What’s next II? O U R P L A N F O R 201 8 - 202 2
SINCE LAUNCHING OUR STRATEGIC PLAN IN 2016, WE HAVE...
OVER 220
OVER 650
SUBMITTED AND VOTED ON
ACROSS OUR VENUES
BRIGHT IDEAS
ANNUAL OFFICER ELECTIONS TO
28%
£1,085,608
FOR SU ACTIVITIES
ACROSS ALL TEAMS
VP EDUCATION AS WELL AS ELECTING A TOTAL OF
666 COURSE REPS
PAID TO STUDENT STAFF
QUOTE
WE CREATED A BRAND NEW HELPDESK
FOR ALL STUDENT ENQUIRIES WE REBRANDED THE WHOLE ORGANISATION
AND CREATED A NEW WEBSITE AND WE OPENED JUST A FEW NEW THINGS... A NEW SHOP
A NEW PUB
A NEW HOUSING PLATFORM
GOING FROM 2556 UNIQUE VOTERS IN 2017 TO 2919 IN 2018
AND WE CREATED A FIFTH SABB
EVENTS HOSTED
100,000+ PASSPORT POINTS AWARDED
INCREASED PARTICIPATION IN OUR
HELPING TO REPRESENT YOUR
ACADEMIC INTERESTS
ON TOP OF ALL THAT, OUR
ADVICE CENTRE HAS HELPED WELL OVER
1,000 STUDENTS ON HOUSING, ACADEMIC
AND OTHER ISSUES
WHY DO WE NEED A PLAN? In August 2015 the Students’ Union launched a programme
Contents.
of significant transformation, to enable it to better serve its members and deliver more impact for students at Royal Holloway. Guided by a new strategy agreed in January 2016, over the past two years we have redeveloped almost every area of the organisation.
>> 04
THE CHALLENGES
We have rebuilt our finances, rebranded, launched a new
>> 08
H OW T H E P L A N WO R K S
>> 10
OUR MISSION
>> 12
OUR AIMS
>> 24
O U R VA L U E S
>> 28
OUR ENABLERS
website, opened a brand new helpdesk, and doubled the number of student staff we employ. We’ve opened a new shop, a new pub and a new housing portal. We have restructured our staff team, changed our governance structure, created an officer role specifically for education and launched a brand new day time events and give it a go programme. We’ve put in place far more support for student activists to make their own changes, have commissioned and led a review of academic representation at Royal Holloway, and have significantly professionalised our elections – including moving all those for student groups online. But we’re not complacent and we know there is still a lot more work to do. Two years in, we’ve taken stock to ensure our plan is still relevant and fit for purpose. What’s Next II is the resulting step in our journey, allowing us to sharpen some of our priorities and measures of success. We’ll do this every two years to ensure we’re always on the right track. N ATA S H A B A R R E T T ( P R E S I D E N T 2016 -18 ) C L E M J O N E S ( P R E S I D E N T 2018 -19 ) T O M F LY N N ( C H I E F E X E C U T I V E )
The challenges. A HUGE AMOUNT OF RESEARCH HAS GONE INTO THIS PLAN, A N D W E ’ R E CO N F I D E N T W E K N OW W H AT YO U WA N T U S T O B E D O I N G . B U T I T ’ S A L S O I M P O R TA N T T H AT W E R E CO G N I S E W E FAC E S O M E B I G C H A L L E N G E S .
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P I C T U R E D : H O L I F E S T I VA L , A N E V E N T R U N A L O N G S I D E O U R H I N D U S O C I E T Y.
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Space matters.
The College has mapped out an estates masterplan that identifies how it can provide a 21st century campus that meets the modern needs of people studying and working in the university today. Space is at a premium across the entire College, and we know we’ll need to work with College to secure more and renovate what we have in order to deliver an expanding range of services.
Location, location, location.
This is both a strength and a challenge. We must recognise the opportunities that being close to London provides, but also deal head on with the challenges it presents. The high cost of living and small local community is a significant barrier for our students and staff alike.
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The Higher
Tradition
Education Sector.
and heritage.
We do not exist in a vacuum. Over the past decade the sector
The College is steeped in history, which shapes how it
has had significant time in the spotlight, with changes such as
operates today. We need to make the most of this where
tuition fees, access agreements and student number controls
appropriate, reconciling tradition with a modern demographic
having a direct impact on our work. With more reform agenda,
and approach to how we work.
we must consider how we respond to initiatives like the Teaching Excellence Framework and establishment of the new Office for Students.
