ANNUAL REPORT
2015
INHOUDSOPGAVE
Table of Contents
Preface from the Board
Message from the Supervisory Board
Awards and Distinctions
Sport and culture
Academic Development
Communication
Internationalization
Events
Human Resource Management
Finance
Accomodation
ICT
External Affairs
Entrepreneurship
List of abbrevations
References
Financial annual report
Preface
Financial background Student Union
Part 1: OFI Unit Student Union, administration UT
Summary
Internal organization
Communication
Internationalization
Academic development
Partners
Unioncard
Kick-In
Create Tomorrow
Projects SU
Subsidies & Sponsoring
Housing costs subsidies
Accommodation
Student Union enterprises
Third parties
Part 2: Foundation Student Union
Profit-loss statement Student Union
Foundation balance sheet
Equity foundation
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STUDENT UNION - annual report 2015
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PREFACE FROM THE BOARD
We hereby present you the annual report of 2015 of the Student Union. In this
report the progress that was made by the foundation in 2015, will be discussed
per portfolio. The progress is described with respect to the goals that were
set per portfolio in the annual plan 2015 of the SU1. Extra projects are briefly
explained per portfolio.
Strategically seen, 2015 has been of utmost importance for the SU. The SU-UT
agreement (in Dutch: convenant) has been renewed, and based on that also
the new Strategic Plan for 2016 – 20192 has been drafted. Hereby the position
and course of action of the SU are determined for the upcoming period, and
regarding some aspects this position has even strengthened. The Global Lounge,
international living room with as goal stimulating the integration between
Dutch and non-Dutch students, was launched in October. Furthermore, the
organization of the SU has been enforced with 0.9 FTE, consisting of part-time
project employees increasing both its capacity and its connection with the rest
of the UT organization. Finally, also an important external development occurred
in 2015: the basic grant (in Dutch: basisbeurs) for both bachelor and master
students has been abolished. Next to the already high pressure on students due
to TEM, the student will perceive an increased financial pressure. This led to the
Student Union being challenged even more in achieving its mission of enhancing
the academic development and wellbeing of students. We hope to have such a
great cooperation with these parties in 2016 as well.
The board of foundation Student Union University of Twente,
2014-2015:
Jerom van Geffen
Sophie Ligtenstein
Lisette Groeneveld
Pim Jager
Laura Koot
Jasper Driessens
2015-2016:
Anne Buningh
Rose Rorije
Jelle Klein Teeselink
Eline van Hove
Laura Koot
Jasper Driessens
Geachte lezer,
Chairman, Policy and Strategy, Personnel & Organization
Communication, Internationalization, Events
Finance, Accommodation
Sports & Culture, IT
Academic Development, Education
External Affairs, Entrepreneurship
Chairman, Policy and Strategy, Personnel & Organization
Communication, Internationalization, Events
Finance, Accommodation
Sports & Culture
Academic Development, Education, IT
External Affairs, Entrepreneurship
1
The Annual Plan 2015 can be found on https://www.studentunion.utwente.nl/the-student-union/documents/
2
The Strategic Plan 2016 – 2019 can be found on https://www.studentunion.utwente.nl/
the-student-union/documents/strategic-plan.html
STUDENT UNION - annual report 2015
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MESSAGE FROM THE SUPERVISORY BOARD
Dear reader,
2015 flew by, and as indicated in the annual plan, the Student Union has again
achieved a lot, and it show to possess a great position within the ecosystem of
the University of Twente.
One of the most important accomplishments is the guarantee for continuity, with
regards to both the new SU-UT Agreement, and drafting a strategic plan with
which the Student Union shows to have a vision and courage. We as Supervisory
Board experience these processes very closely, hence we are proud of the result
that has been achieved through hard work.
The nice ambitions were also empowered during the opening of the academic
year, during which the Student Union draw-up a ‘University of Students’. The fact
that initiatives of students can lead to beautiful things, is shown by for example
the Dutch Student Investment Fund, and investment fund that was initiated in
2015, for and by students. It is clear to see that the Student Union is very active
within the system, but last year it also showed its position within society, by
working on solutions for the refugee problem.
Several developments that were started in the past years got accelerated in
2015. One can think of the ‘More Than a Degree’ campaign. In addition, the
Global Lounge was opened in 2015, a room for stimulating the integration of all
different cultures at the university.
The Global Lounge is a great step in direction of a vivid Bastille, something that
the Student Union intended to work on. To this end some requirements should
be improved, henceforth the board is searching for possibilities on and around
Campus.
Through this contribution to the annual report, the Supervisory Board would like
to compliment the Student Union board with the work they’ve done, and we
would like to thank them for the pleasant cooperation in 2015. We are looking
forward to a successful continuation in 2016.
Enschede, February 2016
The Supervisory Board
Gilles Meijer (chairman)
Marc Venerius
Jelle Ferwerda
Ton Mouthaan
Marijn Horstman
Roel Hollander
Rick Bergmans
Daan Egberts
Alex Kamphuis (ex-member)
Jurgen Klein (ex-member and chairman)
STUDENT UNION - annual report 2015
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AWARDS AND DISTINCTIONS
Freshman Activism Award
The Student Union Freshman Activism Award is given annually to a second year student,
who, besides accomplishing all 60 ECTS in his/her fist year, has been very active with lots
of extracurricular activities.
Winner 2015: Lotte Weedage
In 2015 the 18 years old Lotte Weedage has won the Freshman Activism Award. Lotte
study Technical Mathematics, and currently she is active at study association Abacus.
For instance she took place in the freshmen committee and the activities committee.
Furthermore she is board member of Gymnastics association Linea Recta.
Union Culture Award
In order to give the sector Culture more attention the Student Union annually awards the
Culture Award. A person or a group of people, (student) organization or cultural project
who contributed to the cultural environment of the University of Twente (UT) in a positive
way, can be nominated. The award consists of a financial aid, which should be used by
the winner to organize an activity to promote the sector Culture.
Winner 2015: IrNUT, Iranian Network at the University of Twente
In 2015 the Union Culture Award has been rewarded to IrNUT, Iranian Network at the
University of Twente. This young organization, founded three years ago, has grown
to a flourishing organization, with both integrating and cultural organization. They
organized activities with Persian dance and music, with participants ranging from their
own members to external national and international people. In this way they managed
to get people in touch with culture at the UT, and they have significantly expanded the
offer. Thanks to the broadening of the cultural offer and the audience, the jury decided to
reward IrNUT with the Union Culture Award.
Henk Zijm International Award
Each year the Student Union gives away the Henk Zijm International Award. This award
is given to the student, employee, association, organization or anyone else from the
UT, who has/have done great work in regard to internationalization of the University of
Twente.
Winner 2015: IrNUT, Iranian Network at the University of Twente
In 2015 this prize has been rewarded to IrNUT. We are proud of the fact that we at the
UT have an Iranian association that possesses a great amount of compassion. Not only
has the UT got in touch with traditional activities on a yearly basis during which this
association is highly motivated to share the Persian culture with students and employees,
they also inform visitors of their parties and activities about their culture. Through
Persian music and traditional dancing they are always and will always be magical to look
at and/or listen to. Through this award, we as SU want to express our recognition of their
great efforts, their enthusiasm, and their pro-active attitude towards internationalization.
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STUDENT UNION - annual report 2015
SPORTS AND CULTURE
As UT News wrote in November 2015: “Sport and Culture is given a boost”. In recent
years, the sports and culture sectors had to make a number of cuts to restore financial
health of organizations. We constantly have to think about funds and how they should
be appropriated. From September 2014, the union card replaced the Xtra-card. The
DMS ICT system was introduced along with this new facilities card, which regulates the
UnionCard sales and membership records of sports and cultural associations. Responses
were mixed with the arrival of both the UnionCard and DMS. Over the past year a lot
of effort has been taken to shift the UnionCard into a more positive light and to make
it more familiar to students. Steps have been taken to improve DMS and make it more
customer friendly. A new track, the Utrack, was realized on the campus in 2015, in which
the SU also contributed. Moreover, after a series of discussions with various parties, a
new vision was drafted for culture.
At the organizational level, major changes where announced for the sports and culture
sectors. The UT has announced plans to merge the Facility Management and Campus
Unity services, including sport and culture, into a new service. Because this directly
affects the sport and culture sectors, SU always tried to remain involved in this process.
Ultimately, this paid off in the end of 2015: in 2016, the Sports&Culture portfolio will take
place in a steering group which will give substance to the process of re-positioning the
campus.
Goals & Actions
1. Evaluate and improve the UnionCard and CampusCard;
1.1.
Evaluate the current pricing of the UnionCard and CampusCard and adjust, if
necessary, following this evaluation.
The pricing model is evaluated and adjusted on small points. The early sales discount
currently runs to 1 October, which was previously mid-October. The reason for this
shortening is the fact that the cards can now also be purchased online. The ability to
buy the UnionCard / CampusCard with discount is due after the first quarter. This has
administrative benefits for both the SU and associations. Since the academic year ‘15-’16,
it is however possible to purchase a UnionCard / CampusCard for only the first half of the
year. The price of the fitness card has been increased. Unfortunately this was needed to
make the sports sector financially healthy.
1.2.
Evaluate ICT system sales of the UnionCard and CampusCard and adjust, if
necessary, following this evaluation.
Evaluations were carried out with the sports and cultural associations in both April and
December,with regard to the UnionCard and DMS ICT system. These evaluations were
very useful. We went to work with the points that emerged in April. Clear instructions
were prepared on DMS usage for both association boards and members. To further
support association boards, a DMS master class was organized in late August, where
(prospective) managers were given information on the use of DMS. To remind managers
about the inspection and counting of members, reminder emails are now sent a month
before the inspection. The conformation emails that are sent from the DMS, have also
been improved. After purchasing the UnionCard / CampusCard, an email which explains
the features of the card, will be sent.
STUDENT UNION - annual report 2015
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The points raised in the December evaluation will be taken along in early 2016 to make
further improvements, such as the customer friendliness of the website and clarifying the
process of purchasing the UnionCard, becoming a member of an association.
1.3.
Monitoring the finances of sports and evaluating the financial responsibility of
sport.
At the time of writing, the Sportkoepel (Sports Dome) was busy with the new grant
allocation for the academic year ‘16-’17. There are weekly meetings between the
Sportkoepel and the Sports & Culture portfolio holder, in which the state of affairs is
discussed. This collaboration works very well. The financial situation in the sport sector
remains complicated: new associations request subsidies, but the current subsidy fund
does not have any room for it. Furthermore, it is difficult to serve all the associations
with the available resources according to the established 2-1 model3). To improve the
situation, we are cooperating with the Sports Dome and Sports Center to establish clear
agreement documents.
The renewed agreement between the UT and the SU includes advisory powers on the
budget of the sport and culture sectors. There have been a number of discussions in
August and September between the SU and the two sectors, in which (draft versions of)
the budget was discussed.
1.4.
Extending the range of the UnionCard.
The range of the UnionCard is extended by three actions: a discount offer for the ice rink,
Wolff cinemas and the Wilmink theater. Preparations were also made in 2015 to enter
into a collaboration with AKI ArtEZ art school. This will start in 2016.
2.
strengthen the Sport and Culture sectors;
2.1.
Improve contacts between club managers improve by at least two integrating
activities.
Three activities have been organized for the club management of the sport and culture
sectors. A barbecue with an activity was organised for both sectors. There was also an
evening full of dining and pub-quiz for the sport sector. There was a good turnout and a
pleasant atmosphere.
2.2.
Remaining actively involved in the revision of Campus Unity.
A lot has happened in the field of revision of Campus Unity. For the summer, the UT
indicated that it intends to merge the Facility Management and Campus Unity services,
which includes sport and culture, into a new service called ‘Dienst Campus (Campus
Service)’. The SU voiced several concerns about this reorganization, in an unsolicited
recommendation to the Executive Board. An important concern is that the new service
will combine content and support, which often have conflicting interests.
