EXECUTIVE SUMMARY

Victoria University’s clubs contribute to the student experience, develop skills, knowledge and attitudes that reflect the University’s graduate profile, and are a key feature of the co-curriculum. Student clubs and their ongoing support and development are integral to achieving the University’s own vision and implementing its strategies.

The purpose of this review was to identify the services and support needed by clubs to ensure a sustainable and rich student club experience.

Legislative changes require a new framework for delivering services previously covered by the Student Services Levy and Students’ Association Membership. VUWSA and the University’s Recreation Services currently provide club support through paid personnel, communication channels, online resources, grants, venues and spaces, equipment, recognition and events.

The process of review included an online survey of University clubs, interviews with club executives, stakeholder interviews with University and VUWSA personnel, a review of literature regarding clubs and models of delivery and national investigation into approaches other universities are using to support clubs.

Key findings in international literature suggest that: clubs are a mechanism for students to develop and demonstrate their leadership skills; they contribute significantly to community building, particularly for students from ethnic minorities, students living away from home and first year students; and participation in student clubs provides an increased sense of engagement in the University experience. Clubs and their contributions impact on student achievement and a sense of longer-term connection by alumni.

The results from the 65 clubs (50% return rate) indicate that a large number of students are members of clubs, with an active group who participate regularly; half of all clubs meet weekly. More than half of all clubs have increasing membership with only two indicating that they were experiencing a decline in membership. Most clubs are affiliated, primarily to access grants and services. Affiliation to organisations outside the University was also high.

The most valued services and support were: access to funding that supports the club activities; meeting and activity spaces enabling the club to offer a range of activities and conduct its business; and the availability of resources and support that improve the effectiveness of the club (for example, the clubs A-Z, event and tournament planning and management, and the website). More than half of clubs had sought advice.

In future clubs would like: a grants process that involves students and staff; training and development; opportunities to network with other clubs; and improved communication.

VUW personnel identified an additional opportunities:

• Better recognition of the leadership required to run a club in the Victoria Plus (VicPlus) and Victoria International Leadership Programme (VILP) initiatives
• Increased understanding of the range of clubs available so that students can be told about these as part of recruitment and linked with clubs as part of first year orientation
• Wish to support the development of clubs and club leaders to ensure that clubs are healthy and well functioning
• Potential engagement or support of specific clubs by specific departments.

Required services and support

A vibrant, diverse and sustainable ecosystem for clubs requires the following services and support:

• Services that enable them to meet, plan, fund communicate, promote and run the activities of their club
• Spaces and places for meeting, events and competitions including club hubs on each campus
• Support for club executives regarding policy, procedures, systems and opportunities, and including training and development
• Sustainable approaches to club succession planning, sound financial management and club leadership
• Strategic alignment with other areas of the University including faculties, Student Academic Services, Campus Operations and other central services.

Models of delivery

Key themes that emerged from the review of international evidence were:

• The importance of professional student affairs staff providing student club-focused services
• Integrated services delivered through student services centres or nodes on each campus as an extension of a hub and spoke model of delivery
• Training and development of student leaders supplemented by mentoring which results in improved decision making abilities, increase sense of personal ethics and values and development of cognitive understanding of leadership theories
• Student voice through representation on organisational, advisory committees or other forms of ‘distributed leadership’
• Shared involvement as a motivator to become involved in the university community
• Academics and departments fully participating in student life to achieve a balance between students’ independence and effective programmes
• Self-governing clubs that offer access to student leadership and decision making
• Range of mechanisms to promote opportunities, clubs and activities with web information a priority

• Provision of facilities that enable clubs to meet and offer their activities (sport, cultural, social)
• Funding that enables clubs to deliver a range of activities to students
• Strategies that involve a range of personnel in supporting clubs including faculty advisors, career advisors and student mentors.

Recommendations

The following recommendations cover a range of services and support. Evidence indicates that support of clubs and facilitation of their development is critical, and the people undertaking this work needed to be skilled in community and leader development. Existing resources and interventions already available throughout New Zealand and could be accessed for University club use.

The recommendations are as follows.

1. Establish a Club Grants Committee, comprising a balance of students and university personnel, to make decisions on funding that supports clubs and their operation.
2. Employ a Clubs Manager with community and leadership development skills and experience to support and resource clubs with advice and services
3. The work stream of club support to be established within Recreation Services with a brief to support all clubs (political, cultural, faith-based, ethnic, sports and academic) and club hubs
4. VicVenues and Campus Services to provide club meeting rooms and activity spaces on all campuses, with a regularly reviewed allocation of spaces supplemented by an online booking system
5. The Clubs Manager to work with the clubs to improve their financial management and sustainability
6. Continue to provide a range of resources (for example bbq, van, video equipment) for clubs to book and use
7. Develop a range of communication mechanisms to regularly inform clubs of opportunities, services and support, and include meetings, e-newsletters and designated noticeboards
8. Develop a programme of training and development opportunities, both face to face and online, that target capability improvement
9. Develop a comprehensive club recruitment and communication strategy that dovetails with the University’s recruitment and orientation strategies
10. Plan and implement strategies to address club continuity issues including AGM planning, succession planning and executive handover
11. Engage with a range of stakeholders that have an investment in or benefit from well functioning clubs including Leadership Awards, strategy leaders for Co-curriculum and Student Experience, and Victoria Alumni.

In summary, clubs require professional personnel and well-developed strategies to ensure that they have access to professional services and support that ensure their sustainability and maximise the contribution of a rich student club experience to the University’s vision.

THE PROJECT

Legislative changes have required Victoria University (University) and the Victoria University Students’ Association (VUWSA) to develop a new framework for delivering services previously covered by the Student Services Levy and Students’ Association Membership.

The University’s Recreation Services and VUWSA currently provide club support.

This project reviewed the current support structures and recommends improvements. The review process involved high levels of engagement with student clubs to assess current use of services and priorities for future services, and identified improvements that will enhance the student experience. It also involved interviews with key University and VUWSA stakeholders.

A literature review and national investigation of existing models of delivery was conducted to put club support and development into an international and national context.

The goal of this project was to identify the range of services and support that ensure a sustainable and rich student club experience.

VICTORIA UNIVERSITY CLUBS IN CONTEXT

The University has made statements about the graduate profile, key strands of which are developed through participation in leadership roles in clubs. In addition the value and contribution of clubs and their associated activities are clearly articulated in the Student Experience Strategy (2010) and leadership programmes such as Victoria Plus and Victoria International Leadership Programme.

Model of the Student Experience

Student Experience Strategy 2010

METHODOLOGY

The process of undertaking the project was designed to:

• Ensure high levels of engagement across the wide variety of Sports and Cultural Cubs, with a target of half of all Victoria Clubs engaged
• Facilitate a balanced involvement and contribution of all key stakeholders

• Reflect the collaboration between the University and the students covered by the Deed of Strategic Partnership and Strategic Partnership Operating Agreement.

The process ensured balanced and extensive engagement of key stakeholders.

KEY STAKEHOLDER INTERVIEWS

The purpose of stakeholder interviews was to identify the intent and scope of existing services, describe any recent changes to services and propose areas of potential development. Nine interviews were conducted across a range of roles, including:

• the University (Campus Operations, Campus Services, Recreation Services, Student Academic Services, Vic Venues)

• VUWSA (Association personnel, Elected Officers, Trust).

