Head of Partnerships & Launchpad
DUCFS 2026
A candidacy built on human-centred leadership, strategic vision, and a genuine passion for making DUCFS the defining event of Durham student life.
View My Vision
The Candidate
Mia Alvarez-Smith
First-year student at Durham University studying Psychology and Behavioural Sciences. I bring a human-centred perspective to everything I do, from how teams collaborate to how organisations create meaningful impact. I am passionate about building relationships, solving complex problems, and making DUCFS the defining event of Durham student life.
The Roles
Three Roles, One Vision
I am applying for the positions of Head of Partnerships, Head of Launchpad, and Partnership Director at DUCFS 2026. Each of these roles sits at the intersection of relationship-building, strategic thinking, and creative collaboration, precisely the areas where I believe I can contribute most meaningfully to the society's continued growth.
Head of Partnerships
Head of Launchpad
Partnership Director
What I Bring
What I Could Bring to DUCFS
Beyond the specific responsibilities of the roles I am applying for, I believe I can contribute meaningfully to the broader culture and direction of the team, through initiative, a growth mindset, and a genuine awareness of the different stakeholders that make DUCFS possible.
Contribution #1
Initiative
A Proactive Mindset in Action
I am someone who enjoys identifying opportunities and turning ideas into real projects. I am motivated by challenges and often encourage others to approach difficulties with the same proactive mindset.
Both in high school and now at university, I have tried to take an active role in the environments I am part of, not only participating in initiatives but also helping create them. This is reflected through my early involvement in the executive team of the Durham University Business Society, my participation in the L'Oréal Brandstorm competition, my collaboration with a psychology professor on a research project, and my role as International Welfare Representative within my college.
Earlier in my academic journey, I also initiated and led a debate tournament for younger students at my school, giving me valuable experience coordinating teams and helping others work towards a shared goal. I believe this proactive mindset is particularly valuable in an organisation such as DUCFS, where creativity and new ideas play an important role in helping the society continue evolving.
Contribution #2
Growth Mindset
I believe it is important for organisations such as DUCFS to constantly reflect, learn and evolve. I naturally approach projects with the idea that there is always room for improvement, whether that involves refining existing initiatives or exploring new ways to create impact.
Openness to Feedback
For me, having a growth mindset means being open to feedback, learning from challenges and continuously looking for ways to develop both individually and as a team.
Understanding Before Acting
I am someone who enjoys identifying opportunities for growth by understanding the needs of the people involved in a project. I also believe good decisions come from well-informed thinking rather than quick reactions, so I like to take time to understand the wider context before acting.
Evolving DUCFS Year on Year
Within DUCFS, I would aim to contribute to this mindset by encouraging reflection after events and initiatives, identifying opportunities for improvement and thinking about how the organisation can continue evolving. I would bring a strong motivation to help DUCFS grow not only as a single annual event but also as a platform that can create impact throughout the year through partnerships, initiatives and community engagement.
Contribution #3
Stakeholder Awareness
In projects such as DUCFS, many different groups are involved, from partners and sponsors to volunteers and the communities that ultimately benefit from the funds raised. I believe it is important to understand the expectations and perspectives of these different stakeholders in order to ensure that collaborations run smoothly and that everyone involved feels connected to the organisation’s purpose and impact.
Alongside this awareness, I aim to approach my work with professionalism and reliability. I try to communicate ideas clearly and present myself in a way that builds confidence and trust among both team members and external collaborators. I believe these qualities are particularly important in projects that rely on strong partnerships and effective coordination.
I also try to be attentive to the networks and relationships around me, recognising the opportunities that existing connections can offer while also considering how I can contribute value in return. I believe this reciprocal approach helps create stronger and more sustainable collaborations.
The Stakeholder Landscape
Partners & Sponsors
Brands, businesses and local organisations contributing resources and visibility.
Student Community
First years to finalists, the audience, volunteers, models and creatives who bring the show to life.
Charity Beneficiaries
The communities and causes that give DUCFS its deeper purpose and meaning.
What I Would Change
3 Things I Would Change About DUCFS 2026
Change #1
Increase First-Year Engagement
The Problem
As a first year, I first noticed DUCFS a month ago, when I engaged in conversation with final-year students who had attended the fashion show. Till that moment nothing had driven my attention as a fresher to this fashion show, none of the freshers brought it up in conversations, and now that I have asked, no one seems to know about it.
Coming as a fresher can be very overwhelming. A big and complex event such as DUCFS can seem unmanageable and difficult to understand to first years who still don't know anything about university life.
The Solution
DUCFS should be promoted at moments when students will have their attention span open. Instead of focusing all promotion on the freshers' fair, there should be an in-college approach to spreading awareness of this society.
Rather than relying only on formal promotion, DUCFS could introduce attention-grabbing activities or traditions that naturally spark conversation within the student community. Ideally, DUCFS should become something first-year students hear about through their peers, making the event feel exciting and accessible rather than another piece of information during an already overwhelming first term.
