Updating VU SR Processes
Updating Documents Governing VU SR Activities
Since the VU SR Statutes were updated last spring, other documents governing the Organization’s activities continued to be reviewed and updated accordingly this year. In October, the VU SR Parliament approved a new version of the VU SR Rules of Procedure, and model regulations for VU SR units performing representative functions were also drafted and updated. The documents were standardized in accordance with the updated Statutes, corrective amendments were made, and certain provisions were supplemented. Model regulations for student initiatives (programs/clubs/projects) were also updated.
Following the approval of the model regulations, the units and initiatives were authorized to independently update the regulations of their respective structural units based on them. These updates were discussed and approved during each unit’s annual reporting-electing convention.
The final approved versions of all units will be reviewed and approved at the VU SR Parliament session in May.
VU SR Strategic Plan Indicators
At the VU SR Parliament session held in December 2025, the impact indicators for the VU SR Strategic Plan 2025–2028 were approved, which will enable a systematic assessment of the implementation of the strategic directions.
The strategic direction “Quality Studies and the Environment Applied for Them” stipulates that in the 2027–2028 academic year, student satisfaction with studies in each first- and second-cycle and integrated study program shall not be lower than in the 2025– 2026 and average at least 83 percent. The strategic direction “Strong Organization” stipulates that in the 2027/2028 academic year, the average engagement of VU SR members in the organization’s activities will reach no less than 75 percent. Meanwhile, the strategic direction “A Sustainable University Community” aims for the average engagement of first-year students in first-cycle, second-cycle, and integrated study programs who identify with Vilnius University and view it as open to different community groups and environmentally friendly to be no less than 65% in 2027 / 2028. These indicators define clear criteria for measuring VU SR’s strategic goals and form the basis for evaluating their implementation.
Marketing Strategy
In 2025, VU SR achieved a significant leap forward in the maturity of its internal marketing processes by developing and implementing the VU SR Marketing Strategy for 2026–2030. This document became not only a roadmap for the future but also a practical tool that enabled the systematic reorganization of previously fragmented partnership and marketing processes.
Prior to the strategy’s development, marketing activities within the organization were largely based on individual unit initiatives, singular decisions, and personal expertise. During the strategy development process, there was a conscious shift toward process-oriented thinking - the function of the marketing area, the boundaries of its responsibilities, and its relationship with other areas of the organization were clearly defined.
One of the key changes was the introduction of a unified, standardized partnership process. Marketing activities were structured according to clear stages—from identifying potential partners to implementing the partnership and gathering feedback. This standardization of processes reduced reliance on individual people, ensured continuity of operations as teams changed, and facilitated the consistent transfer of knowledge and experience. The planned shared partner database and commitment tracking system laid the foundation for more transparent, reliable, and easily planned partnership management.
The development of the marketing strategy became a systematic overhaul of internal processes, enabling VU SR to transition from individual activities to a more mature, planned, and long-term approach to organizational development. This change laid a solid foundation for financial sustainability, enhancing the experience of our partners, and ensuring the professional operation of the organization in the coming years.
Communication Strategy
This year also saw an update to the VU SR communication process. The updated VU SR Communication Strategy, which sets the direction for the organization’s internal and external communication processes in line with the VU SR strategy, was approved by the Council. Prior to the update, the communication process was based on personal experiences, word-of-mouth, and predetermined communication goals that lacked clear metrics and evaluation criteria. Additionally, the culture of communication planning within the organization was not fully defined, and the communication channels in use were outdated.
To identify gaps in VU SR’s communication, key issues, and the needs of the target audience, we conducted a study on the VU SR brand image. The study consisted of two parts and was conducted in October and November. In the first part of the study, we conducted focus groups, and in the second, we identified problem areas through a survey and, by analyzing the results, charted a course for the communication process.
