bod agenda march 30-2012

Wilfrid Laurier University Students' Union

Meeting of the Board of Directors

Location:Date:

Start Duration Agenda Item Type Person2:30 PM 0:01 Call to Order adm Chair Walker2:31 PM 0:01 Adoption of Agenda D Chair Walker

Adoption of the Consent Agenda

Adoption of the Minutes - March 23, 2012

2:32 PM 0:01 Regrets adm Chair Walker

2:33 PM 0:04 Comments from the Chairman of the Board & CGO f/i Chair Walker

2:37 PM 0:03 Comments from the President & CEO f/i President Gibson

2:40 PM 0:20 Committee Reports

Brantford Campus Council f/i Councilor Faessler

Ownership Linkage D Director Pryce

EL 2d - BDI f/i Director Papanastasiou

EL 2i - Review D Director Sher

Ends Review f/i Chair Walker

3:00 PM 0:20 Mental Health Presentation f/i Leanne Holland-Brown

3:20 PM 0:15 Report on CASA Membership f/i President Gibson

3:35 PM 0:05 Proposed Executive Limitation - Transition of Staff D Chair Walker

3:40 PM 0:05 Monitoring Report GP 2f - Board Committee Principles D Chair Walker

3:45 PM 0:05 Monitoring Report EL 2b - Treatment of Staff D President Gibson

3:50 PM 0:30 Monitoring Report - Ends and Strategic Plan D President Gibson

4:20 PM 0:20 Capital Expenditure Project Updates f/i President Gibson

4:40 PM 0:25 Annual Organizational and Board Performance Report D Chair Walker

5:05 PM 0:05 New Business & Announcements f/i

5:10 PM 0:01 Adjournment adm Chair Walker

Total 2:41

WLUSU Boardroom, 2nd Floor FNCCFriday, March 30, 2012

Access

Our Vision: "WLUSU will be the leader in support and advocacy for all students"

Our Mission:

"WLUSU enhances the holistic student experience at Wilfrid Laurier University by

providing innovative resources and effective representation within a safe and empowering campus community"

Our Values:

Diversity

Community

Safety

Sustainability

Representation

Wilfrid Laurier University Students’ Union Board of Directors Friday March 23, 2012 WLUSU Boardroom, 2rd Floor FNCC Minutes of Meeting

Wilfrid Laurier University Students’ Union Board of Directors Meeting

_______________________________________________________________ Present: Sunny Chan, Andrew Chudnovsky, Jon Collaton, Zach Desson,

Luke Dotto, Scott Fleming, Noah Habtemichael, Nick Nyhof, Chris Oberle, Tom Papanastasiou, Jon Pryce, Chris Walker

Regrets: Jennifer Solda, Ryan Sher, Guests: Nick Gibson, Sean Madden, Miranda Priestman, Codi Costello,

Caitlin Thivierge, Mike McMahon, Chris Hyde, Linda Givetash, Elizabeth DiCesare, Justin Smirley, Marissa Evans, Kate Stevenson, Jordan Ammendolia

1. Call to Order

The meeting was called to order at 2:32 p.m. 2. Amendments & Adoption of Agenda MOTION: (Oberle/Fleming ) add an in-camera session after new business

and announcements at the end of the meeting.

In Favour: 11 Opposed: 0 Abstained: 0

Motion passes unanimously

The agenda and the minutes of the March 2, 2012 meeting were adopted by consent.

3. Regrets Regrets are noted from Directors Solda and Sher 4. Comments from the Chair 2012/13 Student Executive – Chairman Walker advised the members he was

hired as the Vice President: University Affairs for 2012-13. It is his interpretation of policy that as his term in the VP:UA position starts May 1, 2012, he did not feel there was a conflict of interest in continuing as Chairman and CGO. If the situation did arise that there was a conflict, Chairman Walker would be declare the conflict and remove himself from board deliberation. If


the board would like to discuss the interpretation it would have to be done in camera.

Annual Report/Fall Reading days – will be presented at the next meeting

with some recommendations going forward. Year End Board Social – Curling is still being considered Student Life Levy – report to the board can be made available at request.

The projects that have been approved are:

1. Athletics Complex - change rooms upgrade 2. Campus Connectivity - Video Conferencing for WLUSU and WLUSU

Brantford 3. Campus Emergency Response Re-visioning, enhancement of ERT 4. Career Mobile Access Project 5. Community Gardening Gathering Space 6. Digital Remote Equipment - WLUSP 7. Laurier Quest in Adventures – orientation week initiative 8. PASS academic enhancement and transition programs 9. Senior Writing intern positions 10. Toyota Solarium Upgrade 11. Virtural Learning Commons – online centre for student resources 12. Volunteered you co-curricular record platform

Interm Budget – periods 1 and 2 Continuation of Operations budget will come to this board for approval and will not be ready for the next meeting. It is proposed that the document be made available for directors to come in review then and sign off on it. If quorum agrees to the document then it will be approved.

5. Comments from President No comments were put forward from President Gibson

6. Committee Reports Brantford Campus Council – BCC Chair Faessler indicated the work of the council is wrapping up

Ownership Linkage – Director Pryce submitted the notes from the focus groups conducted so far and provided some recommendations. The Committee feels the focus groups should continue next year to engage student opinion and meet the ends. Marketing of the focus groups needs to be improved as well as participation from as many Directors as possible. In all it was a very valuable experience the Committee would like to see continue. Chairman Walker indicated there is a strong transition piece going forward for next year.


Student Senator and Governance Outreach – Director Chan informed Directors that the Committee felt this was an item that could be dealt with from as a management item. The mandate of the Committee was how the academic and governance bodies of the University is affiliated with the Students’ Union. The recommendation of the Committee is that the incoming board follow up with this. Board Direct Inspection Committee – Director Papanastasiou indicated the Committee has met but not completed all of the inspection of the evidence. Section five government filings has been completed and found no problems there, currently working on section 6. An update will be provided at the next meeting. EL 2h Review – Chairman Walker indicated the Committee, after much discussion and review of EL 2h consulted with external governance consultant Catherine Raso as to what the definition of expected vs. unexpected leave is. Chairman Walker highlighted the key recommendations and possible scenarios. MOTION: (Fleming/Oberle) to approve EL 2h succession recommendations.


Motion passes unanimously Post Elections Review Committee – Chairman Walker advised the members that there are amendments to EL 2l, GP 2c, Elimination of GP 2g 3 and 2g 4, and the creation of GP policies general meetings and elections appeals and returning officer constraint. Creating a new committee and board constraint surrounding the CRO. MOTION: (Fleming/ Nyhof) to approve the recommendations of the Post Election Review.


Motion passes

7. Approval of the 2011-2012 Auditor

WHEREAS the Board of Directors is responsible for appointing an auditor to review the financial status of the WLUSU.


