UNIVERSITY OF NOTTINGHAM STUDENTS' UNION 2018 - 2023 STRATEGY - Peridot Partners
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UNIVERSITY OF NOTTINGHAM
STUDENTS’ UNION
2018 - 2023 STRATEGY
Version 5.0 - for Board Approval (June 2018) 1INTRODUCTION
The University of Nottingham Students’ Union is a student-led community, connecting
34,000 people to share, support and inspire each other while at University. We’re proudly
independent from the University and right at the heart of student life. We’re a diverse community
from first-year students to research students, elected student Officers and staff, to volunteers,
pioneers, and so much more. Together, we get involved, make change and support each other.
We are here to make student life the best it can be.
We want students to be supported throughout their time at Nottingham - whether to get the
grades, express themselves, feel confident, and be ready for the future and more. We know
students are not all the same so we don’t treat our students as one collective group. Whoever
you are, and wherever you come from, this is a place for everyone and the Union is here for
you.
We’re a Students’ Union. That means we’re led by students and are for students. All our
activities, services and programmes are about making the lives of students across our UK
campuses better. We’re a democratic institution with elected Officers representing students at the
heart of what we do. In this strategy, we want to go further to ensure students influence even
more of what we do and how we do it. Student democracy needs an upgrade and is a priority.
We’re a Union that changes lives. We’re not about just delivering services or activity, we’re
about whether this makes a difference to students. We open doors to new experiences and allow
students to grow, make new friends, experience fresh challenges and make student life at
Nottingham to be the best it can be. This means all students having the student experience they
want from being prepared for life through and after university to being resilient and having a
positive sense of wellbeing; from feeling settled at university to having the space to express
themselves and champion change through the Union.
We’re a changing Union. The world of students is radically shifting: what they want, their
expectations from university, the paths they take to and through university, and their hopes for
the future. As a Union, we must change what we do and how we do it to support students who
are here today or joining in the next 5 years. Our five-year strategy is focused on the needs,
challenges and aspirations of students in the 21st century. We’re grounded in the real life of
students now, the changes students want from us and attentive to how this changes year by year.
We’re a strong Union. We’re highly rated by the NUS and proud of our achievements so far.
Under our last strategy, we made progress on the academic experience, student wellbeing,
equipping students for their future careers, and ensuring we’re a good and fun Union offering
opportunity to everyone. This new strategy marks a step change. We are proud of what we have
already achieved, excited by our ambition and ready to deliver greater impact for our students.
Values. Through everything we do we live out our Values. The Union is a place for everyone
(inclusive) where all students are unique and we recognise, celebrate and encourage this. The
Union takes the approach we are better together (collaborative) so we bring people together,
enriching each other’s experiences. The Union encourages students to shape their experience
(empowering) showing we are here to support, inspire and guide each other.
2OUR IMPACT
The impact we want to achieve is to make student life the best it can be. We want
students at Nottingham to feel valued and treated equally, enjoy their experience as students,
and influence decisions affecting their lives.
OUR GOALS are:
1. Student Life: Students have the university experience they want
This means students build their confidence, discover new experiences, are able to make informed
choices and focus on the university life that matters most to them. It means the Union creates
opportunities to try new things, have fun, meet new people and supports them. Through the
Union, students can choose to participate in a wide range of activities, events and programmes
while being supported at each stage and aspect of their student life.
2. Student Skills: Students are ready for life at and after university
This means students are prepared and supported into, through and after university. As a result of
their involvement with the Union, students have increased skills, tools and networks to succeed in
their life at and after university, and in their career choices.
3. Student Wellbeing: Students have good physical, mental and emotional wellbeing
This means students feel at home, belong to a positive community and can access the support
they need regardless of their location or situation. Students feel they can trust and rely on strong
peer-support networks as well as know how to support others around them. We want students to
be healthy, build their confidence, respond positively to challenges and have positive wellbeing.
