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The Union of Brunel Students

2012 - 2016

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The changing landscape of Higher Education in the 21st Century has highlighted both the importance and relevance of effective student representation. To embrace these challenges the Union of Brunel Students has undergone an extensive strategic review with the aim of developing a robust and effective strategic plan to guide its activity and priorities through the next 5 years.

This Strategic plan has been developed following extensive research and discussion with all key stakeholder groups, including more than 1300 current students, and was facilitated by Redbrick research. The Union was supported throughout the process by the National Council for Voluntary Organisations who helped us analyse and interpret the information and using those interpretations to mould and produce the strategic plan.

Introduction

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6 Aspiration, Purpose and Values

9 Our Positioning

11 What the Union is here to do

12 The Unions Core Activities

14 How these Goals and Activities will impact on our members

16 The Impact on our Secondary Benefi ciaries

18 Developing the Organisation

20 Initial Supporting Plans

23 First Steps of Implementation

Contents

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In preparation of the strategic plan and in line with the Unions registration with the Charities Commission, the Union reviewed its constitution in 2009. As part of the process we reviewed the Unions Aspiration, Purpose and Values and these lay at the core of the interpretations and decisions made in generating the strategic plan.

Through these values we seek the best possible quality of engagement with the greatest number of students at Brunel. We shall be proactive in bringing these values alive through all of our activities, internally and externally. To ensure this we shall embody them in our annual operational planning cycle so that all decisions are values-based, and our annual reviews will assess progress.

By 2016 both UBS members and our key stakeholders will fully understand our values because they see how those values drive our decisions and our work.

Our Aspiration

Every Brunel student is free to develop within and enjoy every aspect

of university life.

Our PurposeTo act for the benefi t

of Brunel Students at all times ensuring that our sustainable,

membership led Union thrives as a result.

Our ValuesDemocracy, Excellence, Integrity, Equality and

Empowerment.

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The Strategic Plan in Summary

What the Union is here to do

Brunel students are properly supported and represented

Brunel students can enjoya full and rounded

University experience

Brunel students have sector-leading opportunities for their personal

development

We achieve this through our core activities

Advice and Support The voice ofBrunel students

Student ledco-curricular

activity

Profi tablestudent focused

social experiences

Engaging with off campus stakeholders

Identifying, delivering and recording personal development opportunities across our portfolio

The impact will be that Brunel Students will

Be confi dent in accessing independent

and confi dential support and

advice

Be at the heart of all major

decision making on campus

Be empowered and supported to engage in,

organise or lead groups or activity

Have venues that are student

friendly, safe and that are

profi table and recognised as

excellent value for money

Be able to live within

and positively contribute to communities

outside of Brunel University

Be able to gain access to valuable

personal skills and experiences

outside of the academic

framework

By 2016 we will have achieved the following

Members understandwho we are, where we

are and what we do

Members and our key stakeholders fully recognise

our values

We will have established a systematic approach to identifying and recording

the impact our activity has on our members

We shall develop our staff structure, internal processes, systems and

procedures so that they are truly fi t for purpose

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“ The Union will continue to be the sole vehicle for the representation of members to the University ”

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One key element of the government’s recent White Paper has been the emphasis on a better student experience and better qualifi ed graduates.

Through increased student engagement the UBS will continue to enhance, develop and support the position of students at the heart of the educational system.

This includes strengthening the voice of students and recognising the wider student movement as a vital part of achieving a high quality education provision. UBS especially welcomes the support in strengthening the student voice in developing course representation, increased transparency in areas such as feedback and continued development of employability. We also welcome the introduction of Key Information Set, which will facilitate stronger information to potential students and the increased information for postgraduate applicants. UBS supports the continued changes to the OIA (Offi ce of the Independent Adjudicator for Further and Higher Education) in relation to the time targets set for the resolution of cases with the introduction standardisation of institutional interaction with complaints and increased membership to the OIA board.

The UBS recognises that it is not always best placed to deliver on all the needs of its members in isolation, and if we want to fully achieve our strategic goal we will need to work in close partnership with other organisations to ensure the best outcomes for our members.

In all these areas the Union will continue to work in partnership, and to lobby, the University to set up and maintain a sector leading provision.

Such partnership working should be effective, open and respectful of each other’s position. We should only engage with organisations that fi t comfortably with the Unions value set. The focus should be on the development of long term relationships where this is advantageous to the Union and to Brunel students.