Change #2
More Connection with the Charity and the Cause
DUCFS is often recognised for the scale and excitement of the event, but the charitable cause behind it could be made far more visible throughout the year.
1
Storytelling Throughout the Year
This could be achieved through stronger storytelling, including guest speakers, volunteering opportunities, and communications that highlight the real impact of the funds raisedencouraging participation not only from those interested in fashion, but also from students motivated by supporting meaningful causes.
2
Reflecting the Cause on the Runway
The fashion show itself could more clearly reflect the cause it supports. Elements of the creative direction or runway concepts could incorporate themes connected to the charity, reinforcing the link between the show and its social impact.
3
A Coherent Annual Narrative
Each year could be built around a clearer narrative connecting the charities selected. Choosing organisations that relate to a shared theme and communicating that story throughout the year could help integrate fashion, fundraising and social impact in a more meaningful and coherent way.
Change #3
More All-Year Involvement
Currently, DUCFS tends to be viewed as a single, spectacular event. Expanding its presence throughout the academic year will build a stronger community, foster continuous engagement, and deepen its impact.
The Problem
From my own experience, I only became aware of the fashion show after it had already taken place, when people were talking about it afterwards. As a result, I never had the opportunity to consider attending because I had not heard about it earlier in the year. Increasing visibility and activity throughout the academic year could help more students become familiar with DUCFS sooner and encourage earlier engagement.
The Solution
One way of increasing involvement throughout the year would be not only by organising more socials and promoting them more consistently, but also by introducing a major build-up event before the final show. This event would be smaller than the main fashion show but designed to capture significant attention across the student community. It could act as an entry point for students who may have missed earlier promotion, allowing them to discover DUCFS and still attend the main show. By creating a highly visible pre-show event, DUCFS could generate excitement and ensure that students feel they are missing out if they are not part of the experience.
New Ideas
3 New Ideas for DUCFS 2026
Beyond refining what already exists, I believe DUCFS 2026 presents a real opportunity to introduce initiatives that elevate the partnership experience, deepen community ties, and make the event more immersive for everyone involved.
Idea #1
Structured and Strategic Partnerships
For 2026, one new initiative could be the introduction of more structured partnership packages. As DUCFS already collaborates with many partners, creating clearer partnership tiers, such as gold, silver and bronze partners, could help define the level of involvement and value each partner receives. This would allow larger partners to be more deeply integrated into the show, ensure that partners receive benefits proportional to their contribution, while still enabling smaller businesses to participate in ways that match their contribution.
By creating more defined partnership levels, the team could focus more attention on developing deeper relationships with key partners, making DUCFS a more attractive platform for larger and more high-profile brands, strengthening the scale and reputation of DUCFS partnerships. A clearer structure would also allow partnerships to be more strategically aligned with the creative identity of the show. When selecting partners, it would be valuable to prioritise brands that naturally connect with the themes and audience of DUCFS. This would help ensure that collaborations feel authentic and contribute meaningfully to the overall experience of the event.
Partnership Tiers
Idea #2
Creating Brand Experiences, Not Just Sponsorships
Rather than being limited to logo placement or product visibility, partners could create interactive experiences that allow students to engage directly with their brand, making DUCFS more memorable for audiences while delivering greater value to collaborators.
Beauty Partners
Host backstage styling stations where guests and participants can engage directly with products in a real show environment.
Fashion Partners
Run styling booths or pop-up installations that allow students to interact with the brand's aesthetic and identity.
Lifestyle Brands
Organise themed activations linked to the event, contributing to storytelling through behind-the-scenes content or post-show networking with designers.
Partners could also contribute to the storytelling of the show through interviews, behind-the-scenes content, or post-show networking opportunities with partners.
Idea #3
Expanding Partnerships with Local Durham Businesses
Rooting DUCFS in the Durham Community
Building on a more structured partnership system, DUCFS could also expand collaborations with local businesses in Durham. Once clear partnership tiers are established, local companies could participate through collaborations that align with their resources and interests. Local cafés, boutiques or creative studios could contribute through smaller sponsorships and product collaborations during show week. This would broaden the DUCFS partnership network while strengthening the relationship between the event and the Durham community, giving independent businesses greater visibility among studenalso expand collaborations with local businesses in Durham. Once clear partnership tiers are established, local companies could participate through collaborations that align with their resources and interests. Local cafés, boutiques or creative studios could contribute through smaller sponsorships and product collaborations during show week.
This would broaden the DUCFS partnership network while strengthening the relationship between the event and the Durham community, giving independent businesses greater visibility among students.
5-Year Vision
How DUCFS Can Grow Over the Next 5 Years
DUCFS has the potential to become far more than an annual fashion show. Over the next five years, it could evolve into a defining cultural institution within Durham and a nationally recognised platform for student fashion.