4. Student Influence: Students influence the work and direction of the Union
This means students and Officers have greater power in making decisions in the Union and are
able to deliver on their mandates. It means students having the ability to influence the design
and delivery of their academic courses, express themselves on campus, and campaign on the
issues that are important to them. We want students to understand the role of the Union, their
role in it and their power to shape the way the Union – and University - runs.
What will success look like?
● Member Satisfaction: Increase Satisfaction with the Union to 90% by end 2020, and then go
beyond
● Member Involvement: Increase unique member involvement in their Union to at least 80%
through access to our membership activities, services and opportunities
● Member influence: Students are able to influence the services and activities of the Union
● Member wellbeing: Students are aware of the services available to support their welfare and
wellbeing, and are confident to use them when they need it
● Being a Quality Union: We will achieve NUS Quality Unions ‘Excellent’ by end 2020, and then
maintain our excellent standard
3To achieve these goals, we know there’s work we need to do behind the scenes so
the Union is equipped and effective. So through five enabling themes we will:
Build the power of Officers at the heart of the Union
We will embed our shared belief in the power and role of students in everything we do. We will
work to instil this through our elected Officers into the way we make decisions, build
relationships, structure our organisation, live our Values and talk about what we do. We will
ensure Officers can connect with students and understand their views, can achieve their objectives
– the priorities direct from students – and share influence more widely.
Increase our financial sustainability
We will be able to deliver more and better services for students with increased and more diverse
funding, even stronger cost control and constant attention to value for money. We will increase
our income from our trading activity, develop new enterprise and commercial operations and
establish a new fundraising capacity and approach, while securing support from the University to
deliver our core services.
Create an outstanding member experience
We will deliver our services and activities across all campuses and channels to the highest level of
quality. We will be led by student feedback and insight reflecting all students and student
communities, to continually improve our work. We will act as ‘one-Union’ and provide a tailored
and personalised service to students wherever they are. We will recognise and respond to the
differing needs and experience of students, including postgraduate and international students,
distance learners and placement students, and more.
Transform our digital provision
We will transform the way we work to be relevant to the online and social media world our
students know. We will develop our digital and web resources so that our services are there when
students need them, wherever they are, and explore digital opportunities for student participation
in the way the Union runs. This will be underpinned by a new data strategy to be more
accountable, responsive and continually seeking to provide better services to students.
Be a great place to work
We will continue to invest in our career and student staff, and Officers, supporting them to be the
best they can be. We will look at our organisational culture and how we further develop as a
great place to work, establishing a new external benchmark to inspire and encourage our people.
We will tailor induction, training and development for our different staff cohorts so everyone feels
valued and feels a sense of progress and achievement.
4GOAL 1: Student Life: Students have the university experience they want
University is an exciting time of life. We want all 34,000 students from all backgrounds,
countries, life experiences and interests to be able to have the university experience they want.
We know that student life goes well beyond the Union’s reach and we will work with the
University as partners, provide insight and collaborate to help students have a really positive
experience of student life at Nottingham.
We know that our students are a diverse group. At Nottingham, we have many international and
postgraduate students as well as undergraduates and students from across the UK; we meet
artists, scientists, and linguists in the corridors; and we celebrate and support the diversity of our
students. Our students like the things we provide and in this strategy we will ensure that there is a
programme, activity or service that is right for every group of student.
We want everyone to know what the Union can offer them and empower students to make the
most of their time at Nottingham. To do this we will be the hub that brings student-life together,
broaden our activities offer to be more inclusive, make it easier for students to get involved,
ensure students can find the information they’re looking for – online and in our buildings – and
see the Union as a positive part of their time at Nottingham.