Where possible this should include promoting the concept of being a “critical friend” to each other.

The Union will continue to be the sole vehicle for the representation of members to the University and the primary representative body of Brunel Students to the wider community.

Our Positioning

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“ The Union is a driverof positive change, focussing on enhancing benefi ts to Brunel students “

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What the Union is here to doThe Unions Strategic Goals for 2012 - 2016

The Union is a driver of positive change, focussing on enhancing benefits to Brunel students from all aspects of their University experience.

During the period 2012 - 2016 the Union will deliver this through three strategic themes

1. Brunel students are properly supported and represented We will provide welfare and support services specific to student life at Brunel University to ensure those that need help and support can access and enjoy all aspects of University life. We will ensure the democratic voice of Brunel students is both heard and listened to.

2. Brunel students can enjoy a full and rounded University experience We will act for the benefit of all Brunel Students to ensure the best possible Learning, Social, Community and Co Curricular environments.

3. Brunel students have sector-leading opportunities for their personal development In everything we do we will seek to optimise individual members Personal Development opportunities.

In order to achieve our ambitions for 2012 - 2016 the UBS will focus on delivering within the following core activity areas.

Providing Advice and Support

To provide a service that is free and confi dential and will:-Support students who are in need through direct information and advice-Empower students by helping them fi nd the answers to their questions and problems -Advise students on their rights and obligations in relation to academic and disciplinary issues -Sign post to other University or external support providers where appropriate

Being the voice of Brunel Students

To listen to our students and represent their views to the University, the student movement, the larger community and to each other. To give guidance and advice to all students that request representation on both academic and non-academic issues. To ensure that those representing our students are elected through a robust democratic, inclusive and transparent system, one that allows the opportunity for all students to engage with the UBS.

The Unions Core Activities

Providing Advice and Support

Being the voice of Brunel Students

Facilitating and supporting Student Led Co-Curricular

activity

Providing profi table student focussed Social

experiences

Engaging with off campus stakeholders on behalf of

our members

Identifying, delivering and recording personal

development opportunities across our portfolio

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Facilitating and supporting Student Led Co-Curricular activity

To provide appropriate support for those students who wish to lead and/or take part in mutual interest activities; these include (but are not restricted to) cultural, hobby, religious or political societies, student media, charity fundraising, volunteering and sports. We will ensure all new Brunel students are welcomed both into University life and into the Union and that they are made aware of the opportunities it provides for them to have a rich student experience.

Providing profitable student focussed Social experiences

To provide and operate social and entertainment venues that are focussed upon the varied needs and wants of our members, and has appeal for the majority of our diverse membership.To ensure those venues are managed and operated in a safe and responsible manner with particular attention to the responsible retailing of alcohol.To recognise that a financial surplus needs to be generated from the venues and is integral to the UBS enabling the efficient delivery of the strategic plan and our many and varied activities. To ensure such surpluses are optimised whilst still providing excellent value for our members.

Engaging with off campus stakeholders

These organisations include but are not restricted to: Brunel University, The Local Community ,The National Student Movement, The Wider community (including other representative bodies) , not for profit organisations. The influence and requirements of our members fall outside of just their life on campus. As such the UBS will establish positive dialogue with those organisations who can directly affect or benefit from a relationship with our members

Identifying, delivering and recording personal development opportunities across our portfolio

To offer students meaningful opportunities for their personal development through facilitating engagement opportunities, making connections and empowering students to develop, manage and resource their own activities. To offer a range of volunteering opportunities to students so that they can contribute to the collective good. To facilitate the development of new skills and experiences by providing organisational and leadership roles within the Union, its clubs and societies; and our representational and campaigning activity.

Providing Advice and Support

Brunel Students will be confi dent in accessing independent and confi dential support and advice from the UBS ensuring the best possible outcome for the individual concerned.

Being the voice of Brunel Students

Brunel students will infl uence every aspect of the university experience and be at the heart of all major decision making on campus.

Facilitating and supporting Student Led Co-Curricular activity

Brunel Students will be able to engage in activity with like minded people, broadening their horizons and where applicable be empowered and supported to organise or lead groups or activity. We will enable them to recognise the contribution this makes to their own personal development.

Providing profi table student focussed Social experiences

Brunel students will be able to relax, socialise, party, make new friends or host activity in venues that are student friendly, safe and that are recognised as excellent value for money. The surplus income generated from this activity is necessary to directly support the functionality of the rest of the organisation.

