Item No - Web viewMaggi Thomas External ... MR suggested adding a word “passionate” to Campus Liaison Officer’s job ... A project team has been assembled and meetings are

Board of TrusteesMeeting Agenda

Thursday 13th March 2014 at 5.30pmNewton Park Campus, Main House G15

1. Attendees

2. Apologies

3. Conflicts of Interest

4. Minutes of Previous Meeting

5. Matters Arising

6. Chairs Business

7. Items for discussion

Item No Item Description Presenting Supporting documentation

Time

BOT 14/01 Corporate Risk Management Action Plan

SD Paper attached 15 mins

BOT 14/02 VAT SS Paper attached 10 mins

BOT 14/03 Investors in Diversity EW/RG Paper attached 10 mins

BOT 14/04 SU Building development SD To follow 60 mins

BOT 14/05 Elections 2014 AD Verbal update 10 mins

8. Items for ReceiptStudent Council Minutes 03.12.13

9. AOB

Date of Next Meeting: 10th June 2014 at 5.30pm

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BOARD OF TRUSTEESMinutes of Meeting held on 12th December 2013 at 5.30pm

Newton Park Campus, Main House G15

Attendance:Chair: Amy Dawson (President)Clerk: Marta North

NameEmma WeskinElaine EtheridgeEd Stevens

Michael Roy

PositionVP WelfareExternal TrusteeExternal TrusteeLay Officer

NameHolly JenkinsRobert GouldGraham Briscoe

PositionVP ActivitiesEqual Opportunities OfficerExternal Trustee

In AttendanceSarah Dawes Chief Executive Sally Savage Finance Manager

Apologies:Maggi Thomas External TrusteeSarah Kanan Environment & Ethics

Officer

Talina GonclavesGeorgina Sykes

Art & Design Officer Clubs& Societies Officer

Item No Points of Discussion Actions

Conflicts of Interest A Dawson reminded trustees that anyone who was going to run for elections could not vote to approve elections’ regulations. The item would be discussed during the meeting (item BOT 13/25).

Minutes of last Meeting

Agreed as a true record:

- Complaints procedure wording has been amended at 5.2.5. and put on website;

- Complaints register has now been established;- Impact report has been printed and distributed;- HR Policies have been now approved and staff

informed;- Sabbatical Officers salary changes have been

implemented.

Chair Business None

Matters Arising None

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BOT 13/22 Annual Report 2012-2013 - presented by GB

GB introduced the Annual Report and the minutes of the Audit & Risk Committee meeting on 12th November where the Committee had met with Matthew Bracher of Haines Watts and discussed the Annual Report in detail.

GB introduced the Management Letter from Haines Watts which confirmed that there were no significant audit issues and that, as a result, the Annual report from the auditors was unqualified.

GB introduced he Letter of Representation and it was approved that AD should sign the letter on behalf of the Board of Trustees.

SD highlighted two items on figures:

- VAT – the Union has paid for some additional work of VAT specialist and we are about to send a letter to HMRC to re-claim just below £13,000.00.

- Net figure of £-44,399.00 is better than original budget expectation of £-59,570.00, and significant improvement on the figure for 2011-12.

GB proposed that an annual report should be presented from the Audit and Risk Committee to the Board of Trustees describing the work undertaken throughout the previous 12 months to give assurance to the Board that internal controls were monitored. This was agreed.

GB proposed that Haines Watts be retained as the Union’s Auditors for 2013-14, in line with their original appointment contract. This was approved.

Trustees approved the Annual Report for 2012-13 and that AD be authorised to sign the report on behalf of the Trustees.

AD/SD

SD/GB

SD

AD/SD

BOT 13/23 Health & Safety Policy – presented by SD

SD introduced the new Health and Safety policy which had been designed to replace five existing policies. This would enable areas of responsibility to be clearly identified and provide a consistency of approach across the Union.

The new policy also reflected the close working relationship between the Union and University in regard to Health and Safety.

EW referred to 5.11.3 of the section – Management of Smoking. It was noted that enforcement of the 10m exclusion zone would be important and easier to implement when the new building re-opens in the Autumn.

EW also suggested that reference to anti-smoking campaigns be changed to from anti – smoking awareness at 5.11.6;

MR was very positive to see that pregnancy and stress was a

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part of Health & Safety Policy.

GB mentioned insurance on vehicles and was re-assured by SD that all are properly insured now and students undergo tests before they are allowed to drive Union’s vehicles.

SD also advised that the Vehicles Handbook had been revised and placed on the website where it was made available to all clubs, societies and activity leaders.

EE referred to 5.10 of the policy and suggested amendments to the wording to be consistent with the remainder of the document. Agreed.

ES talked about 18.4 of the section – Student Activities. He was re-assured that each partner in Bath (for example: Bar or Night Club) must agree to maintain the same standards of welfare towards students.

GB recommended that the policy should be re-viewed every 2 years instead of 4 years. If there are any changes in legislation Chief Executive will bring it to the Trustees.

The Board approved re-vised Health & Safety policy, subject to amendments agreed.

SD to amend and publish on website.

BOT13/24 Financial Procedures – presented by SD & SS

SD introduced the revised financial procedures which establish areas of responsibility and day to day procedures and controls in place.

The new financial procedures include:

- Approval of purchases;- Tendering procedures;- How we deal with events and control budgets;- Fixed assets- Stock/float;- How we monitor budgets and manage our reserves;- Gifts and Hospitality;

EE suggested that Pensions section may need to be revised when auto-enrolment comes in to force. SS confirmed the date for the Union was 1.4.2017.

The Board approved Financial procedures.

BOT13/25 Elections Regulations – presented by AD

AD pointed that elections regulations have not been changed for long time. Re-vised regulations were taken to Student Council on the 3rd of December 2013 and approved with following amendments:

- The second half of point 4.6; ‘Candidates must not (…) campaign within 5 metres of someone casting their vote’ was deleted. Students felt that monitoring this

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would be an extremely difficult rule to police. It was also felt that principal behind this rule was already covered in the first half of point 4.6; ‘Candidates must not harass voters’ and 5.2; ‘Each student shall have one and only one vote and shall not be allowed to vote on behalf of another student. ‘

- Each reference to ‘candidates’ would also include the words ‘or campaigns team’ to add clarity.

Re-vised regulations were approved by Trustees.

BOT13/26 Officers roles and job descriptions – presented by AD

The roles of Student Officers are being re-viewed at the moment. Currently, the positions are:

- Media Officer- Equal Opportunities Officer- Art & Design Officer- Environment & Ethics Officer- Clubs & Societies Officer

AD proposed that roles this year (subject to approval) will be:

- Participation & Volunteering Officer- Media & Events Officer- Campus Liaison Officer- Environment & Ethics Officer- Equal Opportunities Officer

GB referred to SU Democratic Structure Diagram and suggested changing a sentence “The Trustees are the Union’s Executive” to read: “The Trustees are the Union’s governing body”.

MR suggested adding a word “passionate” to Campus Liaison Officer’s job description to be consistent with the other four posts..

ES recommended to add wording about community links and employability to Sabbatical Officers’ job descriptions.

AD raised that final discussions were underway with the existing officers to finalise the details for each post.

One area of feedback from Student Council was that some students may be put off by the responsibility of also being a trustee. In some unions elections for officer and trustee posts are held separately. However this may mean trustees may not always be representative of the whole student body. AD suggested this was an area that the Union may wish to look at in future.

Revised job descriptions were approved by Trustees.

BOT13/27 Staff survey – presented by SD

SD presented results of staff survey which was done in November 2013. The key issues from the survey showed that:

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- PT staff appear slightly less satisfied than in 2012. This may be due to the number of new student employees who joined us in September and who may not have completely settled into the organisation at this point;

- FT staff are more satisfied with communication, they understand better the vision and services of the SU and in their opinion the Union is an employer who cares about its staff;

- Training appears to have improved;- PF & FT staff need to be further encouraged to

contribute ideas. They also want their contribution to be recognised;

There are a number of projects being developed during the next 12 months which the Union expects to have positive impact on staff:

- Investors in Diversity - an online diagnostic has been undertaken;

- Mental Health – The Union is supporting NUS Time to Change Campaign and the mental health pledge will be signed over next term;

- Professional Development – we are currently exploring the costs and advantages of being a part of the roll out of the national learning management system that is being developed by NUS;

- Attendance Management – The Union is looking to develop a more proactive approach to supporting attendance.