To achieve this, we will deliver programmes in 5 key areas:
● International Students: Develop and deliver a tailored offer responsive to the needs of
International Students, from arrival to transition out of university, working in partnership with
the University
● Postgraduate students: Develop and deliver a tailored postgraduate Student Union offer,
from arrival to transition out of university, for both taught and research postgraduate
members
● Knowing the Union: Raise knowledge of the Union so our members and the University staff
team understand our purpose and what we offer each member, and where this complements
the University offer
● Facilities: Provide and refresh a set of outstanding facilities for student activity in our Union
buildings and on all campuses, delivering a range of services and support across the different
university campuses – not just at Portland
● Student Engagement: Tailor our Union offer and outreach to engage and support more
students, particularly those whose course, location and/or personal context makes it harder
for them to access the Union experience and its benefits
What will success look like?
● Member Involvement: Increase member involvement in their Union to at least 80% by 2023
through access to our membership activities and opportunities
● Member Understanding: By 2023, increase the understanding students have of the role of
the Union and its offer to them as members to 90%
● Member Engagement I: Satisfaction with the Union’s service for members based at each
campus1 exceeds 90% by 2023
● Member Engagement II: Increase the satisfaction of both international and postgraduate
students to 90% by 2023
1
Propose we treat the medical sites as one ‘campus’, including new medical offer in Lincoln
5GOAL 2: Student Skills: Students are ready for life at and after University
Starting university is an exciting time, but there can be challenges too. For some,
making friends, managing money, living independently, and dealing with landlords or energy
companies can be a new, and difficult, experience. We want to make the transition to university as
smooth as possible and provide our students with the essential skills they need as they progress
through different life stages while at university in Nottingham. Many of the skills students need
for life after university start when they come to Nottingham so we are going to support that
journey to, through and beyond.
Many students will already be thinking about their next life stage – be it work, study, travel or
other life opportunities. Whatever students want and choose to do after their time at Nottingham,
we want them to be equipped to make informed choices and realise their ambitions. This means
knowing what options are available, having the qualifications, life skills and soft-skills needed to
get ahead, and being connected to a wide community, including a global network of alumni.
We must do more so that our students are best prepared for a changed world of work, future
study, or any other life choice. As students and the world alters, so must what we offer. In this
strategy, we commit to enabling students to further develop their personal and career skills in the
most useful ways, create meaningful networks with their peers, staff, and alumni, and have the
tools that put them in the best position to lead the life they want after university.
To achieve this, we will deliver programmes in 5 key areas:
● Welcome (back): Develop and deliver tailored support and information for students at each
university life transition stage, from finding their feet, managing money, housing and
independent living skills to making friends and feeling connected to a positive community
● Equipping our leaders: Develop a cohesive training, support and reflection programme for
representatives and leaders of all our student groups and activities
● Gaining Skills: Develop and deliver on and offline programmes which enables students to
gain qualifications, skills, understanding and relevant experience for life at and after university,
including collaboration with University housing, careers and alumni teams
● Student Staff: Develop and deliver an employment and development programme for student
staff including soft and hard skills training, living the brand, role progression, personal
development and support in developing their CV
● Moving On: In collaboration with the University, develop information, support and tools to
equip students for the opportunities and challenges of work and life after University, and
support them to overcome challenges and potential disadvantage they may face.
What will success look like?
● Member Welcome: Increase the positive Welcome experience students have through the
Students’ Union to over 80% positive by 2020 and 90% by 2023
● Member Preparedness: Students say they feel equipped for life after university
● Student Development: Students who undertake a training or development opportunity
through the Union say that their skills/knowledge has increased
● Student Leaders: Student leaders say they feel equipped to lead their groups and activities,
6GOAL 3: Student Wellbeing: Students have good mental, physical and
emotional wellbeing
For students to experience good wellbeing, be that physical, mental or emotional, we want them
to be happy, healthy and be able to overcome challenges they may face. Too many students
across the UK don’t feel this way instead experiencing anxiety, stress, financial worries, exam
pressures or personal relationship challenges. Being part of the student, university and local
community are not always the positive environments they need to be and we want to play a vital
role in changing this for our students.
