The register should be reviewed and updated annually. Key identified should be undertaken by the person(s) identified as having management responsibility for the risk and progress monitored by the person(s) identified as responsible within the timescale identified. Where more than one body/person is identified as having monitoring responsibility these are listed in order of approval by that body (e.g. a new Strategic Plan would be approved by the Student Council before being approved by the Board of Trustees. The BSSU Risk policy identifies the levels of responsibility within the organisation. Risk Area Risk No Risk / Issue Nature Risk Rating Managed by Controls/Mitigation Monitored by Review Date I L I x L and Legal GL1 Governance structures and policy framework fails to meet requirements of Charities Act, Education Act (1994) and other statutory duties R,B,S 4 1 4 CEO Constitution revised and adopted in May 2010 and approved by Charities Commission in November 2010. Constitution is reviewed at least every 5 years and can be updated to take account of legislative changes. Annual meeting cycle provides time for approval of accounts and statutory returns. Board of Trustees May 2017
Corporate & Strategic CS1 Lack of strategic planning leading to a lack of vision, strategic priorities and use of resources which does not reflect the priorities of the members. R,B,S 4 1 4 CEO Strategic Plan 2013-18 approved in 2013. Strategic Plan 2016-2020 underdevelopment. Due for approval June 2016. Strategic Plan ambitions supported through 3 year business plan which is reviewed annually. Student Council & of Trustees Business Plan reviewed annually CS2 Strategic planning does not adequately reflect the needs and interests of members leading to reduced engagement with students R,B,S 4 1 4 CEO • Strategic Plans 2013-18 and for were informed by extensive consultation with students and was approved by student Council prior to the Board of Trustees. BoT June 2020 then ongoing CS3 BSSU fails to deliver its key strategic priorities leading to inadequate governance, poor student engagement and financial instability R,B,S 4 1 4 CEO Performance Framework used to track progress throughout year and report to Board of Trustees. Board of Trustees July-Sept annually CS4 Managers make poor decisions leading to challenge, complaints against BSSU or which have an adverse financial impact within 10% of budget parameters R,B,S 2 1 2 SMT performance reviews to inform training plans to ensure managers have right skills . Training and development of managers is annually reviewed. Has included online courses and ILM L3. Open and transparent complaints procedure to deal with issues effectively as they arise approved 2013. Financial procedures were reviewed and updated February 2016. CEO CEO Board of Trustees annually Annually annually CS5 BSSU policies fail to reflect legislative requirements leaving BSSU at risk of legal challenge R,B,S 4 1 4 SMT SMT and officers sustain effective network of partnerships (e.g. SCP, University, NUS) to keep up to date on legislative requirements. SMT and BoT to seek specialist advice as required to ensure continued compliance. CEO ongoing CS6 BSSU practices fail to meet standards and procedures R,B,S 3 1 3 SMT FRM Senior Management team responsible for developing and reviewing policies SMT / CEO Ongoing
contained within BSSU policies, exposing BSSU to potential challenge, financial sanctions or reputational damage BCEM SM SEEM FRM DRWM and for ensuring staff receive appropriate training Policies clearly define delegated areas of responsibility with all internal policies revised in 2012-13. Line managers are responsible for ensuring staff and volunteers in their departments understand and comply with policies and for reporting breaches to the designated person(s) Trustees, officers, and volunteers are responsible for ensuring they carry out their responsibilities in line with those policies Training for trustees and managers was reviewed and changes implemented from 2015 to ensure continuity of standards maintained. Training requirements then reviewed annually. CEO SMT FRM CEO Search Committee Risk Area Risk No Issue / Risk Nature Risk Rating Trend Managed by Controls/Mitigation Monitored by Review Date I L I x L Financial F1 Unrestricted reserves and budget provision are insufficient to meet strategic ambitions R,B,S 4 3 4 CEO FRM SUPres Budgets are realistic and prepared in line with Financial Procedure guidelines and approved annually by of Trustees Medium Term financial plan prepared to complement Strategic Plan and updated annually to give indicative 3 year forecast Reserves and Investment policies developed to support strategic ambitions and ethical policies of BSSU Board of Trustees Ongoing Ongoing Ongoing F2 Cash flow insufficient to meet existing commitments R,B,S 2 1 2 FRM Good treasury management Routine monitoring of cash position SMT F & R Committee Ongoing
