In November 2025 the LSESU Board approved an exciting transformation project designed to revolutionise the way the SU functions, optimising its ability to give LSE’s students the world class social and educational experience they deserve.

A highly experienced transformation director has been brought on board to help LSESU deliver this ambitious program of work. The project is now well underway and is expected to take around 12- 18 months.

STUDENTS HAVE HIGHLIGHTED THE CORE ISSUES AREAS TO BE ADDRESSED: 

  • A need for stronger governance and clearer decision‑making.  

  • Pressure on our democratic structures. 

  • A desire for clearer communications and increased student engagement. 

  • Capacity constraints across communications, digital systems, and physical spaces. 

  • Making the most of commercial opportunities that require strategic direction. 

  • The need to develop a tailored partnership model that recognises and responds to LSE students’ varied experiences across departments. 

 

The SU’s transformation plan will employ a clear, transparent framework that ties its activities to the decisions already made, allowing for effective board oversight and for the SU to maintain its business-as-usual operations throughout the project’s 12-18 month runtime. 

 

THE TRANSFORMATION WILL FOCUS ON THREE PRIORITY AREAS:

  • DEMOCRACY, ENGAGEMENT, AND INSIGHT

While an amazing 77%* of LSE students participate in SU activities, far fewer engage in ways that determine its priorities. We want that to change, and the SU is tendering for an external consultant to manage this complex portion of the project.  

  1. We need to review our democratic structures and improve insight gathering in order better understand the breadth of our students’ needs.  
  2. We want to better understand student sentiment and increase the positive impact we deliver in response to it. 
  3. We will create a system that is inclusive, evidence-led, and capable of delivering measurable impact through transparent processes. 

 

  • GOVERNANCE

We will strengthen the SU’s governance foundations.  

  1. A crucial part of this work is our major Board Effectiveness and Governance Review, which is already in progress.  
  2. Improved governance training for Sabbatical Officers, student and lay trustees will be introduced from the 2026/27 academic year onward. This will ensure candidates and officers understand their responsibilities and will improve the capacity of the Student Union to support them in delivering for students.  

 

  • IMPACT (OUR SERVICE CAPACITY, COMMERICAL STRATEGY, AND PARTNERSHIPS)   

LSE's departmental model, its politically engaged, vibrant, diverse and international student body, and large post-graduate cohort create a unique and stimulating environment. To serve our student community better, now and in the future, we need to:  

  1. Build stronger relationships with LSE departments, meaning more sporting and community activities and events, allowing students to have more fun and more direct impact on the decisions that affect their education. 
  2. Adopt a bolder commercial strategy, one that keeps us financially sustainable and resilient, without losing sight of our mission.  
  3. Invest in the practical infrastructure that underpins the work the SU does for students. Streamlining processes for student events and funding, better data and reporting tools for academic representation, and a brand spanking new website and social presence. 

The transformation project is an exciting opportunity to improve the way that LSESU works for and with students, ensuring they have an exceptional social and educational experience at one of the world's leading social science institutions. 

*Based on statistics for the academic year 2024-25 

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