Changing student numbers.
The College has plans for the student population to grow over the next four years, which in turn will have an impact on the services both organisations can provide. We must consider how scalable our current operation is, and which parts of the Students’ Union require more resources as student numbers grow.
S U . R H U L . AC . U K
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How does the plan work? G R E AT S T R AT E G Y I S E A S Y T O U N D E R S TA N D A N D S T R A I G H T F O R WA R D T O F O L LOW. W H I C H I S W H Y THIS PLAN FOLLOWS A VERY SIMPLE STRUCTURE.
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A B C D E
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We state what our overall mission is.
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We define what this means for our students.
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We articulate how we work through our values.
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We identify the factors that will enable us to achieve our aims.
THROUGHOUT
We set targets that measure our performance against clear goals. PAG E 09
OUR MISSION IS SIMPLE:
To make student life better at Royal Holloway. BY 2022... + + 8 0% O F S T U D E N T S A R E S AT I S F I E D W I T H T H E S T U D E N T S ’ U N I O N AT R OYA L H O L LOWAY + + 8 0% O F S T U D E N T S AG R E E W E H AV E A P O S I T I V E I M PAC T O N T H E I R L I F E AT R OYA L H O L LOWAY + + AC H I E V E N AT I O N A L R E CO G N I T I O N ( E . G . N U S Q U A L I T Y M A R K G O L D )
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Our aims. O U R M I S S I O N P R O B A B LY S E E M S R E A L LY S I M P L E . B U T I N R E A L I T Y, I F W E A S K 1 00 O F YO U W H AT T H E M O S T I M P O R TA N T T H I N G T H AT W E D O I S , W E ’ L L P R O B A B LY G E T 1 00 D I F F E R E N T A N S W E R S . S O W E ’ V E B R O K E N I T D O W N T O F I V E K E Y A R E A S T H AT YO U ’ V E S A I D YO U WA N T U S T O W O R K O N . S O M E O F T H E S E I D E A S W I L L I N VO LV E D E L I V E R I N G S E R V I C E S O U R S E LV E S O R I N PA R T N E R S H I P, W H I L E S O M E W I L L M E A N LO B BY I N G O T H E R O R G A N I S AT I O N S T O D O M O R E .
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Improve your education. It’s the number one reason you’re a student at Royal Holloway, and it’s what you’ve told us you spend most of your time doing. Every survey tells us you want us to work on making your experience in the classroom better, topping your list of priorities in 2014. Higher quality feedback. Extra contact time. Better library facilities. More innovative use of technology in the classroom. We know we need to do lots more in this area. 6? W H AT ’ S C H A N G E D S I N C E 201 6 ?
i. Deliver an impactful academic representation system
We refocused this idea around impact, and made clear it
in partnership with the College, supporting student
needed to be a partnership approach.
representatives to make positive changes to their own programmes.
ii. Utilise high quality primary and secondary research to
We emphasised the role of primary research in driving our
drive all our policy work, securing changes that have a
policy agenda.
positive impact on the academic experience of students.
iii. Enhance the role that academic societies play on campus,
We smartened our objective around academic student groups,
developing a framework with departments to support and
acknowledging the role they play.
facilitate their development.
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S U . R H U L . AC . U K
THE STUDENTS’ UNION PLAYS A POSITIVE ROLE IN IMPROVING
By 2022.
THE QUALITY OF MY EDUCATIONAL EXPERIENCE
YEAR
% AGREE
% DEFINITELY/MOSTLY AGREE
2018 78.2 60.0 2017 73.1 52.5 2016 67.0 45.1 Figures based on results from our annual Rate Your Union survey
80% of students agree we have a positive impact on their experience in the classroom
80% of course reps elected, trained and further engaged to make change in their department
50 positive changes are achieved by course reps each year
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Make your campus fun. Something we’ve always known that we need to do, and the single most popular area identified by you as a priority for us. But with changing tastes and expectations higher than ever, we know it’s important we do this well and help make your time at Royal Holloway as fun as possible. This means getting more of you involved in more activities, more often. 6? W H AT ’ S C H A N G E D S I N C E 201 6 ?
i. Support student-led groups and networks to be more
We smartened this to be about sustainability of student-led
effective and sustainable, increasing the number of
groups.
students involved in their activities.
ii. Deliver a relevant, high quality and holistic events
We made this a more holistic big idea, looking at our entire
programme, providing a range of opportunities for all
events programme, and making it clear the objective was
students to participate.
aimed at all students.
iii. Provide access to higher quality space and venues for
We refocused this around access to space, acknowledging a
students to organise their own activities, supporting them
key objective was to get the University to open up their space.
in planning and running events.