WHEREAS KPMG was the auditor for WLUSU for the May 1, 2010 – April 30, 2011 fiscal year without error. BE IT RESOLVED THAT KPMG be appointed as the auditor for the Wilfrid Laurier University Students’ Union for May 1, 2011- April 30, 2012 fiscal year. MOTION: (Chan/Collaton) to appointing KPMG as this year’s Auditor


Motion passes unanimously Chairman Walker will have the auditor posted on the WLUSU website. 8. Referenda Report

Earlier this year, there was an issue as to how the Sustainability fees was being collected and Chairman Walker was tasked with a review of referendum questions for the last six years. Chairman Walker went back to 2006 and noted a few main areas for concern. Questions are not always explicit as to when, whom, and how they are applied, which makes implementation of them difficult. Legal responsibilities as to where they fall, for example if another organization on campus wants to ask a question, it is not WLUSU’s job to follow it through, but the results should be respected. Chairman Walker outlined the recommendation to create policy being put forward. At the conclusion of discussions the following motion was put forward: MOTION: (Habetmichael/Desson) to approve the GP:


Motion passes unanimously It was suggested that a timeframe be added to recommendation 3. MOTION: (Oberele/Dotto) that the recommendation read: “ the board is responsible to inform the members of their right to submit referenda no less than (30) days prior to the last Board meeting in December annually. All submissions are to be received no later than (5)” days prior to the last regular board meeting of the calendar year.”




9. Monitoring Report EL 2K – Lobbying and Advocacy

President Gibson noted that follow up regarding employees making statements on behalf of Students’ Union has been addressed and discussed areas of compliance. It was asked that President Gibson discuss the evidence for direct inspection in camera later in the meeting. MOTION: (Oberle/Collaton) to approve monitoring report EL 2K with the exception of the global statement and item two, which is deferred for discussion to the in camera session.


Motion passes 10. Monitoring Report Resubmission EL 2a – Treatment of Consumers

President Gibson resubmitted EL 2a and it was noted that it would not be in compliance by the time of resubmission. Sections 1 and 4 are not in compliance. Section 4 speaks to Customer Service and number 1 speaks to member feedback. The items that are listed as non-compliant are in progress and will be ongoing. MOTION: (Oberle/Nyhof) to approve EL 2a Treatment of Consumers


Motion passes

11. Monitoring Report Resubmission EL 2j – Hiring Practices of Unpaid Staff

President Gibson submitted EL on October 6, 2011 and at which time item 4 was listed as non-compliance. Since that time, hiring changes have been completed to bring the item into compliance. Due to the late submission of the report to Directors it was suggested a recess take place to review the documentation before further discussion occurred.


MOTION: (Fleming/Habtimichael) to take a five minute recess


Motion passes When the meeting resumed at 4:05 p.m. it is noted that Director Nyhof left the meeting. MOTION: (Chan/Oberle) to approve Monitoring Report EL 2j as presented.


Motion passes unanimously MOTION: (Oberle/Dotto) to table the last two agenda items and move to the in camera session.



12. Monitoring Report GP 2F – Hiring practices – Unpaid Staff In the interest of time, this report was tabled to the March 30th meeting 13. Proposed Executive Limitation – Transition of Staff In the interest of time, this report was tabled to the March 30th meeting 14. New Business and Announcements No new business or announcements were put forward. 15. In-Camera Session

MOTION: (Pryce/Chudnovsky) to move the meeting in camera.

In Favour: 10 Opposed: 0


Abstained: 0

Motion passes unanimously Guests were asked to leave and General Manager, Mike McMahon was asked to remain as the meeting moved in camera at 4: 35 p.m.

16. Adjourn The meeting adjourned at 6:24 p.m.

fi, For Information fd, For Discussion D, Decision required adm, Administrative task The preceding reflects an accurate and complete record of the proceedings at the aforementioned meeting of the WLUSU Board of Directors. __________________________ __________________________ Chris Walker Nick Nyhof Chair of the Board & Chief Governance Officer Vice Chairman of the Board 2011-12 WLUSU BOD 2011-12 WLUSU BOD

Board Committee Structure – Ownership Linkage (GP #2g3)

Policy Type: Governance Process Date of Approval by the Board of Directors: September 23, 2011

Date of Last Amendment: January 6, 2012

Page 29

Products:

1. Develop ownership linkage events for the Board with; a. A schedule to ensure consistent two-way communication with members; b. An implementation plan to include all Directors; c. A budget that does not unnecessarily burden the organization; d. A focus on engagement, transparency, and feedback; and e. Specific, measurable, attainable, realistic, and timely goals.

2. Facilitate focus groups to solicit ends-based feedback.

Authority:

1. This committee shall bring forward recommendations to the Board to be adopted by consensus regarding ownership linkage and establishing a public presence on campus.

Composition: Membership shall consist of:

a. The Chair of the Board; b. Three Directors to be elected by the Board; and c. The Marketing Communications Manager or designate, who shall sit ex-officio

with a voice but no vote. Time Frame:

1. This committee shall present a report to the Board no less frequent than bi-monthly with a final summary report on or before March 15 of the academic year.

Formatted: List Paragraph, Numbered + Level:1 + Numbering Style: 1, 2, 3, … + Start at: 1 +Alignment: Left + Aligned at: 0.5" + Indent at: 0.75"

Tom Papanastasiou Director Wilfrid Laurier University Students' Union 75 University Ave. W., Waterloo, ON, N2L 3C5 Tel: 519.884.0710 ext. 3333 Email: [email protected] Website: www.wlusu.com

To: Board of Directors

CC: Nick Gibson; President & CEO

Date: March 30th, 2012

Re: EL 2d – Financial Conditions and Activities Monitoring Report

Directors, The Financial Conditions Committee has completed its second review of EL #2d, and in doing so, nothing has come to our attention regarding the evidence provided in the President’s monitoring report. Specifically, the committee performed Direct Inspection for sections five and six, which covers government filings and transactions over 10,000, respectively. It should be noted that the inspection of section six was only a review and not an audit. This is significant as it means that no opinion can be expressed about the entire population of transactions (i.e. “In our opinion, no transactions occurring were unauthorized or not approved in the operating budget”). A review instead of an audit was conducted for two reasons, the first being that currently, no procedures exist for looking at transactions, and each committee is tasked with determining procedures each year. Second, a full audit would require a large time commitment, which is hard to request of directors, especially during the end of school when most assignments are due. In order to better inspect evidence, the committee recommends that from now on, the EL #2d committee be formed as early as possible in the year, and that it schedules when to look at periods of transactions. The committee should only select transactions that the President could have involvement in and that are deemed to be “unusual” (there are numerous transactions that are due to health and dental claims and lease transfers which the President would not have initiated). Although this will rely primarily on Director’s judgment of what transactions are deemed “unusual,” this procedure will provide a higher level of assurance, giving Directors the ability to state that “In our opinion, all transactions over $10,000 that were unusual were proven to be authorized.” Respectfully Submitted,

Tom Papanastasiou Director of the Board Wilfrid Laurier University Students’ Union

Ryan Sher Director of The Board Wilfrid Laurier University Students' Union 75 University Ave. W., Waterloo, ON, N2L 3C5 Tel: 519.884.0710 ext. 3333 Email: [email protected] Website: www.wlusu.com




Re: EL #2i – Environmental Sustainability

Directors, As directed by the Board, the EL #2i Board Direct Inspection Committee has been reviewing the Executive Limitation on Environmental Sustainability. In the review process, the committee discussed the position in which WLUSU, within the means of the organization, fulfills our obligation to environmental sustainability. The committee recommends that in EL #2i 1, the policy should be edited to read: “Operate without minimizing WLUSU and affiliated vendors’…” The reason behind the addition of “and affiliated vendors’” is to further WLUSU’s commitment to environment by advocating to our vendors of our desire to work to improve environmental sustainability. Commitment from both WLUSU and its vendors will allow for a more substantial impact in producing a greener tomorrow. If you have any further questions, please feel free to contact me or any other committee members, Director Pryce, Director Oberle or Chairman Walker. Respectfully Submitted, Ryan Sher Director of the Board Wilfrid Laurier University Students’ Union

Environmental Sustainability (EL #2i)

Policy Type: Executive Limitations Date of Approval by the Board of Directors: February 26, 2008

Date of Last Amendment: September 23, 2011

Page 14

Environmental Sustainability (EL #2j) With respect to the environmental impact of the WLUSU, the President shall not cause or permit operations that violate the principles of ecological sustainability. These principles hold that social, economic and environmental sustainability should not be degraded to meet present demands, denying future generations the capacity to benefit to the same extent. The President will not:

1. Operate without minimizing WLUSU’s and affiliated vendors’ environmental impact with respect to, but not limited to:

a. consumer products; b. purchasing and procurement; c. waste management; d. energy use; e. water use; f. travel; and g. investments

2. Allow the membership to be unaware of environmentally friendly lifestyle choices.

.