There are new pressures for those at university today. More students need support - from mental
health, advocacy, welfare and emotional support services, to having a supportive friendship or
pastoral network. We recognise transition stages are challenging, from living away from home for
the first time, switching from Halls to living in the community, the step from undergraduate to
postgraduate and many more. We want to ensure students have the right support when they
need it so in this strategy we will have a new focus to collaborate with the University and, where
appropriate, other partners.
Wellbeing will be integrated into our work. We will take a whole organisation approach: across
academic issues, support in managing money and employment, creating a positive sense of
belonging for all students, encouraging healthy and active lifestyles, and mental health support.
We’ll connect students to support when facing difficult issues such as sexual health, issues with
alcohol or drugs, and work to reduce stigma around mental health. We’ll connect students with
the specialist help they may need and use the power of peer-support so that no-one feels alone.
Crucially, we’ll be steered by what students tell us they need and deliver, or influence others to
deliver, a wide range of services that support their wellbeing and welfare across our campuses.
To achieve this, we will deliver programmes in 4 key areas:
● Culture of Health & Wellbeing: In partnership with the University, develop and deliver a
wellbeing offer based on the needs and priorities of students, overcoming stigma, supporting
difficult issues (e.g. sexual health or drug dependence) bringing best practice to services and
support to students, and championing a positive approach for students towards wellbeing
● Wellbeing and Welfare Training and Development: Equip all members of the Union team
and student group and network leaders to support student wellbeing, including tailored skills
training, signposting to information and support, and accessing crisis support
● Supporting Student Transitions: In partnership with the University, identify key transition
stages and deliver resources, activities and support that equip students to move successfully
through each transition stage
● Access for All Students: Develop and deliver sustainable digital, online, peer to peer and
physical resources which directly support and help all students access wellbeing, advocacy,
advice and other services so all students know what is available, where and how to access it.
What will success look like?
● Member Wellbeing: By 2020, 80% of students say they are aware of the range of
welfare/wellbeing services the Union provides, and over 90% by 2023
● Service Knowledge: Students have increased knowledge of, and access to, relevant support
services (baseline levels of understanding and aim for 10% increase each year)
● Service Satisfaction: Students say they are satisfied with the Union wellbeing offer and
services (baseline levels of satisfaction and aim for 10% increase each year)
7GOAL 4: Student Influence: Students influence the work and direction of their
Union
Our Union is built around student leadership and student democracy. We recognise student
democracy and governance of the organisation needs an upgrade and we want to lead the way.
We will refresh the model of democracy to ensure students engage in democratic processes (as
candidates and voters) and in making change. We want Officers to have the skills and abilities to
represents students, and achieve change. We want democracy to be about power and change –
not just talking and processes.
The way that students make change and engage in decision-making is radically different to the
way it was when Unions were founded. Students are empowered to act as representatives at all
levels and we will provide more resources to groups that allow them to take action on the issues
they care about. This will include supporting students to influence their academic experience at
Nottingham, relevant to their programme of study.
In this strategy we will tackle both these areas – to strengthen our formal democracy as well as
supporting change by students directly. We will become more flexible in supporting elected
student leaders so that they are better able to deliver their mandates and priorities for students
through the Union. We want students to understand their power in achieving change through the
Union and to feel able to influence decisions – particularly through digital methods and
alternative models of democracy.
To achieve this, we will deliver programmes in 4 key areas:
Student Democracy and governance: Undertake a major review of how the Union engages
democratically with students and supports student leaders to open up our democracy and
make it easier for students to engage in Union decision-making through digital and
alternative methods of participation
Student Influence: Deliver appropriate training and support for elected student leaders so
that they can represent students effectively and create positive change
Student representation: Equip and support students with the skills to influence their
academic experience at all levels in the University and beyond. We will be agile and respond
appropriately to the changing nature of Higher Education, keeping a focus on student
engagement.
Making Change: Review, improve and streamline support for students creating change on
the issues they care about.
What will success look like?
