ams annual report, 2013-2014

8/10/2019 AMS Annual Report, 2013-2014

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PublicationCredits

Editor-in-Chief: Mackenzie Biddie

Editorial Board : Tuba Chishti Greg McKellar

Lyn Parry Annette Paul

Justin Reekie Allison Williams

Photos By: Greg Black

Printed By: The Publishing &

Copy Centre

Alma Mater Society

John Deutsch University Centre

Queens University

Kingston, OntarioK7L 3N6

Tel: (613) 533-3001

Fax: (613) 533-3002

Website: www.myAMS.org


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EditorsNote

The Alma Mater Society (AMS) of Queens

University is one of the most engaged, vibrant, andactive student governments in Canada.Representing the needs of over 15,500 students

from a range of faculties and schools at QueensUniversity, the AMS has a multi-million dollar

annual operating budget and is the onlyexclusively student-run organization of its kind in

the country. This report represents the hard work of

over 1,000 volunteers and 600 paid staff, whocollectively have complete oversight of the

Societys activities. Included within this report areoverviews of the operations and activities of all the

commissions, offices, and corporate services of theAMS, as well as explanations of the AMS

governance structure, mission and mandate, andstrategic goals. Although the focus of the Annual

Report is to review the previous year, whereappropriate it identifies emerging challenges,

trends and strategic objectives


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Alma Mater Society

Annual Report 2013-2014


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Table of Contents

Society

Commissions

OfficesServices

Financials

Society Directory 2013-2014


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Overview of the SocietyThe Queens Universitys Alma Mater Society (AMS) was founded in 1858 and is the oldeststudent government in Canada. The AMS was incorporated in 1969 as a non-profit organiza-tion without share capital.

The Alma Mater Societys Constitution takes priority over all other student societies andorganizations to which its members may belong. The Societys highest legislative body isthe AMS Assembly which consists of representatives from all of the following AMS member

societies:

Arts & ScienceUndergraduate Society

Physical & HealthEducation and KinesiologyStudents Association

Commerce Society

Concurrent Education

Students Association Computing StudentsAssociation

Nursing Science Society

MBA Student ExecutiveCouncil

Engineering Society

Aesculapian Society

The voting members of the AMS Assembly also comprise the voting members of theCorporation, and in this capacity annually elect a Board of Directors. This board is responsiblefor overseeing the management of the Alma Mater Societys corporate services and associat-ed financial affairs, and more broadly, for ensuring the financial viability of the Society.

Membership in the AMS is automatically extended to all students of the University who areenrolled in at least one course in one of the member faculties/programs listed above, andwho have paid the full slate of AMS mandatory student activity fees. Each student normallybelongs to a member society as well as the AMS, and enjoys the rights and privileges of bothsocieties.

AMS members enjoy the right:

to vote in all Society elections and referenda; to hold offices or positions within the Society, subject to the restriction of the office or

position, as outlined by Assembly and/or Board Policy; to attend meetings of the Society subject to the rules of procedure as prescribed by theAMS Constitution;

to move or second motions at such meetings; to speak for or against any motion; to vote at Society Annual Meetings or Society Special General Meetings; to gain admission to and/or actively participate in any Society sponsored event and/or

program subject to any restrictions of the particular event and/or program.


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SOCIETY


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Mission Statement & Mandate

Brief History of the AMSAMS Assembly

Board of Directors

The AMS Executive


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Mission Statement & Mandate

AMS Mission Statement

Toserve and represent the diversity of students at Queens University.

AMS Mandate

1. To represent Queens University students within the university and externally by working tofurther the best interests of the members of the AMS, giving particular concern to representa-tion on issues related to education.

2. To provide services and activities to students, as well as to act in a facilitating role for servicesand activities where appropriate.

3. To cultivate a sense of social awareness and responsibility in its membership.

4. To serve as a liaison between the various affiliated student societies.


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Brief HistoryThe Alma Mater Society is the oldest student

association in Canada and, in fact, is nine yearsolder than Canada itself. Growing out of the oldDialectic Society, a debating group founded in1843, the AMS was established as the centralstudent government at Queens in 1858. Theoriginal objectives of the society were the defenseof students rights, the facilitation of discussion,the promotion and encouragement of learning,and the furtherance of the general interests of the

University.

Until virtually the end of the 19th century, the AMSremained essentially a debating society,conducting weekly meetings where essays were

read and debates took place after any officialbusiness was conducted. Nevertheless, during the1860s the AMS was responsible for securing a study

week prior to examinations and for securing somespace for athletic activity. In 1877, a newconstitution was created which reflected theimportance to the AMS of preserving theattachment of alumni to the University andmaintaining the bond between all members of theUniversity. Interestingly, during this period, theAMS president was required to be either a Queens

graduate or a professor, and at least one of thethree vice-presidents had to live outside ofKingston. In fact, it was not until 1920 that the AMSPresident could be a student, provided they werein their final year of study. In 1948, the constitutionwas amended to require the AMS President to be a

student.

By the turn of the century, the AMS Constitutionhad been amended to underscore the shift toward

the on-campus constituency and away from the1877 emphasis on alumni. The AMS primarypurposes were now the cultivation of literary,scientific and musical tastes, the encouragement ofathletics, and the publication of the Queens

Journal.

The Alma Mater Society had now begun to assume

its modern role of having full responsibility foradministering and financing the large number ofspecial interest student societies that had emergedon campus, and for representing the views ofstudents to the Senate.

One of the most important developments in AMShistory also transpired in 1898. This was theofficial delegation of responsibility for

non-academic discipline to the Alma Mater Societyand its new AMS Court (now known as the AMSJudicial Committee). Previously this responsibilitywas held by the Senate under the Royal Charterthat created Queens, although informally, the AMS

had been delegated increasing jurisdiction in thisarea throughout the 1880s. Later, in 1936-37, theAMS introduced a system of student constables to

maintain order at student functions. Both of theseessential elements in student life remain to thisday.

The 1930s brought one highly significantdevelopment. Beginning in the early 1920s therewas persistent discussion surrounding theintroduction to Queens of the fraternities and

sororities that were so popular in the United StatesThe opposition to them was strong, however, andwas based primarily on the concern that loyalty tofraternities would diminish loyalty to Queens andthat the very nature of fraternities and theexclusivity of their membership might jeopardizeQueens democratic traditions. The AMS was in theforefront of these discussions and in 1930-31revised its constitution to ban fraternities.

Respecting students right to self-government, theSenate had remained relatively quiet throughoutthe issue. But in late 1934, in response to the strongAMS stance, passed a motion forbidding studentswho register at the University to form or to becomemembers of any chapter of any externally-affiliatedfraternity or sorority at or near Kingston. In 2013,the AMS revisited this issue with the Assembly

ultimately retaining its strong opposition to anypresence of fraternities and sororities within theQueens community and strictly prohibiting any


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Brief Historyaccess by these groups to Society or University

resources and space. However, the Assemblyaccepted prevailing legal opinion that it could nolonger ban membership in such organizations bystudents living off campus.

During World War II, the AMS established a war aidcommission to raise money for the war and otherwar related activities. The AMS levied a dance tax toraise money for the War and sold corsages for the

Arts formal. During WWII, over 3,000 AMSmembers, alumni, and staff left Queens to fight inthe war, with 164 not returning.

Throughout most of the 1900s, the AMS operated

primarily as an amalgam of standing and ad hoccommittees but in response to the rapidlyexpanding scope of its activities, it underwent a

major restructuring in 1969. It was at this time thatthe commission system was created. The originalcommissions, designed to carve up AMS activityinto distinct spheres, were Education, Services,Campus Activities, Judicial, External Affairs, andBudget and Finance. The commissioners, alongwith the AMS president and vice-president,comprised what was then known as Inner Council

which carried out the basic day-to-day work of theAMS.

The AMS legislative body, comprised ofrepresentatives from all the faculty societies, wasknown as the Outer Council. Inner Council andOuter Council are now respectively known asCouncil and Assembly. The commission systemcontinues to thrive today, albeit with many

modifications from its original form.

Chief among these modifications were thecreation of the Academic Affairs Commission in1991 in order to house responsibility for bothlearning environment issues and external funding/tuition/student aid lobbying issues in one place;and the creation of the Municipal AffairsCommission in 1994 in recognition of the

important and diverse nature of studentinteraction with the Kingston community. In theearly 1990s, the focus of the Education Commission

gradually shifted away from academic issues and

towards a wide range of social justice and equityissues. This proved to be a lasting change and thatcommission has been renamed Social Issues. Inrecognition of the growing concern amongstudents regarding a wide range of environmentalissues both on and off campus, in early 2011 theAMS established the Commission of theEnvironment & Sustainability.