BSU and NUS HR teams provide ad hoc support as required. Policy health check to be arranged for 2016. updated as required. P2 People are unclear their roles and responsibilities, leading to loss of morale or internal conflict B,S 3 1 3 SMT CEO All staff have role description for their role. Staff Development Reviews agree priorities for forthcoming year. Core behaviours expected form part of strategic plan. Staff behaviours is to be reviewed during SDRs to clarify standards expected for all staff and officers from 2016. Annual Staff survey shows staff feel increased awareness of how their role contributed to strategic aims. F&R committee Ongoing From 2016 Survey repeated annually P3 Performance is not managed across the organisation, leading to failure to meet targets and deliver priorities R,B,S 4 1 4 CEO Performance targets are identified in the strategic plan. Performance framework developed to assist in management of strategic aims and provide information on progress made. Staff performance managed through SDR process and regular meetings with managers. Board of Trustees Ongoing Annually P4 Loss of key staff though leaving or illness leads to critical business interruption and / or loss of knowledge from BSSU B,S 3 1 3 SMT Each departmental manager has normal operating procedure in place covering all day to day operations within their area, key contacts and contracts. SMT Ongoing P5 Volunteers undertake activities that have not been authorised by BSSU or been subject proper risk assessment R,B,S 3 2 6 SEEM CSC SEEM and CSC organise range of training sessions covering all aspects of clubs and societies, RAG and volunteering responsibilities. SMT Ongoing Annually
BSU has Emergency plan in place which includes procedures for pandemics and major incidents. SU is part of that plan. CEO sits on University Emergency Planning Group SU Business Continuity Plan to be developed. Sept 2016 HS3 Breach of H & S at work legislation. R,B,S 3 1 3 FRM H & S policy reviewed 2013. Liaison with BSU HSA and HR ensures that critical issues are addressed within policies and procedures SMT ongoing HS4 H & S Policies and Procedures inappropriate leading to injury or death. R,B,S 4 1 4 FRM CEO H & S policy and processes reviewed 2013. Close liaison with the University and expertise through Trustees and lay members. F&R Committee Ongoing HS5 H & S Training inadequate or not delivered for core elements e.g. Fire, Manual Handling, Risk Assessments, Food Hygiene, C & S Safety. R,B,S 4 1 4 SMT H&S course covering key areas provided through online training resource to all staff, officers and trustees. First aid and fire extinguisher training provided annually for all necessary staff. CEO Ongoing HS6 Risk Assessments not completed and reviewed regularly. R,B,S 4 2 4 FRM Review of all Risk Assessments to be undertaken each year Risk assessments completed for all events and activities. SMT Annually HS7 Incidents and accidents fail to be reported in line with agreed procedures. R,B,S 3 2 6 FRM All staff accidents and near misses reported as per our procedures with central record held by FRM, with updates and reports sent to University HSA to ensure consistency and compliance. Training for key staff so they are aware of University Emergency Plan and Union Business Continuity Plan to be able to respond accordingly in the event of an incident. SMT Ongoing Dec 2016
Risk Area Risk No Issue / Risk Nature Risk Rating Trend Managed by Controls/Mitigation Monitored by Review Date I L I x L Reputation R1 BSSU fails to maintain and develop its relationships with the University R,B,S 4 1 4 SU Pres CEO BSSU has established links with the University at both formal and informal levels. University has legal oversight of the Union. project during 2016-17 to review lease, relationship agreement, block grant and reporting to BSU. Board of Trustees Ongoing June 2017 R2 BSSU fails to build and maintain close relationships with local community groups, business R,B,S 3 1 3 SU Pres All staff Formal involvement through variety of commuity partnerships JustV and RAG programmes build links with local groups SMT BOT Ongoing