- Performance Management Framework – currently under development;

- Living wage – The Union may consider looking at the costs of moving its minimum wages to the living wage level.

GB wanted to know how many members of staff took part in the survey. SD explained that nearly all FT staff and half of PT staff did. SS suggested doing the survey around April time each year.

ES congratulated on results and referred to communications issues. He recommended that there should be an award structure for recognition.

BOT13/28 Development of the Union Building – project update presented by SD

The Planning application has been submitted. It should be back by the end of February 2014.

The project is being managed by Gleeds, who are also managing the campus development for the University. A project team has been assembled and meetings are underway to determine detailed costs and timetables.

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SD set up two teams: Logistic Team (includes Managers who need to identify all assets and work through the detailed design for each area) and Development Planning Team to look at fundraising.

SD & SS are now looking at detailed impact on budget for 2013-14, taking into account partial closure period.

The development will not affect Summer Ball. It will take place on the sport pitch as it was last year.

ES pointed that we need to think carefully what messages will be going out for students.

SD advised that she will need to arrange an extraordinary meeting of the Board to decide whether they wish to proceed with the project and award the tender. This would have to be around end February.

SD/SS

BOT13/29 Risk management

Corporate Risk Management plan update was presented showing key risks identified. All actioned or in a process of being addressed. SD will be re-viewing risk framework to identify key risks for the Board to address in next 12 months.

SD

Items for receipt Finance & Resources Committee 26.11.2013 and Audit & Risk Committee 12.12.2013 noted.

AOB None.

Meeting closed at 7.30pm

Date of Next Meeting: 13th March 2014 at 5.30pm

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Bath Spa University Students’ Union

To Board of Trustees

From S Dawes – Chief Executive

Prepared by S Dawes

Date 13th March 2014

Subject Risk Register and Corporate Risk Management Action Plan 2014

1.0 Purpose

1.1 To review progress against the Corporate Risk Management Action plan 2012-13.

1.2 To consider the Corporate Risk Management Action Plan 2014.

2.0 Background

2.1 In October 2012 the Audit and Risk Committee approved the Union’s Risk Policy, Risk Management Framework and the Corporate Risk Management Action Plan for 2013.

2.2 The Risk Framework and the Corporate Risk Management Action Plan are reviewed annually to ensure the Union continues to take appropriate measures to manage risks and to ensure new and emerging risks are identified.

2.3 These documents combine to give a systematic and comprehensive approach to risk management throughout the organisation.

2.4 At its meeting on 19th February the Audit & Risk Committee considered the revised Risk Management framework and the Corporate Risk Management Action Plan for 2014 and approved their recommendation to the Board of Trustees.

2.5 We all manage risks on a daily basis without always describing those as risks. We assess possible dangers and take actions to minimise the likelihood of those things happening or the impact when things go wrong.

2.6 As a public body the Students’ Union has a responsibility to ensure it carries out its functions in a manner which reduces any risks to the organisation and its stakeholders (which includes its trustees, staff, students, visitors and partner organisations).

2.7 It is impossible to completely eliminate all risks to the organisation. Good risk management is about identifying both any potential risks and any controls or actions that can be taken to minimise the likelihood or impact of those risks.

3.0 The Risk Register

3.1 The Risk Register 2014 is attached at Appendix 1. The purpose of the Risk Register is to complement Bath Spa Student’s Union (BSSU) Risk Policy. It does this by:

• Identifying risks facing the organisation

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BOT 14/01

• Outlining the controls and actions to be or currently being implemented to mitigate and control risks

• Determine those responsible for controlling risks within the organisation

• Identifying trends and priorities

3.2 The areas of risk identified include the following areas:

• Governance and Legal (GL)

• Corporate & Strategy (CS)

• Financial (F)

• People (P)

• Activities (A)

• ICT & Technical (IT)

• Health & Safety (HS)

• Reputation (R)

3.3 A new risk area of Students Union Building Development (BD) has been added to the Register for 2014.

3.4 The importance of each risk has been assessed by identifying the likelihood of each risk and its potential impact to the organisation. This enables the Trustees and management team to prioritise its work to control risks facing the organisation.

3.5 It also indicates the trend associated with each risk identified. In essence this shows whether the nature of the risk has increased, decreased or remained the same since it was last reviewed.

3.6 The Risk Register Matrix overview for 2012-3 is attached at Appendix 2 to enable the Trustees to see how risks facing the organisation have changed over the last 12 months.

4.0 The Corporate Risk Action Plan

4.1 The Corporate Risk Action Plan highlights the most significant risks facing the organisation. Its purpose is to enable the Trustees to focus on the actions being taken to control the major risks facing the organisation.

4.2 It is developed annually as part of the review of the Risk Register review and reported on a regular basis to the Committee and Board of Trustees.

4.3 A review of performance against the Corporate Risk Management Action Plan 2012-13 is attached at Appendix 3.

4.4 The proposed Corporate Risk Management Action Plan 2014 is attached at Appendix 4.

5.0 Recommendations

5.1 That the Board of Trustees approves the Risk Register Framework and Corporate Risk Management Action Plan for 2014.

5.2 That further reports are bought back to the Trustees to demonstrate progress against the Risk Management action plan 2014.

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BATH SPA UNIVERSITY STUDENTS’ UNION REGISTER

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BOT 14/01 Appendix 1

1. PurposeThe purpose of the risk register is to complement Bath Spa Student’s Union (BSSU) Risk Policy. It does this by:

Identifying risks facing the organisation Outlining the controls and actions to be or currently being implemented to mitigate and control risks Determine those responsible for controlling risks within the organisation Identifying trend and priorities

2. Current Risk Matrix overview Risks have been divided into the following categories:

• Governance and Legal (GL)• Corporate & Strategy (CS)

• Financial (F)

• Activities (A)• ICT & Technical (IT)

• Health & Safety (HS)

• People (P)• Reputation (R)

• Student Union Building Development (BD) Each risk within the register can be identified by its number.

The following matrix gives an overview of the current risks facing the organisation and identifies those of most importance. Areas highlighted in red on the matrix are those most likely to have the most significant impact on the organisation. These are the business critical risks.

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Impact

4 GL1 GL3 GL4 GL7 CS1 CS2 CS3 CS5 F1 F5 F10 A1 A13 P3 HS1 HS4 HS5 IT2 R1 R3 BD3

GL2 F3 F7 F9 A3 A8 A10 HS6

BD2

3 GL5 P1 P2 P4 P6 A2 A5 A6 HS3 R2

GL6 P5 A4 A7 A9 A11 A12 HS7 BD1 BD4

2 F2 CS4 F6 HS2 IT1 IT3 F4

1 F8

1 2 3 4

Likelihood

3. Definition of risk scores appliedThe level of risk has been assessed by identifying the likelihood of each risk and its potential impact to the organisation. The likelihood and impact are given a score between 1 and 4 which are then multiplied to give an overall risk score.

Impact (I)Score Description Definition1 Minor Financial impact on the organisation likely to be less than £25000

No impact on delivery of BSSU strategic aims Unlikely to raise concerns with key stakeholders (Trustees, staff, students, external partners)

2 Moderate Financial impact on the organisation likely to be between £25000 – £50,000 May impact on the organisations ability to deliver its strategic aims to timescale, cost and quality identified. Likely to raise concerns with staff, students, trustees and partners.