CLUBS SURVEY

An online survey of clubs was developed to:

• Identify existing services used and their provider

• Identify service and support requirements

• Assess experience of current service delivery

• Propose options for future services and their delivery.

Four lists of clubs and contact people were collected:

• VUWSA Clubs and Events Manager’s database

• Recreation Services Manager’s database

• Clubs contacts on the VUWSA website

• Personal contact at Clubs Week.

The survey was distributed to all the email addresses using the following approach:

• One email was sent to the obvious contact.

• If there was no response within two days, a second email went to the original address plus alternative addresses, where these were available inviting them to participate

• All partially completed surveys were prompted to go back and complete the data.

• Where two or more contacts for the club responded, any duplicate answers were consolidated so that each club’s response only counted once.

The cleaned data resulted in 113 clubs being sent a survey link, with 65 clubs responding. Eight clubs started the survey, providing their club name but no other information.

The return rate for the survey was 58%, with 50% providing sufficient detail to allow analysis. There was a balance of responses across the club types: sport, cultural, ethnic, faith, political and academic. A list of responding and non-responding clubs is included in the appendices.

CLUBS INTERVIEWS

Follow up individual and group interviews were conducted with 11 clubs from across the range of respondents. A list of participating clubs is included in the appendices. These were chosen based on advice from the Clubs and Events Manager, Recreation Services Manager and Vic Venues about:

• high users of the Student Union Building

• high users of Recreation Services

• well established clubs

• new clubs

• range of club types (sport, cultural, ethnic, faith, political and academic).

The purpose of these interviews was to undertake:

• feedback on actual experience of service delivery

• more detailed investigation of service expectations

• explore options for future services and their delivery.

LITERATURE REVIEW

A literature search was conducted with the aid of the University Library, articles were received from VUWSA and university staff, and a Google Scholar search identified journal articles relevant to university club servicing and support. There is limited material available that directly relates to club servicing, although the role and function of student clubs, and the inherent student leadership development that lies within these was well researched.

A summary of the key themes from the research is included in the section on the roles of clubs, and the contribution they make to the University’s dimensions of student experience and the graduate profile.

COMPARISONS AND BEST PRACTICE

VUW is not alone in considering approaches to support clubs in the Voluntary Student Membership (VSM) environment. The project required investigation of comparative delivery structures in other tertiary environments and best practice club servicing and support nationally and internationally.

Emails or phone calls were made to all New Zealand University Students’ Associations and Recreation Services with a request for a description of current services provided to clubs and the model of service delivery. Feedback was received from:

• Auckland

• AUT

• Lincoln University

• Massey Manawatu

• Massey Wellington

• University of Canterbury.

For those universities who did not respond, some information has been sourced from the web.

RESULTS

The following section contains data collected from the online survey which 65 clubs completed and information generated through 11 individual and group interviews. Quotes are included in italics.

CLUB MEMBERSHIP

Of the respondents, 62 clubs provided membership data. This represents total club membership of 7,602. Respondents assessed their active membership (described as those participating monthly) as 2,958 (39%). The composition of clubs is as follows:

• VUW students                         5,875
• Alumni                                          879
• Other                                            765

Studio, Maori Law Students Nga Ranagahautira and VUW Football Club did not provide membership numbers, although the former two are ‘student associations’ based within specific academic faculties.

In the main, club membership is either increasing or steady:

• 51% of clubs that responded said membership was increasing

• 46% of clubs that responded said membership was steady

• 3% (or 2) clubs said membership was decreasing.

CLUB ACTIVITY

The frequency of club activities varies depending on the club’s purpose, but half of the clubs meet weekly, and a further quarter meet monthly.

• 51% of clubs meet weekly
• 25% of clubs meet monthly
• 8% clubs meet bi-monthly
• 17% other

The club committee or organising group also meet frequently:

• 43% meet weekly
• 31% meet monthly
• 9% meet bi-monthly
• 9% meet quarterly
• 8% meet very infrequently.

In summary, clubs and their committees are active, with frequent meetings throughout the semester.

AFFILIATION AND ITS BENEFITS

Most of the responding clubs are affiliated to VUWSA:

• 83% of clubs are affiliated
• 9% (or 6 clubs) are not affiliated
• 8% (or 5 clubs) did not know.

The primary reasons for affiliation¹ include:

• access to grants
• ability to book and use a range of rooms
• use Clubs Week, clubs website directory and Welcome Packs to promote the club
• ability to get GST rebate
• access to advice and support
• able to book and use equipment
• official recognition of the club
• philosophical ‘alignment’ with the University and its Students’ Association.

Of those clubs that weren’t affiliated, the primary reasons were:

• too much paperwork for their small membership

• wanting to be independent

• not requiring any services beyond access to meeting rooms.

The interviews also identified that many clubs were not aware of the full range of services available to them, and had, in some cases, thought they were ‘negotiating’ an individual arrangement although it was a core part of service delivery.

In addition to VUWSA affiliation, nearly half of the responding clubs were formally affiliated or connected with another organisation:

• 48% are affiliated to another organisation

• 47% are not affiliated to another organisation

• 5% (or 3 clubs) don’t know.

In the main, external affiliation occurs because it is compulsory (for example affiliation to a national sporting body) or because it enables access to grants and services. Examples of external affiliation include:

• National sport and recreation organisations (Federated Mountain Clubs, New Zealand Fencing, Netball New Zealand)

• National and international cultural and political organisations (International

Toastmasters Association, Goethe Institution, Greens)

• Local and national faith groups (Arise Church).

It is important to note that there are often ‘costs’ associated with external affiliation which can contribute significantly to the costs of running the club. For example, the Vic Tramping Club pays half of their annual membership fee to Federated Mountain Clubs.

SERVICES CLUBS VALUE

Respondents were asked to value the range of services that are currently available to student clubs. The chart on the following page shows the spread of responses.

• The black bar indicates where a service is highly valued

• The red bars are the average across all clubs

• The circled area highlights: mailboxes and lockers, and recreation spaces; services which are highly valued by those that use the services and not valued by clubs that don’t.

1. There appears to be little demarcation between affiliated and non-affiliated clubs in terms of access to some services: access to meeting rooms, attendance at Clubs Week, inclusion on VUWSA Clubs A-Z

In summary, there were some key clusters of the services that clubs value.

GRANTS

The clubs survey identified grants as the most valuable service provided to clubs. Historically these have only been made available to affiliated clubs, and as such, not all responding clubs had applied.

• 57% (or 36) respondent clubs had applied for VUWSA grant in 2011
• 43% (or 27) clubs did not.

Of clubs that applied 91% were successful. Three clubs (9%) were not successful, and their comments indicated that there had been a lack of communication:

• We were not informed why we were unsuccessful
• We applied to be one group under VUWSA but still no response
• Unsure, we did not hear back from VUWSA.

Feedback suggests that there has been some discontent with the grants process, primarily due to the length of time between application and decision. The 2011 process was the reference for the survey and this required an application to be made to VUWSA, the Student Sport or Cultural Council to meet and consider the grants, and then all decisions to be ratified by a VUWSA Executive meeting. The duration of this process was at least four weeks; a considerable amount of time for some clubs.

There was further discussion during the interviews regarding the interim approach being managed by the VUW Sponsorship Group and the modified set of eligibility criteria. In the main, the clubs recognised that alignment with wider University values and contribution to the ‘student experience’ was appropriate, but also believed that participation in clubs had inherent value and was not only a means to an end.