Chris Walker Chair of the Board & Chief Governance Officer Wilfrid Laurier University Students' Union 75 University Ave. W., Waterloo, ON, N2L 3C5 Tel: 519.884.0710 ext. 3114 Email: [email protected] Website: www.wlusu.com




Re: Ends Review Committee

Directors, On behalf of Directors Fleming, Sher and myself, I am pleased to present the Board with this report to be used as a transition document for continued review of the ends. The Ends Review Committee used the report from the Ownership Linkage Committee (OLC) as well as ends policies from other student policy governance associations including St. Mary’s University, Algonquin College and Durham College at University of Ontario Institute of Technology as a comparison to WLUSU’s ends. Additionally, the Committee also reviewed WLUSU’s ends policies from 2008 to evaluate significant changes in organizational focus. Due to time constraints, the committee was unable to perform a full comprehensive review of WLUSU’s Ends but instead came up with the following recommendations for future consideration:

Ends policies should focus on WLUSU’s core competency and what is in control of the Students’ Union

Ends policies should not be designed to duplicate services but to enhance student success

Ends policies should be broad to allow for innovation and growth within the organization

Academic and peer support as well as awareness and promotion of academic rights and university services should become a focus of WLUSU

The OLC report does not recommend any changes or additions to the ends but focuses largely on operational activities that could be used to demonstrate further compliance (this may indicate the need for the Board to further define certain ends policies)

This report as well as all supporting documents will be included in the transition document for the Board-Elect. Respectfully Submitted,

Chris Walker Chair of the Board & Chief Governance Officer Wilfrid Laurier University Students’ Union

3/28/2012

1

Update for the Board of Directors ofThe Wilfrid Laurier University Students’ Union

CASA

Federal advocacy partner26 member schools – of various status4 full-time staff in Ottawa officeVision: “Canada will achieve an accessible, affordable and high quality post-secondary education system, whose students enjoy an excellent quality of life”.

WLUSU and CASA

Founding member of CASA in 1995Active participant in external and internal opsCap school – pay the maximum fee

This year CASA fee was $47,482Associated costs can vary

CASA Priorities 2011-12

Vehicle exemption in CSLPAboriginal studentsInternational studentsGraduate studentsCopyright

Review Process

2010-11 Review: The “Hyde” ReviewExtensive history and analysisOutcomes, issues, impact3rd party however

2011-12 Review: The “Shyde” ReviewInternal and external effectivenessValue for moneyMulti-Party involvement

Findings - Costs

$47,482 plus associated costsNew fee model on the horizon2011-12 budget = $734,917~ 60% on staffSpending a first instinct

3/28/2012

2

Findings – Staff/Internal

50% of time spent internally, externallyStaff direction

Role of National Director Termination of Communications Director Addition of Stakeholder RelationsAddition of research capacity

Diverse shareholder environmentChallenges in direction

Findings – Policy and Advocacy

Difficult Federal advocacy environment Measured for several variables: ~ 55% effectiveChallenging policy creation processConsistent priorities year-to-year

Results

WLUSU Management has decided to move to Associate Membership in CASA for the next year

What does this mean?

50% feesCan last up to two years*Loss of voting rightsMaintain committee and plenary rightsParticipate in all conferences and activitiesFlexibility in moving up or down

Ongoing Assessment

Measurables and deliverables frameworkRole clarification (staff, Board and Assembly)Adherence to strategic planPolicy creation processEffectiveness and translation of policy to advocacyCompromise on membership priorities

Questions?

Chris Walker Chair of the Board & Chief Governance Officer Wilfrid Laurier University Students' Union 75 University Ave. W., Waterloo, ON, N2L 3C5 Tel: 519.884.0710 ext. 3114 Email: [email protected] Website: www.wlusu.com



Date: March 23rd, 2012

Re: Transition of Staff

Directors, Due to the high rate of annual turnover particularly at the executive level, the WLUSU must ensure that there is consistency in institutional memory and that problems do not become systemic. Additionally, the WLUSU must ensure that there is a way to maintain best practices and process. As such, it is appropriate for the Board to develop policy so that the President must adequately inform all new employees about any and all relevant information for their position. It is therefore my pleasure to submit a proposed executive limitation policy on transition of staff to accomplish this objective. Respectfully Submitted,


Wilfrid Laurier University Students’ Union Board of Directors EL 2m – Transition of Staff

_______________________________________________________________

In order to protect the board from the annual cycle of student leadership turnover through elections, the President shall not allow institutional knowledge or practices to be unprotected or lost.

The President will not:

1. Leave office without ensuring that the new President has (at least) the following information and support:

a. Training plans/systems on roles and responsibilities of paid and unpaid staff;

b. Results of an internal and external environmental scan; and c. Input from staff regarding their previous transition

experiences. 2. Allow staff to be unaware of, or un-consulted about, changes that

would affect their work in order to protect staff from the annual cycle of student leadership turnover through elections.

This monpresenterigorouslcertify thwith a re Signed,

Chris WaChair of tWilfrid La March 23 Policy Wadvise thimplicatiCommitt CGO’s InCommittgovernanof policy deemed OperatioComplian

a) Ob) C

n Evidence

a) CCInR

Gov

nitoring repoed in accorday self‐monithat the inforeasonable int

alker the Board anaurier Unive

3, 2012

Wording GP 2he staff. Comons for Boartees will norm

terpretationees should bnce objectiveor strategic appropriate

onal Definitionce will be dOnly standingommittees wecessary to

e ommittees campus Govenspection; Steview; Ends

vernance Pr

ort for Goverance with thtor and ensumation is deterpretation

nd Chief Goversity Studen

2f‐1. Board Cmmittees ordrd deliberatimally not ha

n be created foes with resprecommend

e to do so ac

on demonstrateg advisory cowill only inclthe committ

created by ternance; Owtudent Senas Review; Po

rocess Policy

rnance Procee monitorinure complianeveloped witn of all aspec

vernance Offnts’ Union

Committees adinarily will aon. In keepinave direct de

or the specifect to directdations. Comcording to th

ed when: ommittees olude staff metees’ manda

he Board thwnership Linktors and Gost‐Elections

y 2f “Board C

ess Policy 2fg schedule ance with its othout prejudcts of the po

ficer

are to help tassist the Bong with the Balings with c

fic purpose ot inspectionsmmittees wilhe objective

or ad hoc issuembers or wate.

is year inclukage; Pre‐Elevernors OutReview; EL #

Committee

f “Board Comapproved byown policiesdice or bias, licy unless s

the Board doard by prepaBoard’s broacurrent staff

of helping ths on monitoll only work e of the com

ue committewill request s

de: Brantforections Revitreach; El #2#2h Review;

Principles”

mmittee Priny the Board os. On behalf and represepecifically st

o its job, notaring policy ader focus, Bf operations.

he Board accring reports with staff omittee.

ees are creastaff support

rd Campus Cew; EL #2d D2c & #2f Revi; EL #2i Direc

nciples” is of Directors of the Boardents compliatated otherw

t to help or alternativesBoard .

complish or the creatperations if

ted. t when

Council; MulDirect iew; GP #2e ct Inspection

to d, I nce wise.

s and

tion it is

ti‐

n.

b) Committees have only included the following staff members as a resource to the respective committees: President & CEO; EVP: Brantford; Director of Policy Research and Advocacy; Marketing and Communications Manager; General Manager.