After the summer, the process for the formation of Campus Service was briefly paused. It
picked up again from January and the SU will be closely involved. The Sport and Culture
portfolio holder have a seat in the steering committee, a position that makes it possible
to ensure a proper result.
2.3.
Continue to deal with the interests of sports and cultural associations within
the UT.
This includes the promotion of the interests described in paragraph 2.2. In 2015, the
Sportkantine association plans to renovate the canteen. Given that the proceeds of the
canteen directly benefit a large number of sports clubs, the SU agreed in 2015 to provide
an interest-free loan in order to fulfil the plans.
3
According to the 2-1 model, all sports associations are entitled to a subsidy for 2 moments accommodation and 1 moment instruction per member per week.
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STUDENT UNION - annual report 2015
In 2015, the SU, together with the Sports Dome and cultural umbrella organization
Apollo, had regular and good contact with the UT. There are regular sector consultations
in culture, where relevant matters are discussed by the head of culture, Apollo and the
SU. Between the Sports Center, the Sports Dome and the SU, there are also regular
discussions.
2.4.
Continue the good cooperation with Apollo and the Sports Dome.
The SU has a close cooperation with both the Sports Dome and Apollo. There are
regular consultations between the domes and the Sports & Culture portfolio holder. The
atmosphere here is really good. Apollo had a hard time finding a new board for the 20152016 academic year. Fortunately, this worked out: The new board consists of five parttime managers. At the time of writing, the Sports Dome was recruiting new managers.
The SU is providing support here.
3.
Evaluating and proceeding with the establishment of the new Culture
vision ;
3.1.
Complete the renewal of the Culture vision, established in 2014.
Over the past year, the Culture vision has been completed. This has been a delicate
process of writing and conducting interviews with stakeholders. The discussions were
very useful, there was good feedback data that could be recorded in the document. The
responses of those involved were positive. The vision is now complete, but has to be run
by the University Board.
3.2.
Implementing the new vision of culture.
At the end of 2015, when the vision was completed, the implementation of the vision was
started. When it comes to internationalization, the Apollo culture dome is collaborating
with UniTe on how they can support each other in the future. A pilot project was also
started in September 2015, with an international theatre group: interNEST. To make
culture more visible on campus, the Executive Board was invited, on the advice of the
SU, for cultural performances in December. Contacts have also been initiated with the
AKI ArtEZ to establish cooperation. In 2016, the first exhibitions of AKI students will take
place in the Vrijhof. On 19 January, an open day was organized based on the new vision
for the cultural sector. Two questions will be central: “How to deal with the changing
student?” and “How to deal with the changing organization?”. Themes that emerged in
the vision, such as internationalization, the new educational model and increased study
pressure, will be addressed.
4.
Evaluating and proceeding with the establishment of the new Sport
vision in 20144 ;
4.1.
Increase participation in individual sports.
The number of fitness cardholders remained virtually unchanged in 2015. In the past
year, the SU had many discussions on the range of individual sports on offer. Especially
when it comes to sports on campus, there is much to gain: there is a need for more
space to practice individual sports. An improvement to last year, is the outdoor fitness
that was placed next to the uTrack. This year, a flyer was added to the Kick-in-bags with
the individual range: group lessons, courses and fitness.
4.2.
Raise awareness of available sports among students.
To raise awareness of sports among students, the Facebook page of the UnionCard
has been updated. Special deals have made the page more interesting among people.
There have also been additional promotional activities to promote the UnionCard, and
4
The current Sport vision can be found at http://www.studentunion.utwente.nl/over-su/organisatie/visie.html
STUDENT UNION - annual report 2015
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thus make the range of sport and culture more known. The Obstacle Run was organized
in cooperation with survival association Tartarus and the Winter time Challenge was
established together with the Sports Dome, where one could spin into the night for
charity. And events such as Open Days and the Kick-In where naturally also used to put
the range of sports on the map.
Activism plays an important role in the lives of its students at the University of Twente.
The 2015 activism monitor shows that 81% of students is (has been) active in at least
one association. In 2012, this number was 74%.
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STUDENT UNION - annual report 2015
ACADEMIC DEVELOPMENT
In the past year, it was proven that student (managers) fear that this activism may be
jeopardised. Studying in the Twents Education Model (TOM), for example, makes the
provision of medium activism very difficult.
Over the past year a number of national developments took place, which enable students
to deal with activism differently. The pressure to obtain the (nominal) diploma has
increased, among others by the introduction of the feudal system in September 2015.
Acquiring a study delay, for instance with a full-time board year, is thus discouraged.
Although students who suffer from the loss of the basic grant are only in the first year
layer and thereby (usually) don’t have any full time management as yet, this has been a
worrying issue for the associations in the past year.
The Student Union has sought to always be aware of these developments in the area of
education, and to proactively think about how these developments and activism work
together. The SU hopes that it is able to support the associations as well as possible.
Goals & Actions
1.
Maintaining and creating space for activism in the TOM;
1.1.
Monitor and evaluate the effects of TOM and, where necessary, actively secure
improvements within TOM.
In order to monitor the effects of activism of TOM, the activism monitor was sent to
all students and student organizations in March. The result, which is incorporated in a
revised dashboard, was received by all student organizations.
Additionally, in April, in collaboration with UReka, a survey was sent to all student
organizations at UT. The goal was to get a clear picture of the current situation and the
expectations regarding the combination of TOM and activism. The survey clearly revealed
one major concern; the combination of TOM and medium activism do not mix. Following
this survey, in consultation with the rector and the dean of educational innovations, it
was decided to present a proposal to the University Committee on Educational Affairs
(UCO), regarding this bottleneck. This proposal contains an outline of the problem, but
also possible solutions. During the UCO, activism is endorsed by all those present and it
is agreed that students who want medium activism, should be entitled to customization.
This agreement was widely distributed through the information channels, both among
students and among teachers. The SU has indicated that, after the distribution of this
information, it also wants to be actively involved in the implementation, and when
problems occur, the SU will respond to this.
1.2.
Make activism within TOM more popular and known, through the More Than A
Degree campaign.
From the first meeting with the UT, it has been attempted to make (future) students
more familiar with activism through the More Than A Degree campaign. During the Open
Day, the University of More Than A Degree is presented as one of the unique selling
points of the UT.
Furthermore, the More Than A Degree activism lunch was held during the Kick-In. During
this lunch, the goal was to make future students more aware of all the possibilities that
STUDENT UNION - annual report 2015
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the UT has to offer, in addition to studying.
The focus was not only on (future) students, the More Than A Degree campaign
was expanded for staff members of the UT with the ‘Learning Activism Guide’. These
brochures are personally brought by all the academic counsellors, accompanied by an
explanation of the possibilities, benefits and obstacles of activism. Finally, a gift was
made available to all students, as a New Year gift, that will create awareness for the
More Than A Degree campaign.
1.3.
Provide more freedom of choice in combination with activism, in TOM.
Thanks to the proposal which was discussed at the UCO, it will easier for the students
who want to do medium activism, to combine this with their studies.
In addition, there has been close contact with both the coordinator of and students
who follow the management minor. The management minor offers much room for
improvement. The past year, this was actively evaluated and the first improvements have
since been implemented. In addition, the current form of the management minor offers
opportunities to expand. A study was started earlier this year, to determine whether it is
possible to expand the minor to 30 EC.
Finally, the lobby was started for the expansion of the Graduation fund. Negotiations for
raising the number of scholarships have been started, as well as the ability to make a
tuition-free board year if no courses are followed.
2.
Making students more familiar with activism and support options
therefore, on the UT;
2.1.
Expand the More than a Degree campaign, so as to provide students with more
information about the possibilities of participation and value of activism.
To create awareness among students, More Than A Degree mirrors have been hung
in all buildings in the university, this year. In addition, the competence guide has been
published and distributed to the Union participants.
The activism market also took place in March. During this event, students can meet with
various student organizations. This is a unique opportunity to get in touch with students
who want to become active, especially for organizations that do not have members
themselves.
2.2.
Activism awards during a big event with lots of external coverage
To issue the freshman activism prize, a new event was launched; the opening of the
activism year. The Opening of the Activism year was a public lunch meeting which was
attended by about 130 students. Besides the presentation of the freshman activism prize,
comedian Johan Fretz provided half an hour of laughter-filled entertainment. While there
are still points for improvement, the event has been experienced as being successful, and
we will probably issue the freshman activism awards in a similar way this year.
2.3.
Involvement of international students in extra-curricular activities
Last year, we actively attempted to respond to the wishes of the international community
with regard to extra-curricular activities. One of the requirements which mainly came
from the international sector was official recognition for part-time activism. An inventory
of the demand and feasibility of providing part-time activism recognition has been
launched.
In addition, the Skills Certificate committee is investigating possibilities to organize
training courses aimed specifically at international students.
3.
Encouraging students and providing the opportunity to develop
themselves personally;
3.1.
14
Evaluating the Board Improvement Program (BIP) and, where necessary, to
STUDENT UNION - annual report 2015
ensure connection to the needs of users;
The BIP is evaluated and, following this, the BIP is given a new look. Rather than just
a management training, the BIP is now a course of at least the entire board year. It
begins with a general information session where student managers are given information
about the UT, SU and the municipality. This is followed by several training courses,
both function specific and for the entire board. The association weekend and activism
recognition are also integrated into the BIP.
3.2.
Examining whether the various parties involved in the BIP can be efficiently
organized;
The training opportunities of management training from the BIP, has been revised.
Drivers can opt for standard training if they already know where the lessons for the
entire board are located. If this is not clear they can also request customized training;
during the intake it will be viewed what the board may possibly encounter during the
administrative year.
3.3.
Being involved in, and involving associations in, the Career Services pilot
project in order to achieve a central range of training programs for students at the
University of Twente.
The Career Service Pilot is roughly divided into two parts, one part is mainly about the
provision of information to students. The other side focuses on the link between student
organizations and companies. As SU we have decided to only get started with the second
part. For more information, see point 1.2 and 1.3 of the entrepreneurship portfolio.
3.4.
Enter into new training opportunities with external parties.
The Skills Certificate committee was launched in March and has compared various
external training agencies. Buro Winners, the same agency as last year, was ultimately
chosen. Because this training firm best meets the needs of the committee. Three wellattended training courses from the Skills Certificate program took place at the time of
writing, and a weekend is still on the schedule.
4.
Ensuring a clear view on activism and the impact of policy changes in
this area;
4.1.
Evaluating the current cooperation for the Activism Monitor and, where
necessary, improving;
The questionnaire for the activism monitor was renewed this year, a shorter and more
concise questionnaire is the result. In addition, the dashboard of the activism monitor
was also renewed so that a better organised and clearer vision of activism can be
displayed.
4.2.
Sketching a clear picture about activism at all stakeholders at the UT;
By merging the results from various surveys and through regular attendance at various
forums to discuss these results, a good overview is obtained of the current state of affairs
with regard to activism. In the past year, the SU stepped forward in, among others, the
UCO, deans and OLD meetings, training managers platform and student counsellors
platform.
4.3.
Using Alumni as ambassadors to encourage activism.
Thanks to several activities organized by the Alumni Office, actively assisting in
the preparations and speaking at these events, efforts were made to make alumni
ambassadors of activism. An example is the alumni Back to the Bastille, which took place
in September. During the Opening of the Academic Year, the SU also held a speech in
which the public was encouraged to give students more responsibility. Furthermore, this
speech emphasized that activism is a Unique Selling Point of this university, and therefore
STUDENT UNION - annual report 2015
15
we should promote our university as University of More Than A Degree. This speech was
received positively and, as a result, have convinced several people to contact the SU to
brainstorm on this topic.
