Quality Students’ Unions: Strategic Planning SUs Local November 2015

Quality Students’ Unions – Strategic Planning Today we will: Look at the term “Strategy” Consider Strategic Planning within Quality Students’ Unions Share thoughts and ideas for how to best challenge ourselves in this area Discuss practical ways to progress through this criteria Answer any questions

Introductions Your Name Your Students’ Union The period of strategic development you’re currently in

“The future’s not a place we’re going to but one we are creating… the paths are not to be found, but made.” John Homer Schaar

Strategy

Strategy NCVO definitions say: Strategy A set of high level decisions about why your organisation exists, what it hopes to achieve in the next few years, how it wants to achieve it and how it will deal with the world around it. Strategic Plan A clear and coherent statement from the Trustees and senior managers about the organisation’s strategy over a particular period, usually 3-5 years.

Six Stages of Strategy Getting the direction right Periodic Evaluation Ongoing Environmental analysis Periodic, ongoing, annual Implementation Ongoing Options and choices Annual Planning Annual

Overall Direction Its recommended that you look at the overall direction of any organisation once every 3-5 years and consult stakeholders as a major strategic exercise. Traditionally vision, mission and values are three key components that form the purpose of an organisation In Quality Students’ Unions you will need to demonstrate that you have these, or versions of them. The different levels of engagement and understanding of your vision, mission and values define your students’ union’s achieved level; Good, Very Good or Excellent.

Excellent Published strategic plan Current and future members’ needs at the core Full comprehension of the overall strategic plan from stakeholders Stakeholders feel they have been closely consulted in the development of the plan Statement of its fundamental purpose Inspirational vision that defines an aspirational principle or an overall impact Strategic plan embodies the beliefs/values, which are clearly translated into practice Strategic documents define how its mission and the vision will be delivered  Often summarised in an operating or business plan, which clearly describes how the union’s vision, values and strategic priorities will be enacted and delivered The union can demonstrate that its plan sets out priorities for the union and helps to determine how resources are allocated Holistic plan including all activities in a way that promotes synergy and sustainability The excellent framework is built on the Good and Very Good sections and we are going to consider the top level today Assume we can all publish our strategic plans once we have them, so let’s move on

Current and future members’ needs at the core Question: How do you demonstrate this? Research - This should be underpinned by excellent research principles Interview first year students as part of induction Interview feeder school students – or get your students to as part of WP activity Consider likely applicant demographics for the next few years and access existing data or commission your own Have an open process for empowering student contribution to the planning process Evidence that THIS is what drove the plan

Stakeholder involvement Full comprehension of the overall strategic plan from stakeholders Stakeholders feel they have been closely consulted in the development of the plan How can we achieve this? ASK, ASK and ASK again!

Statement of its fundamental purpose Why are we here? Representation To change society Student welfare Voice Safe social space Hold the institution to account Educate the membership

Let’s consider some example visions: Inspirational vision that defines an aspirational principle or an overall impact Let’s consider some example visions:

To bring forward the day when all cancers are cured. Vision Express To bring forward the day when all cancers are cured.

Vision Express Everyone who needs it should receive first aid from those around them. No one should suffer for the lack of trained first aiders.

Vision Express Inspired by faith and guided by our values, we envisage a world where communities are empowered, social obligations are fulfilled and people respond as one to the suffering of others.

We’re not going to consider the actual values today Strategic plan embodies the beliefs/values, which are clearly translated into practice We’re not going to consider the actual values today How can we ensure that our values are present throughout the strategic plan? How can we translate these into practice?

Values Driven – Save The Children Accountability We take personal responsibility for using our resources efficiently, achieving measurable results, and being accountable to supporters, partners and, most of all, children. Ambition We are demanding of ourselves and our colleagues, set high goals and are committed to improving the quality of everything we do for children. Collaboration We respect and value each other, thrive on our diversity, and work with partners to leverage our global strength in making a difference for children. Creativity We are open to new ideas, embrace change, and take disciplined risks to develop sustainable solutions for and with children. Integrity We aspire to live to the highest standards of personal honesty and behaviour; we never compromise our reputation and always act in the best interests of children.

Delivery Strategic documents define how its mission and the vision will be delivered   Often summarised in an operating or business plan, which clearly describes how the union’s vision, values and strategic priorities will be enacted and delivered Share your thoughts about how to turn the paper plan into meaningful practice

How do you know that your plan is crucial? The union can demonstrate that its plan sets out priorities for the union and helps to determine how resources are allocated How do you know that your plan is crucial? Regular review at multiple locations – Board, University, Student Council Measures of success which are easy to scrutinise (such as Key Performance Indicators) Election candidates use it to develop their manifesto Reference to it in University plans The budget is directly correlated to the plans Many plans sit in a drawer once completed

Holistic plan including all activities in a way that promotes synergy and sustainability Plans are easy to carve into silos An “Excellent” plan doesn’t do that It works from the purpose and values and every single activity, staff member, officer, budget line is attributable back to it How can we achieve this?

Sharing ideas Share your thoughts about how to turn the paper plan into meaningful practice How do you know that your plan is crucial to your everyday operation? How can we achieve an overarching, joined up approach to strategic planning, incorporating all activities of the union?

Delivery - Share your thoughts about how to turn the paper plan into meaningful practice Utilise direct quotes from the research into the plan, making it about stories rather than statistics Incorporate the same language across all union documentation, especially in performance management Theme staff days and reports to Trustee Board and university around the strategic plan Publish progress against the plan in regular intervals, not just annually Provide strategic plan information to all prospective staff members and trustees

Delivery - Share your thoughts about how to turn the paper plan into meaningful practice Ensure the budget lines are all directly and transparently attributable to a section of the strategic plan Have “layers” of documentation – full strategic plan, operational plan, departmental plans, team plans, individual plans Have cascading objectives so each staff member can trace their work directly up the organisational chart to the strategic plan Before embarking on a new piece of work, test it against the mission and values – then add it to the strategic plan

How do you know that your plan is crucial? The union can demonstrate that its plan sets out priorities for the union and helps to determine how resources are allocated How do you know that your plan is crucial? Officers are keen to discuss the plan Regular review at multiple locations – Board, University, Student Council Measures of success which are easy to scrutinise (such as Key Performance Indicators) Election candidates use it to develop their manifesto Reference to it in University plans The budget is directly correlated to the plans Staff talk about it without being prompted Many plans sit in a drawer once completed

How can we achieve an overarching, joined up approach to strategic planning, incorporating all activities of the union? Start with what your students want – and end there Mix up stakeholders when developing and reviewing the plans – don’t leave it to just SMT or Trustees; put a commercial manager with the chair of council, put your HR lay trustee with an advisor etc Share the draft plans with external stakeholders Talk about it like it matters – because it does If an activity isn’t in the strategic plan – ditch it! Don’t be afraid to amend the plan as circumstances demand The sustainability of the organisation is more important that the paper plan

Share your top tips on a post it What one thing are you going to do? Would you like more support in this area? strategicsupport@nus.org.uk www.qualitystudents’unions.org.uk

Thanks and any questions?