I report this as COMPLIANT. Policy Wording GP 2f‐2. Board Committees may not speak or act for the Board except when formally given such authority for specific and time‐limited purposes. Expectations and authority will be carefully stated in order not to conflict with authority delegated to the President. CGO’s Interpretation Committees will not make statements of position or give updates to the public or media on behalf of the Board prior to rendering a report to the Board as to the status of the committee’s report. Committees will not be tasked to monitor, direct, or instruct non‐Board employees except in cases when fulfilling Board objectives. Operational Definition Compliance will be demonstrated when:

a) Committees have not made public statements outside of Board meetings. b) Operational staff members have been made aware of this policy and are given the

ability to make any issues be known to the CGO. Evidence

a) No committee has made public statements on behalf of the Board prior to notification during Board meetings.

b) No such complaint has been received by the CGO from any staff members. I report this as COMPLIANT. Policy Wording GP 2f‐3. Board Committees cannot exercise authority over staff. The President works for the full Board, and will therefore not be required to obtain approval of a Board Committee before an execution of an action. CGO’s Interpretation Committees do not have the authority to instruct or direct the President without the consent of the entire Board. Furthermore, committees will not approve of Presidential actions but will focus on advising or making recommendations for Board decisions. Operational Definition Compliance will be demonstrated when:

a) The President has not communicated a directive from a committee beyond a request for information to the CGO.

b) The President has not received permission from a committee that would normally require a motion by the Board.

Evidence

a) No such complaint has been received by the CGO from the President. b) No action has been taken by the President through committee approval.

I report this as COMPLIANT. Policy Wording GP 2f‐4. Board Committees are to avoid over‐identification with organizational parts rather than the whole. Therefore, a Board Committee, which has helped the Board create policy on some topic, will not be used to monitor the organizational performance on that same subject. The Board retains responsibility and authority to monitor organizational performance on the same subject. CGO’s Interpretation Ad hoc committees cease to exist when they have delivered their final report and recommendations to the Board at which point any accepted recommendations become the responsibility of the entire Board to monitor according to the regularly accepted monitoring procedure. Operational Definition Compliance will be demonstrated when:

a) Committees do not continue to operate after they have delivered their final report. b) The Board follows up with committee recommendations in accordance to Policy

Governance Principles. Evidence

a) All committees created thus far have not delivered their final report to the Board. b) All approved recommendations from committees such as the EL #2d Direct Inspection

Committee have been dealt with in accordance to GP and BMD policies. I report this as COMPLIANT. Policy Wording GP 2f‐5. Committees will be used sparingly and ordinarily in an ad hoc capacity. CGO’s Interpretation Committees will normally be used for specific issues that the Board deems necessary to go through committee deliberation. Advisory committees will also be allowed to provide ongoing support to the Board. Operational Definition Compliance will be demonstrated when:

a) The majority of committees will be ad hoc. b) Standing committees will only be created as advisory committees regarding ownership

linkage.

Evidence

a) The following committees are ad hoc: Multi‐Campus Governance; Pre‐Elections Review; EL #2d Direct Inspection; EL #2c & #2g Review; GP #2e Review; Student Senators and Governors Outreach.

b) The following standing advisory committees are: Brantford Campus Council; Ownership Linkage.

I report this as COMPLIANT. Policy Wording GP 2f‐6a. Board Committees shall elect a member to act as Chair whose responsibilities shall include: Delivering all reports to the Board. CGO’s Interpretation Committee Chairs shall update the Board at every meeting as to the status of the committee and create and present a final written report for the Board upon the committee’s completion of its objective. Operational Definition Compliance will be demonstrated when:

a) Committee Chairs have been included in the agenda and have delivered an update at all Board meetings.

b) Committee Chairs have produced a written final or midterm report as applicable and presented it to the Board.

Evidence

a) All committees have been included under the ‘Committee Updates’ section of the agenda.

b) All reports given to the Board by committees have been produced by the Chair including the EL #2d Direct Inspection Committee, and the Pre‐Elections Review Committee.

I report this as COMPLIANT. Policy Wording GP 2f‐6b. Board Committees shall elect a member to act as Chair whose responsibilities shall include: Ensuring that the committee does not exceed its mandate as directed by the Board. CGO’s Interpretation Committee Chairs shall ensure compliance with the committee description including products, authority, composition, and timeline. Operational Definition Compliance will be demonstrated when:

a) Committee Chairs strictly enforce and ensure compliance with that particular committee’s description including reporting timelines, authority, products, and composition.

Evidence

a) Committee authority, products, and composition have been consistently observed by committees and are all in compliance.

I report this as NON‐COMPLIANT. Reason Although composition, products, and authority have been adequately observed by committees, timelines have not always been strictly adhered to. In many cases, ad hoc committees have not been given strict timelines by the Board. The CGO has also been very involved in a lot of committee administrative tasks and the facilitation of meetings which has delayed a lot of work. Recommendation The Board should work to follow and enforce more strictly timelines in future ad hoc committee and directors make committee work a priority in their schedule. Additionally, all future Board committees should not be chaired by the Chair of the Board to reduce CGO workload and increase leadership opportunities for Directors, unless there is a particularly good reason for the CGO to oversee the committee as deemed necessary but that committee. Policy Wording GP 2f‐6c. Board Committees shall elect a member to act as Chair whose responsibilities shall include: To ensure that proper and thorough minutes are taken and delivered to the CGO. CGO’s Interpretation Committee Chairs shall ensure that committee proceedings are documented and sent to the CGO. Operational Definition Compliance will be demonstrated when:

a) The CGO receives minutes or a report for every meeting from every committee. Evidence

a) All minutes and reports from all ad hoc committees meetings and the ownership linkage committee have been received and electronically filed by the CGO.

I report this as NON‐COMPLIANT. Reason

The Brantford Campus Council has yet to submit any meeting minutes to the CGO but has provided the Board with reports when specifically requested. Recommendation Because the Brantford Campus Council will not exist next year, this specific issue will no longer exist but to ensure proper filing and institutional memory, the Board should hold all committee chairs responsible for this policy section. Policy Wording GP 2f‐7. This policy applies to any group that is formed by Board action whether or not it is called a Committee and regardless of whether the group includes Board members. It does not apply to Committees formed under the authority of the President. CGO’s Interpretation Any committee, council, group, or task force created by the Board shall be subject to this policy. Operational committees created by the President are not subject to this policy. Operational Definition Compliance will be demonstrated when:

a) This policy is observed by all committees created by the Board. Evidence

a) All Board created bodies have been monitored within this policy.