4.4.
Setting up and increasing the Talent Pool, as an extension of Activism
Recognition.
The demand for and opportunities to create a talent pool for students who have achieved
the activism recognition, have been inventoried. The current talent pool consists of a
diverse group of about 40 students. The first activity for this group was the Capgemini
talentday. In future, the talent pool will be expanded to include activities (the goal is
twice a year), exclusively organized for the talent pool. The possibilities for a talent pool
website, with interactive CVs of the participants, have also been inventoried.
5.
Distribute the activism fairs over UT associations according to the
FOBOS regulations and, where possible, improve the process;
5.1.
Ensure clear communication to all associations about applying for activism
scholarships.
Over the past year, the clear and timely communication on the FOBOS activism fairs
was maintained. For example, on several occasions during the dome meetings, FOBOS
has been given an agenda item in which the managers could ask questions. In addition,
through regular consultations with the Registry of the CvA, applications are properly
monitored for scholarships. Any exceptions on the rules were discussed in this way and
immediately fed back to the relevant persons. Due to a permanent place in the Working
Group Graduate Schemes (WAR), current information could easily be responded to.
The SU has been closely involved in the discussions about whether or not to remove the
progress requirement from the FOBOS document. As a result, the progress requirement
has been removed from FOBOS as of September 2015.
5.2.
Ensuring a redistribution of activism fairs in FOBOS.
To distribute the FOBOS administrative grants for 2016-2017, there has been frequent
contact with all student organizations. Following these discussions, a proposal was
drafted for the 2016-2017 FOBOS document. This document contains changes in many
critical points from the old document. Meanwhile, the renewed FOBOS document was
approved by the WAR.
6.
Additionally added
-
Student Minds
Students Minds is a group of students who find it interesting to think with the university,
at the policy level. In this way, an attempt is made early in the decision making process
to include the opinion of the students. Students Minds now consists of about 25 students
with diverse backgrounds and interests, and the first few orders have been filed with
student Minds. Examples include vision digitization in education, a new educational
concept Demola and the evaluation of TOM.
-
Psychological support for students
CES has been instructed to cut down on the psychological support for students. The SU is
closely involved in this process and does its utmost to ensure that students will not suffer
from this measure.
Obviously each manager and member of the Student Union is engaged in
communication. The Communication Portfolio provides the line in the communication
policy of the SU.
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STUDENT UNION - annual report 2015
COMMUNICATION
In addition, the SU has an advisory capacity on the communication from the UT to the
students, and the SU is involved in the policy development of the UT in the policy area of
marketing.
Students are often unaware of what the SU does and what it can do for them. The SU
wants to increase the involvement of the student community in order to better respond
to the needs of the students. It is therefore important to ensure more participation from
students. It is also important to raise awareness of the current range that the SU offers
to the student community. Furthermore, the SU involves students in extracurricular
activities and enthuses them in activism.
The SU wants to connect associations and support them in their administrative tasks.
Which is why the development of the data management system, called Student Union
Network (SUN), was continued in 2015. With this system, the SU and its participants can
manage their administration and online activities faster and better. Time-consuming tasks
of managers of associations are therefore alleviated. The website was also given a new
look. Since this site still requires improvement in many respects, a new website will also
be built in 2016, which will be much more user friendly. To increase the effectiveness of
the communication of the UT to students, the SU advises and inspires the university, and
in particular the M&C department, in this area.
Goals & Actions
1.
Increase involvement from the student community at the Student
Union;
1.1.
Develop means to engage students and to give them the opportunity to have
more say in the SU policy. This could include the creation of a student panel and
carrying out surveys, forums and polls.
-
This year, the student panel was formed. This panel consists of six students.
They are often asked for advice (for example about student accommodation,
deregulation of the catering times in Enschede, strategic plan). Each academic year
there will be four lunch meetings, and an opportunity in between to contact the panellists
for advice around these moments. In 2016, a procedure will be established for this panel.
-
To ensure that associations and students are also more aware of what is
happening in the SU, the layout of the newsletter has changed. It is now published twice
a month (English and Dutch) (formerly once a month) containing, in addition to the usual
news, updates on the status of ongoing projects.
1.2.
Start Bachelor assignment with the goal of learning about the needs and
expectations that students have of the SU.
-
For the February cycle, a bachelor assignment was prepared within the
Communication Science program. There was a student who would carry it out, but it was
ultimately not realized due to personal reasons. From February 2016, the assignment will
be carried out by our current communications officer in the course of his studies. For now
it is known that this study will focus on the image of the SU.
1.3.
Evaluating the outcomes of the bachelor assignment.
STUDENT UNION - annual report 2015
17
Because the bachelor assignment has not started, the results can not be evaluated.
1.4.
Inform parents about the value of extra-curricular activities through a newly
created parent database.
This year, parent brochures were distributed during the Open Days. This point was not
taken up further, since there appeared to be no need for a database. The plan is to add a
parent brochure to the information packets that are sent to prospective students, during
the 2016 Kick-In. In this way, we hope to be able to communicate the importance of
activism to parents, prior to student life.
1.5.
Renew the SU-promotional movie and play it more often at events, so as to
promote name awareness.
To show students what the SU is all about in a fun and easy way, the SU promotional film
was given a makeover. It was played on several occasions this year, such as during the
opening show of the Kick-In.
2.
Joining associations and supporting their administrative functions;
2.1.
The further development of the Student Union Network (SUN) in cooperation
with ICTS.
At the end of 2014, the development of the Student Union Network (SUN) was
stagnated: the project was too ambitious and there was no capacity for support from
ICTS. In early 2015, this capacity became available. A new direction was taken, by
choosing a method in which a committee of student programmers take care of the
development, rather than a commercial company. In this way, SUN can continue to
develop over the years, which means that the project can run on a smaller scale in the
beginning. This means that the project is once again manageable. With the participation
of the secretaries of Union members, the requirements for the first version were
determined and the recruitment of the committee was started at the end of 2015. The
plan is to have the committee start up in early 2016, and to start the development of the
first version.
2.2.
Organizing and evaluating activities to support and unite organizations such as
the SU Forum (SUF), the activism market and the union weekend. All three mentioned activities have taken place.
The SUFs were well attended and experienced as fun. There was good input from the
association administrators and students. The SUF first took place once every 6-8 weeks,
but in order to continue to generate a high turnout, it was decides that quality was more
important than quantity. A SUF is therefore only organized when there is a current topic
of interest. Furthermore, the activism market occurred in March. It was organized in a
short time, so there was less time for promotion, which meant that the turnout was not
as high as hoped. So this is an area for improvement for 2016. The union weekend also
took place. The weekend, which roughly 115 managers attended, was very successful. A
presentation was also given by the SU Board about the UT, its organization and the SU,
which was very well received.
3.
Continuing and improving cooperation with the university and keeping
each other informed of current business;
3.1.
Proactively advise the university in how students want to be informed by an
advisory group consisting of students.
In response to the student protests during the Maagdenhuis occupation in February
2015, there has been a participation debate, in cooperation with SU, UR and the
Executive Board. In response, M& C is working on a plan to improve communication
between students and the UT organization. The SU is closely involved. Examples of
18
STUDENT UNION - annual report 2015
projects that have come from this is the organization of an Open Day for a students with
a member of the Executive Board etc., student reporters that assesses the views of the
UT community on issues that concern students and staff, and student Minds.
3.2.
Strengthening cooperation with Marketing & Communications.
The collaboration is going well and there is regular contact, among others through
mainstream discussions with various employees of M&C. In addition, M&C is involved
in, for instance, the promotion of the Global Lounge and there is close contact with the
services director, among others. Further concrete steps were not taken in 2015.
The UT wants to become more and more international oriented, as described in Vision
2020. Projects like the Global Lounge, and the drafting of a vision on Internationalization,
were necessary for the SU to anticipate this trend. Within internationalization, fostering
STUDENT UNION - annual report 2015
19
INTERNATIONALIZATION
the integration between Dutch and non-Dutch students is important. More integration
results in a higher degree of development in several fields like language, culture,
socialization, and therefore it increases students’ welfare. The Global Lounge contributes
to this increasing focus on integration.
Since several years the group of international students increases. As the SU represents
the interests of all students, and the group of international students has an increasingly
bigger part at the UT, the portfolio Internationalization is created some time ago.
Regarding internationalization, the SU focuses mainly on integration, introduction,
activism, and the internationally oriented university.
International students most often are not really familiar with the Dutch culture and Dutch
norms and values. Therefore, they are definitely aided by a thorough introduction in their
new living environment. To this end, the buddy system was introduced in September
2013. Following on from a positively evaluated pilot, this project has been continued.
Together with the Buddy committee the possibilities for improvement and promotion of
the system were evaluated in 2015. Also in 2016 the professionalization process will be a
main topic.
The SU wants to increase the activism among international students. Activism leaves
the international community at the UT a big opportunity, since activism within this group
lags. To this end a research – formulated as bachelor assignment – was conducted,
about the motivation of international students to become active, but also the factors that
withhold them from becoming active. Using these results, the SU strives to anticipate the
desires, which can be used in order to convince them about the importance of activism.
The SU finds it very important that internationalization will gain popularity within the
student community of the UT. The opinions on internationalization from several Union
participants were gathered, in order to create a critical view on how internationally
oriented the current student community is. In order for the SU to contribute to making
the associations more internationally oriented, the translation subsidies are renewed.
Furthermore, the SU will keep stimulating its participants to be open-minded towards
international students. Finally, in 2016 the forms of support regarding internationalization,
which are desired by the associations, are investigated.
Goals & Actions
1.
Stimulating integration between Dutch and non-Dutch students,
aiming at strengthening the international student community, and at
contributing to the development of global citizens;
1.1.
Raise awareness for internationalization and integration among associations
and individual students, by expanding the Go Global Campaign. Due to the plans for the Global Lounge, this campaign is not executed according to the
previous plan. Now that the Global Lounge is realized, a committee has been initiated,
that will work on activities that take place in the Global Lounge. Furthermore, this
committee got the responsibility of further executing the Global Lounge campaign.
This campaign will not be a stand-alone, but it will be integrated in the Global Lounge’s
20
STUDENT UNION - annual report 2015
integration plans. The task of the Global Lounge committee is to promote integration
activities among national and international students, and to guide them in organizing
and/or promoting activities both within and outside the Global Lounge.
1.2.
Continue developing an international Living Room, which is called ‘the Global
Lounge’, in cooperation with a working group consisting of several stakeholders.
The Global Lounge was finished in August, and it got officially opened in October. This
international living room has been developed jointly with the Facility Management(FM).
Furthermore, the FM, but also ICTS and CES, has sponsored the SU in realizing this
lounge. The Global Lounge committee that was founded, set a goal of giving a great
purpose to the Global Lounge, and to make it a vivid location, and – as mentioned in 1.1
– the committee also works on stimulating the awareness around internationalization.
1.3.
Support and structure the New Inter Cultural Events (NICE) group, in
cooperation with UniTe.
Last year UniTe organized few activities, and the activities that took place, were not
organized by NICE, but by the board of UniTe. A lot of attention was paid to reintroducing
this group, to start working again, yet this was not successful. The Global Lounge
committee has increased its role in stimulating international activities and events, for
instance organized by the international umbrella. In 2016 it will be determined whether
the SU will continue the NICE group together with UniTe, or the Global Lounge’s role can
be increased.
1.1.
Organize a renewing event, in order to foster the integration. Following its great success, the training Intercultural Communication has been organized
in May 2015 again. Also this time we received mainly positive reactions. Furthermore, in
cooperation with the ‘Internationale Commissie Overleg Studieverenigingen’ (ICOS) and
‘Overleg Studieverenigingen’ (OS), an internationalization lecture was organized. Sander
Lotze gave his view on the vision Internationalization of the UT, and Roel Mentik did a
talk about the process of internationalization of Scintilla. Around 30 board members from
several study associations attended this lecture. Also, together with UniTe and AIESEC,
plans were drafted to start an international event in 2016, in which internationalization
and integration are the main topics. Furthermore, the Kick-In Committee has, together
with ICOS, discussed on a regular base about improving internationalization during the
Winter and Summer Kick-In. This makes it possible to kick-start an international working
group in 2016 that can advise them.
