► Transformation of ULU

03/04 Policy

Valid AULUC 2009

 

TRANSFORMATION OF ULU

Proposed by: Chris Piper (ULU President)

Seconded by: The Union Executive

 

THIS UNION NOTES

 

1.          A new outline scheme exists to re-develop the ULU building including all the infrastructure, and move into the ULU building the Accommodation Office and Careers Service to create the University Of London Student Centre.

2.          An initial feasibility study has been funded by UL and completed and further funding has been provided to employ a project manager and start on detailed planning.

3.          The University is committed to a substantive process of change and to an investment of in excess of £2.5 million into the refurbishment of the building.

4.          The University is keen to have a single face to all UL student services.

5.          That at current, annual maintenance expenditure on the ULU building is in excess of £100,000, this combined with the resultant loss of trading associated by maintenance failures is bleeding in excess of £200,000 per annum from ULU.

6.          College grant income continues to be frozen or cut.

7.          Underlying operating costs continue to inexorably rise at 5-8% per annum.

8.          There is a considerable period of time to explore all angles, become familiar with the strategy, carry out further research and planning, flesh out the details of ideas, get input from all the stakeholders and debate the final decision.

 

THIS UNION BELIEVES

 

1.          Reformation of ULU, that is to continue to produce the same service in a new style, is not radical or fundamental enough to achieve the desired outcomes.

2.          There is an opportunity to carry out a process of radical change in the next 3-6 month window of opportunity.

3.          That ULU needs to enhance the UL student experience without unnecessarily duplicating college SU services or less effectively providing services that should be provided at that level.

4.          That ULU needs to engage and represent all its members whilst catering for specific niches within the student membership and providing centres of excellence and research to assist and not unnecessarily duplicate services already provided at a college level.

5.          Transformation is in part responding to ULU’s bleak financial situation.

6.          That the refurbishment of the ULU building, funded by the University will remove the biggest strategic financial problem facing ULU, cutting operating costs and disruption and reduce building running costs.

7.          That existing trading activities will benefit from the increased numbers of visitors that a “one-stop” student service centre will attract.

8.          That it would be highly beneficial to seek outside consultation and expert advice to determine the best possible method of student led democratic governance of a new ULU.

9.          It will be possible to seek new funding for expenditure areas, most likely involving a partnership approach.

10.     That ULU is a unique Students’ Union and as such may require a unique                           and innovative method of governance.

11.        That the behaviour within the political culture of ULU over the past year is unacceptable in a public funded body and is contrary to the spirit of participation and equal opportunities.

12.        There is an opportunity to explore other democratic governance models, which retain officer control.

13.        It is time to place the emphasis within governance on creating a more viable and effective ULU.

 

THIS UNION RESOLVES

 

1.          To undertake a process of Transformation.

2.          To define the process of Transformation as “A process which will gain support for a new financially and politically viable role for the entity of ULU to ensure its survival and to create something that adds to the University Of London student experience and represents value for money to the taxpayer”.

3.          To define the ULSC concept as “The development of a central student building for the student population of London in the existing ULU building in Malet Street. It would be a mixture of a 1-stop shop and a centre of excellence and innovation. A very strong brand identity would be created by promoting the building itself and the central location of it as a landmark”.

4.          To undertake a discussion about the reform of governance and decision making.

5.          To agree key strategic development goals for ULU.

6.          To adopt the following timetable:

1.        Consultation (October 13^th – December 8^th 2003)

2.        Decision Making (November 10^th – December 8^th 2003)

3.        Preparation for implementation (January 2004 – July 2004)

4.        Building & Development (July 2004 – September 2005)

5.        Opening of the ULSC (September 2005)

7.          To actively seek new funding sources for expenditure areas.

8.          To ensure in the planning of any refurbishment of the ULU building, consideration is giving to all relevant legislation, particularly the Disabilities Discrimination Act.

9.          To undertake a review of the Governance structures lead by an independent party taking fully into regard the decision made by ULU Council on the 8^th December 2003, with the review completed by Easter 2004.

10.        To adopt the following method of consultation:

a) Consultation ULU Members – It is vital to get input from students directly, this will be partly done by visits from ULU officers to Executive and Council meetings in the colleges, but there will also be direct market research via focus groups, letters to London Students and e-mail surveys and comments via the new website.

b) ULU Council – This paving motion proposing the process and describing the key principles and proposals.

1.        November 10^th – Report on initial feedback and further details where requested.

2.        December 8^th – Policy motion to enact final Transformation proposals.

3.        An extra meeting could be scheduled if needed.

c) ULU Committees – All committees and networks to be asked to comment at least once on Transformation, some will be asked to develop particular ideas into concrete plans – to take place in November & December 2003.

d) ULU Staff – Transformation to be discussed at staff meetings, managers and departmental meetings throughout the consultation process. Staff at ULU will also be involved in assessing the practical impact of the proposals and on implementation.

e) UL SU Officers – Will be able to participate in discussion at ULU council and sub-committees, ULU officers will also be visiting the colleges to meet with Executive teams, attend Executive meetings, Councils and General Meetings as agreed.

f) UL & Colleges – As the funders of ULU is important that the central university and the college heads have a say in what ULU is doing, ULU will seek advice from the central university as to how best to approach this but ULU will encourage college heads to meet with us if they have views to express. There will also be some formal discussion at some UL committees.

g) External Stakeholders – There are significant external stakeholders outside of UL and ULU who will also be consulted, these include the GLA, HEFCE, DFES, London First and other specialist organisations with shared goals.

 

 

PASSED: 13^th October 2003