3 Significant Financial impact on the organisation is likely to exceed £50,000 Significant impact on the ability of the organisation’ to deliver its strategic priorities within agreed parameters Damage to key partnerships and reputation of BSSU Failure to meet legislative requirements

4 Major / Critical Financial impact on the organisation is likely to exceed £100,000 Significant impact on the ability of the organisation’ to deliver its strategic priorities Long term damage to key partnerships and reputation of BSSU Failure to meet legislative requirements leading to legal or financial claims or sanctions being taken against BSSU

Likelihood (L)

Score Description Definition1 Remote Not likely to occur in a ten year period and has not occurred in previous 10 years.

2 Possible Likely to occur in next 3-10 years. This has occurred in previous 5 years or influencing external factors (e.g. changes to grant funding) are anticipated

over next 5 years.

3 Likely Likely to occur over next 1-3 years. This has happened in previous 1-3 years.

4 Very Likely Likely to occur at least annually.

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4. Controls

There are four different approaches to dealing with risks:

Transfer For example through adequate insurance policy or in contracts with third parties.

Avoid Where the risks on the organisation are too great to continue.

Reduce To introduce control or undertake actions to reduce the risk.

Accept These are areas where the Trustees feel the organisation can adequate cope with the impact of any risk. These may be areas such as trading which carry a commercial risk or where the cost of further action may outweigh the potential reduction of that risk.

The actions identified to control each risk have been colour coded to enable key tasks to be easily identified. When the Risk register is reviewed annually those tasks highlighted in red and amber should be extracted into an Annual Risk Action plan and reported as follows:

Completed and/or satisfactory Requiring annual review

Requires Improvement/action Detail of actions and controls to be implemented to be listed in annual improvement plan and monitored quarterly at SMT

Requires significant improvement Risk identified as business critical. Details of actions and controls to be implemented to be listed in annual improvement plan and reported quarterly to trustees.

5. Nature of Risk The risk register highlights the nature of the risks and the areas on which any risk would have the most impact. These are identified as: R - Reputation B - Business/Financial S - Staff/Members

6. Trends

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Trends are updated annually as part of the review process. This helps identify whether the controls and actions identified and undertaken have reduced the risks to the organisation. However, it should be noted that all risk cannot be eliminated and as such many risk areas may remain static. The purpose of using the trend descriptors is to identify areas of increasing risk to inform future priorities for action. The icons used are as follows:

The overall risk score (I x L) has reduced over the past 12 months

The overall risk score has increased over the past 12 months

The overall risk score has remained unchanged over the past 12 months.

7. Review

The register should be reviewed and updated annually. Key tasks 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.

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15

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Risk AreaRisk No Risk / Issue Nature

Risk RatingTrend Managed

by Controls/Mitigation Monitoredby

ReviewDate I L I x L

GovernanceandLegal

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 4CEO

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

Code of Practice reviewed and approved in 2013 by BoT and BoG

Board of Trustees

May 2015

Ongoing

GL2 Trustees do not understand their responsibilities and face legal action for breach of Charities Act and / or other statutory/legal requirements

R,B,S 4 2 8

CEO

DRWM

Constitution clearly outlines the responsibilities and powers of the Trustees.

External Trustees induction and training to be reviewed under NUS Good Governance framework in 2014.

Sabbatical and P/T officers have mandatory internal two day course supported by ‘Being an SU Officer Guide’, NUS programmes. This is reviewed annually.

Public and employers liability insurance in place

Board comprised of student, officer, alumni and external trustees who serve maximum I year for student officers, up to 2 years for officer trustees and 8 years for external trustees to provide continuity and a range of experience and knowledge.

Board of Trustees

Though 2014

April –Sept Annually

GL3 Trustee board unable to provide adequate governance, control and effective decision making.

R,B,S 4 1 4 CEO Board includes experienced external trustees and skill/experience mix reviewed to inform new trustee and lay member recruitment in 2013.

Student Trustees training plan in place and reviewed annually.

NUS Good Governance Framework to be used to inform Board development

Board of Trustees

April annually

2014GL4 Board fails to attract sufficiently

experienced external trusteesR,B,S 4 1 4 CEO Formal recruitment procedure in place

for external trustees Profile of the board identifying

essential skills and succession planning used in 2010 and 2013.

Board of Trustees

2013 -14

GL5 Governance structures are inadequately resourced to function

R,B,S 3 1 3 CEO Audit and Finance Committees now established

Board of Trustees

ongoing

Risk Area Risk No Issue / Risk Nature Risk Rating Trend Managed



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 ambitions supported through 3 year business plan, approved in June 2013 and reviewed annually.

Student Council

Board 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 Plan 2013-18 informed by extensive consultation with students and was approved by student Council prior to the Board of Trustees.

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 Impact Report produced 2013 and will be developed annually to inform key stakeholders of progress achieved.

Performance Framework under development to track progress throughout year and inform Impact Reports.

Board of Trustees

July-Sept annually

2013-14

CS4 Managers make poor decisions leading to legal challenge, complaints against BSSU or which have an adverse financial impact within 10% of budget parameters

R,B,S 2 2 4 SMT Staff performance reviews to inform training plans to ensure managers have right skills .

Union part of first group of Unions developing learning management system to support staff and officer professional development.

Open and transparent complaints procedure to deal with issues effectively as they arise approved 2013.

Financial procedures were reviewed and updated during November 2013

CEO

Finance Committee

Board of Trustees

April-June annually

January-June 2014

Monitored annually

CS5 BSSU policies fail to reflect R,B,S 4 1 4 SMT SMT and officers sustain effective CEO ongoing

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legislative requirements leaving BSSU at risk of legal challenge

network of partnerships (e.g. CSP, University, NUS) to keep up to date on legislative requirements.

SMT and BoT to seek specialist advice as required to ensure continued compliance.

CS6 BSSU practices fail to meet standards and procedures contained within BSSU policies, exposing BSSU to potential legal challenge, financial sanctions or reputational damage

R,B,S 3 1 3 SMTFRMBCEMSMSEEM

Senior Management team responsible for developing and reviewing policies and for ensuring staff receive appropriate training

Policies clearly define delegated areas of responsibility with all internal policies being revised during 2012-13 and changes communicated to trustees, staff and officers

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, staff and volunteers are responsible for ensuring they carry out their responsibilities in line with those policies

SMT / CEO

CEOSMTFRM

Ongoing

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Risk Area Risk No Issue / Risk Nature




Financial F1 Unrestricted reserves and budget provision are insufficient to meet strategic ambitions

R,B,S 4 1 4 CEOFRMSUPres

Budgets are realistic and prepared in line with Financial Procedure guidelines and approved annually by Board of Trustees

Medium Term financial plan prepared to complement new Strategic Plan 2013> 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

F2 Cash flow insufficient to meet existing commitments

R,B,S 2 1 2 FRM Good treasury management Routine monitoring of cash position

SMTF & R Committee

Ongoing

F3 Managers fail to monitor income and expenditure against budget targets and fail to achieve overall budget targets

R,B,S 4 2 8 CEOFRM

• Financial procedures, including budget monitoring arrangements revised during 2012-13

• Budgets are monitored on a monthly basis by SMT and reported quarterly to Finance Committee and annually to the Board of Trustees

Budgets are realistic and prepared in line with finance procedures

Impact of campus development will need to be carefully assessed and monitored throughout 2013-15

F&R Committee A&R CommitteeBoard of Trustees

Ongoing

F4 Reduction in income from commercial services

B,S 2 3 6 CEODCEOFMBM

Income expected to reduce in 2013-14 as a result of campus and SU development. This has been accounted for in current budget estimates and

SMTFinance Committee

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SM Business Plan. Budget predictions for 2014> based on

research into student needs, spending patterns and NUS data.

Strategic Plan 2013>-18 aims to develop facilities and services which increase income and respond to campus and trend changes.

Board of Trustees

Mar -June 2014

F5Reduction in grant from University, leading to reduction in services able to be operated by BSSU

R,B,S 4 1 4 CEOSU Pres

BSSU maintains excellent working relationship with University

University staff represented on Senior Management Team meetings

Budget and strategic plans presented to Board of Governors and indicative grant figure contained in BSU medium term financial strategy which in turn gives stability to SU Business Plan.