2.
Introducing international students in their new living environment and
stimulate acculturation
2.1.
Expand and professionalize the Buddy project and schedule.
Together with Joe Laufer (Alumni Office) we have thought about organizing dinners
with alumni – both international students and buddies - during the Buddy programme.
However, this idea got halted, and the possibilities for continuing the project in 2016
are investigated. Furthermore, during last year’s finishing of both Buddy programmes,
evaluation forms were sent to the participants, such that the Buddy programme can be
improved based on these results. The current committee takes the results into account
when starting the next programme during spring of 2016. Furthermore, meetings with
STUDENT UNION - annual report 2015
21
the Executive Board (EB, in Dutch: College van Bestuur) and Strategy & Policy (S&P) took
place, to see how we can make sure, financially, that all international students can take
part in Buddy the upcoming years. Since the ratio of Dutch-international Buddy currently
is not optimal (1:3, sometimes 1:4, instead of 1:1), the decision was made to focus on
making Buddy more known to Dutch students, and thereby focussing on recruitment
of Dutch students. Currently, more value is attached to quality of the existing Buddy
programme, instead of increasing the number of international participants. When the
ratio between national and international students is normalized, meetings with the EB
and S&B will be continued.
2.2.
Structure and continue the Buddy Committee.
During autumn it turned out to be quite a success, and it contributes to a better
execution of the programme. Furthermore, the archives contain only English documents,
making it possible to recruit an international committee. The committee that will organize
the next programme consists of several international students. This contributes to the
SU’s wish to integrate international students better into the active Twente student life.
In addition, the website of Buddy has been renewed, and some features were added,
making it possible to create a better database of participants. In this way, participants of
future programmes can more easily be reached for recruitment’s purposes.
2.3.
Professionalize Buddy’s ICT facilities, to support the coupling of Buddies and
to improve the online registration system.
Buddy has introduced a new website, which has, compared to the last website,
more extensive features for Buddies when they subscribe. Furthermore, last year the
development of an online system has been researched. Given the current number of
participants, it seems to be not-profitable to develop such a system. There are ideas to
get in touch with other Buddy coordinators from other universities and universities of
applied sciences, in order to co-develop an assignment system in 2016.
3.
Activating the international community to develop themselves in an
extra-curricular way;
3.1.
Evaluate and analyse the results from the bachelor’s assignment about
activism among international students.
The results coming from the bachelor assignment are evaluated, analysed, and
documented. This led to some recommendations for both the SU and the UT, like
improving the way people are informed during the Kick-In, and creating possibilities
for activism that are more closely related to other cultures. These recommendations
are taken into account in the communication plan about academic development of
international students.
3.2.
Draft and execute a plan based on the results of the bachelor’s assignment, in
order to stimulate the activism within the international community.
The document as mentioned in 3.1 has been handed over to Ed Brinksma. This did not
yet lead to concrete ideas. On the other hand, from September 2015 on, the Kick-In
Committee has paid a lot of attention to internationalization, and this is also adopted in
their policy plan. This is partly a result of the bachelor assignment, which showed that
there is a desire to integrate international students already in at the start of their student
time (the introduction period) with Dutch students.
4.
Maintaining het SU’s progressivity in internationalization and transfer
this to the Union participants;
4.1.
Renew the goals of the portfolio Internationalization following on Vision2020.
A draft version of the vision Internationalization has been developed, but it still has to be
22
STUDENT UNION - annual report 2015
discussed with several stakeholder, and based on this it will be improved.
4.2 Stimulate the Union participants to create their communication bilingually. In order to be able to send the message to each student in a good way, we find it
important that the information should be offered both in Dutch and English. Furthermore
we want to leave, following on our function as representative, this decision of which
language to communicate in, up to all associations. This continuously remains a point
of attention. The translation subsidy for the upcoming year has been adjusted from
4000 words to €350 such that associations can choose their own translation agency to
their liking. In addition, this translation subsidy has been promoted towards the Union
participants, and we strive to continue doing so the upcoming year.
The purpose of the events portfolio is to support the big event committees of the SU.
Events organized this year, include think tank Create Tomorrow, the introductory period
Kick-In, the activism market to encourage activism among students and the union
STUDENT UNION - annual report 2015
23
EVENTS
weekends for managers. This way, there is one point of contact for the committees and
all knowledge about the events are concentrated in a single portfolio.
The purpose of organizing events is the achievement of our mission to promote academic
development and the welfare of the students at the University of Twente. Students
can develop themselves by organizing events. In addition, participation in these events
promote the welfare of students and their Academic training by, for example, improving
their knowledge and skills by working on civil cases (Create Tomorrow).
Through these events, students can be brought into contact with the SU, and the SU
also comes into contact with the students. The name awareness of the SU which can be
obtained by organizing events, is an added advantage for the SU. To make the best use
of this, the binding of the SU should be better highlighted during these events.
Finally, the UT organizes often events on campus grounds. New events are considered
together with the UT, and the SU seeks collaboration during events.
Goals & Actions
1.
Promoting the academic training and welfare of the students by
organizing events.
1.1.
Preparing students as well as possible for college life and providing
information about the facilities of the University of Twente using the Kick-In.
The Kick-In committee has been busy with the organization of the Kick-In. The priorities
of the Kick-In 2015 were: communication, transparency, target group parent training,
knowledge transfer and the program . In addition, the Buddy Program has been realized
and we are cooperating with the Buddy committee, the Kick-In committee and ESN to
find mentors and Buddies, and to provide students with a warm welcome. Meanwhile,
the new committee has already started to prepare for the Winter and Summer Kick-In of
2016.
1.2.
Set up an innovative and unifying activity for members of the SU.
This year, the union weekend took place. The weekend was very successful, partly
because of the high turnout and positive feedback from the 115 participating managers.
Three activities were also organized for the sectors Sport and Culture in cooperation with
the umbrella organizations, to encourage integration between the associations within
these sectors, one example is the SportBBQ.
1.3.
The activism market was organised again. The aim is to organize the event on
a larger scale, and to involve international students.
The activism market was organized in March, about 30 student organizations (national
and international) were present. Some areas for improvement to make it an even more
successful activity, have been included in the organization. Because the promotion was
launched much too late, for instance, the turnout was also very low. This will be included
in the organization of this event in 2016. Also, with the planning of the event itself, the
wishes of the associations will be taken into account.
24
STUDENT UNION - annual report 2015
2.
Bringing the students into contact with the SU, through events.
2.1.
Create more unity between all the events, so that the bond with the SU
becomes clearer and the name of the SU is clearly highlighted with the events.
A start was made on this, but it proves more difficult than expected because it is
undesirable to drastically change existing logos that are already recognized, as it is at
the expense of the recognition of the relevant department. With the arrival of a new
promotional film in which all events are mentioned, the connection of these events
with the SU has become clearer. With the development of the new website that will be
released in 2016, the strengthening of the connection between the SU and its events is
also taken into account, due to the fact that it is cast in the shape of a network.
2.2.
During the events, the goals of the SU are to be given a clear position.
This is a recurring point. This year, the activism lunch took place during the KickIn, where More Than A Degree was central and we had the opportunity to converse
with new students during the activity. Furthermore, it was the first time that there
was a speech at the opening of the academic year in which the SU goals were clearly
highlighted.
3.
Support and guidance of the committees of the SU.
3.1
Renewing and improving the handbook to accompany the committee.
In 2015, this was approached in three different ways. First, an internal document was
drawn up as a handbook for guiding a committee. The handbook for committees was
then updated. In addition, the possibilities were considered to provide the current
International Handbook, which offers comprehensive information for managers of
international associations, to organizations outside the sector. This handbook would be
offered in English and be formulated as such that only a booklet needs to be added,
specifically aimed at the exceptions in the international sector. On this last point, only
talks were held in 2015. The opportunity to actually realize this plan will be examined in
2016.
3.2
Prepare the layout for the agreement document with committees of the SU.
Over the past year, the agreement documents of a number of committees were
expanded. The iDB agreements document was completely updated and provides
guidance for each time that the event is organized. The TEDx agreement document was
also updated in relation to the TED licensing requirements.
4.
The university and the SU must complement each other in terms of
events on campus;
4.1.
Look for new possibilities for events, together with the University.
Create the UT of Tomorrow is an event which took place last year, following Create
Tomorrow. The idea is the same, however, it is focused on UT employees. In 2016,
discussions will take place to determine what opportunities are available to make
UTomorrow (new name of the event) more interesting for both staff and students. It
was also decided last year to organize an event in 2016 for the anniversary of the UT, a
lounge festival. Furthermore, there have been plans to organize an international event in
2016 in co-operation with AIESEC: the UT World Week.
4.2.
In line with the events of the university.
The SU has a spot in the UT anniversary committee and therefore helps with the
organization of the anniversary year of the UT (Lounge Festival). We also been given the
opportunity to speak during the Opening of the Academic Year and we received a (final)
speaking opportunity during the Open Days.
STUDENT UNION - annual report 2015
25
4.3.
Strengthen cooperation with the Event Office.
At the beginning of the year there was an interview with Jelmer van Straelen of the
Event Office. As a result thereof, specific agreements have not been necessary in the
cooperation. There is close contact and the committees themselves lead these contacts.
They are the ones who primarily have contact with the events agency.
In 2015, the Student Union also made progress in the area of Human Resource
Management. For example, the SU has been enhanced by 0.9 FTE of project members.
This posting is a pilot for a year (until July 2016) and therefore still needs to be
26
STUDENT UNION - annual report 2015
HUMAN RESOURCE MANAGEMENT
assessed and, if desired, extended. To connect the project members of the SU with the
organization, it was also considered important that they could work in the office. To make
this possible, the Student Union office was redecorated in 2015, the space for the student
and project members was separated from the space for the office staff.
Besides the project staff, the organization was also expanded by two (student) account
managers to enhance the External Relations portfolio holder and one property & finance
student assistant to support the Accommodations, Finance & Business Management
portfolio holder. The organization was also enriched by two committees: the Global
Lounge committee5 and the Helping Hands committee6. Furthermore, the caretakers of
the Bastille section also became part of our organization.
The Student Union community7 therefore grew significantly in 2015, which also has its
consequences. The organization has become more complex and the manager needs
relatively more time for assistance, than before. On the other hand, we can now work
even better for the student community and so we can observe our mission with even
more power.
Goals & Actions
1.
Increase involvement from the student community at the Student
Union;
1.1.
Increase public awareness of the Student Union among students.
Increasing our name recognition has always been important, and much of what we
do also reflects that. This year, we were also present at major events such as the Dies
Natalis, the opening uTrack and the Week of Inspiration. We have also been present at as
many receptions of the associations, as possible. In addition, the Student Union has set
the aim to have lunch with at least one association every week, and the Entrepreneurship
portfolio holder will have lunch with a student entrepreneur every week. The Student
Union has also given presentations at key moments, such as during the Kick-In, at the
Opening of the Academic Year, the teaching day and the central opening of the Open
Days. Finally, SUFs (see 1.3) and a Santa Claus breakfast was also organized again, both
accessible to students. In both SUFs, the turnout was forty attendees on average. The
Santa Claus breakfast has 100 participants.
1.2.
Focus the concrete results of the Student Union, on students. The clear communication of our results with students also occurred frequently in 2015.