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S U . R H U L . AC . U K
THE STUDENTS’ UNION PROVIDES SERVICES, EVENTS AND
By 2022.
ACTIVITIES THAT ARE ENTERTAINING AND FUN
YEAR
% AGREE
% DEFINITELY/MOSTLY AGREE
2018 90.3 71.9 2017 87.8 68.4 2016 85.3 63.1 Figures based on results from our annual Rate Your Union survey
80% of students agree that we provide services, events and activities that are entertaining and fun
80% of students will have attended at least one of our events each year
5000 unique student group members, with 95% of groups continuing each year
PIIC CTTU UR REED D:: ‘‘P PEETTTTIIN NG GZ ZO OO’ O’ D DU UR RIIN NG GO OU UR RS STTR REES SS SB BU US STTEER RS S P CA AM MPA PAIIG GN N,, IIN NTTEEN ND DEED D TTO OH HEELLP PR REED DU UC CEE S STTU UD DEEN NTTS S’’ C STTR REES SS SD DU UR RIIN NG G EEX XA AM MS SEEA AS SO ON N.. S
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Look after your wellbeing.
In 2015, 63% of you responded that you needed to supplement your income with part-time work, while 50% relied on funding from family. Student housing is a huge area we need to make an impact on – raising the quality and getting rid of additional charges.
We know it’s really important that we play a role in supporting
We’ve also got a role to play promoting both physical and
your health and general wellbeing, and that money is an issue.
mental wellbeing, keeping you happy and healthy. 6? W H AT ’ S C H A N G E D S I N C E 201 6?
i. Offer more advice and support for students who need it,
We tightened the wording to make the link between casework
enabling more preventative work to be undertaken on the
and policy work stronger.
basis of intelligence gathered via individual casework.
ii. Provide students with more job opportunities, putting
We smartened this to include our ‘student jobs first’
money back into their pockets. Continue to embed the
philosophy, and made it clear our objective was to get the
‘student jobs first’ philosophy within the organisation, and
University to adopt it too.
lobby for its wider adoption.
iii. Play an impactful role in the private housing market,
We smartened this idea to be around impact.
ensuring students get access to higher quality accommodation, better services, and are an engaged part of the local community.
iv. Create and support activities directly targeted at
We made it clearer that this idea included both physical and
improving the physical and mental health of students
mental health.
during their studies.
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S U . R H U L . AC . U K
THE STUDENTS’ UNION HAS A POSITIVE IMPACT ON MY
By 2022.
GENERAL WELLBEING, HOUSING OR FINANCES
YEAR
% AGREE
% DEFINITELY/MOSTLY AGREE
2018 66.6 45.5 2017 64.8 44.8 2016 60.0 37.2 Figures based on results from our annual Rate Your Union survey
80% of students agree we have had a positive impact on their general wellbeing, housing or finances
2000 students have accessed our advice service
2000 students supported to make a private housing choice
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Make you more employable. The second highest result for what you want us to focus on.
But at the moment we don’t make these clear enough. And we
We know that once you’ve finished studying the graduate job
know you expect us to work alongside the Careers Service to
market is tough. There are so many ways that getting involved
make sure the College is supporting you in your professional
in the Students’ Union can help you with your eventual career.
development.
6? W H AT ’ S C H A N G E D S I N C E 201 6 ?
i. Provide students with higher quality part-time job
We tightened the wording to make it clear that all our student
opportunities that prepare them for the future, with
jobs would have clearly defined professional development
training and professional development built into all posts.
built into them.
ii. Develop a Union-wide coherent programme to support
We expanded this aim to become Union-wide, focused on all
students involved in voluntary/leadership roles with
students in any leadership role.
respect to their professional development. Ensure they are able to draw on this experience when entering the graduate job market.
iii. Lobby the College to ensure that the Careers Service,
We added a specific idea around the improvement of the
academic departments and areas that employ students
University Careers Service, acknowledging our lobbying and
provide effective support for students in relation to their
representative role.
graduate employability and professional development.
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S U . R H U L . AC . U K
MY LEADERSHIP ROLE WITHIN THE STUDENTS’ UNION HAS
By 2022.
