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Dealing with cuts to your Students’ Union Block grant

Dealing with cuts to your Students’ Union Block grant. Ben Ward Membership Development Manager 07971 097039 ben.ward@nus.org.uk www.nusconnect.org.uk. Introductions The current state of funding in SUs Some scenarios Difficult debating points Relationship with parent institutions

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Dealing with cuts to your Students’ Union Block grant

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  1. Dealing with cuts to your Students’ Union Block grant Ben Ward Membership Development Manager 07971 097039 ben.ward@nus.org.uk www.nusconnect.org.uk

  2. Introductions The current state of funding in SUs Some scenarios Difficult debating points Relationship with parent institutions Demonstrating Impact Overview of session

  3. The Current state of funding • Block grant funding has remained relatively stable for the last decade. • Year on year increases of around 3.5% • NUS/AMSU survey for 2010 indicates total incoming public funding to unions is around £91million • Wide variance in funding per student with an average of £53. • This increases to £85 in the Russell Group and decreases to £41 in Million+ institutions

  4. 2,000,000 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 The Current State of Funding Range £35K to £2.32 million 66% of Unions with increase this year 20% reporting cuts

  5. The current state of funding • Decline in commercial revenue (eg. Halving value of purchasing consortium in 10 years). • No real way of calculating block grants applicable across institutions • Even in good times, 1 staff member per working day has lost their job over the last three years. • Could be approaching a perfect storm in relation to the funding mix of SUs.

  6. 40% 30% 20% 10% 0% -10% -20% -30% -40% -50% -60% The current state of funding Growth in Bar sales Average decline 5.4%

  7. Some Scenarios • A straight 25% cut in the block grant could result in redundancies of around 760 staff (if applied across the country) • Welfare services, participation & involvement channels, services majorly impacted • Death by 1000 cuts Vs Halt in major areas of work. • Key question around the legitimacy of those involved in SU activities.

  8. Some Scenarios • More likely is a 5% cut year on year for the next 4/5 years • Unions who have ambitious strategies over the medium term may have to ‘manage decline’ • Which major area of work is lost? Is it advice centres, is it sports, is it representation?

  9. The fee cap is lifted and increased income is used to improve the ‘student experience.’ Students’ unions successfully bid for some of that money to develop core services. Is this a price worth paying? Some Scenarios

  10. Difficult Debating Points • Relatively small numbers of students participate in Sports/Societies/student media. Should we stop doing them? • Advice centres are better placed in universities with all the other ‘soft’ services. • Subsidising commercial failure with public money is wrong and should be stopped • Unions are not legitimate organisations Debate these points in groups.

  11. Relationships • As the primary funder, relationships with universities and colleges has never been more important • Understand how the budget building process occurs • Look at the impacts of funding of your organisation. • How does what you do add value to recruitment, retention and achievement?

  12. Relationships • Have you thought about developing a memorandum of understanding (MOU) with your parent institution? • How sustainable is the annual bidding process for the grant vs. longer term funding arrangements • Are you involved in developing the institutional strategy as a key stakeholder • Find out more about the relationship and good governance project by NUS.

  13. Demonstrating Impact • Do you regularly present KPIs to the University/College to demonstrate the impact of the funding? • Have you profiled those participating in union activities? • Are you taking part in SUEI? • Are you linking your strategy to the long term plans of the institution and identified areas of mutual interest? • Are you engaging appropriately with the local community through volunteering programmes etc?

  14. Conclusions • This is not the time for unions to behave like Ostriches • Profile the impact of varying degrees of cuts and share the information with your parent institution • Are you becoming more rather than less legitimate • External fundraising is not the complete answer/saviour • Remember the long game and try not to panic!

  15. Thank you

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