In the mid-1970s, the AMS began establishing andoperating significant commercial services on behalfof its members. Alfies Pub (originally known as theUnderground) was created in 1976 and constituteda substantial expansion and relocation of the first

AMS-run pub, founded in 1969. Alfies was soonfollowed by the Queens Pub (then the McLaughlinRoom) in 1978.

Additional major new services followed with thecreation of the Publishing & Copy Centre and

Walkhome in 1988; the Used Book Store in 1994;and The Common Ground Coffeehouse in 2000.In response to longstanding requests from TheQueens Journal for new and separate space, in1990-91, the AMS purchased a house on Earl Street

in which to relocate the newspapers operations. Ithas since been relocated to 190 University Avenueto make room for the Queens Centre. In 2005, theAMS purchased a longstanding card and stationary

store in the JDUC which evolved into the creationof a major clothing, travel and used book retailservice known as the Tricolour Outlet.

The AMS established a Housing Service in 1968which operated throughout the 1970s until the

AMS divested in 1982. By way of a contractualagreement with Queens University, the AMS sublet

a number of university owned houses andapartments and acted as a landlord. The AMSadministered all aspects of owning a houseincluding collecting rent, arranging for repairs andrunning an annual housing lottery. The primaryreason for the service was more student friendlyhandling of traditional landlord/tenant issues.When the AMS pulled out it oversaw 56 housingunits serving hundreds of students.


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Throughout its evolution and growth, the AMS hasmaintained its longstanding commitment to

traditional activities central to student life byfacilitating Orientation, overseeing ModelParliament since 1946, and overseeing ModelUnited Nations since 1987.

In 1969, the AMS also created a corporation with-out share capital under the name of Alma MaterSociety of Queens University Incorporated. One ofthe most significant structural developments over

the past two decades has been the evolution of therole of the AMS Board of Directors in overseeingAMS services and managing the financial affairs ofthe corporation.

The AMS conducted a comprehensive examination

of the entirety of its operations in 1995-96 througha cross-section of student leadership known as

Vision 2000. This group was responsible forcreating the current AMS Mission Statement whichis: To serve and represent the diversity of studentsat Queens. The Vision 2000 group identified threewords critical to the AMS mission statement:

Serve reminding us that at all times we areworking for students; in essence the AMS isservant to student needs

Represent- in representing students the AMSis acting as their agent articulating their viewsto groups both inside and outside theuniversity

Diversity underscores an AMS organizationalimperative to serve and represent students ofdifferent ethnic backgrounds, ages, faculties,sexual orientations and socio-economic levels.

AMS participation in federal external studentfederations has been limited. It has never been amember of the current Canadian Federation ofStudents, established in 1981, nor its predecessor,the National Union of Students that operated from1972 to 1981. The AMS did, however, become amember of the Association of Student Councils, anot-for-profit organization incorporated in 1973

to provide discount travel. Provincially, the AMSbecame a member of the Ontario Federation ofStudents in 1974 and maintained that membershipuntil 1992 when Queens students voted to leave.

The AMS subsequently became a foundingmember of the Ontario Undergraduate Student

Alliance, which it left in 1995 only to rejoin in 2000.In 2009-2010, the AMS held observer status in theCanadian Alliance of Student Associations (CASA) afederal student lobby group. The AMS decided tonot align federally.

Since its inception, the AMS had represented allstudents attending Queens University. However,that changed in 1981 when the Graduate Students

Society, an AMS member society formed in 1962,voted by referendum to secede from the AMS. Thissecession was extremely amicable and grew outof a gradual, long-term, mutual recognition by theAMS and GSS that graduate students should haveseparate and autonomous representation.

Subsequently, the AMS has seen both theTheological Society and the Law Students Society

depart for membership within the GSS, known nowas the Society for Graduate and ProfessionalStudents (SGPS). In 2006, the Rehabilitation

Therapy Society departed for the SGPS when thatprogram evolved into a graduate program. In 2009,the Education Students Society voted to depart theAMS.

With the completion in 2009 of the initial

component of the Queens Centre project, the AMSbegan discussions with the University

administration designed to fulfill its decades-olddesire to assume responsibility for operating andmanaging the student life space on campus. Thesediscussions became serious negotiations overthe 2010-11 academic year and culminated in anhistoric operating and management agreementsigned in early 2011 that would transfer from theUniversity to the AMS, administrative control over

this important space. Effective May 1, 2011, theAMS would now oversee the John DeutschUniversity Centre, Macgillivray-Brown Hall, the GreyHouse (51 Bader Lane) and the non-athleticstudent life space within the new Queens Centre.


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Brief History (contd)Currently the AMS represents roughly 15,500

students. It has grown to operate a wide range ofretail, hospitality and media services employingover 600 students, and six commissions with over1,000 student volunteers participating in advocacy,event organizing and charitable efforts.

Relying entirely upon the extraordinary efforts and talent of a

singularly dedicated student body, the Alma Mater Society remains

true to its roots, working diligently on enhancing both the academic

and extra-curricular experience of its members while fostering

important connections with the surrounding community.


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AMS AssemblyAssembly is the highest legislative and

decision-making body for the undergraduatestudent government at Queens University. It iscomprised of roughly 40 representatives from themember societies, AMS Council, the Chair of theBoard of Directors, the Rector, the Student SenateCaucus Chair, and the Undergraduate Trustee. TheAssembly fulfils its mandate by debating reports,recommendations and motions as submitted byCouncil, the Faculty Societies, or any individual

AMS member. It is constitutionally- empowered todirect the Executive, Council or Board of Directorsas they carry out their duties consistent with thebest interests of AMS members. All AMS membersare welcome to attend the bi-weekly Assemblies

and submit motions.

This year most meetings were again held in Wallace

Hall continuing the shift in location from the long-standing venue of the McLaughlin Room. However,the Society did hold two meetings in historic GrantHall, one in Sutherland Hall and maintained thetradition of a fall meeting in Kingston City Hall. Inan effort to increase exposure to Assembly and togenerally raise awareness of its activities, a Bringa Friend to the Friend Assembly event was sched-

uled in the fall term with over 100 participants inattendance. In a related effort, Assembly approvedthe creation of four assembly volunteer positionsto work with the Speaker and Commissioner ofInternal Affairs to conduct marketing and outreachinitiatives next year.

In the fall term, Assembly duly approved the goalplans and budgets for all Commissions and

conferred exclusive jurisdiction to the Board of

Directors over the AMS Employee Policy andProcedures Manual, along with Corporation oriented sections of the AMS Hiring andAppointment Policies and Procedures Manual. TheAssembly also approved the creation of the firstAMS policy and procedures in the area of Non-Academic Group Discipline. This policy included adefinition of hazing.

At a Special Assembly called in September, theAssembly met to endorse The Rising Tide: An En-

rolment Policy Paper from the Alma Mater Society

and simultaneously approved a large number ofrecommendations detailing the AMS position onenrolment issues.

Consistent with most years, Assembly approved alarge number of amendments to the AMSconstitution and policy manuals. These were wideranging and included significant committeerestructuring in the Campus Activities and Social

Issues commissions; the creation of a Student ArtsCouncil ; the return of the Student Maintenanceand Resource Team (SMART) to the MunicipalAffairs Commission; club policy changes; andchanges to student activity fee policy designed

to significantly enhance financial oversight by theAMS VP-Operations and Commission of InternalAffairs within this expanding and critically

important area of extracurricular student life.

In October, the Assembly unanimously approvedpolicy calling for Faculty Societies to have sole

jurisdiction over the composition of the hiringpanels for all of their Orientation Week positions.Later in the fall term, the Assembly adopted policyopposing the presence of tanning beds on campus

In November, the Assembly passed a motionexpressing its gratitude to the Sydenham DistrictAssociation, law student Kevin Wiener and all otherparticipants who acted in support of the AMSsuccessful appeal to the Ontario Municipal Boardfor genuine electoral representation of postsec-ondary students in the City of Kingston.

The 2013-14 Assembly was particularly notable for

its approval in February of an unprecedented num-ber of student fee changes. These includedincreases to the AMS Specific, Queens Journaland CFRC mandatory fees; the conversion of theQueens TV optional fee to mandatory; and theestablishment of an optional fee for a local charityeffort.