Clubs were asked about any future grants process, and who should be involved. The results were:

• 22% students only
• 35% majority students and minority VUW staff
• 32% balance of students and VUW staff
• 8% minority students and majority VUW staff
• 3% VUW staff only.

The general perspective was that there should be both staff and students involved in the process, with a weighting toward students.

ADVICE

VUWSA employ a Clubs and Events Manager

whose role is, in part, to provide advice to clubs regarding their establishment and operation. Clubs were asked if they had sought advice from the VUWSA Clubs and Events Manager³:

• 55% of clubs had sought advice
• 45% of clubs had not.

The reasons for seeking advice include:

• Planning for Clubs Week
• Room and venue bookings
• Grant applications
• Affiliation
• Events planning and permissions including security advice, liquor license
• Lockers
• Financial advice
• Accessing BBQs and other resources.

• 21 clubs rate Recreation Spaces as ‘little value’ because their activity doesn’t use these spaces whereas 21 clubs rate them as ‘high value’ because these spaces are integral to their activities.
• During the interview and in the survey many respondents thought that the Clubs and Events Manager was Connie

Gilfillan, the Reps Group Administrator.

TRAINING

TYPE OF TRAINING % Running events 65 Running a club 57 Club financial management 54 Recruiting volunteers 48 Setting up a club 32

One strand of the Clubs and Events Manager’s role is to fill skill and knowledge gaps. Clubs identified their training needs as: running events, managing the club, financial management and recruiting volunteers. Other suggestions for training and development included:

• Making grant applications

• First aid

• Recruiting coaches

• Attracting members.

In addition, they identified the benefits of participating in networking opportunities with other club executives and improved communication about existing training opportunities.

SUMMARY

A large number of students are members of clubs, with an active group who participate regularly; half of all clubs meet weekly. More than half of all clubs have increasing membership with only two indicating that they were experiencing a decline in membership. Most clubs are affiliated, primarily because to access services and grants. Affiliation to organisations outside the University was also high.

The most valued services and support were: grants, meeting rooms, the clubs A-Z, event and tournament support and the website. More than half of clubs had sought advice.

In future clubs would like:

• A grants process that involves students and staff

• A training and development programme

• Opportunities to network with other clubs

• Improved communication.

This project has involved input from a range of different groups: clubs executives, VUWSA Officers, VUWSA professional staff, Student Academic Services and Campus Services.

The themes that emerged from the stakeholders’ interviews are that clubs value:

• Access to funding that supports the club activities

• Access to meeting and activity spaces that enable the club to offer a range of activities and conduct the business of the club

• The availability of resources and support that improve the effectiveness of the club

• Support and advice regarding event planning and management.

These features need to be retained in any support and service model.

Clubs also have some concerns, which are:

• Uncertainty about support in the VSM environment
• Lack of communication or inconsistent messages from VUWSA and the University
• The ongoing turnover of students in their club and challenges of member recruitment
• Leader and executive recruitment
• Leader and executive development.

These are the areas where they need ongoing support and development.

VUW personnel identified an additional set of issues:

• Opportunities to better recognise the leadership required to run a club in the VicPlus⁴ and VILP⁵ initiatives

• Better understanding of the range of clubs available so that students can be told about these as part of recruitment and linked with clubs as part of first year orientation

• Wish to support the development of clubs and club leaders to ensure that clubs are healthy and well functioning

• Potential engagement or support of specific clubs by specific departments.

• “The Victoria Plus Award recognises a student’s significant contribution to volunteering and student support work within the University and local community. It…helps develop…social responsibility, leadership and employability skills…based on …involvement in activities, attendance at workshops and completion of a reflective e-portfolio.“ (www.vuw.ac.nz)
• The Victoria International Leadership Programme (VILP) …is designed to develop …leadership potential, …advance

knowledge and global awareness and create opportunities for international experiences and networks. (www.vuw.ac.nz)

KEY THEMES AND ISSUES

GRANTS AND FINANCIAL MANAGEMENT AND SUPPORT

There is considerable diversity among clubs in terms of their financial operation. Some clubs have no transfer of money; they’re self-organising and self-funding groups that meet and manage without any support except for space. Other clubs have a significant cost structure for their activity or they regularly run special events, such as hosting national competitions or conferences, which can change their turnover substantially from year to year.

Club revenue and turnover

Many clubs spoken with have modest turnover; for some it’s in the order of $2,000 – $4,000 per annum. Clubs also have a wide range of membership fees:

• some clubs set low fees with the expectation that ‘users pay’ for specific activities run by the club

• others, particularly the sports clubs, have high external costs that need to be met (affiliation, competition fees, turf fees).

There appears to be little consistency of budgeting, financial information, and underpinning sound financial principles. Some training, mentoring and use of templates would address this and improve the confidence with which some clubs are operating.

Some clubs have taken advantage of the GST rebate that VUWSA has made available⁶.

Funding

For the larger clubs with a solid membership base as well as those with a well established pattern of activity, preparing longer term budgets and having the opportunity to negotiate a longer term funding commitment from the University would enhance their operation. This would enable longer term planning, particularly around equipment replacement, hosting large events and setting appropriate membership and activity fees. These commitments would require clubs to provide:

• historical financial reports
• strategic and business plans
• forecast budgets and assumptions.

• The VUWSA grant system enabled clubs purchasing equipment to do so using VUWSA, which was then able to claim GST refund. There are potential issues regarding the ownership of these assets and whether they are listed on the VUWSA asset schedule or the recipient club. This is outside the scope of the review but needs to be explored further.

There are many smaller clubs where there is a large amount of expenditure prior to membership fees being collected. Establishing a low threshold grant system that kick starts the programme of activities for existing clubs and their early recruitment activities would reduce the red-tape associated with the granting process, and put the focus on getting the clubs active early each year.

Financial management

One of the challenges for clubs is maintaining continuity between each year and each executive. Accessing files and documents, keeping track of email addresses and contact details is fraught. Increasingly there are cloud-based systems available that will make this possible, and enables the nominated executive members to access information without having to ‘hold’ physical files. These systems⁷ are dynamic, easily updated and lightweight. Many of these systems already have good practice templates that are designed and available for use.

Key themes that emerged with respect to club finances were:

• monitoring club revenue and turnover as a way of assessing club health
• a range of funding mechanism to meet the range of needs of both large, high asset-based or high expenditure clubs and smaller low turnover groups
• cloud based solutions for managing documents and finances
• financial policies that advantage the clubs
• taking advantage of GST rebates for large items of expenditure.

MEETING ROOMS AND ACTIVITY SPACES

The most valuable resource for clubs at present is access to spaces and venues to hold their activities.

Clubs and groups have a variety of needs specific to the activities and operation of their club. Access to meeting rooms on all campuses is important, as well as having suitable ‘activity’ space – in the case of sport this includes training and competition venues. For some clubs there are high costs associated with using facilities that are not provided by the University.

Room or facility allocation is often scheduled early in the year, before the full demand and programme of club activity is clear. Suggestions from clubs were that actual usage is monitored and space allocation reviewed during each semester, with re-allocation of space as demand indicates.

Clubs identified benefit in having hubs on each campus for executive personnel to use as their ‘hot desk’ when administering their club.