Member Participation: Increased level of understanding of students about opportunities for
student participation in Union decision making
Member Influence: Students say they feel able to influence the decision making in the Union
Academic Influence: 70% of UG students agree that the course representation system is
effective2
Democratic Understanding: 80% of students are aware of the Union’s democratic structures
Member Influence: 80% of students say they know how to influence change in the Union
Member Stories: Increase the number and profile of success stories communicated about
student-influenced change
2
Baseline NSSQ26: 55% August 2017
8ENABLING THEMES: BE THE BEST UNION FOR STUDENTS
We’re proud to have been ranked as a ‘Very Good’ Union by the National Union of
Students. For us, this is recognition of the work we do for students, how we act as an employer,
and the difference we make to life at Nottingham. This doesn’t make us complacent: we’re
determined to achieve more, to be the best Union for students, and a great place to work for our
staff.
We have an ambitious vision to make student life the best it can be. We will do this by
strengthening the central role of Officers in the way the Union runs and in setting the direction
for our work. We can only support students if we are financially viable and sustainable so we’ll
continue to work in partnership with the University to secure long-term funding as well as
diversify our income through our trading activities, new commercial and enterprise opportunities.
We will establish a new fundraising capability, in partnership with the University where
appropriate. This will mean we can be more independent and deliver better for students. We’ll
further transform our work with a new imagining of our digital offer, with an integrated data-
strategy to support all our services across the Union. This will change the way we interact with
students, how they engage with us, and enable us to provide a more tailored service.
This requires significant investment of time and energy. So we have identified five areas where
we’ll change the way we work in this next 5-year strategy. These are our enabling themes.
ENABLING THEME 1: Build the power of Officers at the heart of the Union
Students’ Unions are led by students for students. In the 21st century Students’ Unions are large,
complex, multi-million pound organisations governed by charity and company law. They need
professional leadership while staying true to the heart of what a Union is about – to be led by and
for students. So in this new 5-year strategy we will embed our shared belief in the power and role
of students in everything we do. We will review the role and influence of elected student Officers,
how they respond to and support member wishes based on insight and feedback, and live the
Union’s Values. We will refresh the way we make decisions, adapt our organisation as students’
needs and priorities change, talk more about what Officers do and celebrate success. We will
ensure Officers can achieve their objectives – based on the mandates on which Officers are
elected by students – and how they share power more widely.
To achieve this we will build the power of Officers at the heart of the Union by:
Officer Priorities: Integrating officer and student priorities into the Union’s annual
department plans and align appropriate resources to support them to achieve their goals
Student Leadership: Developing the Union culture, processes and training to make sure the
Union is both student-focused and student-led, including developing an annual Officer
Induction, training & development plan.
Understanding Roles: Through induction and annual team development ensuring a good
understanding of the respective roles of Officers and staff and how Students’ Unions work as
professional charities and democratically-led organisation
What will success look like?
Officer Priorities: Officers achieve at least 80% of their committed objectives during their
term in office
Role Understanding: Staff and Officers are able to define their respective roles and how they
work together to make student life the best it can be
9ENABLING THEME 2: Increase our financial sustainability
The support from the University and success of our trading and sponsorship activity
has positioned us well financially for our current work. To deliver more, and create even better
services for students we must manage all our resources (people, processes, technology and
financial) to deliver even greater value, secure increased and more diverse funding. So we will
focus relentlessly on effective processes and services our students want and need, increase our
income from trading activity and student group sponsorship. We’ll develop new enterprise and
commercial operations, engage all staff in delivering more value, generating income and
controlling cost. We will set up a new fundraising capacity and approach, while securing
continued support from the University to deliver our core services. In all this we will continue to
live our Values, grow the opportunities for students and deliver excellence to students.