In March, Setting Sail: A Policy Paper on Innovationand Entrepreneurshipwas endorsed and a largenumber of specific recommendations were


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AMS Assembly (contd)adopted as official policy in this increasingly signifi-

cant area of university life.

Later in March, a group of concerned studentsbrought forth a motion to de-ratify the MensIssues Awareness Society, an AMS club. The groupargued that a speaker from the University of Ottawa,whom the club intended to bring to campus, wouldadvance unsupported views that would publiclyundermine feminism and anti-rape culture discourse

on campus. After a long and contentious debate theAssembly voted against de-ratification.

March also brought the establishment of an AssemblyFinance Committee, which in conjunction with some

constitutional changes relating to budgets, isexpected to enhance financial management andreporting within the Societys Government side

activity. The AMS Annual General Meeting took placeon March 18, 2014 and was held for the first time inHumphrey Hall auditorium with an approximate at-tendance of 200 AMS members. The agendaconsisted of five confirmation motions for studentactivity fee changes previously approved by the

Assembly. After extensive presentations and

debate, all five motions were confirmed.Presentations by Rector Nick Francis and JudicialAffairs Director Apollonia Karetos were very wellreceived.

Notable Assembly guest speakers includedDonald Drummond, Professor in Policy Studies andformer federal Assistant Deputy Minister, TD BankChief Economist and Chair of the Commission on

the Reform of Ontarios Public Services, Jill Scott,Vice-Provost of Teaching and Learning, KingstonMayor Mark Gerretsen, Queens Head LibrarianMartha Whitehead, representatives from theOntario Undergraduate Student Alliance and

members of the Campus Master Plan AdvisoryCommittee. Principal Woolf appeared as a guestspeaker during an Assembly training session held

in early September.

For the second consecutive year, the Assemblyappointed former Dean of Student Affairs BobCrawford as Honorary President. The Assembly didnot grant any Honorary Life Memberships in theSociety.


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AMS Assembly (contd)

Alma Mater Society

PresidentVice-President (Operations)Vice-President (University Affairs)Academic Affairs Commissioner*Campus Activities Commissioner*Commissioner of Internal Affairs*Municipal Affairs Commissioner*

Commissioner of theEnvironment and Sustainability*

Social Issues Commissioner*Hospitality & Safety ServicesDirector*Retail Services Director*Media Services Director*

Nursing Science Society

President

Vice-President

Engineering Society

PresidentVice-President (StudentDevelopment)4 Elected Representatives

Commerce Society

PresidentVice-President (External)Vice-President (Internal)2 Elected Representatives

Arts & Science Undergraduate

Society

PresidentVice-President

8 Elected Representatives

Aesculapian Society

President2 Elected Representatives

Computing Students Association

President

Vice-President (University Affairs)

Concurrent Education Students

Association

President3 Elected Representatives

Physical & Health Educatio

Kinesiology Students

Association

PresidentVice-President (Operations)Vice-President (University Affa

MBA Student Executive Cou

PresidentVice-President

Residence Society

PresidentVice- President

Other Ex-Officios

Undergraduate Student Truste

Queens University Rector*

Student Senate Caucus Chair*Board of Directors Chair*

The AMS Assembly is comprised of the members listed below. Note that not all Assembly members

have a vote on motions. Those who do not have voting privileges are marked by an asterisk.


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Board of DirectorsThe Alma Mater Society of Queens University Inc.Board of Directors is the body that has been entrust-ed to manage the affairs of the Corporation by itsmembers. The Board serves three main roles accord-ing to the recently updated policy manual: a strate-

gic management role, a financial role, and a humanresources role. Operating under this umbrella, theBoard of Directors undertook various successful in-ternal projects this past year while also approving keychanges to our corporate services that were deemednecessary for the long-term viability of the AMS Inc.

Internally, all five of the Boards committees werequite active. The Finance & Audit Committee con-ducted a review of the AMS Specific Fee and rec-comended an increase of $9.26 that was approvedat the Annual General Meeting. The GovernanceCommittee did a complete overhaul of the BoardPolicy Manual and the AMS Inc. Bylaws. The Per-sonnel Committee created a new salary grid thatincreased salaries across the board by an average of10%. The Long-Term Strategic Planning Committeeapproved a strategic framework containing guidingprinciples and strategic objectives for each of theServices to follow when conducting their annualgoal planning exercises. Finally, the Permanent StaffCommittee reviewed and created new or amendedjob descriptions for our Permanent Staff. In terms ofour Corporate Services, the Board played a key rolein approving changes to positions, removing and

approving positions, approving capital expenditures,and approving the entire re-branding of some of ourServices.

Some of the biggest changes that took place per-taining to personnel were the introduction of flexibleterms for many of our salaried staff, giving peoplethe flexibility to work 10-month terms as opposedto a full year. The Business Manager compensationstructures for our media services was changed to acommission based model. Finally, a few other posi-tions were redeveloped and/or newly created. The

Marketing and Communications Office was merged.Regarding the permanent staff, the Board approvedthe creation of an Information Technology SupportOfficer Staff position and eliminated (as per therecommendation of the Journals Editors in Chief)the Administrative Assistant position for the QueensJournal.

The Board also approved various capital expendituresand re-brandings. The biggest and most noticeable ofthese were the re-branding and renovation of Alfiesto The Underground, the change from CoGro Ex-

press to The Brew, the installation of air conditionerat Tricolour Outlet and the Queens Pub, the purchaseof espresso machines for the Brew and CoGro, andthe purchase of a new printer for the P&CC. The Boarddecided to curtail the one year tenure of the Stu-

dent Maintenance and Resource Team (SMART) as acorporate Service, returning it to the Municipal AffairsCommission.

The AMS had another successful year managing theStudent Life Centre. Advances were made for therenegotiation of the management and operationsagreement with Queens University and the SGPS, butno agreement was reached. Similarly, progress wasmade towards filling the vacant commercial spot inthe lower JDUC, with a tenant expected to move inthis coming year.

The audited financial statements contained withinthis report illustrate the positive financial foundationthat has been established by previous managers andadequate support and oversight from the Board ofDirectors. It is the Boards intention to see that thisprudent financial management continues well intothe future. Given the recent increases to salaries,minimum wage, and addition of full-time employees,the Board expects that the AMS Inc. will be posting adeficit in the coming years. These changes will mostlikely draw down our operating fund before we areable to fully adjust to the changes. The AMS Specific

Fee will therefore need to be evaluated once againin three years to ensure that we continue to be in afinancially stable steady state while keeping our not-for-profit status.

Finally, the Board changed its committee structure tothree committees: a Finance, Audit, and Risk Com-mittee, a Personnel Committee, and a RotationalCommittee. The Rotational Committee is a yearlyrotation of the Governance Committee, Long-TermStrategic Planning Committee, and the AMS SpecificFee Review Committee. For 2014-2015, there will

be a heavy emphasis on continuing to review ourpolicy, on evaluating the risks that we are exposedto as a corporation, and on continuing to ensure wehave sufficient information to adequately supportour employees. The Board should adopt a long-termfocus by ensuring that the goals within the Servicesgoal plans contribute to our guiding principles, andthat progress is made towards the strategic objec-tives outlined in the AMS Strategic Framework. TheBoard will strive to continue making decisions to bestreflect the core values of the AMS as an institutionthat serves students interests.


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AMS ExecutiveThe three-person AMS Executive is comprised of the President, the Vice-President (Operations),

and the Vice-President (University Affairs). Together, they are elected in the winter term for a pe-

riod of one year and are responsible for representing the interests of all AMS members and for the

day-to-day management of the Society.

The Executive is elected annually during the winter term.The President is responsible for the external represen-tation of the Society and is ultimately accountable forensuring the fulfilment of the Societys mandate andmission. The President also acts as the Chief ExecutiveOfficer of the Corporation and thus has a fiduciaryresponsibility to oversee the governance of the Societyand its roughly $16 million of annual financial activity.The President directly oversees the Communications,Marketing, Human Resources and InformationTechnology Offices and presides over Presidents Caucus,

consisting of the member society presidents.

The Vice-President of Operations is responsible for allday-to-day operational and financial matters of theSociety. The VP (Operations) oversees the three directorswho in turn supervise the retail, hospitality, safety, andmedia services of the AMS. Additionally, the VP(Operations) administers student activity fees, the AMSHealth & Dental Plan, the Bus-It program, and theconsolidated budget for the Society.

