Microeconomic analysis [[PESTLE]]. Looking at Macroeconomic too. Political - Positive relationship with University - Poor relationship with many students, excellent with some students. - National voice diminished - Education defined more narrowly by Govt, as an economic driver not an end in itself. - More embedded with politics of the University than ever before. - However more subject to the vagaries of University priorities. - Hostile government (culture wars, freedom of speech on campus, value for money) - [[General Manager Mindset#TUCARO context|TUCARO]] - Some members of the University feel that the SU doesn't engage with enough students of particular demographics. - Large change in SLT of the SU, some changes in UoS SLT. Economic - Macro- significant Covid expenditure. - Micro- our finances fine, especially following Pension scheme being sorted- but difficult to see where new sources of income come from. Diversity of income streams poor. - Block grant agreed for 3 years. - University recruitment down against target- main - Pandemic has highlighted digital poverty. - Some lack of clarity as to which organisation (University or Union) has responsibility for which resources. - We chase pockets of money when we should say "no" Social - Liberation changes. Ahead of liberation in the SU, but behind elsewhere. BLM, VWG, - Demographics are changing and more Millenials and Generation Z are coming into the workplace. - Brexit means there is higher demand for workers, causing staff shortages. - Wellbeing is a crisis in and amongst students and staff. - Hybrid working means changes to team-working, management, leadership, corporate culture. - Socialising online - Relationship with employer will change - Risk appetite has changed for many individuals - Number of international students increasing. Technological - Huge shift to online working and learning - Digital first strategy? - Continuing movement to [[Industry 4.0]] and AI - Education is enabled anywhere Legal / HR - Cybercrime - Fraud - Positive culture in the organisation, lots of engaged employees. However significant staff turnover in 2020/21. - Significant trustee turnover in 2021. - Distance working/ hybrid working. Changes to meetings and social interaction at work. - Commercial activities prescribed by Chartwells contract. Environmental - Climate change - Change in the use of the campus What inhibits change? - Culture of the University. - Lack of leadership time to create new business cases. - Lack of time to develop new relationships and approaches. - Lack of appreciation of the Students' Union's impact.