To achieve this we will increase our income by:
Income Generation: Developing and delivering a new income generation strategy to increase
revenue from our skills, buildings and facilities to deliver more for students
Fundraising: Exploring and developing a new capability to secure trust, foundation, other
grant and donor fundraising
Sustainability: Developing and maintaining 5-year plan for financial and operational
sustainability working in partnership with the University to increase their annual support
What will success look like?
Income: Increase independent income/trading profit direct to the charity from trading,
commercial and fundraising activity to at least £750k by end 2021
Fundraising: Establish a new fundraising and income generation function raising at least
£50,000 annually by 2020
ENABLING THEME 3: Create an outstanding member experience
Member experience is the sum of all the interactions students have with their Union in their time
at Nottingham. We want our services and activities to be consistent and of high quality across all
our interactions, physical, online and emotional. We’ll use the lens of our members to put
students at the heart of what we do using student feedback and insight to continually improve
our work. We will act as ‘one-Union’ providing a tailored and personalised service to students that
recognises and responds to the differing needs and experience of students from all backgrounds,
experiences and levels of study.
To achieve this we will create an outstanding member experience by:
● Service consistency and excellence: Developing our services in line with the needs of our
members, implementing a service standards framework for the Union across our physical and
virtual services. We will regularly review and develop our services based on student
satisfaction and insight into students’ needs and priorities
● Service interaction: We will improve our all our communications, information channels and
feedback opportunities for all members to be more useful, accessible and rooted in what
students need from their Union
What will success look like?
Satisfaction: 90% of students say they are satisfied with their Union
Understanding: 90% of students can demonstrate they understand what the Union is and
does
10ENABLING THEME 4: Transform our digital provision
The student generation at Nottingham now is digital savvy and expects the way we
work to be relevant to the online and social media world they know. Digital is not
about the tech or the channel it is about the offer, service and opportunity to engage. Students
want digital resources that complement, and sometime replace, our services so that their Union is
there when and wherever students need it. We will develop our digital resources – our
information and self-service to expand our member services into the online world. We’ll be
brilliant at social media and explore digital opportunities for student participation in the delivery
of our digital solutions and the way the Union runs. And we’ll keep up to date as the digital world
changes. This will be underpinned by a new and integrated data strategy to be more
accountable, responsive and provide better services to students.
To achieve this we will transform our digital provision by:
● Online Transformation: Developing an online, self-service offer for students, refreshing all
our web and digital channels and creating new ways and opportunities for students to engage
with their Union – all to meet the needs of students in the 21st century
● Member Data: We will review what data we need and how it is best managed to make sure
all the ways that we engage with students are responsive and responsibly managed
● Personalisation: Tailoring and personalising communication to reach different student
communities through access to relevant and timely information, activities and support.
What will success look like?:
Member Satisfaction: Over 80% of students feel the Union’s online service provision is
relevant to their needs
Digital engagement: Increase the percentage of (unique) students using Union services and
channels online by at least 10% annually
ENABLING THEME 5: A great place to work
The culture and values of the Union have a huge impact on the experience for students and we
want staff and students to have a great experience. So we will continue to invest in our career and
student staff, and Officers, supporting them to be the best they can be. We will look at our
organisational culture and how we further develop as a great place to work.
To achieve this we will work to be recognised as a great place to work by:
Workplace Culture: Review and establish a plan to further enhance staff engagement and
our workplace culture, selecting an appropriate external benchmark3 to work towards
Induction, Training & Development: Develop tailored paths for induction, training,
development and regular refresh for career staff, student staff and Officers to cater for their
differing needs and experiences from working at UONSU.
What will success look like?:
Benchmarking: Achievement of our selected benchmark
3
Review and selection of the most appropriate model will be an early priority. Many Students’ Unions and
Charities use the Best Place to Work tool https://www.b.co.uk/how-it-works/ with Top 100 Non-Profits published
by The Times annually https://www.b.co.uk/the-lists/non-profit/. Great Place to Work is also widely used.
http://www.greatplacetowork.co.uk/our-services/assess-your-organisation/workplace-culture-assessment
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