Vision #1
Becoming a Tradition of Durham Student Life
Over the next five years, DUCFS could strengthen its position as a central tradition within the Durham student experience. Rather than being seen only as a single annual fashion show, DUCFS could evolve into a broader cultural initiative deeply integrated into the social life of the university.
Recognisable Recurring Traditions
Many of Durham’s most recognisable traditions are simple, memorable activities that students naturally participate in and talk about, such as climbing the Hatfield wall or running the Mery’s Mile.
DUCFS could aim to create similarly recognisable traditions connected to its charitable mission, allowing DUCFS to become part of the everyday culture of Durham students.
College, Society & Sports Team Collaborations
Collaborations with colleges, societies and sports teams could further strengthen this integration. For example, charity elements could be incorporated into rowing events or college competitions, helping the initiative reach a wider range of students.
A Year-Round Calendar of Events
By creating a clearer calendar of recurring activities and building recognisable traditions over time, DUCFS could become a widely anticipated part of Durham student life, strengthening the fashion show itself by building greater anticipation, awareness and loyalty leading up to the main event.
Vision #2
Leading a National Student Fashion Competition
Durham at the Centre
Over the next five years, DUCFS could expand its influence by leading a national competition between university fashion shows across the UK. By taking the initiative to organise and coordinate this platform, Durham could position itself as the centre of the UK student fashion scene.
Leading this initiative would significantly increase the visibility, scale and reputation of Durham's fashion show over time, transforming DUCFS from a celebrated university event into a nationally recognised institution.
Leadership Qualities
What I Would Bring as a Leader
Leadership, for me, is about enabling people to do their best work together. The qualities I would bring to DUCFS are rooted in how I naturally engage with teams, challenges, and the people around me.
Quality #1
Relationship Builder
One of the main qualities I would bring to DUCFS as a leader is the ability to build strong relationships with others. I naturally find it easy to build rapport with people and gain trust through my communication style and approach. I believe this is particularly important in a collaborative environment such as DUCFS, where the success of the project depends on the team working closely together and maintaining positive relationships with a wide range of stakeholders.
As a leader, I would try to be attentive to individuals who may find networking or speaking up more difficult, helping them feel included and confident within the team. At the same time, I believe strong relationships should be built on genuine trust rather than superficial networking, which is why I focus on developing meaningful connections that support long-term collaboration.
I also always try to communicate ideas clearly and confidently, which usually helps me build trust and reassurance within a team, particularly in moments when people may feel uncertain about a decision or their own abilities.
In addition, I am good at spotting people’s strengths and talents, making sure to recognise them and encourage individuals to take on responsibilities that best match their abilities. I believe that helping people recognise their strengths and feel valued within a team is an important part of effective leadership.
Quality #2
Problem Solver
Motivated by Complexity
I enjoy identifying opportunities and turning ideas into real projects. I often find complex problems motivating rather than stressful, approaching challenges as chances to create something better.
Empowering Others
As a leader, I aim to support others when they encounter difficulties. Rather than simply solving the problem myself, I guide team members through the process so they feel more confident tackling similar challenges in the future.
Systemic Thinking
In addition, I try to think beyond the immediate solution and consider how processes can be improved so that the same problem does not arise again. By identifying patterns and implementing clearer systems, I believe teams can work more efficiently and avoid unnecessary complications in future projects.
Quality #3
Human-Centred Leadership
Psychology & Behavioural Sciences
I believe one of the most important qualities I could bring to DUCFS comes from my academic background. I study Psychology and Behavioural Sciences, and I’m particularly interested in bringing a more behavioural and human-centred perspective into environments that are often very focused on economic or performance outcomes.
In projects like DUCFS, where different groups are involved (companies, students and charities) I think it is important to understand not only the objectives of the organisation but also the motivations, expectations and experiences of the people involved.
Psychology helps to develop that awareness and to think more carefully about how teams are organised, how goals are defined, and how collaboration can be structured so that all stakeholders feel engaged and valued.
In a world where many decisions are driven primarily by economic considerations, bringing a perspective that focuses more on individuals and human behaviour can add a different and valuable dimension when defining objectives, solutions and long-term plans.
For that reason, I believe my profile, which combines a human-centred perspective with a strong interest in organisational projects, could contribute positively not only to the specific role I’m applying for but also to the broader way the team thinks about impact, collaboration and future initiatives.
Let's Build Something Exceptional Together
DUCFS has all the foundations of something truly remarkable, a passionate team, a compelling cause, and an audience ready to engage. I would be honoured to contribute to its next chapter as Head of Partnerships, Head of Launchpad, or Partnership Director.
Strategic
Structured, purposeful partnerships aligned with the show's identity.
Human-Centred
A leadership approach rooted in psychology, empathy, and genuine collaboration.
Visionary
A 5-year perspective that builds DUCFS into a lasting Durham tradition and national presence.