The Vice-President of University Affairs is responsiblefor all political and educational matters of the society,research and policy development, internal academicissues, and university administration affairs. The VP(University Affairs) oversees the six commissions andserves as one of two Queens representatives, along withthe Academic Affairs Commissioner, on the OntarioUndergraduate Student Alliance (OUSA)

The 2013-14 Executive, President Eril Berkok, VPOPsNicola Plummer and VPUA Thomas Pritchard successfully

addressed a large number of internal and external issuesand undertook significant projects and strong advocacyacross the full spectrum of the student experience.The year began with the filing of an appeal with theOntario Municipal Board, an action which had beenapproved in principle by Assembly at the conclusionof 2012-13.This fundamentally important appeal wasundertaken to overturn a Kingston City Council revisionof municipal electoral boundaries that excluded studentsfrom municipal population counts. A roughly five-monthprocess ensued that entailed extensive legal

consultation in preparation of the AMS case and thebuilding of relationships with permanent residentgroups. The process ended successfully in Octoberwhen the Board issued an unequivocal ruling infavour of the AMS position. The AMS benefited fromthe invaluable assistance of Queens law studentKevin Wiener, the Sydenham District Association andfrom generous financial support from the QueensUniversity Faculty Association which helped defraythe high legal costs. The Executive was also active inthe preparations for the return of Homecoming. The

Executive hosted an AMS Alumni event in WallaceHall, helped facilitate the Lets Not Fuck It Upcampaign video to encourage responsible studentparticipation; and proposed the idea of the TricolourFestival, a large scale Saturday night event designedto facilitate informal exchanges between studentsand alumni and to shift the focus towards viewingHomecoming as a singular opportunity to celebratewhat unites the Queens community. Although thelast initiative was not implemented by the Universi-ty, there is room for optimism that it may be in the

future.

In terms of physical infrastructure, the Executivemade a strategic decision to not spend the $1 millionJDUC revitalization fund until a 5-10 year plan for theJDUC was created that included student input andwas compatible with the recently approved QueensUniversity Campus Master Plan. This plan would stillentail expenditures from the fund but importantly, itwould contain a long term vision for the building. Anagreement was made with a local architectural firm to

develop the plan and efforts were initiated with theOffice of Advancement to establish JDUCrevitalization as a fundraising priority. In a relateddevelopment, the Executive extended the term ofnegotiation for the renewal of the Management andOperations governing agreement for the Student lifeCentre. By year end, a number of understandings hadbeen reached and missing institutionalmemory of the original agreement and process hadbeen restored.


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AMS ExecutiveInternally, a large number of important reforms weremade to greatly improve the function of the AMS,particularly in the area of finance. A more transparentconsolidated budget and restricted funds schedule wasproduced that included a fairer process for the

allocation of administrative fees to services. The AMScommissions were switched to project accounting,which introduced much needed additional detail andaccountability to Government-side finances. AnAssembly Finance Committee was established to makerecommendations to Assembly on matters related to theGovernments financial management and reporting. Thestudent activity fee process was modified to improveaccountability. Measures were put in place to increasescrutiny of groups receiving fees to ensure they werecomplying with the conditions of their fee approval

before their funding was released. An extra week wasinserted in both of the referendum periods to allowmore time to evaluate the eligibility of groups seekingstudent fees. Notably, the waiting period for the releaseof student activity fees was reduced from previous years.Finally, an AMS Membership Bursary restricted fundwas created to be henceforth funded by uncollected orunallocated student activity fee monies.

This marked the first year of the official separation ofCFRC from the AMS. The Executive worked to ensureboth parties continued to enjoy a constructiverelationship. The AMS retained representation on theRadio Queens University board and providedadministrative services and other assistance as required.

Structurally, the Marketing and CommunicationsOffices were merged with a strong emphasis placed onthe utilization of institutionalized annual surveys to elicitfeedback and data to better inform the AMS ofstudent priorities and preferences and to ensure theAMS was aligned accordingly. Services under theDirectors portfolios were redistributed; commissionstructures were modified and several committees wereeliminated, merged or restructured. Lastly, in order toenhance the quality and consistency of annualknowledge transfer from year to year, a number ofchanges were made to transitioning and training thatare expected to be phased in over the next couple ofyears. These included templates for transitioning andoperations manuals, a shift to a learning outcomesbased transition model; and the splitting of trainingweek into several parts to better accommodate

schedules during the summer.

The Executive, with support from Council, submitted number of amendments to the Queens UniversityCampus Master Plan, a document that will guide

campus development for the next 10-15 years. Theywere intended to ensure the plans principles were insupport of the Universitys academic mission and thatthe University was forward thinking in its approach tosustainability, accessibility, safety and the preservatioand development of student life space. Thisconstituted a valuable contribution insofar as most ofthese amendments were incorporated. TheExecutive also contributed to the Universityslong-term strategic enrolment framework, pushing foa greater breadth of issues to be considered, a moreprescriptive plan and the development of a templatefor annual enrolment plans.

On the permanent staff front, the Executive enjoyedan excellent first year transitioning with the new AMSExecutive Director and restoring the loss of significantinstitutional memory. Early in the summer, theExecutive welcomed Maria Haig to the AMSpermanent staff team as the new AdministrativeAssistant. At the end of the winter term, theExecutive concluded an extensive recruitment andhiring process to welcome Dave Mayo to the newlycreated position of Information Technology SupportOfficer.

Finally, the Executive undertook a highly activeapproach to establishing the AMS as the primaryadvocate for the Queens broader learningenvironment, that diverse array of experiences andopportunities outside the classroom that greatlyenhance student life, learning and skill acquisition.The Executive stressed the critical importance ofpreserving student autonomy and genuineresponsibility in delivering key programming andservices. These efforts culminated in late April withthe unanimous endorsement by Assembly of TheTransformative Factor, a policy paper that defined theAMS position on a broad number of issues germane tthis quintessential component of the Queens studentexperience.


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COMMISSIONS


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Academic Affairs

Campus ActivitiesInternal Affairs

Municipal Affairs

Social Issues

Environment and Sustainability


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Academic Affairs CommissionThe Academic Affairs Commission (AAC) wascreated in 1991 when its functions were separated fromthe Education Commission and the External AffairsCommission. The AAC is responsible for educatingstudents on relevant post-secondary issues, advocating

on behalf of their interests both internally andexternally, and facilitating student needs throughvarious committees, programs, and services.

Both internally and externally, It was an exciting year forthe AAC, as it actively engaged a wide range ofcritical issues including enrolment, program closures,ancillary fees, and innovation and entrepreneurship, andproduced significant and strong policy documents. Theyear began within a context for higher education thatfound the Province at a crossroads with studentspaying more for their degree than ever before; the

Province demonstrating an unprecedented level ofinvolvement in the sector; and with Queens beingasked to carefully consider the relevance of its mandatethrough the negotiation of a strategic mandate with theProvince. It is within this context that the AAC workedclosely with its external partners, including the OntarioUndergraduate Student Alliance, the VPUA and fellowQueens students in navigating the challenging andchanging landscape of postsecondary education.

At the institutional level, proposed enrolmentincreases emerged as a central issue as theUniversity worked to establish a 10-year StrategicEnrolment Framework. The AAC partnered with theUniversity to host two successful town halls on thisissue, which generated feedback that was ultimatelyincorporated into the final document produced by the

Strategic Enrolment Management Group.Additionally, an AMS policy paper outlining thestudent position on enrolment was authoredlargely by the Commissioner and circulated to allsenior Queens governance bodies and the

Province.

The AAC contributed constructively to the imple-mentation of the Provosts New Budget Model; to theauditing of ancillary fees across allfaculties and to the creation of an approvalmechanism for the establishment of future fees.Notably, the AAC authored new AMS policy andvision in support of promoting the developmentof a culture of innovation and entrepreneurship atQueens.

Internally, the Commission underwent restructuringto ensure it remained responsive to student needs.Academic Caucus was reinvigorated to includeFaculty Society academic representatives inimportant discussions, and the Teaching IssuesCommittee was remanded to the University IssuesCommittee to engage students on issues pertainingto their education. The AAC expanded the scope ofmany events and services, with the Teaching AwardsCommittee and Last Lecture Series boasting recordlevels involvement. This was complemented by theredevelopment of the whatswhat.ca website as ayear-long planning tool for students that would assistin the process of course selection, budgeting, andstudying. Finally, the AAC instituted a strong andhopefully lasting policy process to ensure alladvocacy and programming is student-driven andsupported by research.