An Impact Report of 2014 was prepared and distributed, containing the results in a
concise and catchy manner. Important achievements were also mentioned on Facebook
and in our newsletter, and often passed the revenue in the local media8. In addition,
the catchy introductory movie about the Student Union was also played at several
events, thus giving the student a better idea of what the Student Union does and how
it performs. This year, the Student Union attempted to go one step further: not only to
5
Committee that is committed to generate vibrancy in the Global Lounge.
6
Committee that deals with how the staff and students of the university can help the future stream
of refugees in Enschede.
7
Group of all the students and staff, paid or unpaid, who work at the Student Union.
8
Local media refers to the UT News and Tubantia.
STUDENT UNION - annual report 2015
27
inform Students about its performance, but also actively involve them or use them to
achieve results. For example, in many ways, the Student Union has solidified a good
merging of TOM and activism, in which the input and thus the interests of the students
were leading.
1.3.
By organizing (public participation) events to strengthen partnerships with
associations and domes.
In 2015, many SUFs were organized where associations and dome managers were
proactively invited to raise their voices on important issues. All Union recognized
associations and foundations could also participate in the Strategic Plan and the
Annual Plan by the organized public participation lunches. The structure of the dome
consultation was also revised, which means that the communication between the Student
and dome managers during the consultations, is now bilateral. And finally, a student
panel was also created, in which a group of students will be actively involved in the policy
and strategy of the Student Union.
1.4.
Encourage partnerships between associations (inside and outside the sector).
First of all, time is set aside during the dome consultation for the dome managers to
inform each other and, where appropriate, to call on each other. In addition, a committee
comprising of representatives of various sectors, organised a union weekend on behalf
of the Student Union, to promote the integration between but also within sectors. A
new committee has been formed to organize yet another union weekend in 2016. The
Student Union has also taken the lead to organize a Bastille drink once a month for all
its residents, thus enabling managers to get to know each other better in an informal
setting. The Bastille primarily houses the management of the Other dome, which means
that the integration within this sector is also strengthened.
2.
Increase the efficiency of the Student Union;
2.1.
Evaluate the current support of the Student Union and, where necessary,
strengthen with (student) employees.
As described above, the Student Union seconded 0.9 FTEs project members to support
the Executive Board, as a pilot. The existing student support was also evaluated in
2015, and showed that the portfolio holders of External Relations and Property, Finance
& Business Management were in need of (additional) support. Therefore, two student
account managers were hired in 2015 , each for 6 hours / week, and a Property &
Finance employee for 4 hours / week. The caretakers of the Bastille also joined the
Student Union organization in 2015, and is managed by the Office and Business manager.
2.2.
Evaluate and optimize the revised mandate of the secretariat.
With the arrival of the project members, the Student Union offices were remodelled.
Both the project and student employees, as well as the office, have been given separate
rooms. As a result, the Office manager is now in the same room as the Office secretary
and acts as a front office when the secretary is absent.
2.3.
Use the support of the Student Union for the benefit of students.
The two account managers have the task to generate Union deals and discounts for
students. A health insurance committee was also brought to life in 2015, and they have
issued advice to students regarding (the best) health insurance. The selection committee
has also sought to make activism acknowledgements possible for active students. The
Student Union also established the student pool, Student Minds9, giving UT students a
say in decision and policy making matters, and thus providing more broadly in the needs
of UT students.
28
2.4.
Offer the managers of the Student Union portfolio, specific training courses.
9
A pool of students who are willing to actively help think about the policy at the UT.
STUDENT UNION - annual report 2015
The Student Union has a good training program, where each manager is trained in key
skills such as Time Management and delegation. For portfolio specific advice, every
manager can rely on his or her relevant Advisory Board Members. Portfolio specific
training courses for managers are also organized on request, but this did not happen in
2015.
3.
Give the Student Union a stronger position by strengthening existing
partnerships and entering into new collaborations;
3.1.
Evaluate and renew the agreements in the agreement with the UT.
In 2015, a new agreement was realized for the period of 2016 - 2019. With this new
agreement, the Student Union has been able to gain an even better position. For
example, by 2016 the Student Union will have an increase in consultative powers and
purchasing freedom, and will have received personnel support from pilot 0.9 FTE. Also,
a clear structure was acquired with Sport & Culture in the new agreement and the
Executive Board has set a positive intention statement about activism.
3.2.
Monitor and promote the close cooperation with the group of students of the
University.
In 2015, a regular consultation was called to life with the student group leaders and
committee chairmen of the UR, and the Student Union. Every six weeks, this delegation
of the UR convenes with the chairmen of the Student Union and discuss what each party
is doing and how they can support one another. Also, a public participation lunch on the
upcoming annual plan for students at the UR was organized for the first time in 2015.
When issues related to the Student Union are under discussion at the UR, a moment is
often sought to discuss this with the student group in advance.
3.3.
Expand and strengthen contacts with Student Unions in England.
In 2015, the Student Union travelled to Finland to get to know several Student Unions.
As a result, cooperation with other Student Unions has increased and both parties
have gained a lot of new ideas. StOr, a Student Union from Norway, also visited with
us for a week. In addition, a list was created on the website to disclose and record the
collaborations for the future.
3.4.
Seek collaboration in places where the UT and the SU meet.
Many new advisory powers have been acquired through the agreement (see 3.1), which
will enable a closer cooperation with the UT.
3.5.
Achieve information exchanges with the LSVb .
During the Maagdenhuis occupation in Amsterdam, the Student Union had many
discussions with the LSVb10 about what to do and how to deal with it, at our
university. However, the Twente students turned out to be much more satisfied and no
demonstrations took place at the UT . A participation debate was however organised.
Furthermore, the Student Union visited a ‘cooperation day’ in June with all the partners
of the LSVb, and each of them have visited one another at least once.
4.
Further develop the current recruitment, hiring and training procedure;
4.1.
Proactively seek contact with potential managers during recruitment.
Apart from the interested list, a potential list was also created in 2015. This way, students
are also actively approached. Furthermore, the Student Union could recruit on the LED
screens of the UT, so that the recruitment was clearly visible to each student.
4.2.
Prepare the managers during the training period for scenarios that occur
10
National Union of Students
STUDENT UNION - annual report 2015
29
during an administrative year.
The training periods were prepared well in 2015, which meant that the month of the
information transfer could run as well as possible. During the training, significant
attention is given to complex and typical scenarios for a Union manager, so that
experiences could be exchanged optimally. An introductory training was also created,
which meant that the new team could prepare themselves even better for the
administrative (half) year, during the training period.
4.3.
New managers should think about priorities for their board year at an early
stage.
During the applications, the vision for the Student Union in general and the portfolio in
specific, is asked about. This vision is also included in the selection of new managers.
Furthermore, by 2015, each manager shall right a personal manifesto at the start of his
or her board year, enabling the manager to steer focused and targeted.
A big step was made in improving the financial support for our target groups was made
in 2015. Through the investment plan a new athletics court was built, and new rafts for
the UWC11 were bought. Furthermore investments in the security of the Pakkerij, and for
11
30
University Water Sports Complex
STUDENT UNION - annual report 2015
FINANCE
the Global Lounge, were made. Often it is unclear to associations which subsidiary fund
they can request. In 2015 a simplified construction has been developed, which will be
executed in 2016. The exploitation of the Unionshop has also been improved on several
points. For instance a web shop has been initiated, and student entrepreneurs are
offered the opportunity to sell their products through the Unionshop. Also the start has
been made in writing a business case for the Bastille. A part of this consists of the Retail,
Catering and Services, the rental subsidy model, and the layout of the Atrium.
Goals & Actions
1.
Optimizing the cash flows from the Student Union to the target group
1.1.
Evaluate and renew the policy on renting subsidies for the Bastille
Last year the Bastille as a whole has been considered. A plan has been calculated, in
which the full authority, financially speaking, would be taken over. This however, was
found to be too risky. At the moment of writing, a business case for the Bastille is also
developed, which also contains a part ‘Finance’. Through this document possibilities
for reorganizing the rental subsidy policy are searched. Currently the SU is subsidizing
associations, due to the high costs per square metre. This leads to a high amount of
money circulating, making it sometimes not-transparent on which money goes to where,
and where the cash inflow is located.
1.2.
Implement, evaluate, and – if necessary – improve the renewed rules for
subsidy funds.
The renewed rules have been implemented. These still turned out to be pretty unclear,
henceforth it has been restricted to an even more simple version, halfway the year.
Currently, time is spent on a system that is combined with the new website, making
it clearer to associations how a subsidy can be requested, and on what term they can
expect it to be granted or not.
2.
Controlling, and – where necessary and desirable - improve the internal
financial organization
2.1. Actively guide and check the investments in accordance with the investment plan.
Last year a reallocation took place regarding financial resources that were available to the
synthetic turf pitch at the UT. This project has been cancelled, due to a lack of financial
resources. Therefore, it has been decided to reallocate this money - worth €100,000 – to
a new athletics court. This has been renewed last year. Furthermore, investments were
done considering the security of the Pakkerij, new rafts for the Water Sports Complex,
and the Global Lounge.
2.2. Periodically go through financial updates about the whole organizations with the
whole board.
Last year it turned out that a brief update on the current status of the complete finances,
to the board, was a sufficient additive to the monthly planning and control sessions the
portfolio holder Finance has with each portfolio holder individually, in order to discuss all
financial matters for the specific portfolio.
STUDENT UNION - annual report 2015
31
2.3. Draft, and make available a standardized financial plan for committees under the
responsibility of the Student Union.
A standardized budget format has been drafted. Furthermore, the big committees, Create
Tomorrow, and the Kick-In, already had a standardized financial plan.
2.4. Guide committees financially from the beginning until the end of their term
The portfolio holder Finance has had regular meeting with the treasurer of each SU
committee. The frequency of these meetings depended on how big the committees were.
During these meetings the treasurers were supported in making budgets and in financial
control.
3.
Optimizing the internal management of the Unionshop and the Atrium;
deploy the exploitations in a better way for the target group, in order to
increase its utilization rate.
3.1. Evaluate the range of products in the Unionshop, and change where necessary.
Last year several new products were added to the Unionshop, and old products were sold
at lower prices, in order to stimulate sales. Furthermore, several student entrepreneurs
were offered the opportunity to sell their products through the Unionshop. For instance
‘Louter kleding’ and ‘Brak bier’ are sold currently.
3.2. Improve the familiarity of the facilities of the Unionshop and the Atrium by
promotion.
Last year a new promotional campaign was created on a monthly basis, and this was
promoted through the website, Facebook, the newsletter, and flyers were spread all over
the campus. Furthermore a website for the Unionshop was developed: www.unionshop.
nl, as boost for the promotion and service of the Unionshop.
3.3.
Evaluate and improve the physical lay-out of the Atrium and the Unionshop.
This has been done, with regards to the Bastille as a whole. In what manner this will be
formed later on will be discussed in the Bastille Business Case.
The SU has co-authored the vision ‘Campusvoorzieningen’ (in English: Campus facilities).
Currently, a lot of effort is put in the realizations stage. In order to exploit the Bastille as
optimal building for the active student, a start has been made of writing a business case.
The first draft version is sent to all stakeholders. For instance the idea of the SU looking
32
STUDENT UNION - annual report 2015
ACCOMMODATION
for possibilities of creating a start-up hub in the Bastille, is included in this business case.
This is a place where student start-ups can be entrepreneur together, in an inspiring,
entrepreneurial environment. Some students from the Industrial Design programme are
currently re-designing this room.
Goals & Actions
1.
Transforming the Student Union boulevard into the vibrant centre of
the campus
1.1. Evaluate in what fields the retail, catering (in Dutch: horeca) and services can
be expanded, and execute this.
In 2014 a working group has been initiated, in order to evaluate the retail, catering,
and services on the whole campus. This working group has created the vision
‘Campusvoorzieningen’ at the beginning of 2015. Subsequently, a smaller working group
has started realizing this vision. The Student Union also took place in this working group.
