuals and creatives, prepared and excited for their futures.
We will foster a sense of belonging within our members and an environment of empowerment, collaboration, and support.
We will be viewed as relevant and trustworthy by every member, playing an active and diverse role in their lives.
We will enable and inspire our members to make a positive impact on the creative industries and the world around them.
Enablers We’ll only be able to achieve our aims if we are an effective organisation and work with purpose. Here’s what will help us succeed:
Good governance We are a complex organisation: led by students but also a registered charity and employer. Our governing documents need to be robust but able to adapt to keep us effective, legal and financially responsible. We will ensure we do things in a transparent way so students know how they can affect change.
People and culture UCASU benefits from the talented and driven people who work within it, whether as part of the career staff team or one of the many students we employ or provide volunteering opportunities to. We will attract and retain great people by offering a rewarding place of work with a supportive and collaborative culture.
Relationships We achieve some of our greatest achievements when we work with others, so building and maintaining strong relationships will be vital to our continued success. Communication and keeping our promises will help us be a trusted partner wherever we work with others.
Financial resource To ensure the Union can continue to serve students into the future, it’s vital that we live within our means and be financially responsible. We should also seek opportunities to improve and diversify our income in order to invest more in doing things for students.
Relevance It’s in our name: we are a union of students, so all our members should feel the things we do are relevant to them. A thorough understanding of our members’ lives, excellent student leadership and clear communication about our work and successes will ensure we are a Union relevant to UCA students.
Brand affinity Delivering amazing support, activities and opportunities to students is not enough. We must create a relationship with every member that promotes a positive emotional connection with us through common beliefs and priorities. UCASU should be a trusted friend to the UCA student community.
Our plan for 2020-21 is to deepen our understanding of the lives of our members and respond in a way that fits their needs.
Key Priorities Reducing our impact on the environment and help students do the same. Building a culture of respect so students feel safe at university. Standing up for our values and enabling students to change their world through us. Strengthening the student voice to make meaningful change. Increasing our relevance to members through reflecting the priorities and interests of students.
Supporting Strategies:
Engagement Plan:
Through our engagement plan we will use each interaction with students to encourage participation with our other activities.
Building and maintaining our relationships with students before they arrive at university and throughout their time at UCA. Becoming expert communicators so students can understand everything the Union is doing and has done. Adding elements of cross- and upward-promotion of activities in our marketing. Enabling student ownership of campaign design and delivery. Establishing a strong visual identity and brand personality.
Wellbeing:
A whole Union approach to mental health and wellbeing by decreasing stigma, improving access for all.
Improving access to mental health services and facilities.
Increasing training for Union staff and students.
Supporting students with disabilities by ensuring our actions and campaigns are inclusive. Working with UCA to ensure students’ mental health and wellbeing is supported through their entire university life. Creating safe spaces at all events which are inclusive for all mental health and wellbeing needs.
Insight:
Using evidence to inform our actions and effectively measuring our outcomes for students.
Leveraging our engagement structures to provide intelligence throughout the Union.
Demonstrating our impact by openly publishing data on engagement with our activities.
Sharing information throughout the University community and making recommendations for improvement where available.
People:
UCASU should be a positive and rewarding place to work.
Ensuring our recruitment and employment policies reflect our desire for a rewarding environment in which a diverse team can thrive. Creating a culture where everybody can bring their whole selves to work and feel they are able to be at their best. Providing opportunities for professional development and progression.
Keeping on track:
We’ll be making our progress visible and public. See how we’re doing at ucasu.com/strategy, where you can find out more about our work and let us know your thoughts.