• For example, Googledocs and Xero

Key themes include:

• greater flexibility of venue allocations that reflects the changing demand by clubs within a year and between years
• clubs hubs on each campus that allow for executive work and holding meetings

• recognition of the cost of accessing specialist facilities that the University is unable to provide
• the capacity for the University to negotiate favourable partnerships with other venue providers.

SUPPORTING AND RESOURCING CLUBS

Club advice – both generic and specific is also valued. In addition, clubs want online resources that are easily downloaded and used to make it easy to use good practice and process when running the club. Key themes include:

• Procedural advice for specific activities (AGM, constitution, affiliation, grant applications)

• Club monitoring to identify and subsequently target support to clubs in need

• Electronic, telephone or face to face ‘help line’

• Advocacy on behalf of clubs to the wider University.

Each club has a range of needs particular to their club, and specific equipment forms part of these needs. Some clubs, for example tramping, rely on the use of the van for trips. Others frequently use the bbq. Many clubs require storage for equipment, books and club materials. Key themes include:

• The provision of a suite of online resources that clubs can refer to or download and use

• A pool of equipment available for club use

• Space for storage that equates to the requirements of the club.

Communication with clubs

There is a wide range of mechanisms for communicating with clubs – none of which work effectively for all clubs. This project used contact information available on several databases, the VUWSA clubs directory, club contacts listed on the VUW Recreation Services webpage, Clubs Week contacts and information sourced from internet searches that discovered club websites and facebook pages. Across all these club information sources, there were considerable inconsistencies, errors and omissions.

Any communication at the beginning of the year will be challenging, but this is what potential club members must experience as well. There appears to be no systematic club communication and relationship management approach that prompts clubs to update their details during the year, nor a centralised set of club information.

In addition, clubs were keen to be more regularly informed and suggested a range of mechanisms:

• Regular e-news to all club officers

• Noticeboards for clubs executives

• Continued used of physical mailboxes

• Improved systems for capturing and updating club data.

TRAINING AND DEVELOPMENT

In the main, many clubs do a great job of creating opportunities for students to participate in a wide range of activities and events. To do this in a more consistent and more effective way requires an ongoing programme of training and development for club leaders. The high turnover of club executive members that occurs due to the episodic nature of tertiary study means that annually there is a fresh group of people helping to run the club. Clubs identified the need for the following opportunities.

• Club executives meeting and being briefed at the beginning of each year

• Capability building programmes and resources.

The training and development suggestions included all facets of club operation as well as skills specific to different types of clubs.

MULTI-PRONGED RECRUITMENT AND COMMUNICATION STRATEGY

Engaging students in clubs and groups needs to occur using a range of strategies. Research indicates that many intending students look at the clubs and groups available on campus as part of making their selection decisions (Poock, 2001). In addition, it is the first year student who is actively seeking opportunities to meet others and get engaged. The current strategies use a range of different channels, the content and messages of which are not always consistent.

Elements of the recruitment and communication strategy need to include:

• Up to date and accurate online presence that is consistent through all portals

• Support for use of posters and brochures to create campus visibility

• Publication of club profiles and contact details using a range of channels

• Maximising face to face promotion of clubs through Clubs Week, club presentations in courses and public recruitment events.

Clubs week

Interviews with clubs and groups highlighted the significant value of Clubs Week as part of their recruitment. Having a presence has two benefits:

• Recruiting new members, particularly first year students

• Galvanising existing club members into action early in the year on behalf of the club.

Anecdotal evidence suggests that most groups collected upwards of 100 names for their ‘list’ of which they were able to convert almost half

to members.

There is opportunity to develop Clubs Week further by having a space for clubs to demonstrate their activities and a programmed series of these to add to the carnival atmosphere. In addition, having clubs activities or specific days at the campuses beyond Kelburn also helps increase visibility and attract a wider membership beyond first years.

ADDRESSING CONTINUITY ISSUES

A key issue that has emerged through this project is the processes and support that ensure club continuity. University clubs will always be vulnerable to this because of the nature of the ‘short term’ involvement that most students have with the University as students and the periodic nature of study with the third trimester having a significantly lower level of student enrolment.

Strategies for supporting clubs to ensure continuity include:

• planning AGMs, elections and executive change over to occur at a time to ensure good induction for incoming club officers
• emerging leadership models with a range of first, second and third years involved in the club executive
• encouraging clubs to continue involvement of alumni⁸
• support from an academic department (where appropriate) to help

‘buttress’ the club as it changes executives or manages the transition from one year to the next

• roll-over of locker space and post boxes from one year to the next

8 Clubs that have an ongoing relationship with alumni and postgraduate students are typically stronger, with more succession planning and clearer ‘handover’ and support from one year to the next.

• longer term grant arrangements to allow for forward planning
• small kick start grant for the beginning of the year when set up expenses and promotional events are highest
• access to meeting rooms throughout the year, including during breaks and the third semester
• availability of club meeting rooms, work spaces and lockers on all campuses.

STAKEHOLDER CONNECTIONS

There are many beneficiaries of clubs at VUW – current students, prospective students, alumni, the University, employers, local and national organisations. Maximising the benefits of these relationships requires a more deliberate plan of stakeholder communication and connection.

Key themes that emerged were:

• the value to the club and emerging leaders of alumni involvement

• the ‘story’ of clubs and their achievements being shared with wider audiences

• leveraging club and community relationships where appropriate as a way of strengthening connections with the University – at a local, national and international level

• positive benefits of having a sponsoring or supporting academic department.

In summary, the key themes and issues that need addressing if clubs are to thrive are:

• Grants and financial management and support

• Ongoing provision of suitable meeting rooms and activity spaces

• Supporting and resourcing clubs

• Training and development

• Recruitment and communication strategies

• Addressing continuity issues

• Stakeholder connections.

THE ROLE OF CLUBS AND THEIR STRATEGIC FIT

The role of clubs

Clubs and their contribution to the life of the University is apparent in the vision of the Student Experience Strategy 2010 – 2014:

“Victoria University will offer its students a challenging and stimulating educational experience leading to qualifications that are recognised and valued worldwide. Its services will be integrated, accessible and responsive, will enhance learning, and generally enrich the student experience. Its campuses will provide a safe, environmentally sustainable and enjoyable environment, and offer a wide range of opportunities for student engagement and interaction.” (Victoria, 2010)

Clubs and their associated activities contribute to and enhance student life, and leadership of these clubs equips students to make a “significant contribution to local, national and international communities” (Victoria, 2010).

The Student Experience Strategy is based on the following principles (Victoria, 2010), with key phrases underlined:

“Holistic: the university aims at providing a rich academic and social environment which will enhance the social, personal, physical, intellectual, ethical, equitable and emotional development of students.

Celebratory: the importance of student success is reflected in all publicity materials, and celebrated through scholarships, leadership awards, recognition events, and news releases.

Participatory: students are involved in planning and evaluation, and engaged in leadership.

Comprehensive: a full range of student support programmes is offered, with employment and volunteer opportunities, induction programmes and a focus on first year.

Strategic: the university makes appropriate use of new technologies, there is collaboration to anticipate student problems and coordinate services, and academic staff are partners in designing and developing student services.

Evidence-based: service development is informed by student feedback, regular reviews, student focus groups and workshops, senior staff maintaining networks with other universities as part of a continual monitoring process, and benchmarking informing evaluation.

Inclusive: a sense of belonging is created, within and beyond the campus, and the cultural diversity of the student population is celebrated through events and communications.”