1.2. Continue the good cooperation with the Sports Centre, the Vrijhof, and other
involved parties at the boulevard.
The Student Union included in the vision ‘Campusvoorzieningen’ that more facilities at
the Student Union Boulevard should be realized. Furthermore, the Student Union has
expressed that the image of the Boulevard should be improved. Near the end of 2015,
the first plans for this were drafted. Placing association flags at the Boulevard is one
example of what is included in these plans.
2.
Exploiting the Bastille optimally for the active student
2.1. Change the layout of the Bastille according to the desires and expectations of
the target group
A start has been made in writing a business case for the Bastille, in which the entire
layout of the Bastille will be evaluated. Focus will be put on the optimal allocation for
different parts of the building, and to what extent this is currently conducted. The goal is
to create some facilities that the UT currently lacks.
2.2. By doing so, concretize the ideal image of the Bastille as the vibrant student
building on campus.
The business case includes the ideal situation of the Bastille, per level. Currently we are
further developing plans on how to implement this.
2.3. Execute pilots with catering services in the Bastille and evaluate these pilots.
There has not been made a direct start of realizing catering services in the Bastille.
Yet, surveys were executed and ideas were gained. It has been decided not to include
catering services in the business case, since already many concepts at UT exist, like the
Sports Centre and the Theatre Café.
2.4. Promote the current facilities and possibilities in the Bastille among students;
increase the familiarity.
A new promotion plan for the Unionshop, located in the Bastille, has been initiated.
STUDENT UNION - annual report 2015
33
This includes active promotion on a monthly basis. After finishing the business case, a
promotion plan will be drafted in cooperation with M&C, in order to attract more people
to the Bastille.
3.
Secure and improve the condition of the Union buildings
3.1.
Maintain the improvements regarding safety in the Pakkerij, continue and,
if needed, improve in order to exploit the building optimally and safe as student
building in the city centre of Enschede.
The stairwell shaft of the Pakkerij has been fenced with horizontal fences. Through
this measure it is not possible anymore that big objects or glasses can fall downstairs.
Furthermore, the ‘Beheers-Commissie-Pakkerij (BCP)’ has developed a BCP-plan, in order
to maintain the security of the Pakkerij. Finally, the banners are implemented at the
Pakkerij, on which the logos of the Pakkerij assocaitions are depicted.
3.2. Maintain and improve the cooperation with the Facility Management, the Student
Union, and other parties involved in accommodation.
Last year, it turned out to be unnecessary to pay extra attention to this. The cooperation
has been fine.
This year, the University of Twente has been busy with digitization. This could not only
be seen by the increase in the use of digital tools, but over the past years, a vision of
digitization in education was also developed. Because digitization will play an increasing
role in education, the ICT portfolio was transferred from the Sports and Culture portfolio
34
STUDENT UNION - annual report 2015
ICT
holder to the Academic Training and Education portfolio holder.
1.
Actively use ICT advisory rights in conjunction with a widened ICT Student Consultation (ICT-so);
1.1.
Maintain an active ICT Student Consultation.
The ICT-so takes place every six weeks. This year, we tried to include a wide range of
subjects in this consultation. By indicating in other meetings that this agreement exists,
the ICT-so was able to think along about the vision of digitization and privacy policy at
the UT, among other things.
1.2.
Expand ICT Student Consultation with students from different backgrounds.
At least one student from each faculty is included in the ICT-so, this distribution is to be
maintained even after the annual changeover times. Furthermore, Joyce Pasman, the
functional manager of various ICT education issues such as Osiris and Blackboard, also
took up a seat on the ICT-so.
2.
Maintain effective internal ICT facilities;
2.1.
Monitor and improve ICT facilities, if necessary.
At the offices, both the office and the managers have switched over to LYNC, the internal
telephone system of the UT. New computers have also bee organized for the office, in
the areas for the project members and committee room. And finally, new computers have
been purchased for all managers.
The external affairs of the SU consist of two areas: the corporate side, and the
municipality of Enschede. A representative of thousands of students, and many Union
participants, the SU has a very specific role towards these parties. The SU can, beyond
associations, bring together students and parties from the industries, it can raise a
STUDENT UNION - annual report 2015
35
EXTERNAL AFFAIRS
student voice towards the municipality, and it can support the Union participants in their
own contacts with businesses. The portfolio was centred around three developments in
2015: lobbying at the UT for the project Career Services, expanding the cooperation with
the municipality, and the emerging initiative UnionDeals.
Career Services is an initiative from the UT. On the one hand this should be a high-end
service entrance for companies that are looking for contacts in the student world, and on
the other hand it should offer support to students regarding career orientation. The SU
has written a project plan, in which the interests of all stakeholders are the main topic.
This plan is currently at the UT’s desk for discussion.
Regular meetings with the alderman of Student Affairs of the municipality of Enschede
has been initiated. The results of these meetings lie in the fields of student housing,
authorization regulations for Pakkerij associations, and the involvement of the student
community in the local politics. These meetings are continued in 2016.
The concept of UnionDeals is the reborn of the discount campaign that the SU arranges
with retailers, and they can be used by both individual students and Union participants.
The current offer of discounts is obsolete, and only few students are familiar with them.
In 2016 this initiative will be introduced, for which the first steps were already made in
2015.
Goals & Actions
1.
Implementing initiatives of the SU in partnerships with companies;
1.1.
Sell the Activism Recognition Talent Pool to companies.
Together with Capgemini the first Talent pool activity was organized. This did not yet
meet all of the expectations, partly due to a lack of participants. The SU will continue
working on this in 2016.
1.2.
Support the platform Career Services, and guide this whenever this enforces
the associations’ external affairs.
The SU has formed a committee of representatives from all Union participants. Together
with this committee a vision on the platform was developed that both complies with the
desires of student organizations, and the strategic objective of the UT to improve its
services to the corporate businesses. The project plan which is a result of this vision,
is currently discussed with the UT, aiming to start in 2016. The project plan prescribes
among others that the SU gets a permanent responsibility within the initiative. It could
be useful to secure the platform for the future.
1.3.
Offer SU’s initiatives in the field of career guidance via the platform Career
Services.
Since Career Service was not yet launched in 2015 (see action 1.2 for more information),
this action has not been executed.
1.4.
Realize several partnerships for initiatives likes UnionCard and the Student
Entrepreneurcard.
36
STUDENT UNION - annual report 2015
For the benefits of the UnionCard, the SU contracted partnerships with Wolff Cinemas,
IJsbaan Twente, and the Wilmink Theatre. The Student Entrepreneurcard has been
cancelled in 2015 (see chapter Entrepreneurship for more information).
2.
Acquiring, evaluating and managing new partnerships;
2.1.
Acquire at least two new partnerships worth at least k€5,- each.
Following from the Strategic Plan 2015-2019, the goal of becoming less financially
dependent from the UT, is no part of the SU’s strategy anymore, making corporate
fundraising less important. Therefore, the SU has decided to allocate its time and energy
in the development of the UnionDeals.
2.2.
Acquire at least three new partners for expanding the offer for the UnionCard.
The offer of the UnionCard has been expanded with three new partners: Wolff Cinemas,
IJsbaan Twente, and the Wilmink Theatre.
2.3.
Set up a database for managing partnerships.
At the end of 2015 all contact persons from the corporate businesses were included
in the CRM system of the SU. In addition, the goal of monitoring the partnerships’
successes is adopted in the project plan of UnionDeals, in order to secure the quality
and popularity of the offer of discounts. In this way the follow-up of partnership will be
improved.
Starting your own business is one of the most instructive things you can do, in addition
to your studies. Which is why the SU wants to stimulate and facilitate Entrepreneurship
at UT. Some of this they do themselves, but especially with the help of partners like
STUDENT UNION - annual report 2015
37
ENTREPRENEURSHIP
Kennispark Twente12, Powered by Twente13 and NIKOS14. Together with them, the
SU is working on events, services and other initiatives in the start-up world. At the
end of 2015, the hard work was awarded: the UT was once again named the most
entrepreneurial university of the country15!
In 2015, a lot has changed in the field of entrepreneurship. We have said goodbye to the
Flextoren16 and the Student Entrepreneurs Card17; these initiatives did not (no longer)
respond(ed) to the needs. With the establishment of the Hardstart18 association and
the Dutch Student Investment Fund19, entrepreneurship was combined with the other
significant point of the Twente student life: activism. With such initiatives, more and more
students become involved in the Twente startup scene. The many events by Kennispark
Twente and Powered by Twente have contributed to this.
In an enterprising and therefore dynamic community, there will inevitably be many
different initiatives from very different parties. The disadvantage is that it can be
a very confusing whole. Therefore, the SU, in collaboration with a group of active
entrepreneurs, organizers and administrators, launched the Start Fighter program the
end of 2015. Starfighter will be the “glue” between all relevant initiatives and thus
provide an overview for entrepreneurs and other interested parties. The antiquated
platform studentondernemer.nl could no longer fulfill this role sufficiently.
Goals & Actions
1.
Identify the student entrepreneur landscape;
1.1.
Further develop the database behind the Student Entrepreneurs Card and
provide insight for student entrepreneurs.
Student Entrepreneurs Card was discontinued in 2015. This turned out not to meet the
needs. It was never sold and at lunch meetings (see point 7.2) it appeared that the card
was known to very few people, and that the concept does not work for the entrepreneur.
The benefits offered are very specific and their use is only occasional. Furthermore, an
entrepreneur database was generated in a different way (see point 6.2).
1.2.
Generate a constructive and up-to-date database of student entrepreneurs
through Studielink or the CoC (Chamber of Commerce).
This database was generated through Studielink. In 2016, the SU will use this database
for a study, in collaboration with Nikos, in order to identify trends in entrepreneurship
at the UT. A collaboration with Saxion will also be entered into, where they have carried
12
Organization founded by the Municipality of Enschede, province of Overijssel, in the region of
Twente, University of Twente and Saxion, which stimulates and facilitates entrepreneurship in the region.
13
Event Office affiliated with Kennispark Twente.
14
Research group the UT for education and research on innovation and entrepreneurship.
15
Elsevier/ScienceWorks Valorisation Ranking 2015
16
A space in the Bastille where budding entrepreneurs could rent a flex spot for € 1 a day.
17
A card which student entrepreneurs could use to get discount from affiliated parties such as banks
and notaries.
18
HardStart is an association for UT students who are interested in entrepreneurship, or who are
entrepreneurs themselves. Refer to www.hardstart.nl
19
The Dutch Student Investment Fund (DCIF) is the first venture capital fund in the Netherlands, of
which the board consists of students. Refer to www.dsif.nl
38
STUDENT UNION - annual report 2015
out such studies for years. The SU will also try to attract another Dutch higher education
institution to join in.
1.3.
Gaining insight into the business locations of student entrepreneurs and using
this information to develop the Bastille further as business locations for student
entrepreneurs.
A lot of field research has been done, both within Twente and elsewhere in the
Netherlands. In collaboration with parties such as Kennispark and HardStart, the SU will
re-implement this in the renovation plans for the Bastille in 2016, by creating a new startup hub. This will be an inspiring space where starting student entrepreneurs can work on
their business in a close-knit community. The Flextoren was found that it no longer met
the need, and was therefore discontinued. The space was considered as uninspiring and
had few users.
1.4.
Realize collaborations with other business location areas for (student)
entrepreneurs to interaction with each other.
Since the renovation of the Bastille has not yet been finished, this has not happened
yet. The cee spot20 and The Gallery have already been contacted. Increased interaction
between student entrepreneurs at the UT is achieved differently, namely through the
establishment of HardStart.
1.5.
Monitor, evaluate and optimize Student Entrepreneurs Card and associated
database.
As indicated under point 1.1, the card was discontinued in 2015.