I report this as COMPLIANT. Policy Statement Wording GP 2f. Board Committees, when used, will be assigned to help the Board do its job, to reinforce the wholeness of the Board's job and so as never to interfere with delegation from Board to President. Operational Definition Compliance will be demonstrated when:

a) All sections of this policy are reported as compliant. Based upon the previous, I report GP #2f as NON‐COMPLIANT.

Executive Limitation: Policy 2B “Treatment of Staff”

This monitoring report for Executive Limitations Policy 2B “Treatment of Staff” is presented in accordance with the monitoring schedule set forth by the Board of Directors. I certify that the information contained in this report is true and represents compliance with a reasonable interpretation of all aspects of the policy unless specifically stated otherwise.

Nick Gibson President and CEO Wilfrid Laurier University Students’ Union 30 March 2012.

(Board Policy is indicated in bold typeface throughout.) The President will not:

1. Operate without written procedures that:

a) Clarify rules, expectations and responsibilities for staff;

INTERPRETATION: I interpret “rules, expectations and responsibilities” to mean all broad requirements for each paid and unpaid position within the WLUSU will be outlined and written in a package that is given and/or available to them. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) Unpaid employees are given a Volunteer Code of Conduct in addition to position-specific Volunteer Contracts which include the above items.

2) Paid Employees are provided with their job descriptions and employee manuals with the above items.

EVIDENCE: 1. All items can be provided through Board Direct Inspection. I report this section as COMPLIANT.

b) Provide for effective handling of grievances;

INTERPRETATION: I interpret “effective handling of grievances” to mean that employees, paid or unpaid, are able to submit grievances about anything related to their position (including but not limited to another staff member or the hiring process), and that they are followed up with by the appropriate staff member in order that the grievance can be dealt with in a professional manner for all parties involved. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) There are policies for the grievance process outlined for paid and unpaid employees and HR staff.

EVIDENCE: 1. All items can be provided through Board Direct Inspection (HR Manual, Administration Department Policy, Full-Time and Part-Time Staff manuals). I report this section as COMPLIANT.

c) Clarify disciplinary actions (appropriate to the nature of the act) as well as disciplinary procedures; and

INTERPRETATION: I interpret “disciplinary actions” to mean any action taking place to respond to untoward behaviour by a paid or unpaid employee which is outlined in their job descriptions, other employee documentation, or in statute. I define “procedures” to be the guidelines which will aid in producing a plan to respond to said behaviour which is proportionate to the nature of the incident/action. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) Policy outlines appropriate disciplinary actions at the disposal of the WLUSU and procedures to execute such a process.


d) Protect against wrongful conditions (such as nepotism and grossly preferential treatment for personal reasons)

INTERPRETATION: I interpret “wrongful conditions” to be nepotism and grossly preferential treatment on the part of supervisors to their employees on a range of issues, including (but not limited to) hiring, scheduling, and work assignments. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) Employees (paid and unpaid) have the ability to file a grievance as per their employee manual for such a situation.


2. Retaliate against an employee for non-disruptive expression of dissent, or for reporting to management or to the Board of Directors (per the grievance procedure in the personnel manual) acts or omissions by staff, management or the Board of Directors, that the employee believes, in good faith and based on credible information, constitutes a violation of provincial or federal law or a governing policy of the Board.

INTERPRETATION: I interpret “retaliate” to mean that a supervisor reacts in an inappropriate way. “Non-disruptive expression of dissent” is defined as an employee who professionally communicates their disagreement with a supervisor or other employee with the policy outlined in their employee manual. “In good faith” is interpreted to mean that there is no malicious intent or other underlying driver of action by the employee. “Credible information” is information that can be reasonably relied upon, including, but not limited to, first-hand accounts. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) There is policy which satisfies the above interpretation and it is communicated to employees.

EVIDENCE: 1. This policy is attached in Appendix A. This policy has been communicated to staff and will be included in future employee manuals. I report this section as COMPLIANT.

3. Allow staff to be unacquainted with the President’s interpretations of their

protections under this policy.

INTERPRETATION: I interpret “unacquainted” to mean that staff (paid and unpaid) do not have access to the resources as outlined above, and that the interpretations for these policies are not publically available. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) When all previous sections of this policy are in compliance. 2) CEO interpretations of this policy are available to the public.

EVIDENCE: 1. See previous sections of this policy. 2. CEO interpretations are either available on the WLUSU.com website or otherwise available upon request to anyone who would like a copy. I report this section as COMPLIANT.

4. Allow staff to be unprepared to deal with emergency situations.

INTERPRETATION: I interpret “unprepared” to mean that there is incomplete or non-existent policy and training on such policy. I interpret “emergency situations” to include, but not limited to, fire, flood, storms and other acts of God, in addition to criminal activity which jeopardizes the safety of staff and others in WLUSU facilities. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) A full WLUSU Emergency Response Manual is available for staff (which is based on the WLU Emergency Response Manual).

EVIDENCE: 1. We incorporate response to emergency situations including fire into our training for employees. However, this policy is under review by WLU and we are joining them in this review. I report this section as NON-COMPLIANT. ROAD-MAP TO COMPLIANCE: 1. WLUSU General Manager and other Human Resources Staff will be participating in the WLU Review process over the summer. These staff members can report back on the progress of this review in Fall 2012. GLOBAL POLICY STATEMENT: With respect to treatment of paid and unpaid staff, the President shall not cause or allow conditions, which are unfair, undignified, disorganized or unclear.

INTERPRETATION: I interpret conditions which are “unfair, undignified, disorganized or unclear” to be an absence of policy to outline the general expectations of the workplace in order that it best serves consumers but treats staff as meaningful, important and decent human beings. I further interpret this policy to mean that the President is respecting relevant statutes, and Board policy related to the treatment of staff. OPERATIONAL DEFINITION: Compliance will be demonstrated when:

1) All sections of this policy are in compliance. EVIDENCE: 1. See other sections of this policy. I report this section as NON-COMPLIANT. ROAD-MAP TO COMPLIANCE: 1. Please see this section in the areas of non-compliance in this report.

APPENDIX A **The most recent revision was the merger of the Grievance Policy with the Whistle-Blower Policy.

#.# Grievances / Whistle-blower Policy

Approving Authority: M. McMahon (General Manager)

Date of Most Recent Review/Revision: March 27, 2012

Administrative Responsibility: D. Dimopoulos (HR Coordinator)

Application:

This policy applies to all WLUSU employees (management, full-time, part-time, paid and unpaid).

Purpose: The WLUSU is committed to high standards of ethical, moral, and legal business conduct. In line with this

commitment, and WLUSU’s commitment to open communication, this policy aims to provide an avenue

for all employees (paid and unpaid) to raise concerns and reassurance that they will be protected from

reprisals or victimization for voicing their issues. Furthermore, WLUSU recognizes that

employer/employee (or supervisor/subordinate) relationship problems will arise from time to time.

