Yousef Arabchahi: Candidate for Student Trustee

By Paris King

As the whole campus prepares to vote in the upcoming student elections, The Print has interviewed a number of candidates standing for representative and executive positions. All candidates were invited to participate. Those who did not respond are not included. Other candidates are available and students can see all of them on qmsu.org/elections. Anything mentioned in the text reflects the candidates’ opinions, not The Print’s. The length of the interviews does not imply preferences for a candidate, but instead ensures that we are factually reporting on their interviews. 

Yousef says his leadership experience supports his campaign, which aims to bring greater engagement to the oversight, management, and administration of the SU. He describes the trustee role as distinct from other positions in the elections, arguing that it is not solely focused on student experience but on governance and accountability. In his second year of university, Yousef was elected as a course representative. He later became Dental President for the Barts Student Association, representing over 700 students within QMSU. In this role, he participated in meetings that shape the university experience, including community meetings, student president council discussions, and faculty and stakeholder meetings. He adds that these experiences helped him develop skills in stakeholder engagement, critical analysis, and student advocacy. As a student, he highlights the importance of decision-making that affects the wider student body and describes the trustee role as providing a “check on power.” 

Yousef describes his approach to the Trustee role by outlining what he sees as the distinct responsibilities of trustees, that differ from those of executive officers. He says trustees are responsible for ensuring the SU meets its legal, financial, and strategic obligations while incorporating the student voice into decision-making. He adds that, rather than making what he describes as “false or exaggerated promises,” his focus is on research and practical, well-informed change. 

‘I've been looking into different strategy reports, finances, expenditure, and income. Because I think the most important thing as a trustee is [to be] well-informed. [Because] if I'm going to be campaigning and asking people to vote for me, the least that I can do is [show] that I know what I'm talking about.’ On his Instagram, he shares analysis of the 2030 QMSU Strategy Report, including how the SU generates income and whether it is doing so effectively. He points to what he describes as a gap between QMUL and QMSU in generating income through legacies and donations: ‘QMUL has been very effective at making money through legacies and donations […] whereas the QMSU has made a total of £0 from that.’ He identifies this as a priority and says he would like to increase engagement with alumni and legacy giving, with the aim of building relationships with those interested in supporting the student community. He suggests that such contributions could have a direct impact on student life and describes this as one of the initiatives he would pursue if elected. 

Drawing on his previous roles, Yousef says he has learned that ‘everyone will do things to the best of their ability in their own way.’ He suggests that meaningful change comes from conducting research to better understand what the SU needs and adds that he would prioritise realistic and actionable goals over what he describes as exaggerated promises. He says he would like to improve transparency within the SU: ‘Students should be aware of what’s going on behind all these closed-door meetings because, at the end of the day, it’s in the name. It’s the SU.’ He also proposes changing how the SU communicates with students, suggesting a greater focus on platforms such as Instagram and course representatives rather than relying primarily on the QMSU website. He argues that Instagram is where many students are most active and says that using it to share updates could improve engagement and transparency. 

Yousef says his priorities are the financial sustainability of the SU and advocates for ethical spending practices. He identifies two major challenges: accessibility and engagement, as well as staffing shortages. He argues that campuses need to be more student-focused, highlighting how the Whitechapel campus lacks adequate student spaces. He mentions The Recovery Room and a small café as the only options for BARTS students, following the closure of the old Student Union. Staffing shortages at the SU are also noted as a significant issue, impacting support for societies and student events. Yousef emphasizes that financial decisions at the SU directly affect student life. He points to my espresso cup from The Ground, suggesting that even the mundane ‘make a small impact on student experience.’ 

Yousef aims to focus on smarter budgeting, income generation, and expenditure to improve the financial health of the SU and, consequently, enhance the student experience. 

Yousef says he is committed to listening to a wide range of student views, including those who may disagree with him. He says he would attend student meetings and gather a range of opinions, with the aim of ensuring decisions reflect the broader student body. He adds that a key part of the role is holding the SU accountable while balancing different perspectives discerning negativity from criticism. He also refers to the responsibilities of the Student Trustee role, saying he is aware of the need to ensure the SU meets its legal, financial, and strategic duties while representing students. 

Yousef considers success to involve smarter financial management, ethical spending, and increased transparency, all of which would enhance the student experience. Success would include improving the Student Union's financial practices and ensuring greater transparency in decision-making, so students are better informed about policies and decisions that impact them. 

As a final note, Yousef advocates for moving beyond short-term thinking to a focus on long-term impact. He aims to implement strategies that benefit students for years to come while ensuring the SU’s practices remain effective and transparent. His motto, ‘accountability, representation and improving track-record,’ encapsulates his long-term vision for the role.  

Voting runs from 23 to 26 March 2026.