partners and key partners local bodies. R3 BSSU suffers reputational damage through adverse publicity following incident or as a result of student/staff/volunteer speaking on behalf of BSSU without approval or expressing viewpoint which contradicts BSSU position R,B,S 4 1 4 SU Pres CEO Communications Plan 2015 outlines responsibilities and contains clear guidelines on how to deal with all media issues Training for incoming Officer includes communications and training. SMT CEO Ongoing Risk Area Risk No Issue / Risk Nature Risk Rating Trend Managed by Controls/Mitigation Monitored by Review Date I L I x L Facility FD1 Plans to replace SU building delayed or discontinued leading to decreased student satisfaction, reduction in profitability of services, inability to deliver core functions. R,B,S 4 2 8 CEO Pres Need to replace SU building identified in 2014 (BOT/BOG papers). Commitment to replace building in 5 years given, with talks due to start 2014. Expected to be delivered as part of next phase of Newton Park development. Discussions underway to improve visibility and presence at other BSU sites. Board of Trustees Ongoing FD2 University facilities to enhance the student experience (eg. Sports facilities, spaces for activities etc) R,B,S 4 2 8 CEO Pres SU VP SU currently majority of facilities in Bath, Bristol & surrounding areas. Board of Trustees Ongoing
inadequate to meet expectations of student experience, leading to reduction in curricula activities and increasing costs for Union Clubs & Societies. BSU plans to develop new sports facilities. Key to roles SU Pres SU President SU VP SU Vice Presidents BoT Board of Trustees BoG Bath Spa University Board of Governors CEO Chief Executive Officer FRM Finance &Resources Manager
Internal controls review and planning for 2017-18 Insurance Review Stock take report (Term 2) Annual budget Annual review of banking and investments Sabbatical Ts & Cs Annual review Chief Executive Ts & Cs Chief Officer annual staff review Q3 Performance reports Weds 14th June Induction & Welcome for Incoming Trustees Executive Committee (4 Student Officers, 4 Sabbatical Officer & key staff) 13-17th June –Training Meeting dates TBC Annual Away Day – Monday 19th December AGM – 9th May 2016 SU Awards – 12th May 2016
Bath Spa University Students’ Union To Board of Trustees From Sarah Dawes – Chief Executive Prepared by Chief Executive Date 1st June 2016 Subject 7b. Strategic Plan 2016-20 1. Purpose of the report 1.1 To approve the Strategic Plan 2016-20 2.0 Strategic Planning progress 2.1 The Union has been working to develop its new Strategic Plan over the past few months. 2.2 Consultation has been at the heart of its development and included: Student surveys into satisfaction with the Union, its services and key areas for improving satisfaction Consideration of emerging themes through consultation with students Strategic Planning event with Union staff, student officers and key stakeholders and critical friends Presentation and discussion at the Annual General Meeting on 10th May 2016 Comparison of performance with other Unions New strategic ambitions of the University Consideration of external influences such as legislative changes 2.3 During the course of its development five key themes emerged; Communication & Engagement Activities Well-being Skills Development Community Student 2.4 Trustees will recall the presentation from the Director of Corporate and External Relations to the Board of Trustees in December 2015 and the later discussion with the Finance and Resources Committee. Discussions have followed to determine a number of projects that are of mutual benefit to both the Union and University. These would underpin the future sustainability of the Union and determine the basis for our partnership with the University moving forward. These are all expected to be progressed during the next 12-24 months. Reference to these is contained under the Strategic Foundations section of the plan and would include:
Budget Summary 2016-19 Department Income Purchases for resale Direct Expenditure Staffing Overheads for year Commercial Services Bar 138,668 50,470 4,068 54,513 11,842 17,775 Catering 184,941 58,588 2,288 81,729 7,140 35,196 Freshers 48,301 5,668 15,371 9,039 12,063 6,60 Fundraising events 122,810 8,800 28,570 5,671 34,852 44,917 Shop 306,380 205,100 155 75,457 5,950 19,718 Gym 73,216 0 3,650 32,586 4,954 32,026 Student Services SU Clubs & Societies 675 0 2815 33,069 34,584 -69,793 Representation & Welfare 0 0 0 62,867 12,226 -75,093 Marketing & Communications 23,265 0 1600 29,508 15,924 -23,767 Student Development & Volunteering 0 0 1075 25,766 1,595 -28,436 Union vehicles 925 0 0 0 3,943 -3,018 Spalife 0 0 80 0 2,970 -3,050 Management Management & 420,698 0 0 136,333 133,024 151,341 Office Costs 69,688 53,742 20 14,799 9,900 -8,773 Governance 0 0 0 80,774 2,865 -83,639 Budget Totals 2016-17 1,389,567 382,368 59,692 642,111 293,832 11,565 Final outturn 2014-15 1,258,243 405,435 69,292 534,405 273,762 -24,651 Budget 2015-16 1,254,806 384,489 63,140 569,681 235,096 2,039 Indicative budget 2017-18 1,417,358 390,015 60,886 792,774 299,709 -126,026 Indicative budget 2018-19 1,445,705 397,816 62,104 859,759 305,703 -179,677 Bath Spa University Students’