As such, this policy – as mandated in EL #2b of the WLUSU Policy Governance Manual – is intended to

protect the individual if concerns are raised regarding the following:

Incorrect financial reporting;

Unlawful activity or violation of a law/legislation;

Activities that are not in line with WLUSU policy, including the Part-Time Staff and Volunteer

Code of Conducts;

Activities which otherwise amounts to serious improper conduct or gross mismanagement;

An abuse of authority including alleged improper behaviour, disciplinary action, or unfair

treatment;

A substantial and specific danger to public health or safety.

Jurisdiction/Scope: This policy is applied to all areas where WLUSU employees are present – including, but not limited to, our

business operations, office and work spaces, vehicle or travel (when related to work-related activities) – on

both the Waterloo and Brantford campuses of the university.

Procedure:

Safeguards:

Harassment or Victimization – harassment or victimization for reporting concerns under this

policy will not be tolerated.

Confidentiality – every effort will be made to treat the complainant’s identity with appropriate

regard for confidentiality, providing anonymity for the individual when required.

Anonymous Allegations – we encourage individuals to provide their names to allegations, to allow

appropriate follow-up questions and investigations, which may not be possible unless the source

of the information is identified. However, concerns expressed anonymously will still be explored

appropriately.

Bad Faith Allegations – any allegations, upon investigation, that are deemed malicious or in bad

faith may result in disciplinary action.

Roles and Responsibilities:

The Human Resources Coordinator will assist the GM and President in fulfilling the WLUSU’s

commitment to equitable practices with regards to employment matters.

The VP:FA, in collaboration with the Human Resources Coordinator, will assist the GM and

President in fulfilling the WLUSU’s commitment to equitable practices in regards to all non-paid

(volunteer) student opportunities.

The GM and Human Resources Coordinator will ensure that this policy is communicated to all

WLUSU paid (employee) and unpaid (volunteer) staff. Employees are expected to treat each

other equitable and with consideration and respect.

Process:

Whistle-blowing:

1) Reporting – this procedure is intended to be used for serious and sensitive issues. Such concerns,

including those related to financial reporting, unethical or illegal conduct, may be reported directly

to either the Department Manager or Human Resources Coordinator.

2) Timing – adequate timeliness is required, the earlier a concern is expressed, the easier it is to take

action.

3) Evidence – although the individual is not expected to provide actual evidence on an allegation, the

individual should be able to demonstrate to the person contacted that the report is being made in

good faith.

Grievances

In order that employees may be assured fair and impartial consideration of their problems, the following

method of presenting, reviewing, and adjusting grievance has been established:

1) The employee should first attempt to resolve the grievance informally by discussing it with his/her

immediate supervisor or Department Manager. The supervisor may request the assistance of the

Human Resources Coordinator. If the problem is related to the interpretation of policy, the

employee may first choose to discuss the problem with the Human Resources Coordinator.

2) If the matter is not resolved to the employee’s satisfaction at the informal stage, the employee may

proceed to the formal grievance stage by presenting the complaint in writing to his/her immediate

supervisor, with a copy to the Human Resources Coordinator.

3) Upon receipt of the written grievance, the supervisor will review and discuss the grievance with

their Department Manager, and Human Resources Coordinator. At that time, it will be determined

whether a formal discussion is necessary in order to resolve the situation. During this discussion

the following people will be present; the employee, his/her direct supervisor, and the Human

Resources Coordinator.

4) Following the formal discussion, the Human Resources Coordinator (or GM and/or President

where necessary) will provide the employee with a written decision on the grievance within ten

(10) working days of the formal discussion.

The various discussion stages of this procedure have been established to give those involved the

opportunity to present facts, views, and information, which is pertinent to the situation and which, it is

hoped, will contribute to the satisfactory settlement of the grievance.

During this process, WLUSU may review with legal counsel. The written decision of the President is final

and binding on the employee.

Definitions:

Grievance:

An actual or supposed circumstance regarded as just cause for complaint; indignation or

resentment stemming from a feeling of having been wronged.

Whistle-blower:

One who reveals wrongdoing within an organization to the public or to those in positions of

authority

Relevant Legislation:

Related Information:

Wilfrid Laurier University Students’ Union:

Human Resources – Harassment and Discrimination (Policy #.#): [to be added]

Human Resources – Privacy and Confidentiality (Policy #.#): [to be added]

Occupational Health & Safety – Violence in the Workplace (Policy #.#): [to be added]

Wilfrid Laurier University:

Policies to be added

Contact: Human Resources Coordinator: Dimitri Dimopoulos ([email protected] or 519-884-0710 x 3967)

Website address for the policy: [to be added]

mailto:[email protected]

_______________________________

Friday, March 30th, 2012.

Board of Directors 2011-2012, In this document, you will note my interpretations and demonstration of compliance of the Strategic Values and Ends of the WLUSU. I have endeavoured to enhance the previous mechanisms in which compliance has been demonstrated for the Ends (and Strategic Plan). You will note that the interpretations outline that each value is connected to all of the ends. In order for compliance to be demonstrated, values will have to be actively integrated into the departmental activities and initiatives in a meaningful way. This exercise has been ongoing throughout the year and will continue moving forward. This has been a very successful year in terms of accomplishing our organization’s main goals. Of course, we have room to build and provide more for our students and my team’s focus will be to ensure that the new team works on just that. Sincerely,

Nick Gibson President and CEO

_______________________________

VISION WLUSU will be the leader in support and advocacy to all students

MISSION WLUSU enhances the holistic student experience at Wilfrid Laurier University. WLUSU will provide innovative resources and effective representation within a safe and empowering campus community.

STRATEGIC VALUES Community: a positive attachment to Laurier which is culturally and structurally engrained in order to support student success. Representation: the determination of the needs of Laurier students, and addressing them appropriately. Diversity: the active encouragement of innovation, creativity and inclusivity within Students’ Union operations and WLU in general. Sustainability: the ability to endure a particular practice within the purview of the corporation, Wilfrid Laurier University, or the general community (as it relates to Laurier students) in perpetuity given all available information. Safety: relates to the physical, emotional, and psychological safety of students in the Laurier community. Access: the ability of all WLU students to participate and engage in the operations of the Students’ Union and the greater Laurier experience.

THE ENDS The WLUSU exists so that the primary stakeholders; the students of Wilfrid Laurier University realize a positive university experience and enhancement of student life. The costs of these benefits will be justified by the results. In no specific order of priority, students will benefit from: 1. Representation and advocacy to parties internal and external to the University.