How these goals and

activities will impact on our

members

“ The success of the UBS can be measured by

the impact it has on its members. within this

strategy we have identifi ed the six core areas of

impact the union will be concentrating on “

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Any increases in the level of surplus will allow us to broaden our reach, extend our activities and initiate change.

Engaging with off campus stakeholders for the benefit of our members

Brunel students will be able to live within and positively contribute to the local and broader communities outside of Brunel University. They will be recognised as an integral part of the diverse society we live in, understanding their responsibilities and the positive role they can play.

Identifying, delivering and recording personal development opportunities across our portfolio

Brunel students will be able to gain access to skills and experiences that enable them to better meet the challenges of the uncertain external environment that they are likely to face upon leaving University. Our aim is to both enhance the quality and range of personal development opportunities that UBS currently offers, and to enable members to recognise their own achievements. Personal development will be evident across all our activities.

Our ambitions for 2016 are not mutually exclusive and through taking a joined-up approach across the three themes we aim to achieve the greatest impact. Apart from our representation work, we recognise that our ambitions can only be fulfi lled in partnership with others, most notably the University. We seek to work collaboratively, focusing on those areas where UBS is best placed and able to achieve meaningful outcomes.

Whilst benefi ts to our partners are not our core priority, we do see them as being an important part of our activity in order to foster good relationships and ultimately improved services for our members. Some of the partners and the benefi ts for them are:

The University

The UBS actively contributes to recruiting and retaining Brunel students. We collaborate in common areas of attainment, in particular: sports, student welfare, student induction and the choice of facilities on campus. More broadly, the Union is fundamental in the delivery of a quality student experience at Brunel.

The Local Community

The UBS can actively contribute to the local community and works towards minimising the sometimes negative impact that students can have.

The impact on our secondarybenefi ciaries

“ The activities of the UBS, although focused on Brunel Students, can have

infl uence and eff ect on many others inside and

outside of the University “

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Union Staff

The UBS is a sizeable employer on campus offering flexible, student-friendly jobs and career development opportunities. In addition, the permanent workforce provide a valuable infrastructure for the student led activities, and will benefit from meaningful personal development plans through supportive and practical management.

The Larger Student Population

The UBS adds its voice to that of the wider movement and shares its experience in support of mutual learning and improvement.

The Wider Community

The UBS recognises our responsibility to the wider community of both influencing and working towards mutually beneficial goals.

Our ambition is to continually develop so that the UBS is able to facilitate and where appropriate deliver the best possible outcomes for Brunel students.

In order to achieve these ambitions by 2016 the Union will strive to complete organisational change within the following four areas:

Eff ective, Two-Way Communications

It is important to us that all of our key audiences, internally and externally, understand who we are, what we do, and most importantly, the benefi cial impact that the Union makes. Communications has been identifi ed as the single largest area of internal improvement for UBS. This encompasses effective listening, the development of our identity, and cohesive and focused marketing activity to our key stakeholders.

By 2016 members understand who we are, where we are and what we do

Through clear communication our key stakeholders will understand and where appropriate act upon our core messages; they will also have suitable ways to communicate with us in the knowledge that we are committed to hearing them

Developing the Organisation

“ To develop and improve all organisations need

to not fear, but embrace change. In order for us to achieve our strategic

imperatives we have identifi ed 4 key areas

where change and improvement are

essential “

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Embed and Embody our Values

Our values shall be the underpinning driving factor in the planning of and delivery of the Unions activity and aspirations.

By 2016 members and our key stakeholders full recognise our values

Through the everyday activity of the Union they see how those values drive our decision making and our work.

Become more Impact Focussed

The impact of our activities is the reason that we undertake any of them. The measurement of that impact is the core way we can measure successes or identify improvements.

By 2016 we will have established a system-atic approach to identifying and recording

the impact our activity has on our members

We shall gather the evidence that’s necessary to show us that we’re making impact, develop our activities to have a greater impact focus, and celebrate and communicate that impact with our key stakeholders.

A Structure that’s designed to meet the challenges we face

This includes the way that we communicate

with each other as well as the way that we carry out our work collaboratively. We should seek to do this in ways that make the Union transparent and accountable for its actions

By 2016 we shall develop our staff structure, internal processes, systems and procedures

so that they are truly fit for the purpose

There should be clarity between the different roles and responsibilities of staff and elected officers. This should include clarity as to how each contributes to achieving the Unions overall strategic objectives. There should be a systematic approach to the way we operate our organisation with clear processes that include plans for structured review and improvement.