Board of Trustees

Annually

F6Increases in costs – wages, salaries, pensions, overheads above budget forecasts

R,B,S 2 2 4 SMT Introduction of medium term financial

forecasts now enables Board to consider issues and respond.

Budget management procedures now in place to enable unforeseen short term issues to be addressed quickly

BoT

F&R Committee

June annually

ongoing

F7 Assets are not maintained, leading to facilities and services which are unattractive to customers and adversely impact on income and/or poorly maintained equipment which could lead to contravening health and safety standards.

R,B,S 4 2 8 FRMSMT

Assets are listed under the Fixed Asset Register or the Equipment Inventory in line with the financial procedures.

Asset management plan being revised alongside SU redevelopment to enable future capital expenditure to be prioritised and enable Board of Trustees to develop appropriate levels of reserves

F&R committee

Board of Trustees

April 2014

Sept 2014

F8 BSSU suffers incident of major theft or fraud

B,S 1 1 1 SMT Financial procedures in place, detailing internal controls and budget monitoring arrangements.

Stocktake programme in place. Results reported to F&R Committee.

Insurance in place to minimise impact.

Audit Committee

F&R Committee

Review 2016

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F9 Poor project management leads to significant overspend on capital expenditure, poor quality or projects not delivered to timescale; or new initiative commits BSSU to unsustainable contractual or resource implications

R,B,S 4 2 8 CEOFRM

External project management support procured for major redevelopment to ensure project is delivered within agreed timescale, quality and budget parameters.

Financial procedures outline levels of responsibility for letting of contracts.

Board of Trustees

2014-15

F10 BSSU insurance arrangements do not adequately cover legislative requirements, liabilities or range of activities and services leading to potential claims or sanctions

R,B,S 4 1 4 FRM FM key task is to ensure BSSU has sufficient insurance

Audit process assesses insurance cover by BSSU

Audit committee

Reviewed annually





People -Staff, Officers, MembersVolunteers & Trustees

P1 HR and staff management policies are not fit for purpose, leading to breach of employment legislation(including bullying, harassment and overwork)

R,B,S 3 1 3 SMT BSSU has a full range of HR policies and seeks external advice as required.

Policies reviewed in 2013. Employment information, benefits,

standards and information about the Union have been bought together in a Staff handbook.

BSU HR team provide ad hoc support as required.

F&R committee

Policy review dates 2015-6

Handbook updated as required.

P2 People are unclear about their roles and responsibilities, leading to loss of morale or internal conflict

B,S 3 1 3 SMTCEO

SU has committed to working towards IIP accreditation by 2016 in Strategic Plan to determine areas of improvement

Core behaviours and competencies framework in place to clarify standards expected for all staff and officers.

Staff survey 2013 showed staff felt increased awareness of how their role contributed to strategic aims.

F&R committee

2016

Survey repeated annually

P3 Performance is not managed across R,B,S 4 1 4 CEO Performance targets are identified in Board of

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the organisation, leading to failure to meet targets and deliver priorities

the strategic plan. Performance framework under

development through 2014 to assist in management of strategic aims and provide information on progress made.

Progress reported to stakeholders through Impact report.

TrusteesJuly 2014

Sept 2013 then 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 April 2012

P5 Volunteers undertake activities that have not been authorised by BSSU or been subject proper risk assessment

R,B,S 3 2 6 SEEMCSC

SEEM and CSC organise range of training sessions covering all aspects of clubs and societies responsibilities.

Athletic Union handover booklet and online information in place detailing responsibilities and giving practical advice

Online training resources being developed for staff and volunteers as part of learning management portal.

SMT Ongoing

P6 Volunteer training is not sufficient to ensure activities are undertaken safely for both the volunteers and participants in the activity

R,B,S 3 1 3 SEEMCSC

SEEM and CSC organise range of training sessions covering all aspects of clubs and societies responsibilities

Vehicle Handbook and procedures revised 2013 and FRM has ultimate responsibility for overseeing mini bus driver assessment and registration.

FRM On-going

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Activities A1 Premises suffer from major fire / flood/electrical failure leading to services being interrupted for more than 2 days or events to be cancelled

B,S 4 1 4 FRM

SMT

Insurance in place for core activities and business interruption.

Individual insurances taken out to cover individual events (eg if Summer Ball affected by severe weather)

Risk assessments routinely used to identify possible threats. All shared with BSU HAS to ensure consistency.

Business continuity plan to be developed to cover major disruption

Audit Committee

Annually

Sept 2014

A2 Managers fail to identify risks in their areas of responsibility leading to legislative breach, including Health and Safety incident

R,B,S 3 1 3 SMTFRM

FRMCEO

Departmental managers develop and use a standard risk assessment framework to ensure that significant risks in their department are identified

Central controls in place through BSU Health & safety Forum for centralising and auditing risk assessments to ensure consistency

Actions routinely undertaken to manage risks are contained in SOPs – to be reviewed 2014-15

Risk Assessment training to be reviewed and provided through new learning portal

FRMHSA

Ongoing

Dec 2014

August 2014

A3 Injury or death of a student or guest due to drugs, alcohol or violence during activities associated with BSSU

R,B,S 4 2 8 BCEMFRM

Clear signage in place stating no tolerance of drugs, underage alcohol, aggressive behaviour etc.

Training, and policy guidelines give clear instructions for staff, officers and

SMTCEO

Ongoing

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VP - Welfare

volunteers in regard to alcohol and drug use.

Best Bar None accreditation is used to identify and prioritise improvements.

Sabb team work with Night time Economy Group, Student Community partnership and Student Support to identify and address trends and concerns.

Formal and informal mechanisms in place to raise concerns over student welfare or behaviour through Student Alert Group and internal relations.

Campaigns programme highlights awareness around specific issues.

Student Council

Ongoing

A4 Food hygiene standards fail to be adhered to or trained to new staff.

R,B,S 3 2 6 BCEM Staff in relevant areas receive Food Hygiene training. Reviewed annually.

Risks identified through risk assessment s and controls reviewed.

Good working relationship with BaNES Environmental Health team to identify and proactively address concerns.

FRM Ongoing

A5 Sale of alcoholic products or cigarettes made to underage persons

R,B 3 1 3 BCEM Age checks are undertaken in all relevant outlets.

Events only targeted at University students. Clear signage and staff training to refuse sale if in doubt.

FRM ongoing

A6 Bar, retail areas and security staff fail to hold the appropriate licences for their operations.

R,B 3 1 3 BCEM Premises licence in place. Review in 2014 to ensure building development and proposed licensing law amendments are accounted for.

Security staff SIA badges are routinely checked and only registered staff are used.

CEO Ongoing

A7 Student dissatisfaction with range, quality and support of SU services.

R,B 3 2 6 All Feedback mechanisms in place e.g. regular surveys, officer/staff meetings.

Strategic development considers staffing structure and budget priorities

Student Council

Ongoing

24

to ensure ambitions can be delivered. Officer training and handover

information between officers ensures continuity.

Ents committee in place Greater emphasis on non-alcohol reliant

events to encourage wider participationA8 Major vehicle accident R,B,S 4 2 8 FRM Drivers take minibus driving test and

their details are kept by FRM. BSSU has Comprehensive insurance

policy. Mini bus guidelines and operations

reviewed and also linked to Health & Safety policy

Training and assessment for new drivers reviewed 2013.

F&R Committee

Ongoing

A9 Serious injury or death of a student/staff member involved in SU sports or any other SU activity.

R,B,S 3 2 6 FRM Risk assessments are carried out on all activities and events.

FRM keeps central record of all accidents and incidents recorded with copies sent to University HSA.

Incidents monitored by SMT. Clubs and Society training each

September includes H&S, First Aid, Risk Assessment training.

Risk assessment guidance and forms available on line for al clubs and societies.

SMT Ongoing

A10 Clubs / Societies /volunteers undertake activities which are not authorised by BSSU, against BSSU policy and/or which have not been subject to a formal risk assessment.