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Campus Activities CommissionThe Campus Activities Commission (CAC) is committedto enriching students academic pursuits by offering awide range of student-focused event programming andactivities with the intent to help shape a positive andmemorable Queens experience. The CAC exemplifiesthe AMS ethos of by students, for students and as theoldest commission, it enjoys a proud and rich history ofserving students.

The CAC continues to be a commission that must evolveand adapt the activities it offers. A number of changeswere introduced this year designed to better facilitatethe development of adaptable and flexibleprogramming and to ensure that there is no obligationto run an event unless there is demand from students.Capture the Faculty, Catch Me If You Can and theUniversity District Hockey league were merged into thenew Recreation Committee in an attempt to improve

responsiveness to students interests by allowing formore flexibility in selecting and organizing participatoryevents. Charitable Events was altered to become thenew Outreach Committee to allow for the provision ofmultiple events rather than the single major eventtraditionally offered. It is thought that these changeswill also significantly improve the volunteer experienceby engaging volunteers throughout the year andempowering them with more choice and decisionmaking.

The most notable addition to the CAC was the creationof the AMS Student Arts Council, a centralized body of

representatives from various student arts groups oncampus. It is intended to provide a platform for artsadvocacy, to increase accessibility to campus art, andto enhance awareness of art on campus. Arts Councilmembers were enthusiastic about opportunities for

further expanding the Arts Council, indicative of itstremendous potential for growth in the coming year.The CAC received another important new additionwhen the Queens Media and Journalism Conferencewas shifted to it from the Media Services portfolio.This conference is designed to respond to studentsinterested in the field of journalism need forinformation, resources, networking and career advicefrom industry professionals.

The CAC once again achieved success in delivering itsflagship events. Orientation Week was widelyregarded as a tremendous success. Model ParliamentModel UN and Model Court were all well-attendedand delivered the high quality student experiencethat has come to be expected. With the return ofHomecoming, the Commission participated indiscussions on programming and facilitated a

successful AMS Alumni event held in Wallace Hall onthe Saturday evening of the first weekend.The Commission introduced restructuring changesto Orientation Roundtable to increase efficiency andbetter distribute responsibilities. The Commissionerfacilitated passage of an Assembly motion assertingthat faculty societies should have sole jurisdiction ofthe composition of their hiring panels forOrientation Week positions. With the SenateOrientation Activities Review Board conducting aninternal policy review, strong advocacy efforts wereundertaken on the importance of retaining a

genuinely student-run Orientation Week

The year ended with the CAC being very wellpositioned to be more receptive and responsive tostudents and thus ultimately to serve them better

in the coming years.


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Commission of Internal AffairsThe Commission of Internal Affairs (CIA) oversees matters relating to the internal operations of the AMS Assembly, the

student-run Non-Academic Discipline system (NAD) which includes the Judicial Affairs Office (JAO) and the JudicialCommittee, elections and referenda, archives, and the administration of over 250 clubs and extracurricularorganizations.

Over the academic year, the JAO processed a total of 60 cases. The CIA was pleased to see incidents of studentmisconduct on the decline and in particular was pleased to see a reduction in the number of cases involving maliciousblue light activations in light of the information campaign it undertook regarding this offence. The CIA also sought toeducate students about the Code of Conduct. In relation to the last few years, the JAO saw an increase in the per-

centage of complaints coming directly from Queens students suggesting the confidence Queens students have in apeer-administered system. Highly notable was the Commissions creation of a framework and process foradministering non-academic discipline for student groups and organizations. This was approved by Assembly,

thereby filling a large gap in NAD policy and addressing what had been an area of concern for over a decade.

The Clubs Office continues to be the largest area of growth within the commission. The CIA undertook a range ofinitiatives to reach out to clubs and support their day-to-day operations, going beyond the solely administrative role

traditionally performed by the Clubs Office. In its fifth year of being a salaried position, the Clubs Manager has provento be extremely beneficial to the operations and success of the commission. A new committee was created, the ClubsStreet Initiative, as well as a series of roundtable discussions between club executives to promote inter-club

collaboration. After an extensive review, the CIA worked to fill many administrative gaps in clubs policy which shouldenhance the operational efficiency of the office in future years. The fall Clubs Night was replaced with the hugelysuccessful Tricolour Open House. This event served to promote all extracurricular activities as it offered a single timeand location for students to access resources and get involved in the Queens community.

Elections and referenda this year were exceptionally well conducted thanks to the commitment and skill of thevolunteer Elections Team, particularly the Chief Returning and Chief Electoral Officers. There were minimal technicalissues with a 33% voter turnout for the winter electoral period and 16% for the fall referendum. To enhance voter

turnout, the commission spearheaded a successful My First Time voting campaign in collaboration with the Marketing

& Communications Offices. Election and referenda policy were reviewed by the CIA in consultation with the VPOPsand amended to bring administrative improvements and greater oversight to student fees by adding a new validation

period.

AMS Assembly engaged in meaningful discussions on the issues facing students and the AMS. Overall, membersworked to maintain a high level of decorum that contributed to a positive, welcoming space for students. A training

session was held prior to the first meeting to acquaint members with the policy and protocols surrounding Assembly.This year the Assembly was given its own logo, which now appears on all official Assembly documents. Efforts toimprove meeting efficiency and initiatives to foster awareness of Assembly in the student community shouldcontinue.


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Municipal Affairs Commission

The Municipal Affairs Commission (MAC) seeks to fulfill three primary objectives: to lobby on behalf of studentsto the City of Kingston; to present meaningful volunteer opportunities for students in the Kingston community;and to provide resources on off-campus housing. This year, the MAC also exerted a strong presence in buildingbetter town gown relations. The MAC continues to grow, and with its seven committees, over 300 volunteers anda newly-founded Housing Grievance Centre, it constitutes the largest commission in the AMS.

Externally, it was a strenuous yet successful year for the MAC. The Commission contributed significantly to theefforts supporting the AMS appeal to the Ontario Municipal Board in which the AMS contested Kingston CityCouncils unfortunate decision to exclude post-secondary student populations from its electoral boundarycounts. The AMS successfully appealed this decision in partnership with the Sydenham District Association.

Though this partnership was forged by unfortunate events, the appeal has nevertheless served to bringcommunity partners together in common effort to bring effective representation to the city. Evidence of thisconstructive new relationship continuing beyond the electoral boundary issue, was apparent when the MAC wassuccessful in gaining the citys and community partners endorsement of its efforts to positively re-brand theUniversity District. Due in large part to the outreach and communication efforts of the Commissioner, ahistoric motion was passed at City Council to implement attractive new street signage in the University Districtarea bounded by Collingwood, Johnson, Barrie, and King St.

Other notable successes include the implementation of the Housing Grievance Centre to act as an effectiveresource for student concerns and complaints across a wide range of housing and landlord issues. An agreementwas reached contracting the services of the online subletting platform known as HousingAnywhere.com in orderto significantly enhance student-to-student renting. Once again the annual Golden Key Award was presented toan exceptional landlord, as well as the newly-established Civic Responsibility Award. Several policy changes were

made including the absorption of the Student Property Assessment and Dwelling Education (SPADE) Committeeinto the Housing Grievance Centre, and the disbanding of the Kingston Opportunities Officer position whichhad proven ineffective. Finally, the MAC was integrally involved in the discussions and strategies surrounding thereturn of Homecoming and contributed to the creation of the well-received Homecomingmessaging campaign.

The Student Maintenance and Resource Team (SMART) will be returning to the MAC for 2014-15, as the servicespurpose truly serves the mission of the MAC in working with community partners to improve quality of life in theUniversity District.


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Social Issues Commission

The AMS Social Issues Commission (SIC), originally known as the Education Commission until 1996, was createdin 1969. The mandate of the SIC is to educate and advocate around issues of equity and oppression at Queensthrough educational and awareness based events, providing resources, and providing a safe space for studentsthrough its programming, office space, and services provided by the Food Centre and the Peer Support Centre(PSC).

Recognizing a lack of dedicated Lesbian, Gay, Bisexual, Trans, Queer (LGBTQ) space on campus, the SIC addressedthis issue by utilizing the opportunity provided by the move of the Education on Queer Issues Project(EQuIP)office from the Grey House to the John Deutsch University Centre (JDUC). It reopened the space in the GreyHouse as a LGBTQ drop- in space. An operations manual was created for the office and EQuIP committee mem-bers and chairs were trained in how to operate the space. Those staffing the office also received Positive Spacetraining from the Human Rights Office.