Clubs as Co-curricular Activities

The Report of the Working Party on the Co-curriculum (Victoria, July 2011) identified the value of co-curricular activities and key principles (paraphrased below) that underpin them:

• Available to all

• Meaningful opportunities that enhance the student experience

• Opportunities for skill development

• Bring together staff and students

• Aligned to graduate attributes

• Foster and extend relationships

• Responsive to new opportunities

• Embody elements of sustainability.

Clubs are a key contributor to student achievement of the University’s graduate profile⁹ and having a distinctive student experience.

Support and servicing in enhancing the student experience

In order to achieve the desired outcomes of the Student Experience Strategy, key objectives relevant to club support services include:

1. Create a student experience that is transformative…
2. Provide services to students that are: integrated, empowering, responsive…
3. Provide a safe vibrant and welcoming environment that offers opportunities for meaningful engagement among the diverse university community.
4. Ensure the quality of the student experience has a central place in the University’s planning, evaluation and reporting processes. (Victoria, 2011)

Student clubs and their ongoing support and development are contribute towards the University’s own vision and implementing its strategies. Further discussions should take place to confirm their role and how they are valued.

9 Bucknavage and Worrell (2005) proved the hypothesis that “academically talented students would have high rates of participation in extracurricular activities.

GAP ANALYSIS

Previous sections of this report have described the current profile of clubs and the services and support they value. This section provides a summary of current support and services, the required services and highlights gaps between the two.

MAP OF EXISTING SERVICES

The University and VUWSA currently provide support and services to clubs in the following ways:

• VUWSA employs a Clubs and Events Manager with responsibility for the support and servicing of affiliated clubs
• VUWSA provides channels of communication including the Clubs website, Salient and VBC
• VUWSA has provided online resources to enable clubs to easily plan and conduct business including AGM agendas, meeting minute templates
• VUWSA and now the University provide funds to support clubs in their activities a participation in events and purchase of large pieces of equipment
• VUWSA has been able to access GST rebates for clubs purchasing costly items
• The Joint Student Union Board provides spaces for clubs to meet and hold their activities (Student Union Building, Recreation Centre) the bookings of which are managed by VicVenues
• The University supports clubs through the Recreation Services personnel who work closely with their facility users, sports clubs and others holding events in their facility
• Recreation Services also host a clubs page on their website
• VUWSA has a small equipment pool that is available for use by clubs
• VUWSA hosts the annual Blues Awards, recognising outstanding performance in sport
• VUWSA organises events (Clubs Week, Faith Fest) at which clubs can participate or promote their club’s activities.

REQUIRED SERVICES AND SUPPORT

Clubs have expectations of the following:

• Services that enable them to meet, plan, fund communicate, promote and run the activities of their club
• Spaces and places for meeting, events and competitions including club hubs on each campus
• Support for club executives regarding policy, procedures, systems and opportunities, and including training and development
• Sustainable approaches to club succession planning, sound financial management and club leadership
• Strategic alignment with other areas of the University including faculties, Student Academic Services, Campus Operations and other central services.

GAPS BETWEEN REQUIREMENTS AND CURRENT SERVICES

This review has highlighted a number of gaps between the current services, service model and delivery and the expectations and requirements of clubs.

At present, some clubs receive considerable one to one servicing. This is resource intensive and based on a request for service model rather than a needs assessment approach.

With an excess of 100 clubs and groups operating within the university, the most significant change will need to be to a programme of group offerings supplemented by individualised targeted support. Spreading the clubs servicing across a wider range of personnel will also extend the availability of services.

Improved communication and a more sophisticated ‘client relationship management’ model will ensure that clubs are aware of the services and resources available and have proactive and responsive staff to address issues and recommend solutions.

The suite of online resource needs should expand to include templates and guidelines that enable good practice to be built into club functioning and increase consistency within and between clubs.

There are ad hoc opportunities to network and build capability. This should become more formalised into group-based development that is cost effective and builds linkages between clubs.

The current range of facilities available to clubs needs review to enable a wider range of opportunities across all campuses.

The ‘responsive’ nature of club servicing needs change to a community development

approach¹⁰ to club support and servicing.

The University recognises club leadership demonstrated by executive members but the promotion to current executives is under-developed. Partnering with the co-ordinators of both the VicPlus and VILP will have parallel benefits to clubs and their student leaders, and collateral benefit for the University.

10 This approach, referred to in more detail later in the report, refers to a “ process by which individuals and groups and organisations in a community are encouraged and enabled to take part actively in local decision making affecting them, so as to maximise opportunities to fulfil their potential and the potential of their communities. (Mumford and Walsh-Tapiata, 1999)

.

NATIONAL AND INTERNATIONAL COMPARISONS

As part of the project, investigations were conducted to:

• Describe the role of clubs in universities

• Identify comparative delivery structures in other tertiary environments

• Identify best practice club servicing and support nationally and internationally.

STUDENT CLUBS IN UNIVERSITIES

There is a large body of research on the benefits of student involvement in university clubs, and Cooper et al (1994) summarised these as: educational involvement, career planning, lifestyle planning, cultural participation, academic autonomy, developing purpose and life management. In addition social concern and altruistic values have also been identified. (Pascarella et al, 1988)

Research indicates (Astin, 1985) that the ‘quality and quantity of student involvement in the process of learning, including participation in leadership experiences and activities directly relates to the amount of student learning and personal development’.

Key findings suggest that:

• Clubs are a key mechanism for students to develop their leadership skills

• Clubs contribute significantly to community building, particularly for students from ethnic minorities, students living away from home and first year students

• Participation in student clubs provides an increased sense of engagement in the university experience, which has parallel impacts on student achievement while university, and a sense of longer-term connection after graduation.

Support of clubs and facilitation of their development was critical, and the people undertaking this work needed to be skilled in community and leader development.

A deeper exploration of the links between the VILP programme and VicPlus would identify potential synergies with students who are engaged in leadership roles.

MODELS OF DELIVERY IN OTHER TERTIARY ENVIRONMENTS

The literature review and national research identified various structures in place to support clubs and included a range of professional staff located in either the Students’ Association, Recreation Services or Student Affairs. In some cases, there were staff with a clubs focus working in all three of these service areas.

New Zealand comparisons

Several of the New Zealand universities had already taken action to account for the VSM environment. As with the interim situation at VUW, some universities had contracted the Students’ Association to deliver some services.

A summary of the results of the New Zealand research is included below, indicating the roles undertaken by the Students’ Association, Recreation Services and University. Both Students’ Associations and Recreation Services provide club services and support, with universities providing leader development, grants and sponsorship and a range of spaces and venues.

STUDENT ASSOCIATION	UNIVERSITY	RECREATION SERVICES
Social and cultural club support	Sponsorship	Sport and recreation clubs support
Club meeting and activity facilities	Range of venues available for clubs to use	Sports and recreation facilities
Promotion including website, noticeboards	Promotional spaces	Promotion including website, noticeboards
Grants paid for by SA Trust revenue	Grants from University funds	Grants supported by Student Services levy
Event management		Event management
Club handbooks		Club handbooks
Club advice		Club advice
	Leader development

International evidence

The role and contribution of clubs to student engagement and student achievement is well documented. Prebble et al (2004 : x)¹¹ prepared a synthesis of research for the New Zealand Ministry of Education on the impact of student support services on student outcomes. The processes of Assimilation and Adaptation, critical to positive student outcomes are both outcomes of club engagement, particularly as they establish social networks, foster learning communities to reflect a diverse range of cultural, social and academic needs. The following relevant propositions were developed as a result of the synthesis of literature (Prebble, 2004, 53-54):

• Institutional behaviours, environment and processes are welcoming and efficient

• The institution provides opportunities for students to establish social networks

• Orientation/induction programmes are provided to facilitate both social and academic integration

• A comprehensive range of institutional services and facilities are available

• The institutional culture, social and academic, welcomes diverse cultural capital and adapts to diverse students’ needs.