R,B,S 4 2 8 SEEMCSC

Comprehensive information available on ‘Running a club/society page of website

Clubs and societies register through SU Risk assessment guidance and training

given to all clubs and societies. Community volunteering projects are all

covered through internal Risk Assessments.

VP Activities Ongoing

A11 Safety of staff or students in BSSU R,B 3 2 6 FRM Health & Safety Policy and Procedures SMT Ongoing

25

building is compromised BCEMSM

in place (revised 2013) Risk assessments carried out for all SU

operations. Regular safety and fire check carried out.

Contract arrangements for building maintenance managed by BSU.

HSA

A12 Large event cancelled owing to weather or adverse factors leading to serious financial losses as well as possible reputational damage.

R,B 3 2 6 BCEMFRM

Comprehensive insurance covering for Summer Ball used &reviewed annually.

Contingency planning in place to alert participants in extreme circumstances using text and web based alerts.

SMT Ongoing

A13 Incorrect advice given to student leading to ill health, academic failure or conflict with University

R,B,S 4 1 4 DRWMSabb team

DRWM gives clear guidance to SU Officers on responsibilities

Close working relationship with Student Services

CEO Ongoing

Risk Area Risk No Major vehicle accident R,B,S




ICT & Technical

IT1 IT failure (including infection) affects ability to trade

B,S 2 2 4 FRM BSSU IT system provided by and supported by BSU ICT services and security systems.

FRM to revise and introduce manual systems which staff can easily (and know how to) switch to in event of failure?

BSSU subscribes to BSU ICT policies

Finance & ResourcesCommittee

Ongoing

Aug 2014

IT2BSSU fail to meet legislative requirements under data protection leading to prosecution

R,B,S 4 1 4 CEO All sensitive data kept secure Data policy to be reviewed during 2014

and any training issues identified under the review

Audit Committee

ongoing

IT3 ICT systems failure leads to loss of critical data

B,S 2 2 4 FRM • Majority of data stored on University networked services which is subject to extensive security and backup.

F&R Committee

ongoing

26

Risk AreaRisk No Issue / Risk Nature




Health & Safety

HS1 Premises security is compromised leading to theft, risk to person(s) or damage to premises

B,S 4 1 4 FRM List of all key holders and security access levels in place but review to be undertaken as part of development project.

Use of key pads on entry points Use of security staff at events

CEO Sept 2014

HS2 Risk of Pandemic/widespread outbreak of disease leading o widespread illness causing some activities to be suspended.

B,S 2 2 4 CEO Close working with University & student support to relay important health messages.

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.

A&R Committee

Ongoing

Sept 2014

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 FRMCEO 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

R,B,S 4 1 4 SMT Review of training provision underway to provide through learning portal to ensure all staff have up to date training

CEO July 2014

27

Assessments, Food Hygiene,C & S Safety.

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 to be revised to ensure all staff aware of University Emergency Plan and able to respond accordingly in the event of an incident.

SMT Ongoing

July 2014

28





Reputation

R1 BSSU fails to maintain and develop its relationships with the University

R,B,S 4 1 4SU PresCEO

BSSU has established links with the University at both formal and informal levels.

University has legal oversight of the Union.

Board of Trustees

Ongoing

R2 BSSU fails to build and maintain close relationships with local community groups, business partners and key partners local bodies.

R,B,S 3 1 3 SU PresAll staff

Formal involvement through variety of commuity partnerships

JustV and RAG programmes build links with local groups

SMTStudent Council

Ongoing

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 PresCEO

Marketing &Communications to be reviewed to give clear guidelines on how to deal with all media issues

New officers are briefed on how to respond to enquiries and incidents

SMTStudent Council

Ongoing

29





Students’ Union Building Development

BD1 Project not delivered to expected timescale, budget or quality

R,B,S 3 2 6 CEO Gleeds appointed as project managers Regular schedule of meetings of design

team discussing design, cost and timescale issues. Design team includes contractors, Gleeds, Orme architects,, SU & BSU

Board of Trustees

Ongoing

BD2 Project costs too high and project unaffordable

R,B,S 4 3 12 CEOFRM

Initial cost estimates too high. Contract amended to remove non-essential items (eg connection to District heating System) that do not impact directly on student experience

Cost estimates being prepared on basis of essential and optional items

Fixed assets and equipment being re-used wherever possible

VAT specialist advice being sought from Audit team

Cash flow forecast to be prepared Fundraising events and project launched

Jan 2014.

Board of Trustees

March 2014

BD3 Project fails to meet the expectations of students

R,B,S 4 1 4 SU PresCEO

Project plans based on extensive consultation and detail informed through student panel

Website features project updates so students kept up to date on latest developments

SMTStudent Council

Ongoing

BD4 New development fails to increase R,B,S 3 2 6 CEO Budgets 2014> to take into account F&R March

30

profits as expected FRMSMT

following factors: NUS data on similar sized Unions Student feedback on preferred

options, spending patterns and trends

Gross profit margin targets established though stock controls 2013

Staffing costs identified through restructure in 2013

CommitteeBoard of Trustees

2014>

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

DRWM Democracy, Representation & Welfare Manager

SEEM Student Experience & Enterprise Manager

CSC Clubs & Societies Co-ordinator

SM Shop Manager

BCEM Bar, Café & Events Manager

HFM Health & Fitness Manager

31

EFA Executive & Finance Assistant

SuOff Student Officers

UHSA University Health & Safety Advisor

Risk Management Matrix 2012-13

32

BOT 14/01Appendix 2

Impact

4 GL1 GL3 CS1 CS2 CS5 F5 F10 A1 IT2 A13 HS1 HS4 HS5 R1 R3

GL2 GL4 F1 F7 F9 P3 A3 A8 A10 HS6

F3

3 F8 P6 A5 A6HS3 R2

GL5 GL6 CS3 CS6 F6 P1 P2 A2 A7 A9 A11 A12 HS7

P4 P5 A4

2 F2 IT1 IT3 CS4 F4 HS2

1

1 2 3 4

Likelihood

Corporate Risk Management Action Plan 2012-13 Review

Risk No Key action identified Status Completed (date) Managed

byMonitored

byReview

Date

F1F6

Medium Term financial forecasts to be prepared to complement new Strategic Plan 2013> and updated annually to give indicative 3 year forecast

Completed. In particular work accommodated the impact of development work at NP and potentially to the SU building into the forecasts for 2013-14.

Approved 12.6.13 CEOF&RM

Bo T June 2013

F1 Reserves and Investment policies to be developed to support strategic ambitions and ethical policies of BSSU

Completed Approved 30.10.12 SUPresCEOF&RM

BoT Dec 2012

F3CS4F8

• CEO and FM to revise financial procedures, including budget monitoring arrangements during 2012-13

Completed. Financial procedures to BoT 12.12.13

CEOF&RM

FC & AC then BoT

December 2012

F4 • CEO to work with managers to identify efficiencies and ideas for increasing income over 2012-13.

Completed Reported to trustees 30.10.12

CEOManagement team

SMTFinance Committee

Sept-Oct 2012

F4 Strategic Plan 2013> to look at developing facilities and services which increase income and respond to campus and trend changes.

Underway. Planning approval granted jan 14. Funding agreed in principle with BSU. Design and costing detail underway. On course for delivery by Sept 2014.

Reports to Trustees throughout year.

Board of Trustees June

2013

F7 Asset management plan to be developed alongside Strategic Plan 2013> to enable capital expenditure to be prioritised and enable Board of Trustees to develop appropriate levels of reserves

Work now scheduled to take place Jan-June 2014 alongside Building development alongside asset register..

SMT F&R committeeThen BoT

June 2013

F9 CEO to review project management skills and training within the organisation and make

Skills and training assessment being undertaken as part of restructuring work.

No new skill needs identified. Skills

CEOF&RM

F&R Committee

December

33

BOT 14/01Appendix 3

provision for training where required. required for new building being provided externally.