When updating the communication strategy, we distinguished between internal and external communication. We also set specific goals and defined impact indicators, which include consistent student engagement, retaining the target audience, building the VU SR brand and recognition, consistency, accessibility, and VU SR members’ satisfaction with internal communication.
In addition to communication messages, tools, channels, target audiences, and planning measures, the communication strategy also includes guidelines that, when followed, help create and maintain an appropriate image for VU SR.
Training Schedule
An updated annual training schedule for the organization has been prepared for the 2026–2027 period. It was developed after evaluating reflections from the previous year, collected feedback, the organization’s competency map, and members expressed need to consistently develop their competencies. The update aimed to ensure greater relevance, focus, and alignment with the organization’s strategic goals.
The concept for the spring training sessions was also revised, and the sessions have already been implemented, receiving positive feedback from participants. Furthermore, the training schedule places greater emphasis on developing leadership competencies—separate meetings for leaders are planned throughout the year.
The prepared training framework was presented to the VU SR Council, highlighting its structure and planned implementation for the 2026–2027 period.
Working Group on Internationalization
The working group examined the topic of interculturalism from several angles: adapting events, training sessions, and meetings to the needs of international students; internal and external communication that is inclusive and responsive to the needs of diverse students; the integration of international students into the organization’s activities, with a specific focus on enhancing representation competencies and involving them in activities at various levels of representation.
During the working group’s activities, inconsistencies were noted in the bilingualism guidelines, which were updated and translated at the initiative of the working group. The expansion of translation capabilities and accessibility were discussed.
Working Group on the Membership Test
During the reporting period, a working group tasked with updating the VU SR membership test was formed by a decision of the VU SR Council. The working group consisted of 5 representatives of the VU SR Council, 2 members of the VU SR Institutional Strengthening Fund, and 2 representatives of the VU SR Central Office. The working group held various types of meetings aimed at systematically reviewing the current membership test, clarifying its purpose and objectives, and preparing an updated version that meets the organization’s needs. During the meetings, it was determined that the purpose of the membership test is to provide VU SR members with a basic understanding of academic processes and the role of the Students' Representation within the university community, and that the main objectives include providing basic social and academic knowledge about VU, giving members the opportunity to familiarize themselves with the path of a member, the structure, image, and strategy of VU SR, as well as informing them about student representation at the university and national levels. In light of this, it was decided to redesign the test, abandon the previous structure, and develop a new system of questions and topics. The updated structure was divided into the following topics: academic issues, academic situations, social issues, social situations, VU structure, situational questions regarding representation, VU SR image, VU SR strategy, LSIC, VU SR structure, and national representation. It was also decided to tailor the test to three target groups of active VU SR members by creating a member test, a curator test, and a representative test. New questions are currently being actively developed, and the updated membership test is scheduled to be prepared and implemented by September 1st.
ViSAK Update and Website Update
During the reporting period, in line with the strategic goal set by VU SR to review and update the coordination process for student representatives, the internal online system “mano VUSA,” also known as “ViSAK” – Virtual Student Representatives Coordinator. Some of the most important changes to this system:
Website design – the system’s appearance has been improved and tailored to the needs of student representatives to ensure that the representation process runs more efficiently;
Interactive guide – upon first logging into the system or clicking the “?” icon in the top right corner, users can now access an interactive guide to “ViSAK” functions and familiarize themselves with all the features of the “mano VUSA” environment;
Publication of meeting agendas – from now on, the agenda items and descriptions for CAU Councils, CAU Study Colleges, and SPC meetings are published publicly on the VU SR website, ensuring transparency in representative activities;
Filling out meeting agenda items – several new features when filling out agenda items, such as marking the type of item, indicating whether the item was initiated by students, multiple votes on a single item, etc.;
Receiving notifications – one of the new features allows you to enable notifications about pending tasks, meeting updates, and more, both on your computer and phone;
The ability to report that a meeting has been canceled – another new feature that can be particularly useful when participating in specific committees where meetings may occur very infrequently.