MODELS OF DELIVERY

Key themes that emerged from the review of international evidence were:

• The importance of professional student affairs staff providing student club-focused services (Buss 2011; Dungy, 2003; Foubert, 2006; Taub, 2008; Cooper, 1994)

• Integrated services (Walker, 2011) delivered through student services centres or nodes on each campus (Foubert, 2006; Hogan, 2007) as an extension of a hub and spoke model of delivery (Butcher, 2011)

• Training and development of student leaders (Cress et al, 2001; Kezar, 2000) supplemented by mentoring (Walker, 2011; Mann, 2006) results in improved decision making abilities, increased sense of personal ethics and values, and development of cognitive understanding of leadership theories (Cress et al, 2001)

• Student voice through representation on organisational, advisory committees or other forms of ‘distributed leadership’ (Livingstone, 2011; Mitra, 2006; Dungy, 2003)

11 Prebble, T. (2004) Impact of Student Support Services and Academic Development Programmes on Student Outcomes in Undergraduate Tertiary Study: A Synthesis of the Research. Report to the Ministry of Education.

• Shared involvement is a motivator to become involved in the university community, and academics and departments fully participating in student life help achieve a balance between students’ independence and effective programmes (Bateson and Taylor, 2004)

• Self-governing clubs that offer access to student leadership and decision making (May, 2010; Slizewski, 2005)

• Range of mechanisms to promote opportunities, clubs and activities with web information a priority (Huang, 2004; Poock, 2001; Holzweiss et al, 2007)

• Provision of facilities that enable clubs to meet and offer their activities (sport, cultural, social) (Lum, 2005)

• Funding that enables clubs to deliver a range of activities to students (Slizewski, 2005)

• Strategies that enable a range of personnel involved in supporting clubs including faculty advisors, career advisors and student mentors (Case, 2011, Huang, 2004).

CLUB SUPPORT AND DEVELOPMENT

Some investigation into the support and development of university student clubs was undertaken, with reference to research reported in international journals.

Club development

SportNZ (formerly SPARC) and its regional delivery partner, the Sport Wellington (regional sports trust) have embarked on a range of strategies that support the ongoing development of clubs. Various initiatives have been implemented that involve some form of assessment (currently through the Clubs Warrant of Fitness online assessment tool). Typically these have included physical resources or templates (currently downloadable from the SportNZ¹² website) augmented with face to face training delivered by the Sport Wellington¹³.

The Charities Commission¹⁴ is also committed to improving clubs and groups, and has resources and processes available for use. Their national training resources could dovetail with any University initiative.

1. http://www.sportnz.org.nz/en-nz/Information-For/Clubs/

¹³ Club WoF and resources available at: http://www.sportwellington.org.nz/resources/

¹⁴ http://www.charities.govt.nz/strengthening-your-charity/

POTENTIAL FUTURE DIRECTIONS

Victoria University and its past, present and future students and staff benefit from a vibrant, diverse and dynamic range of clubs and groups. In the current political, economic, social and technological environment there are multiple dimensions to the value of clubs. For these dimensions to be fully realised requires clubs to receive ongoing services and support, ensuring their sustainability. The support needs to come in the following strands:

• Strategy
• Services
• Spaces and places
• Support.

Specific priorities within each of these are described below.

STRATEGIC ALIGNMENT

Clubs are an important part of the fabric of the university, a central contributor to the ‘student experience’. Prospective students search for recreation, sport and club activities as part of their selection process. First year students seek out clubs as a mechanism for building new connections and getting engaged with the University. Successive students take a lead in the club and its planning and delivery, developing leadership skills and other attributes that are valued on a CV and are transferable into the workplace. They contribute to all of Victoria’s graduate attributes. The University is providing a platform to develop student leaders.

To date the engagement with clubs by the university has been around provision of spaces and places, support and promotion of clubs through Recreation Services and sponsorship of selected club activities (international representation, major equipment or facility development). There is recognition of the value of clubs in the VicPlus and VILP programmes, with club positions of leadership an approved activity.

Building a strong sense of community, increasing belonging and engagement and providing opportunities for leadership are all achieved through clubs. Clubs fit in and around existing academic and co-curricular activities, and commitments such as part-time work and travel. Consideration should be given to reinstating the ‘free’ lunchtime slot each week creating opportunities for clubs to meet, hold activities or promote events. It is recognised that this is difficult given current constraints.

SERVICES

All clubs operate in a community context; university clubs operate in an ever changing context typified by high community spread (campuses and housing) and transience (most students participating in the university for three or four years).

Services need to reflect this by providing:

• Online, electronic or phone based solutions
• Geographic access across campuses
• Leader development
• Effective promotion tools and strategies
• Up to date, regular and reliable communication
• Facilitated events that enable clubs to promote to a wider audience (for example Clubs Week, Faith Fest, International Week, Leadership Week, Cultural Festival, Language Ball, Dance Week)
• Promotion of clubs and activities information on digital kiosks or screens throughout the campuses
• Induction into new roles and the ‘clubs system’
• Networking opportunities with other club leaders
• A programme of training and development
• Equipment that can be shared by a range of clubs
• A community-wide communication strategy that enables clubs to reach potential members.

All of these interventions require a proactive client management approach that includes ongoing needs assessment and tailored responses in accordance with the results of this. Ideally a range of people would be available to support clubs with a spread across each of the campuses.

Provision of support and services should use a community development approach (Taub, 2008), building strength within clubs without compromising their self-management and independent leadership. To achieve this requires professional community development leadership that is able to:

• Identify club strengths, assets and resources
• Assess needs and aspirations
• Support planning and delivery
• Respond to issues in ways that build capability
• Maintain independence
• Specialist advice regarding legal and other obligations
• Help when things are not going well.

SPACES AND PLACES

Clubs exist for a range of reasons, but in most cases, they plan and deliver a programme of activities, events and competitions. Most of these require spaces for:

• Planning and club work
• Meetings
• Activities, events and competitions
• Storage.

Meeting and planning spaces need to be easily available for regular use by a small group of the club executive. In addition to the existing club meeting rooms at the Kelburn Student Union Building, clubs needs access to meeting and planning spaces on other campuses for use by club executives. Ideally they would be able to use telephones, printers and photocopiers in each of these spaces.

Specialist activity, event or competition space (theatres, sports fields, dance rooms, sports halls) are expensive to develop and (can be) operationally expensive. They are best supplied in central locations, or access to community facilities negotiated by the University in partnership with the clubs.

SUPPORTING SUSTAINABILITY

Clubs operate in a self-managing way, with a succession of new students (and alumni) taking responsibility of the ongoing direction and support of the club. This ongoing parade of club executives needs specific support to ensure high quality experiences – for themselves as club leaders, and for the club members. Key areas of support include financial support to subsidise costs for some activities and equipment¹⁵.