2013

F9 Review of Financial procedures to include reviewing project management procedures Completed BOT 12.12.13 CEO

F&RMF&R Committee

Dec 2013

P2 CEO to develop core behaviours and competencies framework to clarify standards expected and inform training plans

Undertaken as part of strategic planning. Core competencies reflected in new job descriptions..

Strategic plan / structure approved June 13.

SMT F&R committee

2013

P4A2

Each departmental manager to produce a normal operating procedure document covering all day to day operations within their area, key contacts and contracts, including actions to manage key risk areas.

Ongoing. – will need revising 2014 alongside SU Building development.

Further work to refine procedures TBC Spring 2014.

All mangers

SMT April 2013

A2 Central system for recording and auditing risk assessments to be reviewed.

Completed. Risk Assessments logged through University’s Central database to provide consistency and support and centrally held on SU drive..

March 2013 DCEO SMT April 2013

A1 Business continuity plan to be developed to cover major disruption

CEO now attending BSU Emergency planning forum to commence work and ensure SU arrangements complementary to University plans.

Ongoing DCEOSMT

Audit Committee

Autumn 2013

A3 Staff training/Venue management training to be revised - see Best Bar None recommendations. Training for student council, groups and volunteers to be included in training review

Work completed for Sept following Best bar None recommendations received and training developed for Sept.

July 13 BMDCEO

SMT April 2013

HS1 Review of internal security controls to be undertaken Completed. Will need reviewing as part of

Building development..

Completed. Work identified for 2014-15.

DCEO Audit Committee

April 2013

NEW RISK AREA: NEWTON PARK DEVELOPMENT Commercial impact of building works on

site Interruption to business as a result of NP

development Interruption to business as result of SU

Impact of works on commercial areas impact in 12-13 carried forward into budget for 13-14.Additional promotional work to be undertaken in 13-14 to promote services and activities.On going discussions with Estates Dept & Miller to minimise disruption to programme of activities. Potential impact of temporary closure to facilitate building works

Ongoing throughout 13-14

CEO BoT Quarterly throughout 13-14

34

development

identified and contain in Business plan 2013-16 along with financial impact of new build .

Corporate Risk Management Action Plan (Draft) 2014-15

Risk No Key action identified Completed

(date) Managed by Monitoredby

ReviewDate

GL2 Undertake review using NUS Good Governance framework and use findings to review issues such as governance arrangements, Trustee induction and training.

CEO BOT Sept 2014

CS4P5HS5

Union part of first group of Unions developing learning management system to support staff and officer professional development.

CEOFRM

F&R Comm July 2014

F3 Impact of campus development will need to be carefully assessed and monitored throughout 2013-15 to minimise potential budget impact

CEOFRM

F&R Comm Ongoing

F7 Ensure all assets are listed under the Fixed Asset Register or the Equipment Inventory in line with the financial procedures.

FRMSMT

F&R Comm April 2014

F7 Asset management plan to be developed to enable future capital expenditure to be prioritised and to inform reserves levels.

CEOFRM

BoT Sept 2014

HS2A1

SU Business Continuity Plan to be developed. CEOFRM

A&R Committee

Sept 2014

BD2 Aim to ensure that project able to be delivered within budget by: Cost estimates being prepared on basis of essential and optional items Fixed assets and equipment being re-used wherever possible VAT specialist advice being sought from Audit team Cash flow forecast to be prepared Fundraising events and project launched Jan 2014.

CEOFRM

BoT March 2014

BD4 Budgets 2014> to take into account NUS data on similar sized Unions, CEO F&R March 35

BOT 14/01Appendix 4

Student feedback on preferred options, spending patterns and trendsGross profit margin targets established though stock controls 2013 and staffing costs identified through restructure in 2013

FRMSMT

CommitteeBoT

2014>

36



From Sally Savage - Finance & Resources Manager

Prepared by Sally Savage


Subject Update on the current and future VAT position of the Students’ Union

1.0 Introduction

1.1 On 26th February the Students’ Union received a VAT visit from Graham Speight and Amanda Symons, HMRC’s Local Authorities and Education Tax Specialists. Also in attendance was Fred Cowgill (VAT consultant engaged by the Students’ Union), Sarah Dawes and Sally Savage.

1.2 It was established that the Students’ Union is partially exempt, current calculations mean that we are unable to recover 25-30% of the un-attributable VAT.

1.3 The irrecoverable VAT will be an additional and ongoing cost to the Students’ Union that has not been budgeted for, Quarter 1 was a cost of £2,004.22 and Quarter 2 was a cost of £5,474.60.

1.4 First indications are that the Students’ Union has been partially exempt for some time and that calculations have not been made to establish the correct amount of VAT due. We been asked to recalculate the VAT from 2010 to 2013 so an agreement can be reached to determine this figure based on the current percentage.

1.5 It was indicated at this meeting that as we made an unprompted disclosure there would not be any penalties or fines imposed, although this has not been formally agreed.

1.6 This will have a financial impact on the plans to develop the Students’ Union as we will only be able to recover approximately 70% of the VAT, If the project cost 1.5 million this would be an additional cost of £90k.

1.7 A further meeting is planned once the correct historical VAT position has been established.

2.0 Recommendations

2.1 That the Trustees note the content of the report.

37

BOT 14/02



From E Weskin & R Gould

Prepared by S Dawes, E Weskin & R Gould


Subject Investors in Diversity

4.0 Purpose

4.1 To update the Board of Trustees on work towards achieving Investors in Diversity accreditation.

5.0 Background

5.1 As a democratic organisation the Union needs to ensure that it is an inclusive organisation which considers the needs of its whole membership.

5.2 In April 2013, the Board of Trustees approved that the Union would work with the National Centre for Diversity towards achieving Investors in Diversity accreditation to provide a structured framework to underpin our work in this area.

5.3 In October 2013 the Union launched its work towards achieving the Investors in Diversity standard.

5.4 The first stage of the project was to understand the success and impact of our work in this field to date through surveys with students, internal colleagues and external partners. In total we had 172 responses.

5.5 A steering group was formed with key staff, the Vice President Welfare and representatives from the Equal Opportunities Committee. In December 2013 the steering group met with our lead from the National Centre to look at the feedback from the survey and to start to develop an action plan.

5.6 There was some very positive feedback from the survey and also some clear messages about areas for improvement:

a) On a positive note the vast majority of people felt we were a fair organisation with 85.1% students and 80% staff responding positively to that question.

b) While most people inside and outside the Union could describe how we tried to foster good relations between people from different backgrounds, 24.5% students who responded did not feel they could describe how we did this. We think this shows we need to improve our communications in this area.

38

BOT 14/03

c) It was not a surprise that 20.8% students & 20% staff/officers felt our facilities were not very accessible. This is something we are trying to address in the development of the Union Building over the summer.

d) Whilst most respondents felt we worked well to tackle and prevent discrimination, students were less convinced that the Union would tackle bullying, harassment and discrimination if it did occur. Although 74% said they would know where to go for help if such victimisation did occur, we think we need to make our zero tolerance position much clearer.

e) Finally we identified the importance of continuing to raise awareness of equality issues and to invest in training. We have already started with some staff training around mental health issues linked to our Time to Change campaign being led by the Vice President Welfare.

5.7 Work has continued since December to refine the action plan and this was approved by our advisor from the National Centre at the end of January. A copy is available at http://www.bathspasu.co.uk/about/investorsindiversity/

5.8 On 10th March we will receive a conditional review from the National Centre. If we are judged to have been making significant progress as outlined in the action plan we will then receive our Investors in Diversity Accreditation, which will be valid for two years.

6.0 Recommendations 6.1 That the Trustees note the content of the report and the action plan.


39

BOT 14/04


From S Dawes

Prepared by S Dawes


Subject SU Building Development

7.0 Purpose

7.1 To update the Board of Trustees the outcome of the tender process for the refurbishment of the Union Building.

7.2 To consider the options for the future.

8.0 Background

8.1 At the Trustees Meeting of 22nd October 2013 the Trustees considered the report into progress to improve the Students Union.