MADE ME MORE EMPLOYABLE
YEAR
% AGREE
% DEFINITELY/MOSTLY AGREE
2018 62.2 45.6 2017 61.0 42.1 2016 60.0 42.0 Figures based on results from our annual Rate Your Union survey
80% of students involved in a leadership role through the Students’ Union agree we have made them more employable
3000 students have engaged with a campus employability scheme each year through the Students’ Union
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Empower you to change the world around you. Higher Education is transformative for people at all stages in
We know we need to support you in driving change and
their lives. It inspires and drives people to look at things how
making the world around you a better place: in the Students’
they could be, rather than how they are.
Union, in the College, in the local area, and beyond.
6? W H AT ’ S C H A N G E D S I N C E 201 6 ?
i. Amplify the collective voice of Royal Holloway students,
We added the terms amplify and collective voice to make it
representing them effectively on more key issues that
clear our role is to bring students together on key issues.
matter to them.
ii. Encourage and facilitate debates on campus around
We smartened this idea to be explicitly targeted at
important issues, helping students go into the world as
encouraging debate on campus.
more informed and engaged citizens.
iii. Give students the training and skills to make positive
We smartened this idea to be focused on training and skills,
changes for themselves and others at all levels, giving
developing activists.
them the confidence to lead.
iv. Work in partnership with the College to provide more
We tightened this idea to make it clear the aim would be
volunteering opportunities for students to give something
delivered in partnership with the University.
back to the local community and beyond.
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S U . R H U L . AC . U K
THE STUDENTS’ UNION REPRESENTS ME EFFECTIVELY AND
By 2022.
CAMPAIGN ON THE RIGHT ISSUES
YEAR
% AGREE
% DEFINITELY/MOSTLY AGREE
2018 65.8 42.2 2017 63.5 40.1 2016 54.9 30.4 Figures based on results from our annual Rate Your Union survey
80% of students agree we campaign on the issues that affect them and represent them effectively
40% turnout in our elections, six candidates per role, 80% of voters cast a ballot over all roles
50 positive changes achieved by students each year (excluding course reps)
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Our values. W E ’ V E S A I D W H AT W E ’ R E G O I N G T O D O B U T W E A L S O N E E D T O S TAT E C L E A R LY H O W W E ’ L L G O A B O U T D O I N G I T. O U R VA L U E S D I C TAT E T H E WAY W E O P E R AT E , T H E B E H AV I O U R S W E C H A M P I O N , A N D H OW T H E O R G A N I S AT I O N S H O U L D F E E L . BY 2022... + + 80% O F ST UD EN T S A SS O C IAT E US WITH ONE OF OUR VALUES WH EN A SK ED TO DESCR IBE US IN ONE WO R D + + 100% OF STAFF CAN IDENTIFY AND EXPLAIN AT LEAST ONE VALUE AND HOW IT’S RELEVANT TO THEIR ROLE
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P I C T U R E D : O U R L G B T + S O C I E T Y AT N AT I O N A L S T U D E N T P R I D E .
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Student focused.
High quality.
E V E R Y T H I N G W E D O W I L L H AV E S T U D E N T S AT T H E H E A R T O F I T.
YO U R E X P E C TAT I O N S A R E H I G H A N D W E M U S T E XC E E D T H E M .
O N A DA I LY B A S I S T H I S M E A N S W E W I L L :
O N A DA I LY B A S I S T H I S M E A N S W E W I L L :
++ Understand without doubt that we exist to make life better
++ Set key performance standards for all our activities, so all
for students, and pro-actively respond to your changing
staff and students know what great looks like. ++ Evaluate and hold ourselves accountable to delivering these
needs. ++ Act on feedback to improve the way we work, consistently
standards.
championing a you said, we did approach across the entire organisation.
Inclusive.
Brave.
WE WILL OFFER A DIVERSE RANGE OF AC T I V I T I E S A N D S E R V I C E S W H I C H A R E F U L F I L L I N G A N D ACC E S S I B L E .
WE SHOULD BE BOLD AND NOT AFRAID T O C H A L L E N G E T H E S TAT U S Q U O .
O N A DA I LY B A S I S T H I S M E A N S W E W I L L :
++ Constantly look at our own activities, and ask ourselves
O N A DA I LY B A S I S T H I S M E A N S W E W I L L :
++ Take active steps to ensure more of you from currently
the question can we do it differently and better at every
under-represented groups can participate in our activities. ++ Promote initiatives to create a more diverse organisation that takes account of the broad range of your needs.
opportunity. ++ Take managed risks to achieve great things, understanding that short term failure is often an essential component of long term success.
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S U . R H U L . AC . U K
Trustworthy.