The publications portfolio was significantly restructured. The five independent publications were combined tocreate a single publication entitled Collective Reflections that retains the identity of each of the existingpublications as sections within. This has been a well-received and beneficial change for the portfolio thatdramatically improved operations and logistics in order to facilitate the publication being completed and

distributed in a timely fashion.

To enhance the internal operations of the SIC, both the Religious Affairs Committee (RAC) and the Educationon Gender Issues Committee (EGI) were eliminated. Both committees had not been operating as effectivelyas hoped for over the past few years and it was felt that with a number of clubs/groups/committees active atQueens providing similar programming, the SIC would better serve students by focusing on supporting existinggroups promoting equity at Queens rather than competing with them.

The Food Centre made a number of improvements to its operations this year, including keeping more consistentrecords, introducing a check-list of tasks that volunteers on shift must complete, and creating a standardizedform for item requests from patrons of the Centre. The Peer Support Centre enjoyed a successful year as it builtupon the significant policy changes introduced last year and employed a number of outreach events and greaterconsistency in its operations. Some minor improvements included changing hours of operation, making the

decision to no longer offer support via phone, and switching to the WhenToWork system of scheduling. Thenewly formed Peer Support Centre Advisory Board proved helpful in guiding the PSC and ensured it operatedappropriately and effectively.

The Commission allocated Equity Grants this year to several groups that demonstrated a genuine commitment toequity on campus. Notably, Queens Pride Project received $865, Good Times Diner received $100, The CanadianUndergraduate Conference on Healthcare received $660, and the Kahswentha Indigenous Knowledge Initiativereceived $750.


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Commission of the Environmentand Sustainability

The Commission of the Environment and Sustainability (CES) aims to create a culture of sustainability andenvironmental consciousness throughout the student and wider Queens community. The CES organizesawareness programs on sustainability issues, offers concrete services and events where students can engage insustainable practices on campus, and works with the administration to help shape the universitys practices andpolicies.

In its third full year of existence the commission continued to expand its programming. Youth Mentoring Youthvisited ten different local schools and two community youth groups; Greenovations retrofitted over fifteenhouses and Students Taking a Responsible Initiative Towards a Viable Environment (STRIVE) was able to completethe long overdue waste audit project in the JDUC. The Commission was also able to assist with theimplementation of the Student Life Centre (SLC) organic waste program. The Sustainability Action Fund (SAF) had

an extremely successful year using the funding from its $2.00 optional student fee to give out $18,000, theentirety of this years fund, to various sustainability initiatives across campus. In the fall term, the policygoverning the SAF was amended to improve its granting structure by expanding eligibility and creating asummer granting period to ensure each years funding was fully allocated.

Bikes and Boards, the on-campus bike shop, was a major focus for the commission. Beginning with asignificant relocation from Macgillivray-Brown Hall to the lower ceilidh in the JDUC, the store underwent asignificant re-branding throughout the summer. The service enjoyed unprecedented success, serving over 400unique patrons, allowing the shop to stay open throughout the winter. It benefitted from the unwaveringcommitment by its large group of dedicated volunteers. These achievements have facilitated the introduction ofa salaried Summer Director position allowing the shop to remain open May-August.

The CES found success with several internal governance sustainability initiatives. In January, SLC Council passedthe first Energy Management Policy in the history of Queens University. The document gives a policy backboneto the Energy Management Working Group. It resulted in a lighting efficiency retrofit project for the JDUCbreezeway and has sparked new interest from Physical Plant Services. The Commission also drafted theResponsible Investment Policy which seeks to ensure that the AMS invests in accordance with its values,recognizing risks and opportunities associated with environmental, social and corporate governance issues inits portfolio. This policy outlines the membership and responsibilities of the Financial Ethics Review Committeewithin the AMS Board of Directors policy. Overall, this was an extremely successful year for the CES, as this stillyoung commission developed successful programming for years to come.


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OFFICES


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Communications

MarketingInformation Technology

Human Resources

Student Centre


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Communications OfficeThe Communications Office (CO) works to ensure consistency of AMS content and promotions as well as brandrecognition across all society communication content. Accessibility and visibility are a primary focus throughouteverything the office strives to accomplish. Working both independently and in tandem with the government andcorporate side of the AMS, the CO provides support by reaching out to students in promoting events, conductinginterview preparation and training, drafting press releases and helping to communicate opportunities andresources within the Queens community.

The CO focused on emanating a professional yet casual tone in communication style, in the hope that studentswould find the AMS more accessible and thus be more receptive to the messaging of the society. In its efforts toconnect with students the CO focused on the website, blogs, social media,newsletters, and videos.

The CO worked hard to create effective, relatable informational campaigns designed to reach both students whofollow the AMS on social media and those who do not. In order to achieve this, there was a large focus on creatingviral promotional material, which included the relevant content but with an element that would also makestudents want to share.

The AMS Homecoming campaign featured a video and promotional campaign centered on the theme Lets NotFuck It Up. With over 30, 000 YouTube views, and incredible feedback from current students and alumni, allcomponents of this campaign contributed to spreading the message about the return of Homecoming whilehighlighting the successful initiatives of students in the community. In order to encourage students to participatein elections and voting, the CO in partnership with the CIA conducted a campaign called My First Time. Thiscampaign received a lot of positive feedback, for being both relatable and funny, and for the widespreadsharing of the message. Both of these campaigns proved to be successful in terms of relating tostudents thereby tangibly extending the AMS reach.

With continued focus on leveraging the AMS strong visual identity standards, graphic design remained an integraaspect of sharing information on campus. Alongside the Marketing Office, the CO worked with Yearbook & DesignServices to develop and promote visually appealing promotional material that left an impression and stronglyresonated with students.

With its strong and consistent emphasis on connecting with students, this year the CO was able togenerate meaningful dialogue on campus and thus to facilitate more students participating in events and issuesrelated to student governance and their Queens experience.


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The AMS Marketing Office exists to conductmarketing research for services, commissions, andthe Society to gauge student preference andopinion; to facilitate communication between theAMS and its members through brand management;and to support advertising through graphic design.The Marketing Office works with theCommunications Office to enforce the AMS VisualIdentity Standards (VIS), ensuring that all materialsproduced by the AMS and its affiliated organizations

conform to AMS brand standards. Largely a supportoffice, Marketing also assists AMS affiliates in thedevelopment, coordination and execution of theiradvertising and promotional campaigns, as well asconducting marketing campaigns to independentlypublicize the AMS brand with the intent ofengaging students.In its fourth year of operation and third yearoffering a 12-month, full time position, theMarketing Office is still young, but maturing. The

Marketing Office was created to alleviate some ofthe Communications Office duties and explore newmarketing opportunities. This year, the officefurther developed its role with regards to marketingresearch by building upon existing research toolsand expanding research capabilities on both thegovernment and corporate side of the Society. TheMarketing Office collected more comprehensivesurvey-based information and data to ensure thatAMS services, programing, events and advocacyefforts were informed by student priorities and

preferences. The office also conducted research witheach retail service to evaluate customer experiences. Insupport of these initiatives the office will be introducingpolicy entrenching an annual requirement to conductboth AMS brand perception surveys and annual surveysto better inform Commission goal plan. Ultimately, theyear saw marketing research data being used by AMSservices to better serve students, and by its commissionsto better represent all AMS stakeholders. The officeenjoyed notable success with its By Students For

Studentscampaign which effectively captured theessence of the AMS Queens experience.The Marketing Office worked closely with AMSsubsidiary groups, serving as a consultative resource todevelop efficient marketing and outreach campaignsand visually appealing promotional material. Visualconsistency and graphic design was an important aspecof this years portfolio. Alongside the CommunicationsOffice, the Marketing Office worked with Yearbook &Design Services to create more appealing and

informative graphics that resonated more strongly withstudents to help the spread of important information.

In late February, a decision was reached to merge theMarketing and Communications offices and thus toconduct the winter hiring period for 2014-15accordingly. The new entity will be known as theMarketing and Communications Office and it reflects thepriority being attached by the AMS to an engagementwith its members based on reliable information and data

Marketing Office


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Information Technology OfficeThe Information Technology Office (ITO) works tosupport the entire AMS IT infrastructure, consisting ofboth equipment and services, on which virtually allaspects of AMS activity are dependent.