Most clubs have reasonable systems for ensuring succession planning and handover of responsibility between one executive and the next. Not all however operate with a longer-term plan, and their sustainability is therefore vulnerable. Consideration should be given to:

• Monitoring club health using a dashboard of indicators to signal any concerns
• Support for clubs to choose new executives in advance of the end of year, and have in place a good induction programme
• Alignment of individual clubs with specific ‘kin’ academic departments to help with the end of year/beginning of the year metamorphosis and provide resources, advice and support
• Review of the budgeting and fee setting policies of vulnerable clubs
• A place and person who can ‘hold’ club resources in the event that a club goes into recess.

15 Clear policies need to be developed that specify the purpose and parameters of any funding. Consideration should be given to supporting ‘start up’ operations, equipment, travel, conferences, tournaments, events, one off or irregular costs.

RECOMMENDATIONS FOR CLUB SERVICES

Recommendations

The following high level recommendations cover a range of services and support. Subsequent pages provide more detailed suggestions for service establishment or development.

The recommendations are as follows.

1. Establish a Club Grants Committee, comprising a balance of students and university personnel, to make decisions on funding that supports clubs and their operation.
2. Employ a Clubs Manager with community and leadership development skills and experience to support and resource clubs with advice and services
3. The work stream of club support to be established within Recreation Services with a brief to support all clubs (political, cultural, faith-based, ethnic, sports and academic) and club hubs
4. VicVenues and Campus Services to provide club meeting rooms and activity spaces on all campuses, with a regularly reviewed allocation of spaces supplemented by an online booking system
5. The Clubs Manager to work with the clubs to improve their financial management and sustainability
6. Continue to provide a range of resources (for example bbq, van, video equipment) for clubs to book and use
7. Develop a range of communication mechanisms to regularly inform clubs of opportunities, services and support, and include meetings, e-newsletters and designated noticeboards
8. Develop a programme of training and development opportunities, both face to face and online, that target capability improvement
9. Develop a comprehensive club recruitment and communication strategy that dovetails with the University’s recruitment and orientation strategies
10. Plan and implement strategies to address club continuity issues including AGM planning, succession planning and executive handover
11. Engage with a range of stakeholders that have an investment in or benefit from well functioning clubs including Leadership Awards, strategy leaders for Co-curriculum and Student Experience, and Victoria Alumni.

In summary, clubs require professional personnel and well-developed strategies to ensure that they have access to professional services and support that ensure their sustainability.

The following pages include detailed suggestions for changes and developments to clubs services. The current status of each and proposed delivery are included in the table.

STRATEGIC ALIGNMENT

Student Experience

Continue to build connections between club leadership and the VicPlus and VILP leadership programmes

Leadership Programme Coordinators

Clubs Manager

emergent

Alumni                        Use existing alumni communication mechanisms to showcase achievements from Victoria’s clubs

Victoria Foundation Clubs Manager

new

Recognise the ongoing support that alumni provide to the continuing strength of clubs

Victoria Foundation Clubs Manager

new

Cultural associations

Support the links between clubs and cultural institutions (for example, between the German Club and Goethe Institute)

Clubs Manager

University Sponsorship Committee

Faculties and Departments

new

National organisations

Support links between clubs and national organisations and showcase

Clubs Manager                      new

International organisations

Communicate links between Victoria clubs and international organisations as part of the International Strategy

Clubs Manager International Office

new

SPACES AND PLACES

Venue allocations

Review venue allocations during each semester

VicVenues Recreation Services

new

Reallocate rooms/spaces on the basis of actual usage and demand

VicVenues Recreation Services

new

Venue availability

Review policy of room/venue allocations to reflect the nature of the activity (for example, sports groups have training and competition demands, social groups may meet once each week)

Recognise external costs associated with VUW not being able to provide spaces (hockey turf, swimming pool) and address this in grant applications

VicVenues Recreation Services

Clubs Grants Committee

new

new

Build partnerships with other providers to meet the needs of VUW clubs (for example, Wellington City Council)

Campus Operations Recreation Services

emergent

Storage                       Undertake a storage audit of each club.              Clubs Manager                        new

Identify storage opportunities across all campuses.

Clubs Manager Campus Operations

new

Identify storage solutions and locations that are appropriate (for example, garage for VU Canoe and Vic Tramping or lockers for other groups).

Clubs Manager Campus Operations

new

SERVICES
FOCUS	ACTION	ROLE	STATUS
Online services	Clubs Handbook/A-Z with guidelines for	Clubs Manager	new
	good practice
	Clubs policies, for example, rights and	Clubs Manager	new
	responsibilities, access to venues
	Grants criteria and processes	Club Grants	new
		Committee
	Links to grant and fund databases	Clubs Manager	new
	Financial templates	Clubs Manager	new
	Policies and procedures regarding GST	Clubs Manager	new
	Event management templates16	Clubs Manager	new
Clubs hub	A hot desk or office on each campus that	Campus Operations	new
	can be used by clubs executives
	Access to telephones, printers and	Campus Operations	new
	photocopiers in each club hub
	Nominated ‘home’ base for each club with	Campus Operations	new
	mailbox, locker and location of key club documents	Club Manager
	Clubs spaces on each campus that can be	Campus Operations	new
	booked and used for meetings of clubs and
	groups in the same way that those in the	VicVenues
	Student Union can be
	Online booking or room availability system	VicVenues	new
	that makes it easier for clubs to plan for and
	book spaces
	Have staff at the hubs able to resolve issues	Recreation Services	new
	and link to appropriate advice or resources	Clubs Manager
Equipment	Produce a list of available equipment and	Clubs Manager	existing
	promote to clubs (BBQ, van, trailer, stereo,
	video camera)
Online	Centralise club information including clubs	Recreation Services	rationalise
information	directory		and
			develop
	Establish portfolio of Club facebook pages	Recreation Services	rationalise
	and websites for club management	IT	and develop

Communications

Blackboard available for club promotion                                                                IT

Communications

existing service

16 Wellington City Council has a resource and training programme called Get Set Go that is intended as a training and planning resources for groups wanting to plan and organise events.

Posters, brochures

Public notice boards around campus                   Campus Operations                                                                           existing

Clubs Manager notice board in Student Union and Recreation Centre

JSUB

Recreation Services

develop existing

Departmental noticeboards                                                     Faculties                                                       existing

Hall of residence noticeboards Halls of Residence Clubs Manager

Student Academic Services

existing

Welcome packs for new hall of residents students

Halls of Residence Clubs Manager

Student Academic Services

existing

Student media          Salient including a wider range of profiles of

clubs

Clubs Manager Salient Editor

develop existing

Hard copy publication of clubs contact details in Salient early on in first semester

Salient Editor Clubs Manager

develop existing

VBC used as part of clubs recruitment strategy

VBC Station Manager Clubs Manager

develop existing

Face to face               Clubs week with a roving clubs day outreach on other campuses

Clubs Manager Campus Operations Faculties

develop existing

Inviting all clubs and groups to participate in Clubs Week

Clubs Manager                   develop existing

Club presentations in specific courses                                                          Clubs Manager