_______________________________

INTERPRETATION: I interpret “representation” to mean that the WLUSU will positively and responsibly act on behalf of all undergraduate students at WLU by endeavoring to maximize both input and output legitimacy. Input legitimacy is defined as empowering stakeholders to feel like they can give meaningful input into the process which will be considered. Output legitimacy is interpreted as outcomes which have meaningfully considered the contributions and needs of stakeholders. I interpret “advocacy” to mean that the WLUSU will endeavor to translate the interests of all WLU students into meaningful action by relevant bodies. I interpret “parties” to include but not limited to the university, and all levels of government. I interpret “internal” to mean within the University. I interpret “external” to mean outside of the University. I interpret “University” to mean WLU, and all campus groups, departments and organizations affiliated with and/or located at WLU. Further, in order for this end to be adequately accomplished, the Strategic Values as established by the 2010-11 Strategic Planning Exercise will have to be meaningfully integrated into any operations relating to this end. OPERATIONAL DEFINITION: Compliance will be demonstrated when: a) WLUSU uses all relevant tools at its disposal as outlined in (but not limited to) the following:

-The Operating Procedures Agreement (OPA), Student Affairs Operating Procedures Agreement (SAOPA), the Student Life Levy (SLL) Agreement with WLU, and the Aramark Food Court Agreement

b) WLUSU is active with the Town and Gown Committee in all communities that WLU operates, and additionally has forged relationships with various relevant municipal officials. c) The WLUSU is an active member in good standing within both a provincial and federal lobby organization. d) Students have access to information on advocacy priorities. e) WLUSU provides mechanisms to allow students to outline their priorities and concerns. f) WLUSU has adequate operational resources to allow those who represent the corporation to relevant officials to be adequately prepared. g) WLUSU embarks on several advocacy projects to various stakeholders which are important to students at WLU. h) All WLUSU departments, groups and initiatives which contribute to this end demonstrate how they are incorporating the strategic values. EVIDENCE: 1. WLUSU is active with ensuring compliance with the above agreements. 2. The VP: UA is actively involved with the Town and Gown Committee, and the ad hoc committees (including the Northdale Planning Committee) which have come out of the Town and Gown relationships. 3. The VP: UA has assumed the role of OUSA President for the 2011-12 year, and has been actively involved in the CASA strategic planning process (the Strategic Plan was passed at the recent CASA AGM).

_______________________________

4. Through our partner organizations, students have access to the advocacy priorities at the provincial and federal levels. Using our online channels, our institutional advocacy priorities are outlined and updated when appropriate. 5. Beyond individual meetings and communication, the University Affairs Department (in concert with the Marketing and Communications Department) have launched Fix my Laurier: a text-to program which allows students to highlight strengths and weaknesses of their student experience on the go when it comes in their minds. 6. The advocacy projects of the Students’ Union have been supported by an enhanced and evolving position in the Director of Policy, Research and Advocacy. This end also makes up approximately36% of the ends-based budget (not including overhead). 7. Please see Appendix A for more. I report this end as COMPLIANT. 2. The creation of a safe and empowering environment. INTERPRETATION: I interpret “creation” to mean the most that WLUSU can do within its jurisdiction for to the undergraduate students of WLU through services offered and/or advocacy to WLU. I interpret “safe” to mean free of any physical, mental or emotional distress or harm that may cause students to feel uncomfortable. I interpret “empowering” to mean the development of undergraduate students at WLU to allow them to positively contribute to other undergraduate students of WLU, the WLU community, and society as a whole. I interpret “environment” to be any part of a WLU campus and its neighboring areas. Further, in order for this end to be adequately accomplished, the Strategic Values as established by the 2010-11 Strategic Planning Exercise will have to be meaningfully integrated into any operations relating to this end. OPERATIONAL DEFINITION: Compliance will be demonstrated when: a) All undergraduate students at WLU have access to inclusive, effective, and safe services executed by the WLUSU to mitigate physical, mental and emotional stress and safety concerns. b) WLUSU helps to develop communication, leadership and management skills of undergraduate student employees at WLU. c) All WLUSU departments, groups and initiatives which contribute to this end demonstrate how they are incorporating the strategic values. EVIDENCE: 1. Foot Patrol, BACCHUS, ERT, Legal Resources, and Peer Help Line are all services which contribute to the level of safety, and security for students on the Waterloo Campus. Foot Patrol is a key service on the Brantford Campus which helps improve the safety of students.

_______________________________

2. LSFL is a service on the Brantford campus which provides for a more empowering experience for students who are engaged in the Concurrent Education program, and for students who are new to Canada. On the Waterloo Campus, the Professional Development and Training Team (PD&T) help empower our volunteers to perform to higher expectations; this committee also helped execute the Laurier Leaders Conference in January 2012. 3. Please see Appendix B for more. I report this end as COMPLIANT. 3. Diverse social interaction INTERPRETATION: I interpret “diverse” to mean opportunities that address the interests of many different kinds of students. I interpret “social interaction” to mean that all undergraduate students can engage with other students through casual or formal programming. Further, in order for this end to be adequately accomplished, the Strategic Values as established by the 2010-11 Strategic Planning Exercise will have to be meaningfully integrated into any operations relating to this end. OPERATIONAL DEFINITION: Compliance will be demonstrated when: a) The WLUSU facilitates and advocates for diverse social interaction as outlined above. b) All WLUSU departments, groups and initiatives which contribute to this end demonstrate how they are incorporating the strategic values. EVIDENCE: 1. The Campus Clubs and Faculty Associations on the Waterloo Campus, and the Clubs Department on the Brantford Campus provide opportunities for self-directed programming for students at Laurier. In total (both campuses), there are over 150 clubs which are facilitated by the Students’ Union. 2. The Programming Department on the Waterloo Campus, and Activities Department on the Brantford Campus have provided several diverse opportunities for students to engage with each other. In Waterloo, these initiatives were led by: A-Team, Winter Carnival and Orientation Week. In Brantford, these initiatives were led by: Hawk Team and Orientation Week. 3. Please see Appendix C for more. I report this end as COMPLIANT. 4. An economic environment that is cognizant and responsive to student needs. INTERPRETATION:

_______________________________

I interpret “economic environment” to mean the conditions with respect to the financial wherewithal of students as a whole and students who are the most disadvantaged. I interpret “cognizant and responsive” to mean that the WLUSU is aware of and takes positive action to address the economic environment for students of WLU financially. I interpret “student needs” to mean requisites that students need to succeed at WLU. Further, in order for this end to be adequately accomplished, the Strategic Values as established by the 2010-11 Strategic Planning Exercise will have to be meaningfully integrated into any operations relating to this end. OPERATIONAL DEFINITION: Compliance will be demonstrated when: a) WLUSU provides, advocates and actively informs students of employment opportunities. b) WLUSU keeps prices and fees in its own business operations competitive with industry standards. c) WLUSU advocates for competitive prices in WLU or campus business operations. d) All WLUSU departments, groups and initiatives which contribute to this end demonstrate how they are incorporating the strategic values. EVIDENCE: 1. Through the WLUSUHR website, the Students’ Union actively informs students of employment opportunities in Wilf’s, William’s Fresh Café, U-desk and the Turret. Further, the Students’ Union has secured a minimum threshold of 75% student labour in the Food Court in its contract with Aramark. 2. William’s Fresh Café price structures are regulated by franchise rules. Wilf’s is a minor contributor to the revenue of the organization; the Turret nightclub keeps cover charges low, and consumer items are competitive within the industry. More information on this can be provided by Board Direct Inspection. 3. The Students’ Union has been active this year in advocacy with respect to Food Services. More information on the results of this advocacy will be provided to the Board within the next 60 days. 4. The Food Bank program in both Waterloo and Brantford has been successful in reaching significantly more students than previous years (on both campuses). In Waterloo, the Food Bank has entered a partnership with WLU Food Services for a “hot food voucher” program which expands the options for students who are in need of assistance. I report this end as COMPLIANT.