8.2 As detailed in the report the initial estimates of costs were returned showing costs of £1.8m excluding VAT. This was significantly above that originally expected. Further work was undertaken to remove the potential connection to the district heating system at this point, which reduced costs whilst leaving the potential to connect in the future.

8.3 With those elements removed the costs are estimated at £1.367m, including design fees to the point of tender.

8.4 On this basis the Trustees approved proceeding to the next phase of developing detailed designs and approaching Miller to submit a tender for the project.

8.5 The Board will be aware that it was considered crucial to undertake the work over 2014 to enable the refurbished building to be open for the start of the new academic year, enabling the Union to meet the anticipated needs of the additional students living on campus.

8.6 Due to the works on campus this was only feasible through approaching Miller to manage the project alongside the residential development.

8.7 Following the meeting the Planning Application was submitted and approval received in January.

8.8 Detailed design work commenced and tenders priced.

8.9 The tender was received on 3rd March, showing a total project cost of £2,121,444.

8.10 On 4th March the CEO met with Gleeds, Miller, BSU Estates and a number of sub-contractors to examine the price in detail. The reasons behind the increased costs were examined and showed that a substantial portion was the amount of existing infrastructure (particularly mechanical, engineering and IT) that would have to be replaced. This was not predicted in the original costs as early indications expected much would be able to be reused. However closer inspection showed this not to be the case.

8.11 A further £265,449 was removed from the tender price leaving a cost of £1,855,995. However this would remove a number of works which would reduce the energy efficiency and aesthetic appearance of the building.

40

8.12 In addition there were a number of costs that the SU anticipated would come from its remaining reserves and fundraising. This included loose fittings (tables, chairs, tills), fees and CCTV. The Union had already started funding towards these elements which it was anticipated would cost approximately £185,000, excluding contingencies which were estimated at a further £25,000.

8.13 Trustees will also be aware that the change in our VAT position now means that not all the VAT on the costs would be recoverable and at this price that would leave an anticipated additional VAT cost of £123,960.

8.14 At its meeting on 22nd October 2013, the Board of Trustees considered and approved a funding scheme for the anticipated £1.367m costs, based on the Union borrowing £1.067m from the University, to be paid back over 20 years. This was agreed to be affordable, albeit anticipated repayment costs of £93,000 per annum would be a challenge for the Union to achieve.

8.15 This leaves total increased costs of £822,955 on the project totals. Whilst the Union had already started fundraising towards items detailed in paragraph 2.12, it is clear that the Union could not afford to commence with the project without external funding support of approximately £613,000. Neither could it afford to borrow the additional funding required.

8.16 On 5th March a meeting was held with the Deputy Vice Chancellor Operations and Head of Finance to inform them of the situation. As the Union would not be able to borrow the additional finance required, it was agreed that the project could not proceed without financial support from the University. The Vice Chancellor was subsequently informed of the position.

8.17 The University have said that they are unable to support the project and would prefer to consider a complete new build at some point in the future.

8.18 Any new build project would of course be dependent on Local Authority Planning and Duchy approval and would be not be guaranteed.

8.19 The project managers, Gleeds have been asked for their opinion as to the likely cost of replacing the building on a like for like basis. They estimate at today’s prices this would be in the region of £3.7m. The Union would clearly not be in a position to afford this cost and as such this would have to be met by the University.

2.20 At this stage it is unknown as to where the University may apply to build any new Union Building on the campus but Trustees should be aware that this could, if built on the same location, cause significant disruption to the Union for a prolonged period in the future.

9.0 Impact and Options for 2014

9.1 The state of the current facilities and condition of some of the operational infrastructure are presenting the Union with a number of problems.

9.2 In addition the state of the facilities is the biggest area of complaint that students voice about the Union.

9.3 The Union currently holds £300,000 in its reserves which had been earmarked towards improving the facilities. It could spend some of these to improve the building prior to September. This could include:

Decoration Improving kitchen, shop and gym facilities to increase potential capacity Replace till system to improve reliability and accountancy functions

41

9.4 Some items could be transferred to a new facility if that is built (gym equipment, kitchen equipment, till system); however items such as redecoration would not.

9.5 The University have indicated they may be willing to work with the Union to improve the appearance of the building over the summer.

9.6 In addition they have said they would be prepared to look at potentially relocating the shop to a larger space on campus and to look at the potential to jointly provide banking facilities onsite.

9.7 However at the time of writing we have had no confirmation of the level of financial support from the University or details of improvements to the Union building that they would be willing to fund.

9.8 In addition the University have said they are currently looking at possible improvements to sports facilities which could offer some areas for joint working. However this is in its earliest stages and as such unlikely to be realised in the next couple of years.

9.9 As a result of the project not continuing, the Union should expect that satisfaction from students is likely to remain low and students may feel particularly let down by the cancellation of the project.

9.10 The ideas detailed at 3.5 – 3.8 will need further discussion and the Union will need to carefully consider the potential financial and operational impact.

9.11 Any expenditure by the Union to improve the facilities over the summer will of course reduce our reserves and it is very uncertain that the financial performance of the Union will improve sufficiently to generate any future reserves.

9.12 The Union is currently running at an operating loss. It is very uncertain whether, without improving the facilities, that the Union will be able to attract or cater for the increased number of resident students at Newton Park.

9.13 With the substantial changes on campus it is unlikely that the Union will be able to attract daytime trade from non-resident students. This is due to the concentration of academic activity towards the new Commons building and the new catering facilities located there. Therefore it is likely to see the majority of its trade move from daytime to weekends and evenings, but not see any growth overall.

9.14 If the operating performance of the Union does not improve in 2014-5 the Union will have no alternative but to reduce its services to students.

10.0 Recommendations

10.1 That the Board of Trustees consider the content of the report.

10.2 That the Trustees consider whether they wish to commit any reserves into short term improvements to prior to September 2014.

10.3 That further discussions are held to determine the level of support from the University and the likely impact on the Union’s performance. Further reports are bought back to the Trustees as required.

Student Council42

Minutes of Student Council MeetingMeeting held: 6pm, 03.12.13

Main House G.15In attendance:Chair: Amy Dawson, Students’ Union PresidentMinutes taken by: Dani Glazzard, Democracy, Representation & Welfare Manager

Name Representing Name RepresentingJosh Steele American Football Lexie Smith CheerleadingElliott Howarth-Johnson

Football (Men’s)/Media Officer

Olivia Richards Netball

Chloe Parker Polo Charlotte Moore EquestrianLuke Harrison Fencing Christopher Wilkes Bath Spa Concert

OrchestraLuke Mallison Comedy (Idle Play

Things)James Newman Debating

John Palmgren Journalism Alex Carter LabourRobyn Hendy Disability & Mental

Health RepSam Neal People & Planet

Liz Hamilton & Emily Sheaff

Samba Drumming Sam Rudd SSAGO

Lee Millington Socialist Workers Student Society

Georgie Sykes Clubs & Societies Officer

Robert Gould Equal Opps Officer Joanne Allen Education School Rep

Kasia Pugh Humanties & Cultural Industries School Rep

Iram Irfan Society, Environment & Enterprise School Rep

Khyati Patel Women’s Rep Ivan Hui International RepReiss McGuinness LGBTQ Rep Kirsty Folan Postgrad RepChloe Hall Marketing (SpaLife) Cecily Mumby Magazine (SpaLife)Luke Galloway Radio (SpaLife)

Observers: Sarah Dawes, Chief Executive Officer; Diana Newport-Peace, Head of Strategy Bath Spa University

Apologies: Ben Collings, Society of Performing Arts; Luke Doman, Squash; Charlotte Greenstock, Pole Society; Sarah Kanan, Environment & Ethics Officer; Joshua Skinner, Enterprise Society; Max Gibbens, LAN Gaming; Lauren Baker, Hip Hop Society; Tom Williams, Liberal Democrats; Olivia Bennett, Art & Design School Rep; Rebecca Price, Mature Students’ Rep; Grace Llwellyn, Polo; Talina Goncalves, Art & Design Officer

Chair’s Business: The Chair reminded students that the Snow Ball would take place on 6 December; tickets were

still available.