2.
Involve active student entrepreneurs in policies and activities related
to student entrepreneurship;
2.1.
Using the website studentondernemer.nl as the ultimate communication
channel and resource towards student entrepreneurs.
The platform was obsolete, out of date and rarely used. Startfighter was launched in
cooperation with Powered by Twente, Technologiekring Twente, Kennispark Twente and
a wide network of entrepreneurs. Starfighter will be a label curated by the community
which will cover all kinds of events, services and other initiatives. There will be more
overview over the ecosystem, among others through a digital platform.
2.2.
Organizing at least two meetings to identify the needs of student
entrepreneurs and use these meetings as a sounding board for the policy.
In 2015 there were about 15 lunch meetings with student entrepreneurs. A lot of
feedback was collected, which led to, among other things, the launch of HardStart and
StartFighter and the plans for the start-up hub in the Bastille. The feedback was also
included in the reorganization of the services of Twente Kennispark.
2.3.
Continue to actively promote events, activities and rewards in the area of
entrepreneurship towards student entrepreneurs.
This has been done in many areas, for example through events like Route Suc6, the
innovation dinner during the Kick-In and entrepreneurship workshops given to a number
of student associations by Kennispark. The establishment of Hardstart also ensured that
20
The cee spot is a new start-up hub in Roombeek.
STUDENT UNION - annual report 2015
39
a more concentrated community emerged, to communicate direction. The Starfighter
label will streamline the promotion even more in 2016.
3.
Expand cooperation in the field of student entrepreneurship;
3.1.
Double the number of partners within the Student Entrepreneurs Card.
As mentioned in point 1.1, the card was discontinued in 2015.
3.2.
Continue cooperation with Kennispark Twente within the new cooperation
intention, as established in 2014.
The collaboration with Kennispark Twente was very good in 2015. The SU and Kennispark
Twente were closely involved in each other’s policymaking. Initiatives such as the
Dutch Student Investment Fund and Starfighter joined forces, and the establishment of
HardStart was financially supported by Kennispark Twente.
3.3.
Share best practices within Dutch Entrepreneurial Student Communities
(DESC).
The SU held a meeting with YES!Delft Students, where insights on the Studielink study
and entrepreneurship housing, were shared. Inspiration was also picked up in the
Netherlands: the visit to Aalto Entrepreneurship Society in Helsinki has been a great
inspiration for HardStart.
3.4.
Organize at least four workshops with regional partners for student
entrepreneurs.
Because of the existing TOP-light workshops of Kennispark Twente, as well as the
establishment of HardStart as a community where entrepreneurs can learn from each
other, the SU has decided not to carry out this point.
4.
Continue to promote Student Entrepreneurship as an option for
activism among students at the University of Twente;
4.1.
Actively promote activities in the area of Entrepreneurship among non-student
entrepreneurs, such as Route Suc6 and Inspire2Connect.
Route Suc6 editions, as well as The Most Enterprising Student, attracted many nonentrepreneurs. At the HardStart events there was a nice mix of students who have either
already started a business, and students consider this.
4.2.
Organizing events in the area of student entrepreneurship in cooperation with
student organizations within the various domes.
A number of events have been organized together with Audentis and Taste, such as
The Most Enterprising Student. Kennispark Twente hosted entrepreneurship workshops
for a number of student associations. Daedalus and Integrand Twente have organized
entrepreneurship events on their own initiative.
4.3.
Increase visibility of student entrepreneurship through a campaign.
The series Masterminds of Twente was launched from Hardstart. This is a series of video
interviews with successful Twente entrepreneurs, on how they got started.
40
STUDENT UNION - annual report 2015
LIST OF ABBREVATIONS
Abbreviation Definition
EB Executive Board
CRM
Customer Relationship Management
CU Campus Unit
ESD
Event Support Drienerlo
FD Facility Department
FEZ
Financieel Economische Zaken
FOBOS
Financiële Ondersteuning Bijzondere Omstandigheden Studenten
GEW
Global Entrepreneurship Week
HOI
Introduction week Saxion
IT Information Technology
ICTS
ICT-Service Centre
iDB
Internet Database
Kennispark
Kennispark Twente
KIC
Kick-In Committee
M&C
Marketing & Communication
O&O-square
Onderwijs- & Onderzoeks square (in English: Education & Research square)
SB Supervisory Board
S&P
Strategy & Policy
SOFA
Sports assocations, Overleg(in English: Council) study associations, Fact, Apollo
SU Student Union
SUN
Student Union Network
SUE BV
Student Union Enterprises BV
TEM
Twente Educational Model
UT University of Twente
W&L-area Werk & Leef-area (in English: Living area on campus)
STUDENT UNION - annual report 2015
41
REFERENCES
-
-
-
-
-
Student Union Annual Plan 2015
Student Union Annual Report 2014
Student Union Annual Plan 2014
Student Union Strategic Plan 2012-2015
Agreement Student Union – University of Twente 2012-2015
All these documents can be found on the website:
https://www.studentunion.utwente.nl/the-student-union/documents/
42
STUDENT UNION - annual report 2015
FINANCIAL ANNUAL
REPORT 2015
STUDENT UNION - annual report 2015
43
PREFACE
In front of you lies the financial annual report of the Student Union of the financial year
of 2015. The financial annual report is structured such that it supports the annual report
2015 of the Student Union. The financial annual report consists of two parts:
1. Financial annual report OFI-administration unit Student Union, financial year 2015
2. Financial annual report Foundation Student Union University of Twente, financial year
2015
Generally speaking, we refer to these units as ‘the Student Union’. Through this aggregated report, an attempt was made to provide a complete overview on the financial
status of the Student Union in 2015.
The figures have been ratified by the Supervisory Board of the Student Union, before
publishing them. Rounding differences might occur in this presentation of the figures.
Jelle Klein Teeselink
Portfolio holder Finance and Accommodation
[email protected]
44
STUDENT UNION - annual report 2015
FINANCIAL BACKGROUND STUDENT
UNION
In order to improve the readability of the financial annual report a brief elaboration on the
relation between the two separate parts within this report, is provided.
At its core, the Student Union is an independent foundation, with its own bank accounts
and a separate bookkeeping account (in Dutch: boekhouding). Since the main part of the
financial transactions of the Student Union take place with the University of Twente (UT), it
was decided to include the bookkeeping account into the UT’s administration, the so called
OFI-administration. To this extent a ‘unit Student Union’ was created in this administration.
Internal transactions (i.e. within the UT) are more easily to process in this way. Almost
all of the external transaction of the Student Union are therefore not processed by a
foundation account, but by a UT account. Once per year, when the annual account (in
Dutch: jaarrekening) is drafted, the result of the OFI administration is straightened out,
i.e. its positive or negative net value is either accounted for by the foundation account, or
its transferred to the foundation account1.
The equity is included within the foundation itself, which has only a limited amount of
transactions, and this equity consists of several reservations, and a general ‘buffer’.
Furthermore, the board reimbursements are directly paid by the foundation, and we
receive interest on this account.
The budget of the OFI unit Student Union consists all separate sub budgets as described
in part 1 of this report, without the budgets Sports and Culture, that are included,
administratively, in the service ‘Eenheid Campus’.
1
Some budgets are excluded, these are not straightened out with the Foundation
Student Union, but with (parts of) the UT. In 2015 this held for the budget of the subsidy
of Housing Costs (in Dutch: huisvestinglasten).
STUDENT UNION - annual report 2015
45
PART 1: OFI UNIT
STUDENT UNION,
ADMINISTRATION UT
46
STUDENT UNION - annual report 2015
SUMMARY
The financial annual account is, like the financial annual plan, divided into cost centres:
Internal Organization, Activities Student Union, Support, Accommodation, and Student
Union Enterprises. This part of the financial annual report is represented in these cost
centres.
The result of the unit Student Union within the UT administration, where the main part
of the activity of the Student Union takes place, is positive with EUR 14K. This includes
the accounted contributions from the equity, with an amount of EUR 213K. The result of
the Housing Subsidy will be straightened out with the university separately. This led to a
negative result of EUR 6K. The remainder budget of EUR 8K will be straightened out with
the Foundation Student Union. Below the most important differences between budget and
realization will be discussed per budget item (in Dutch: begrotingspost);
•
•
•
•
•
•
•
•
2
Student Union Network (95K) has had some delay, hence the budgeted costs are not
yet accounted.
Higher costs Internal Organization (-15K) due to external hiring of office, as a result
of pregnancy leave.
Higher costs Kick-In (-12K) in order to reduce equity.
New rafts were acquired by the UWC2 (-25K).
Less money has been allocated to the Sports and Culture transition, due to a positive
result of the UnionCard and the remittance EC was lower than budgeted (19K).
Less than expected subsidy was approved (17K).
A Global Lounge was realized in the Bastille (-54K).
The stairwell in the Pakkerij has been fenced off (-9K).
University Watersports Complex
STUDENT UNION - annual report 2015
47
In 2013 a multiannual investment plan for the equity has been drafted in accordance
with the Supervisory Board and the Executive Board. The investments from this plan both
directly and indirectly enhance the academic development and welfare of students, and
they improve or maintain facilities on campus. This plan has had a direct impact on the
financial result of the Student Union for this year, and the realized contributions from the
equity of the Foundation Student Union. Below an overview can be found, containing
realizations of all projects in 2015. These results are indirectly included in the overview as
provided below.
The result that is straightened out with the foundation, equals the total result of the OFI,
EUR 14K, minus the investments that are freed from equity; EUR 213k, which results in a
negative result of EUR -213 + EUR 14K = EUR 199K, at the costs of the foundation. Any
further details can be found in the second part of this financial annual report: Foundation
Student Union.
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STUDENT UNION - annual report 2015
INTERNAL ORGANISATION
The budget Internal Organization includes all costs that are made for the organization of
the Student Union. One can think of salaries of employees, board reimbursements, and
costs for office equipment. The total result of the internal organization amounts to EUR
16K, at the expense of the Student Union.
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In order to account for the pregnancy leave of one of our office employees, it has been
decided to hire a temporary employee from Randstad. The costs for this are higher
than the compensation for pregnancy leave that is paid by the UT.
The costs per square meter (M2) of the Student Union are higher this year, since the
Student Union is responsible for the exploitation costs of the Global Lounge, since
October. The Student Union gets refunds from the REH.
The budget item Investment equipment / inventory for exploitation was higher than
expected last year. This is a result of essential renewals of equipment at the Student
Union.
The board expenses were higher, since well-thought investments were made in the
Student Union Community. This was done through Student Union clothing, and a
monthly community drink. This can be seen in the budget item ‘Representation’.
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COMMUNICATION
The communication budget is used for everything related to means for communication and
communication expressions of the Student Union. This covers also the student employee
Communication and the visual designers. The result of the cost centre Communication is
EUR 16K, at the benefits of the Student Union.
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The expenses for student employees in the Communication budget are lower than
expected, since the employee translations has been transferred to the Internationalization
budget.
The budget item administrative supportive tooling is lower than budgeted, as printing
expenses are mainly accounted for in Internal Organization.
The subsidies are lower than expected, since it has been decided to not organize the
Union party, and the costs for the associations’ party were lower than budgeted.
Translation expenses for associations are lower, since associations requested this
subsidy less than expected.
STUDENT UNION - annual report 2015
INTERNATIONALIZATION
In accordance with the UT, the Student Union has paid a lot of attention to Internationalization.
The main part of the budget was allocated to the Study Trip Committee, and the ‘Overleg
Studieverenigingen’. The result of the portfolio Internationalization amounts EUR 4K at the
expense of the Student Union.
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Personnel expenses were higher, since the costs for the translation employee have
been transferred from Communication to Personnel expenses Internationalization.
Furthermore an investment was made for the Global Lounge in the Bastille, using funds
from equity. This is an international living room where students with different national
backgrounds can meet each other.
