Outline Strategic PlanFebruary 2008
goals by unifying the students of the Universities of Kent, Greenwich, Canterbury Christ Church and Mid Kent College.
4. Strategic Enablers
Governance and Management
– The Association must ensure that it is seen to be governedopenly and managed responsibly to ensure internal stability and confidence from ourfunding partners. The Association must develop its reporting structures to its university andunion partners and ensure that both consultation and approval is sought within a formalframework. The Association should also put in place a stronger management structure thatreflects the growth of the activities and services and ensures that continuity and stability arefoundations of the delivery of these functions. The Association must review its existingreliance on a small number of individuals in managing its activities and services and put aplan in place to strengthen these weaknesses.4.2
– The Association has a large and complex set of stakeholders and the strengthof these relationships is essential to the Association’s development. The Association mustensure that its activities and services reflect the diverse needs of its partners through aprocess of continual and meaningful consultation and leave no room for perceived or actualpartiality. The Association should also play a role in uniting the partners towards commongoals and be used as a positive agent for collaborative working. In addition to this, theAssociation must develop relationships with external stakeholders and ensure that theAssociation is used, and seen to be used, as the mechanism for students to have a dialoguewith the local community.4.3
– The Association must ensure that it is able to attract and maintain high quality,talented people to work for it. The Association must ensure that it is able to offer a fresh andmotivating working environment and be active in developing its staff through continualpersonal development and opportunities to progress within the Association. The Associationmust also ensure that communication with its staff is progressive and that it measures staff satisfaction and informs decision making and planning. The Association must develop atraining and development plan for its staff across all areas, and work towards accreditationwith Investors in People (IIP) by August 2008.
5. Strategic Themes
Credible and Effective Representation
– The Association must ensure that its role inrepresenting students is one of its core functions and that it is developed and integratedwithin University and Union structures. The Association must also ensure that it plays a role asboth the voice of Medway based students from the partner institutions, as well as students of specific institutions. To achieve this, the Association should work with its partners to agree aplan for each union to have a sabbatical officer with an explicit portfolio responsibility forMedway. The Association should also work towards obtaining funding to support its role inrepresenting students and managing the complex web of representative structures.5.2
Diverse Student Activities
– The Association must ensure that its student activities aretailored and aimed at the diverse range of students that we serve at the four institutions. TheAssociation offers a rapidly expanding mix of sports, societies and media, but is largely usedby 18-21 year old British students. However, it should be acknowledged that these activitiesare viewed by the universities as essential to the ‘student experience’ offer of the campus. The Association must specifically develop activities aimed at the high numbers of non-EU