The growth in demand on IT services and support,and the need to adequately address securityconsiderations have led to increasing capacity strains.To address this, a significant restructuring of theofffice was undertaken to improve efficiency and toensure the ITO has sufficient personnel and capacityto support the Society. The Board of Directorsapproved the creation of a new permanent staffposition, the Information Technology Support Officer(ITSO). It is anticipated that this full-time presence willfacilitate longer term strategic planning,

dramatically improve institutional memory andsubstantively increase capacity. In addition, bothassistant manager positions were eliminated, shiftingthe responsibilities of the Web ApplicationsDeveloper to external companies and theresponsibilities of the Technology lead position to theITSO.

Recognizing that the AMS is a fast paced organizationwhich requires its employees to be well connected,the ITO undertook a number of measures to improveoperations. In order to deliver informationtechnology services by retrieving resources from the

internet through web-based tools and applications,rather than a direct connection to a server, the ITOmoved its mail services to the cloud, with a roadmapof migrating file services to follow closely. The moveto Office 365 that was planned in 2012-13 was suc-cessfully executed this year. This move will enableAMS employees to work more efficiently and fromany location that is convenient for them. They nowhave fast and reliable access to cloud-hosted emailwith support for document sharing and editing.

Also noteworthy was the purchase of a help desksystem to better address needs, the transfer of theaudio/visual rental service to the Student Life Centreand the initiation of discussions with the Universtiy tobetter address privacy considerations.


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Human Resources OfficeThe Human Resources Office serves as a support forboth the government and corporate branches of theAlma Mater Society. The Human Resources Officeoversees the recruitment, hiring, training,development, progressive discipline, transition and

appreciation of the societys student employees andvolunteers.

A large focus of the 2013-2014 year was updatingpolicies and contracts. In conjunction with the VP(Operations), the full-time employee contracts wereamended to more accurately convey theexpectations for AMS employees. During thesummer, it was determined that suspension ofpart-time employees was ineffective and counterto the discipline policys mandate to correct and

improve, not punish. Consequently, the demeritsystem was restructured, resulting in the removal ofsuspensions as a disciplinary measure. In September ,both the Board of Directors and Assembly approved achange in jurisdiction over the AMS EmployeePolicy and Procedures Manual and the AMS Hiring andAppointment Policy and Procedures Manual.Previously, amendments to these documents requiredjoint approval but henceforth amendments tothe Em-ployee Policy and Procedures Manual and to sections

7, 8, 15, and 25 of the Hiring and Appointment Policyand Procedures Manual only require the approval ofthe Board. . Finally, the Human Resources Officer in-troduced new policies needed in the areas of recruit-ment, overtime, resignation, and accommodations.

During its thirteenth year, the HR Office underwenttwo significant structural changes. First, theHuman Resources Officer moved from reporting tothe Vice-President (Operations) to the President. Withthis migration, the Human Resource Officer had theopportunity to look more strategically at HRpractices across the society, and in conjunction withthe President, conducted an extensive review ofpolicies surrounding full-time employee training andtransitioning practices. This led to significant changes.

Secondly, it was determined that the Opportunitiesand Outreach Coordinator position (in its second yearof existence) would be more effective in its recruitingefforts as a 12-month, 20 hour per week position, andmoreover that the title of Talent AcquisitionManager would be a more accurate reflection of therole. With this 4-month expansion, the TalentAcquisition Manager will have May through Augustto plan and budget recruitment campaigns, leavingSeptember through April for execution, analysis andevaluation of each project.


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Student Centre OfficeThe Student Life Centre Office is responsible forthe management and operations of thecampus buildings encompassing the Student LifeCentre (SLC) and the many services therein. The

SLC includes the John Deutsch University Centre(JDUC), the Queens Centre (QC),MacGillivray-Brown Hall, 51 Bader Lane (the GreyHouse), and Mackintosh-Corry Student Street.

These facilities are dedicated to enhancing thequality of student and campus life at QueensUniversity by providing exclusive space forsocieties and clubs, bookable spaces formeetings and performances, and public spacesfor a wide range of student and community uses.

This was the third year of the Student Life Centreunder the management of the AMS through theManagement & Operations Agreement signedwith Queens and the Society of Graduate andProfessional Studies (SGPS). This agreement,initially for a period of two years, was extendedfor an additional year while the partiesnegotiated the terms of the renewal.

During the summer the SLC worked to improve

internal efficiencies in order to provide bettercustomer service. Key and equipment sign-outsat the information office were streamlined inorder to be faster and more secure. Upgradeswere also made to the organization of keysystems in the office and key security in thebuilding The SLC changed its reservation systemso that it is hosted by an offsite company withsecure servers and backup redundancies.

The SLC continued to develop the services itprovides to students through a number of newinitiatives. In October, the SLC took over AudioVisual Rentals from the AMS Information

Technology Office, thereby streamlining theprocess for customers by making the SLC theprimary point of contact for event planning. TheSLC also installed charging stations in common

areas in the JDUC and the QC and these haveseen frequent use.

Throughout the year the SLC increased its focus

on sustainability. The SLC promoted andestablished regular hours for the Room ofRequirement, a space where school supplies canbe donated and reused by other students. Newwaste diversion stations, including compoststations, were installed throughout the JDUC andQC. . Outdated lighting fixtures on the lowerlevel of the Erikson wing of the JDUC arescheduled for replacement with new, moreefficient fixtures. In January a new energymanagement policy was passed by SLC Council,reaffirming the SLC commitment to theenvironment.

Throughout the year the SLC worked to fill thevacant commercial space in the lower JDUC afterthe closing of Signatures Hair Salon. This processbenefitted from the assistance of CampusPlanning, the Vice Principal Finance &Administration Office, and a commercial realestate broker. An offer to lease to a new hair care

facility has been made and lease negotiations areongoing.

The volume of room reservations in the SLC hassteadily increased in the Student Life Centrebuildings and in response a new salariedposition, Reservation Coordinator, has beenadded to the 2014-2015 management team. Thisstructural change will allow for faster processingtimes and more reliable service.


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HospitalitySafety

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Retail ServicesPublishing & Copy CentreEstablished in 1988, the Publishing and Copy Centre (P&CC) underwent a rebranding this year as it celebrated its25th Anniversary. There were also minor renovations done to alter and refresh the physical layout of the store.These resulted in a layout better equipped to handle increased volume and foot traffic.

The service purchased a photoprinter which diversified its revenue stream and exceeded budgeted revenue bymore than 200%. A new color printer was also purchased in order to increase the capacity to complete large scaleproduction jobs.

This year brought further uncertainty regarding CoursePacks in a changing market where online resources aremore readily available. For the last three years, the P&CC has been unable to solicit the volume of CoursePacks forreasons that include losing the trust of professors in previous years. This year the service focused on rebuildingand maintainingrelationships with long-standing professors who make CoursePacks with the store.

The P&CC continued to improve the awareness of the variety of products and services that it offers to

organizations, clubs, and new students in order to offset the decreased revenue from the production ofCoursePacks. The rebranding helped to create excitement around the services offered and this was reflected in anincrease in volume and fulfilling budget targets despite having decreased prices. Now that the physical space hasbeen altered to best accommodate customers, the P&CC will continue to work with its supplier, OT Group, theAMS ITO, and service staff to further enhance the customer experience.

Tricolour Outlet

Tricolour Outlet (TRO) was formed at the end of 2009-2010 from the amalgamation of the AMS Merchandising

Services (TAMS), which operated the Used Bookstore and Tricolour Outfitters, and Destinations.

Last year, great strides were made to improve the financial situation of Tricolour Outlet, its overall brandrecognition and place within the Queens community. Over the summer, TRO underwent a series of renovations both physical and operational. By developing a strong brand identity and recognition on campus, it has helpedTRO increase its visibility on campus, furthering its importance to the Queens student body.

This year, the focus of Tricolour Outlet was on further establishing the brand as a consistent identity, as well ascontinuously refining and improving operational aspects that would tackle the problem of seasonality in itsbusiness. The construction of a large and highly accessible storage room and the addion of bookshelves and walfixtures, allowed for a significant increase in the volume of items on the floor, and allowed for easier restockingcapacity. These changes helped improved customer service and resulted in an increase in September and Oc-

tober sales by 24.4%. In addition, by introducing a simple to navigate, informational, and consistently-updatedwebsite, TRO was able to keep its diverse customer base more conveniently informed.