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ACADEMIC DEVELOPMENT
The cost centre Academic Development contains all costs regarding projects and activities
that are part of the portfolio Academic Development. The result on Academic Development
amounts EUR 6K on the benefits of the Student Union.
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The personnel hours that were made for the Activism Recognition will be accounted on
‘personnel expenses’ instead of on ‘Activities’.
Less boards than expected have made use of the training sessions that are part of the
Board Improvement Program. Therefore, costs are lower in 2015.
In 2015 is has been decided to terminate the Entrepreneurcard. It turned out that it
did not fulfil the demands.
STUDENT UNION - annual report 2015
PARTNERS
The cost centre Partners contains all incomes that the Student Union has, coming from
partnerships, but also payments by means of support and subsidies to among others the
Kick-In and Create Tomorrow. The result of the cost centre Partners equals EUR 6K. This
difference is not straightened out with the equity, since this money will be transferred to
the Kick-In.
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The partnerships with Grolsch and Vrumona contain a variable and fixed part. The
sales of Vrumona were lacking in 2015, so the EUR 9K was not met. The turnovershares (in Dutch: afzetafhandeling), the part that flows back to associations, has to
be accounted.
In 2015, the quest for a new partner that contributes financially, has not been
successful. Though, it has been decided to focus more on contracting partners that
bring added values to students, by means of (cheaper) services and/or products.
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UNIONCARD
The UnionCard of the Student Union is the card that students need in order to make use
of the sports and culture facilities at the University of Twente. Purchasing the card enables
the opportunity to sport, or to perform arts (culture), or to make use of the extras that the
UnionCard offers. The result if EUR 25K at the benefits of the Student Union.
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The incomes that result from the sales of UnionCards were higher than expected in
2015. Furthermore, the incomes resulting from fines were not taken into account in
the budget for 2015.
Remittance EC is lower than budgeted.
The board costs for the UnionCard are expenses related to the governance of the card,
and keeping the system for the sales (DMS) running. These costs are considerably
higher than budgeted in 2015. This mainly due to the depreciation of the system, and
the annual costs of DMS.
Several students from the Saxion did not purchase the UnionCard via the Saxion, but
via the SU. The incomes from these sales are for the Saxion, which explains the cost
item ‘Deduction Saxion’.
STUDENT UNION - annual report 2015
KICK-IN
The Kick-In Committee has its own cost centre. The budget from the annual plan of the
Student Union is drafted before the committee starts. Hence, the budget is an estimation
based on the past years. It is up to the committee to draft a budget on their own, and to
realize extra income. The Kick-In Committee 2015 has a result of EUR 13K at the expenses
of the Student Union. This was a clear decision, as the Kick-In’s equity was too high in
order to be eligible for the municipality subsidy.
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The participant fee was higher than expected. This is due to the fact that the incomes
from entrance tickets are included in the cost item ‘Participant fee’.
Board expenses are higher than expected, since the translation costs for this year are
included in the Kick-In OFI, instead of the Communication OFI.
Costs for ‘Renting equipment’ are higher, since the sub account ‘Summer School’ was
included in the Kick-In budget. This was later straightened out through ‘other income’.
Furthermore, the Student Life Festival was bigger, and the sport party was added to
the programme.
Diverse materials is higher than expected, since this year more money was spent on
theme decoration.
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CREATE TOMORROW
The Create Tomorrow committee has, like the Kick-In Committee a separate cost centre.
The even took place on 22 April, and it was a huge success. In 2015, the Create Tomorrow
Committee has recorded a result of EUR -7K at the expenses of the Student Union, which
has been covered by an investment coming from the equity.
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It turned out to be quite hard to do sponsoring for this edition. This led to a lower
income on sponsoring than expected. Furthermore the personnel expenses are higher
than budgeted.
The UT decided to participate with a case, for which Strategy & Policy (S&B) has paid
EUR 7.500.
STUDENT UNION - annual report 2015
PROJECTS SU
The cost centre Projects Student Union contains new projects, and projects coming from
the investment plan. The projects from the investment plan are financed by the SU’s equity.
The result of the total OFI is EUR 12K at the benefits of the Student Union.
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Student Union Network (SUN) has had some delay, since a start was made in writing
the programme of requirements, which took more time than expected. This led to
some personnel expenses.
The contribution to Sports Culture transition, from the equity, was less needed than
expected, thanks to the lower remittance to Eenheid Campus, and the higher amount
of sales of UnionCard.
In 2015 it was decided to invest in new rafts for the UWC3, since the current rafts were
not safe anymore.
In 2015 the SU has purchased a license for the dormitory platform Housing Anywhere,
in order to give students the opportunity to find a room in Enschede, but also in other
student cities.
Uiversity Watersports Compex
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SUBSIDIES & SPONSORING
Several subsidy funds were made available by the Student Union to the Union partners.
On the website of the Student Union more information can be found, and subsidies can be
requested through the wizard. The cost centre Subsidies has recorded a result of EUR 7K,
at the benefits of the Student Union.
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No funds from the More Than a Degree funds were requested. This is mainly due to the
information provision and announcement of this funds towards associations.
Both on student initiative and subsidy funds General, less than budgeted has been
realized in 2015.
The subsidy funds Sports and Culture are now coordinated by the Sports Centre and
Apollo respectively, instead of by the SU. For the subsidy funds Sports, the Student
Union remains responsible for the division. The budgets go directly to the Sports
Centre and Apollo.
Partnership incomes are again used for a diversity of subsidies and sponsoring amounts.
These incomes are added to the Central Support, from the budget item ‘Partners’.
The subsidy funds General is used to cover, among others, ‘BHV’ courses, notary
expenses, and activities that promote internationalization.
STUDENT UNION - annual report 2015
HOUSING COSTS SUBSIDIES
The cost centre subsidies housing costs consist of two parts: Housing Costs Student Union
(like the offices and the available meeting rooms), and Rental Subsidy Bastille. The Student
Union grants subsidies to Union participants and student entrepreneurs that are situated in
the Bastille. The cost centre subsidy housing costs remains ‘budget neutral’ for the Student
Union. This means that shortages and excesses are straightened with the University of
Twente. It is agreed upon with the EB, that the Student Union gets a refund from the REH
funds for a number of rooms, among which the Atrium, and the Global Lounge (Internal
Organization). The result of this budget amounts EUR 6K at the benefits of the University
of Twente in 2015.
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ACCOMODATION
The Bastille, the Pakkerij, the Water sports Complex, and the Wallstreet are Union builidings.
This means the Student Union is policy responsible for these buildings. The maintenance
budgets for these buildings are transferred to the Facility Management that, on behalf of the
Student Union, executes the maintenance of the buildings. The remainder Accommodation
budget is made available by the Student Union for several support possibilities. The rent of
the Sports Canteen is also paid by the Student Union, in order to make it possible for the
Sports Canteen to generate incomes for the sports associations.
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The result on the cost centre Bastille equals EUR 5K at the expenses of the Student
Union. This mainly due to the investments in furniture and equipment. Furthermore,
the service desk employees (in Dutch: huismeesters), are now financially under the
Student Union, instead of under the Facility Management. The Student Union also
received personnel budget to this extent.
The result of the cost centre Pakkerij is EUR 9K at the expenses of the Student Union.
This mainly due to the investments in the safety of the Pakkerij, by means of the
STUDENT UNION - annual report 2015
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fencing of the stairwell, and due to investments in the looks of the Pakkerij.
The result of the cost centre Water sports Complex equals EUR 8K at the benefits of
the Student Union. This is a result of lower housing costs. Furthermore no big, extra
projects were run here.
The result of the cost centre Sports Canteen is EUR 3K at the expenses of the Student
Union.
The result of the cost centre Wallstreet is EUR 2K at the expenses of the Student Union.
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STUDENT UNION ENTERPRISES
The result of the cost centre UnionShop is EUR 10K at the expenses of the Student Union.
The full exploitation of the UnionShop can be found here. In this shop university clothing,
lecture notes, and office supplies are sold for example. The sales of products is higher than
expect, yet the costs of goods sold were also higher than expected.
The result of the cost centre Atrium is EUR 6.059 at the benefits of the Student Union. The
Atrium can be rented and used for parties, presentations, meetings, symposia, and other
events. Student organizations can make use of this space for free. The personnel expenses
that are used (service desk employee and technique), is calculated in the costs for the
tenant. The Atrium gains income from catering services. 62
STUDENT UNION - annual report 2015
THIRD PARTIES
The cost centre Third Parties is meant as intermediate when sending invoices to third
voices. Last year the Student Union has facilitated an internet cash register for the Obstacle
Run, for which the income was temporarily stored at the Student Union.
STUDENT UNION - annual report 2015
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PART 2: FOUNDATION
STUDENT UNION
In this part of the financial annual report the results of the Foundation Student Union
of 2015 are presented. As stated in the section Financial Background Student Union,
this part can be described as the asset management of the Foundation Student Union.
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STUDENT UNION - annual report 2015
PROFIT-LOSS STATEMENT STUDENT
UNION
Net income
The net income of the foundation consists of an exploitation subsidy and the exploitation
result of the UT, as stated below.
The exploitation subsidy consists of a compensation for the board reimbursements,
including social expenses, administration expenses and bank charges. The budget item
Exploitation result UT allocation, is the result of the activities of the Student Union in the
UT OFI administration. As stated in the first part of this financial annual report, this equals
the total result of the OFI, EUR 63K, minus the investments coming from the equity, EU
262K. This yields a result of EUR 63K – EUR 262K = - EUR 199K, at the expenses of own
equity.
Personnel expenses
The personnel expenses and social expenses include the wages of board members, who
are employed by the foundation.
Other business expenses
The salary administration of the board members has been outsourced, resulting in extra
costs. Furthermore, there are some bank charges.
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Financial benefits
The financial benefits are realized through the received interest at the savings account
of the foundation.
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STUDENT UNION - annual report 2015
FOUNDATION BALANCE SHEET
Assets
The foundation does not have assets.
Account receivable
A big part of the equity of the foundation consists of accounts receivable on the account of
the University of Twente. These accounts receivable are amounts of money made available
by the UT, and can be used whenever needed. The current account UT amounts EUR
369.5K on 31 December 2015.
Working capital
Foundation Student Union has several bank accounts at the Rabobank. On 31 December
2015 these accounts amount for EUR 112.5K.
Equity
At the liabilities and equity side of the balance, one can see that the biggest part of the
balance total of the foundation is due to the equity of EUR 480K The equity consists of a
separate reservation, and a general buffer (in this overview this is aggregate under General
Buffer), which will be further described in the next part Equity Foundation. The total
STUDENT UNION - annual report 2015
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result of 2015, EUR 199K (see Profit-Loss Statement Foundation for more information), is
straightened out through this.
Current liabilities
A small part of the liabilities are current liabilities. These mainly consist of taxes and
premiums.
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STUDENT UNION - annual report 2015
EQUITY FOUNDATION
The projects are financed by the Equity (Equity projects) are projects for which a contribution
from the equity is allocated. In 2015 an investment of EUR 272K from the equity was
budgeted. In total an amount of EUR 213K was used for the realization of projects, partially
coming from the investment plan and externally. In column A the realized investment of
these projects is depicted.
In this financial annual report, it was decided to assign a goal to the result of the financial
year 2015m which can be seen in column B. The positive result is used to make the
reassignment of equity possible. In column C the straightened – with the corresponding
reservations - results of the Student Union are depicted.
The final result consist of the result of the foundation Student Union, as stated earlier at
Profit-Loss Statement Foundation. This result (II), straightened with the Equity on 31-122014 (I) yields the Equity of the Foundation Student Union on 31-12-2015, and it therefore
fits to the Equity on the foundation balance sheet.
STUDENT UNION - annual report 2015
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