W E W I L L E N S U R E T H AT W E A R E T R A N S PA R E N T, H O N E S T A N D FA I R I N W H AT W E S AY A N D D O . O N A DA I LY B A S I S T H I S M E A N S W E W I L L :
++ Regularly communicate what we’re doing, answering tough questions honestly and proactively engaging on difficult issues. ++ Show respect for each other and different perspectives, particularly when we disagree.
E X A M P L E P E R F O R M I N G AT S U M M E R B A L L 201 6.
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Our enablers. W E ’ V E O U T L I N E D W H AT W E ’ R E G O I N G T O D O A N D H OW W E ’ R E G O I N G T O D O I T, B U T W E ’ L L O N LY B E A B L E T O D O T H I S I F W E ’ R E A N E F F E C T I V E O R G A N I S AT I O N N O W A N D I N T H E F U T U R E . BY 2022... + + D I G I TA L F I R S T A M B I T I O N : 8 0 % O F S T U D E N T S H AV E E N G AG E D W I T H U S T H R O U G H O U R D I G I TA L P L AT F O R M E AC H Y E A R . + + G R E AT P E O P L E A N D C U LT U R E : 9 0 % O F A L L S TA F F W O U L D P O S I T I V E LY R E CO M M E N D T H E S U A S A P L AC E T O W O R K // W E H AV E AC H I E V E D I N V E S T O R S I N P E O P L E , VO L U N T E E R I N G A N D D I V E R S I T Y + + COMPREHEN S IV E IN S IGHT: 25% O F STUDENTS COMPLETE OUR ANNUAL SURVEY // A SING LE P E R FO RMAN C E AN D EN GAGEMEN T INDEX DEVELOPED AND DEPLOYED ACR OSS TH E OR G ANISATION
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Sustainable resources.
WE’VE GOT AMBITION, WHICH MEANS WE A LWAY S WA N T T O D O M O R E . That means that growing our resources sustainably is crucial, generating our own income and securing a long-term commitment from the College to fund our development. This also includes investing in and developing high quality space for the Students’ Union to operate from. Our trading operation forms a crucial part of the services we provide students. But we also rely on it as a social enterprise to deliver funding for our core charitable purpose. That means we always need to balance the ability to generate a surplus to reinvest, with a requirement to give students maximum value for money. We need to be upfront with students about why this is necessary, and how it works.
Great people and culture.
G R E AT O R G A N I S AT I O N S A R E D R I V E N BY G R E AT P E O P L E , A N D G R E AT P E O P L E N E E D D E V E LO P I N G A N D R E WA R D I N G . That means we need a high performance culture which values teamwork: trusting students to run our commercial services and celebrating our volunteers.
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Good democracy
Digital first
and governance.
ambition.
W E ’ R E A CO M P L E X O R G A N I S AT I O N : A S T U D E N T S ’ U N I O N , PA R T O F T H E CO L L E G E CO M M U N I T Y A N D A R E G I S T E R E D C H A R I T Y S U B J E C T T O L E G I S L AT I O N W I T H W H I C H W E N E E D T O CO M P LY.
N O T A L L S T U D E N T S L I V E A N D WO R K O N C A M P U S , A N D W E C A N ’ T P H Y S I C A L LY I N T E R AC T W I T H E V E R Y M E M B E R . That means we need to ensure all our services are accessible online where possible, integrating everything we do through a
That means we need to ensure our governance is professional,
single engagement platform.
robust and transparent. But as a democratic organisation we also need to ensure that our members are engaged with the decisions we make. Creating opportunities for students to be as involved as possible in the organisation is central to who we are.
Effective communication.
Comprehensive insight.
W H E N A S K E D I N 201 8, 78 . 4% O F S T U D E N T S F E LT I N F O R M E D A B O U T W H AT THE STUDENTS’ UNION DOES.
T O B E T H E L E G I T I M AT E VO I C E O F STUDENTS ON CAMPUS, WE NEED TO K N OW T H E M B E T T E R T H A N A N YO N E E L S E .
As a membership organisation, we need to understand what
This means conducting high quality research regularly, and
students think, and communicate what we’re doing through a
using it to inform our decisions. We also need to collate and
clear brand. That means it’s essential we take time to ask you
manage data in a way that allows the organisation to report
what you want, and ensure you know everything that is going
quickly and comprehensively on our performance.
on.
S U . R H U L . AC . U K
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@SURHUL S U . R H U L . AC . U K
Registered charity no: 1141998 The Students’ Union Royal Holloway, University of London Egham Hill, Egham, TW20 0EX