TRO is a service that continually requires teams to think outside of the box, challenge what is currently accepted,and strive for bold new ways to capture students attention. There is still so much room for growth within theservice, and the refinement of its operations. After a year of experiencing the highest volume of sales to date,TRO should be better prepared next year to build upon its successe in order to both maximize efficiency in peakperiods, and to creatively increase foot traffic during slow periods.


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Student Maintenance and Resource Team

The Student Maintenance and Resource Team known as SMART was created in 2011 to provide contract work forlandlords and general clean-up services in the University District. Initially operating under the Municipal AffairsCommission (MAC), at the conclusion of the 2012-13 year, considerations relating to its administration and

remunerated management/staff led to its conversion to an AMS corporate service placed under the RetailServices portfolio.

The service has developed an excellent reputation throughout the wider Kingston community as it providestangible evidence of Queens students responsible commitment to maintaining their residential area. SMARTenjoyed considerable success this year in providing clean-ups after traditional party weekends, particularly in theUniversity District immediately following the festivities after both Homecomings.

The summer months generated opportunities for SMART to provide consistent lawn maintenance service at acompetitive price for University District landlords. However, activity understandably declined significantly in thewinter months and thus the recommendation has been made to operate SMART for seven months only. There

will be a renewed focus on attracting absentee landlords as clients. The service ended the year with a very smalldeficit.

In recognition of SMARTs popularity in the city and thus its natural ties to the advocacy and community buildingefforts of the MAC, SMART will be moved back to the MAC for the coming year.


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Hospitality Services

Common Ground Coffeehouse

Common Ground (CoGro) was created in 2000 as a student service to offer consistent food and beverages at a

reasonable price in a welcoming atmosphere. Being fully student owned and operated allows CoGro to provide aunique service on campus that is quite different from its many competitors.

The service focused primarily on increasing efficiency and consistency across operations. At CoGros mainlocation, there was an emphasis on multiple small-scale improvements with great attention to detail. Thestreamlining of the roles of employees by creating a permanent prep team, the purchase of an efficientautomated espresso machine, and the creation of a premade version of the CoGros trademark Turkey AppleCheddar sandwich were some of the more significant changes which contributed to providing a more effectiveservice.

Additionally, there was a significant focus on the rebranding of The Brew, formerly known as Common Ground

Express. Located in the JDUC, The Brew achieved a level of popularity and sales far beyond what was anticipated.With a focus on revitalizing the space through renovations, painting and re-decorating in order to create acomfortable and unique satellite to the main Common Ground, The Brew tripled in sales compared to theprevious year and the budgeted projections.

Financially, the Common Ground was able to significantly decrease wages while increasing overall sales. Itexceeded the budgeted surplus for 2013-2014 and hopes to have set a foundation for continued success in com-ing years.


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Queens Student Constables

Queens Student Constables (QSC) have been serving as an essential safety and support resource for studentssince 1936. The QSC strives to provide high quality peer supervision and support that ensures a safe socialenvironment for Queens students, while upholding AMS and University regulations. Each year, staff participatein a 40-hour training course and complete a test allowing them to be certied as security guards according toOntario standards. Student Constables can be found working at The Queens Pub, The Underground Nightclub,Clark Hall Pub, athletic events, Orientation Week events, semi-formals, and innumerable other Queens Universityevents both on and off campus.

In response to a steady decline in applications over previous years, the service sought to promote recruitmentand retention. . To support this goal, QSC included pamphlets in orientation packs to inform incoming studentsabout the service, its uses, and the benefits of becoming an employee. The service was successful in receivingmore applications for both new hires and rehires than it had in previous years. Moreover, over half of the yearsstaff reapplied for positions with the QSC for the upcoming year. A high retention rate is very beneficial for theservice, and contributes to a reduction in training costs, ensuring knowledgeable staff, and maintaining theintegrity of the service.

The QSC placed a strong emphasis on customer service and care for patrons, focusing on expanding its scopefrom a security service to a support service. The service worked to enhance its cooperation and positive relation-ship with management teams both within the AMS and with Clark Hall, and remains committed to ensuring thatthe Queens Campus provides a safe environment for all its students.

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Walkhome

Walkhome was established in 1988 and has since grown to become the most used safewalk program in Canada,providing escorted walks home to students at Queens. There is an increasing demand for the service, and thisyear has seen a general increase in the average number of walks per evening.

The heightened demand for the service, resulted in an increase in the wages paid out to staff and an increase inthe time spent walking by staff. The average number of walks per day of the week and hours worked by staff perday of the week was assessed against 2012-13 numbers for each month to determine where frequency of walkshas increased between years. This process will continue into 2014-2015 in order to increase the accuracy andprecision of walk anticipation and prediction and the wages budget accordingly. Walkhome also celebrated 25years in the Queens community this year, running a 25 Hour Walk-A-Thon in the fall, taking after the success of2012-2013s 24 Hour Walk-A-Thon.

The Walkhome logo was modified this year changing from 533-WALK to 613-533-9255 in order to avoid anyconfusion from the student population surrounding the requirement of an area code or for phones which nolonger use coresponding letters.

A main focus of the service this year was the implementation of new practices aimed at making the kiosk moreapproachable and accessible. This led to a refocussing the employee zone to the nearby couches in the lowerJDUC as opposed to at the kiosk and the implementation of a visual queue system for employees. These policiesare believed to have been successful in widening the patron demographic and approachability, as evidenced bythe increase in the number of walks seen this year.


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Media Services

Queens TV

Queens TV (QTV) is a student-run video production and live stream service. The mandate of the service is to act

as a source of information and entertainment for the student audience, while also providing professionalexperience in all aspects of television production. With content updated daily and one of the most advanced livestreaming university sports programs in Canada, QTV is a leader among Canadian student television programs.

QTVs 25th season was a tremendous success. Despite the fact that the nancial goals for the year fell short of theprevious years achievements, QTV achieved new heights in regards to technical prociency, team morale, andthe building of a sturdy client base.

QTV further expanded its Athletics & Recreation (A&R) live stream contract to include football at RichardsonStadium. These games were successful in attracting a large viewership to the stream and further cemented therelationship between QTV and A&R.

Orientation week provided an important opportunity to market the service, resulting in a drastic improvement inQTVs web presence over the course of the year.The viewership on the YouTube Channel has been increased byover 45,000 views and on average 400 more views per video. Of the videos released, several garnered over 1000views in comparison to 400 in previous years. In addition, the management team made the decision to expandinto written content with the creation of an online blog.

QTV received a significant funding boost for next year when its efforts to convert its $3.00 opttional student feeinto a mandatory fee were successful at the AMS Annual General Meeting. This change recognizes QTVscampus-wide contribution as a media service, and will afford QTV the stability to support future growth.

The Queens Journal

In operation since 1873, the Queens Journals mandate is twofold: to keep Queens students informed of campusevents and issues, and to provide hands-on experience for students interested in journalism. During the year, theJournal underwent several structural changes which will increase the likelihood of its financial success in comingyears. Eleven of the years print issues were cut and replaced with digital editions, a move that was well-receivedby both readers and Journal staff. Later in the year, operating expenses were substantially reduced, most notablythrough the reorganization of the Journals staff structure in an effort to maximize student opportunity.

These changes came in the face of declining advertising revenue across the board. The most significant drop thisyear was due to the AMSs Marketing Office and its services cutting advertising in the paper when not mandatedby policy. As the AMS was one of the Journals biggest clients, this had a significant impact on revenue. Nationaladvertising was also inconsistent year, as the Journals national advertising company, FREE media, was in its firstyear of operations and unable to precisely predict the revenue it would bring in. Local advertising remained

relatively strong, with the business team securing several new clients and continuing contracts withlongstanding clients. The Journal also campaigned for a student fee increase, which was successfully passed atAssembly in February and confirmed at the Annual General Meeting in March. As such, the publicationsmandatory student fee will increase $1.20 next year, going from $6.96 to $8.16.


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In 2011, Tricolour Publication Services was rebranded to form the current Yearbook & Design Services (YDS). YDSis a student-run service with the objective of creating high-quality publications, design, and photography for theQueens student community. Its core offerings remain the same: the Tricolour Agenda, the Tricolour Yearbook,organizing graduate photography, and visual design services. The earliest version of YDS came in the form of the1928 Tricolour, which has been produced continuously in 85 separate volu

ams annual report, 2013-2014

Documents