Faculties

develop existing

Maximising course-based networks for relevant clubs

Clubs Manager Faculties

develop existing

Public recruitment events Clubs Manager Campus Operations

develop existing

SUPPORTING SUSTAINABILITY

FOCUS	ACTION	ROLE	STATUS
Club advice and development	Proactive, visible and responsive advice that makes it easy for clubs executives to seek and receive advice	Clubs Manager	reconfigure existing
	Advice regarding constitution, AGM and	Clubs Manager	reconfigure
	handover policies that support succession		existing
	planning
	Systematic needs assessment process for	Clubs Manager	new
	identifying those clubs whose priorities for
	support and development are greater
	Monitoring club health using a dashboard of	Clubs Manager	new
	indicators (membership, activities, financial
	performance, officer stability, succession
	planning)
	Advocate on behalf of clubs and groups to	Clubs Manager	new
	other parts of the university, regarding the
	range, role and benefits of club participation
	and its contribution to the ‘student
	experience’ and graduate attributes
e-news	e-news sent regularly to all clubs officers with up to date information about	Clubs Manager	new
	opportunities, deadlines and training
Clubs notice board	Centralised notice board with information for clubs	Clubs Manager	new
Mailboxes	Physical and virtual mailboxes for all clubs	Campus Operations	develop existing
Club data	Ongoing systems for ensuring that clubs can confirm or update their contact details	Clubs Manager	develop existing
Clubs meetings and briefings	Orientation or similar ‘meet and greet’ to all club executives including information about services and support available to clubs	Clubs Manager	develop existing
	An opportunity for more formal networking	Clubs Manager	new
	each semester
Capability building	A series of training and development modules that include:	Clubs Manager	new
	Being the president
	Planning and running meetings
	Financial management, reading the financials
	New office holders
	Applying for grants and funding
	Recruitment and promotion planning
	Planning and running events
	AGM planning and officer handover
	Succession planning

FOCUS	ACTION	ROLE	STATUS
	First aid
	Legal responsibilities and potential liabilities of clubs
	Leadership development
	Developing a club programme that balances social activity and club activity
Help desk	Online or phone based help for clubs	Clubs Manager	develop existing
Club revenue and turnover	Review membership pricing policies with all clubs to monitor the level of fees	Clubs Manager	new
	Clubs Handbook/A-Z with guidelines for	Clubs Manager	develop
	good practice		existing
Funding	Investigate longer-term funding	Clubs Manager	new
	commitments to specific groups	Club Grant
		Committee
		University
		Sponsorship Group
	Investigate annual small-scale grants to pre-	Clubs Manager	new
	existing clubs	Club Grant
		Committee
	Provide links to external funding and	Clubs Manager	new
	granting organisations
Financial management	Explore use of online financial management software	Clubs Manager	new
Financial policies	Develop approach to ensure that clubs have access to insurance and GST rebates where appropriate	Clubs Manager	new

CONCLUSIONS

In summary, clubs make an essential contribution to the student experience and graduate attributes that the University aspires to create. To support the ongoing sustainability of a dynamic range of clubs, the following need to be provided:

• Grants and financial management and support

• Meeting rooms and activity spaces

• Supporting and resourcing clubs with advice

• Resources for clubs

• Communication mechanisms to regularly inform clubs

• Training and development opportunities

• Club recruitment and communication strategy

• Strategies to address continuity issues

• Engagement with a range of stakeholders that have an investment in or benefit from well functioning clubs.

In summary, Clubs require professional services and support to ensure their sustainability.

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Victoria University of Wellington (2011) Report of the Working Party on the Co-curriculum (July 2011).

Victoria University of Wellington (2011) Student Experience Improvement Survey Summary Report (2011).

Victoria University of Wellington (undated) The New Victoria Learning Partnership: Outcomes of the Review of Graduate Education.

Walker, T. (2011) ‘Mentor programme for commencing students: University of Ballarat.’ AUQA Good Practice Database. www.auqa.ac.au

APPENDICES

STAKEHOLDER INTERVIEWS

• Bridie Hood, President, VUWSA

• Hayden Harvey, Administrator, VicVenues

• James Shaw, Member, VUWSA Trust

• Jane Fletcher, Victoria Plus Co-ordinator, Career Development and Employment

• Jenny Bentley, Director, Campus Services

• Karl Whelan, Manager, Recreation Services

• Mark Maguire, Association Manager, VUWSA

• Melissa Barnard, Clubs And Events Manager, VUWSA

• Pam Thorburn, Director, Student Academic Services

• Rainsforth Dix, Associate Director, Campus Services

• Reed Fleming, Clubs Officer, VUWSA

SURVEY RESPONDENTS

• Act on Campus
• Action For Abortion Rights
• AIESEC Victoria
• Aikido Club
• Aikido Kenkyukai International
• Anime Club
• Anthropology Club
• Baha’i Club
• Basketball Club
• Business and Investment Club
• Chinese Students Association
• Christian Club
• Christian Union
• Dance With Me @ Vic
• Debating Society
• Film Production Society
• Film Society
• Flying Disc Club
• Football club
• Freethinker’s Association
• French Club
• Futsal
• Geology Society
• German Club
• Goju Ryu Karate Club
• Greens @ Vic
• Handball Club
• Hockey Club
• Huge @ Vic
• Indian Multi-cultural Club
• International Students Council
• Latin American and Spanish Club
• League of Makers
• Life Choice @ Vic
• Maori Law Students Nga Rangahautira
• Medieval and Renaissance Society
• Netball Club
• Paintballers Society

• Pasifika Students Council
• Psychology Society
• Rembuden Kendo Club
• Role Playing and Games Club
• Rowing
• Sailing Club
• Science Society
• Scifi Club
• Staff and Postgraduate Badminton
• Student Life
• Studio
• Swords Club
• The Brewing Society
• Toastmasters
• Tongan Students Association
• Tramping Club
• UNI Q
• Veg*ns@Victoria
• Vic International Development Society
• Vic Muslims Club
• Vic Students for Justine in Palestine
• VicLabour
• Vietnamese Students Association
• VUWSA Women’s Group
• Wellington Indonesian Student Association
• Wellington Malaysian Students Organisation
• Worker’s Party on Campus

Respondents that provided no data apart from club name

• Badminton
• Canoe Club
• Capoiera
• Gecko
• International Students for Social Equity
• King’s Church Wellington Club
• OBU Rugby Club
• Tae Kwon Do Club

SURVEY NON-RESPONDENTS

• Amnesty On Campus
  • Cricket Club
  • Eagles Volleyball
  • Fiji Students club
  • Human FM
  • Hunters Rugby League
  • International Taekwon-Do
  • KaiFiji @ Vic
  • Korfball Club
  • Kyokushin Karate
  • Law Students’ Society
  • Legalise Love
  • Lian Wu Tang
  • Maths and Physics Soccer
  • Muay Thai Kickboxing
  • Ngai Tauira Maori Students’ Association
  • Popping Club
  • Post Graduate Students Association
  • Saudi Club

• SBS School Football
• SCPS Football
• Society for Conservation Biology
• Squash Club
• Table Tennis
• Taekwon-do
• Tennis Club
• UN Youth Wellington
• Uni Games Touch Team
• Vic African Students
• Vic Bike Club
• Vic Students For MMP
• VicCom
• Victoria International Theatre
• Wellington Community Justice Project
• Wellington International Christian Fellowship
• Yoga Lounge
• Young Nats

CLUB INTERVIEWS

• AIESEC

• Anime Club

• Anthropology Club

• Dance with me @ Vic

• Film Production Society

• Film Society

• German Club

• Debating Society

• Swords Club

• Tramping Club

• Worker’s Party