Marketing and Communication

By 2012/2013 the Union creates an effective marketing and communications plan. Effective communications should support the organisational objectives and can be described as a proactive service or an enabler. The communication strategy should manage the organisational reputation in such a way that all the key target audiences are fully aware of who we are, what we do, why we do it and be willing to engage with us in an appropriate way.The Union has undertaken considerable research with the membership so as to better understand their wants (and aspirations). Effective communication is a key element of any marketing plan. Our research has clearly indicated that the Unions communications (internal and external) are not as effective as they should be. This has many negative effects, not least of these is an undervaluing by key stakeholders of the impact that the Union has on the overall student experience.Our ambition is that by 2016 UBS is communicating effectively with all of its main audiences. In this way our key stakeholders will understand and where appropriate act upon our core messages; they will also have suitable ways to communicate with us in the knowledge that we are committed to hearing them.Communications must be clear, consistent but tailored to their appropriate target audience. Our main audiences for clear communication

Initial Supporting

Plans

In order to achieve this audacious strategic plan a series of enabling plans will need to be developed. These enabling plans will

support the delivery of the strategic themes and

will include but not be exclusive to.

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are: Members, The University, The National Student Movement, Other Local and National Representative Bodies.

Resources (Including Physical, Finance, HR & Management of Risk)

By 2012-13 the Union creates a comprehensive resources plan to reflect the priorities of the strategic plan.The Higher education landscape is changing at a very fast pace and the future of funding is consequently difficult to accurately predict thus we have to make certain assumptions: We anticipate that our block grant from the University will grow each year at least in line with inflation. We will allocate annual budgets each year in line with our strategic priorities; this is likely to involve reallocation in some areas of discretionary spend. We shall continue to have full time Student Officers - however their remits and numbers will evolve to reflect our strategic priorities. Maintaining the current value of the block grant will enable the Union to maintain the current level of representation and activity. However, student expectations will no doubt change in the (medium term) future. Additional services may well be required to meet and manage those expectations. Effective partnership working with the University should be used to identify resources and funds that can be ring fenced to enable the Union to improve or to add to its current level of student provision. In addition we need to maintain and enhance

our current additional revenue streams and actively source new income streams that add to and support the delivery of our core objectives and embrace our core values. All of this activity needs to be considered within a risk management framework to ensure the Union does not expose itself unduly and effectively manages and mitigates against the significant risks identified.

Environmental

By 2012-13 the Union creates a detailed environmental action plan that follows the aims of the Ethical and Environmental policy and influences all areas of operational activity. The current legislative landscape is putting huge pressure on both public bodies and private business to reduce their carbon footprint and reduce their energy dependence. The UBS has a robust environmental policy and will be leading the way in its practices and its campaigning to reduce energy consumption on campus and effect behavioural change in our members that will have far reaching benefits to the environment long after they leave university.We will develop a plan that ensures we operate as efficiently as our budget allows and reflects our members environmental aspirations, and to constantly lobby, encourage and campaign to the University our members and the community to do the same.

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“ We have set an ambitiousagenda for 2016, focusing on substantial growth in activities around personal development “

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First Steps of Implementation

Our activities will be reviewed on an annual basis and will be designed to make the greatest progress towards the ambitions that are set out in this strategy. We follow a ‘plan-do-review’ cycle of working whereby the previous year’s experience facilitates any substantive changes to the following year’s activity.

We have set an ambitious agenda for 2016, focusing on substantial growth in activities around personal development. To ensure success in this area, over the first year of the strategy we shall:

Research and develop a headline action plan up to 2016. In doing this we shall also consider what baseline data (for example the National Student Survey) can usefully inform our work.

Work in partnership with the University so as to achieve the best outcomes for Brunel students.

Enhance and promote the development opportunities currently available to students. These include: organisational and leadership roles within the Union and its clubs and societies, our representational and campaigning activities, local volunteering, RAG week and potentially other current

activities that may evolve to offer personal development.

We will develop an overall marketing and communications plan that will take all of the above into consideration, and will be implemented for the academic year 2012. As a first step it will address the communications issues that have been identified in the research. This will be seen as a priority due to the immediacy of changes within Higher Education.

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www.brunelstudents.com

Charity Number - 1142839