43

The Chair also updated students that the Student Written Submission had been submitted for the QAA Institutional Review which was underway.

Minutes of previous meeting: The Chair commented that the SU had now been audited and had made a loss of £45,000 rather

than the previously estimated £59,000. The minutes were approved with this amendment. Matters Arising: Exchange students will be allowed associate membership of the Union from January onwards.

Other categories for associate membership are still under discussion. The Students’ Union President had researched anonymous marking in creative courses (“Mark

My Words, Not My Name”) and felt that Bath Spa University was demonstrating best practice by using double marking and external marking.

Vice-President Welfare had spoken to the Housing Department about housing talks specifically for international students; they would think about it for next year. Housing could be an agenda item on the next International Students’ Forum.

Vice-President Activities has organised a meeting of RAG Officers for the first week of term (w/c 06/01/14).

Item Points of discussion ActionsSC13/20University’s Vision & Strategy

The Chair introduced Diana Newport-Peace, the Head of Strategy at Bath Spa University who presented the University’s Vision & Strategy.

Diana explained that the current strategy was short term (ends in 2015) and the University is beginning to consider its next strategy. The Vision & Strategy seek to say who/what Bath Spa University wants to be and how it can keep delivering what it does well in the changing HE context.

Diana noted the overlap between the Union and University’s strategy:

Both place an emphasis on understanding what students want Both seek to respond to current students’ priorities, understanding that

students’ time at Bath Spa is shorter than the timescale of delivering a strategy

The University’s Annual Review Document was released at similar time to Union’s Impact Review.

Diana discussed how students were included in developing the strategy; the Student Experience Advisory Group has a semi-consultative role and Diana met with the Students’ Union President. Students could also be involved in the implementation plan which is a more flexible document.

Students commented that students are more likely to engage with a document and read it if they understand the relevance to them; even details such as whether the pictures are of current students can make a difference.

Student Council discussed the development of the strategy for after 2015. Diana explained that the strategy would look at how to create creative communities and how best to optimise use of Hartham Park, Sion Hill and other campuses without becoming fragmented.

Students questioned whether there would be room for developing sports facilities; it has not been a priority and is ultimately down to funding.

Student Council felt that students would like to be involved in helping write it but they would need to know what it means and thought that Student Council might

AD to feed into QAA for design of Student Engagement Strategy.

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be an appropriate forum to discuss the next Vision and Strategy as it’s being moulded.

Student Council stressed the importance of extending support beyond Newton Park, particularly welfare support. The Students’ Union President also suggested that Course Reps might be useful student consultants on the emerging strategy.

Diana Newport Peace to consider Student Council comments and consider returning to SC.

SC13/21Officer Role Review

The Students’ Union President introduced the paper.

Student Council broke into groups to look at:

Draft Officer Roles and Remitso Clubs and societies might get lost in the ‘participation and

volunteering role’. Exactly what the remit covered needed to be clarified. There were some reservations about what would happen to Clubs & Societies support and students felt it ought to be reviewed regularly.

o Students felt Campus Liaison needed Reps underneath them to support them

o The word ‘participation’ was too vague and students didn’t understand what it related to.

o Students felt the Officers should do what they say on the tino There was a discussion about whether students engage with

the ‘environment’ part of ‘Environment & Ethics’ role’; the consensus was that it should be kept.

o There was a lot of interest in an ‘Events Officer’ role.o Council felt the current Equal Opps Officer works well.

What doesn’t necessarily work with existing roleso Clubs & Socs Officer potentially replicates too much of VP

Acts roleo Need better hand-overs between Student Officerso Need better promotion of Officer roleso Sometimes the ‘Environment’ part of ‘Environment & Ethics’

is lost to the ‘Ethics’o Better transparency pre-election about what the roles entailo Need teams beneath each Officer (as the Equal Opps Officer

has)o Existing Officers felt the Union should consider splitting the

Rep and Trustee role: People who want to do the representation (e.g. equal opps), don’t necessarily want to be trustees; being a trustee dominates the role and doesn’t leave much time for anything else. This is to some extent dictated by the Constitution and may need to be addressed in the longer term.

Other Union’s Roles and Remitso Student Council commented on the variety in roles other

Unions have but said that this was probably reflective of Bath Spa’s small size.

o Some separated ‘Clubs and Socs Officer’ between different

AD to incorporate comments into proposed role descriptions, seek further feedback from Officers and return to Student Council for a vote (online or at next meeting).

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types of Clubs and Societies (e.g. Sports Clubs Officer, Interest Societies Officer).

o There was a discussion about whether Media & Events would work together; students felt that it would be good for SpaLife to be kept up to date with events and they could complement each other but in an ideal world they’d be separate positions.

SC13/22Clubs & Societies Events & Initiations Policy

The Vice-President Activities presented the paper. There was a discussion about the difference between initiations and socials; the Vice-President Activities said that any socials that included encouraging excessive drinking/nudity/humiliating behaviour would be considered an ‘initiation’.

Club Presidents commented that there was pressure from the Freshers to run these kind events; they expected it. They felt the Union would need to explain the policy to Freshers as well as Clubs and Societies committees.

Students asked if you could have an ‘initiation’ if it didn’t include the problematic activities. The Vice-President Activities posited that the word ‘initiation’ was problematic as ti had a certain reputation; it implies that if you don’t attend the social, you’re not part of the team: “we don’t initiate, we welcome”.

HJ to incorporate comments and then bring back to the next Student Council meeting for approval.

SC13/23Postgraduate Rep

The Equal Opps Officer presented the motion.

The motion was passed unanimously.

SC13/24Elections Regulations

The President presented the paper.

A Student Council member suggested amending references to candidate behaviour to ‘candidates or campaigns team’. This amendment was passed.

A Student Council member suggested that ‘or campaign within 5 meters of someone casting their vote’ was deleted from 4.6. This amendment was passed.

The Elections Regulations were approved.

An invite to be part of the elections committee was extended to Student Council members. Those interested should e-mail [email protected].

SC13/25Motion to ban Blurred Lines in the Students’ Union

The Women’s Rep presented the motion.

There was a discussion about whether banning ‘Blurred Lines’ was akin to censorship. Students countered that whereas students are able to choose whether or not to read a book or a newspaper, people cannot chose whether to listen to ‘Blurred Lines’ if playing in the SU and this could be an upsetting or triggering experience.

Some students wondered, ‘if we ban Blurred Lines, where do we stop?’ They raised the point that there are many sexist songs. Other students felt that this song had caused particular offence to students with comments having been made to Union Officers for months and that it was worth singling it out to make a statement.

Students commented that ‘at worst, people won’t hear the song they like playing at the SU. At best, they feel more comfortable in the SU.’

Some students felt that banning the song is a blunt instrument and that there

DG & KP to take up actions as outlind in motion.

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might be more effective ways to address misogyny in the SU.

The motion passed. (25 in favour, 4 against, 4 abstaining)

AOB: A student queried whether a paper should be brought about the “No More Page 3”

campaign. The Women’s Rep said that she had discussed it with the Shop manager and that she was currently not intending to bring a paper on “No More Page 3”. Any student could bring a motion or speak to the Women’s Rep or Equal Opps Officer about it in more detail.

The LGBTQ Rep wanted to raise the issue of Gender Neutral Toilets in the University & Union building. There will be gender neutral toilets in the new Union building and the Vice-President Welfare had recommended that the University do likewise at the University’s Equality & Diversity Steering Group. The LGBTQ Rep asked about changing rooms and Club Presidents said they would do their best to support Trans students in changing rooms but they were normally limited to ‘home’ and ‘away’.

The Board of Governors have approved the loan for the new building. The building plans have been submitted for planning permission.

Date of next meeting:

21 Jan, 6-8, Main House, Newton Park 25 March, 6-8, Main House, Newton Park

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Documents

Item No - Web viewMaggi Thomas External ... MR suggested adding a word “passionate” to Campus Liaison Officer’s job ... A project team has been assembled and meetings are