_______________________________

APPENDIX A: Evidence for the First End EXECUTIVE SUMMARY

Advocacy Priorities:

Priority: Student Representation within the WLU Presidential Taskforce on Multi-Campus

Governance (Administration Working Group and Academic Working Group)

o Parties Involved:

President and CEO (Member of the Administration Working Group, and

Contributor to the Academic Working Group)

o Activities and Strategy:

Submitted a Statement of Position related to the mandate of the Groups and

how the outcomes should be structured to help students

Active member of the committee, asserting a focus on students as the ultimate

stakeholders in this review

o Results:

Both Working Groups have finalized proposals to send to the Presidential

Taskforce on Multi-Campus Governance. The Administration Working Group

recommendations are student-focused recommendations and focus on high

quality service-delivery which is cognizant of finite resources. The Academic

Working Group recommendations will also position Laurier as one of the best

Multi-Campus institutions in the country: ensuring the quality and integrity of

our education. All recommendations are consistent with the Presidential

Taskforce Consensus Points which WLUSU endorses.

Strategic Values Employed:

Representation, Diversity, Community, Sustainability

Priority: Enhancement of Food Services on Campus

o Parties Involved:

President and CEO


Discussion around the food service offerings on the Waterloo Campus and how

to ensure that we improve the following: prices, selection, value-for-money, and

service

_______________________________

o Results:

Discussion is on-going, but is very positive


Access, Diversity, Sustainability, Representation

Priority: Advocacy with the Registrar’s Office for Institutional Academic Policies

o Parties Involved: President and CEO


A statement of position on academic policies at WLU, including on exam

deferrals, exam schedules, LORIS, and other policies which affect student

success

o Results:


Representation

Priority: Prudent Use of Student Dollars for the Student Life Levy (Waterloo Campus)

o Parties Involved: President and CEO, General Manager, VP: Administration


Approval of various projects to enhance student life at Laurier on the Waterloo

Campus

o Results:


Representation, Community

Priority: Assertion of Student Voice in University Labour Negotiations

o Parties Involved: President and CEO, Vice-President: University Affairs, Member Services

Manager, Marketing and Communications Manager, Director of Policy, Research and

Advocacy


Communication to the Laurier student body on the state of negotiations

Communication to the bargaining parties on the importance of a settlement

without a disruption

Preparation for any disruption: communication to students, advocacy to the

parties, and service-offerings to students during the disruptions

o Results:

_______________________________

Both parties acknowledged that our communication with them re-focused their

efforts on a settlement

Students responded positively to our regular updates


Representation

Priority: New Brantford Athletic Facility

o Parties Involved: President and CEO, EVP: Brantford, EAC Coordinator: Brantford


A focus on the negotiation of high level principles to ensure the facility would be

student-focused/centred with WLU and the YMCA

o Results:

The creation of an agreement between WLU and the YMCA (WLUSU part of the

WLU delegation) is ongoing and there was no referendum this year as a result

Progress has been slow but fruitful


Representation, Access, Community

Priority: Brantford Operating Procedures Agreement

o Parties Involved: President and CEO, EVP: Brantford, General Manager, Operations

Manager


The OPA outlined that there was further work to be done to expand upon

Brantford-campus specific sections to outline the terms of the relationship

between the Students’ Union and the University on the Brantford Campus

The building is the issue that is the most complex but is progressing

The General Manager and Operations Manager are continuing on it

o Results:

Brantford campus-specific sections for the OPA should be ready by the end of

2012


Representation, Access, Sustainability

Priority: Renewal of the Student Affairs Operating Procedures Agreement (SAOPA)

o Parties Involved: President and CEO

_______________________________


Updating of outdated terms and sections

Revisiting current practices and how they relate to the terms of the agreement

Forming operating procedures

o Results:

The discussions are still ongoing but are positive and will build upon the best-

practice that this agreement was originally formed upon


Representation, Access, Sustainability, Safety

Priority: Mental Wellness Advocacy/Student Success

o Parties Involved: President and CEO, VP: Services, VP: University Affairs, Director of

Policy, Research and Advocacy


VP: UA authors a student success and mental health paper for OUSA

Also involved in provincial advocacy for funding of counseling

President working with University to commence a Institutional Strategy on

Student Success (including mental wellness)

VP: Services chairs “Mental Health Strategy” Committee, which includes the

Director of Counseling Services and many other students, which comes up with

practical strategies to address mental wellness on the Waterloo campus

Director of Policy, Research, and Advocacy conducted a Mental Health Capacity

Assessment (determining what the capacity is for Laurier on both campuses to

deal with mental health concerns, and possible ways to improve)

o Results:


Representation, Safety, Community, Diversity

Priority: Grand River Transit Advocacy – U-Pass Program

o Parties Involved: President and CEO, VP: University Affairs


Rejected an approximately base-price 25% increase with an (up to) 9% inflator

(year-by-year adjustment)

o Results:

Have got a settlement in principle that avoids the massive one-time increase

and focuses on service quality

_______________________________


Representation, Access, Safety

Study Space (Waterloo Campus)



Submission to the Student Life Levy Committee to renovate the Toyota Solarium

for study space

The VP: UA commissioned a study space survey to get information from

students on their preferences for student space

o Results:

SLL Submission was accepted and the space will be ready in the 2012-13 school

year

The Survey provided strong feedback on future advocacy efforts


Representation

Municipal/Rental Education Campaign (Waterloo Campus)

o Parties Involved: VP: University Affairs


Advocated for stronger standards for rental properties in the Waterloo area

Supported a by-law to improve these standards

Communicated with students about the implications of this new by-law

o Results:

The by-law was passed with our support


Representation, Access, Safety

Fix my Laurier (FML)

o Parties Involved: VP: University Affairs, Marketing and Communications Manager


Worked on implementing a text-to program which would allow students to text

about any things they see on campus that they like, don’t like and want to see

improved/maintained

o Results:

Fix my Laurier was soft-launched in January and will continue to be promoted

and will be a key tool for advocacy and students representation in the coming

year

_______________________________


Representation, Access

Strategic Planning For CASA

o Parties Involved: VP: University Affairs, Director of Policy, Research and Advocacy


Lead (in collaboration with other CASA members) a strategic planning process

which would be the template for organizational design and decision-making

Ensured that it was a document that would help lead to more value-for-money

for members

This was a core recommendation in our communication to CASA at the

beginning of the year

o Results:

The Strategic Plan was passed by the CASA General Assembly at the AGM


Representation, Sustainability

CASA Membership Review



Review of the value-for-money that CASA provides for Laurier students as

WLUSU pays a significant amount of money to be a member

o Results:

We will be moving to Associate Member Status for the 2012-13 Year while we

give CASA the opportunity to implement the Strategic Plan

This allows WLUSU to leave CASA if it is deemed that CASA has not met

the standards we set out


Representation

Ancillary Fees Enforcement

o Parties Involved: VP: University Affairs


The VP: UA initiated a campaign to uncover illegal fees (according to provincial

laws) on campus in concert with OUSA

Advocated to the Minister about these fees, and the government is following up

on them

_______________________________

Identified some institutional fee problems and has been working to resolve

them

o Results:

This initiative is ongoing as it is a very complex issue but it is on the radar of

both the government and the University administration, and there is positive

movement on this issue


Representation

Local Advocacy Week (Waterloo Campus)

o Parties Involved: VP: University Affairs, EAC Coordinator, other UA volunteers


Targeted university administration and local politicians on issues important to

students

This was a great volunteer opportunity but it also was beneficial for all students

as it was a great chance to highlight student issues to relevant people who can

influence positive change

o Results:

Very well executed

The VP: UA is recommending that this continues, and includes a

Brantford advocacy week as well

o Strategic Values Employed: Sustainability, Representation, Access, Diversity,

Community, Safety

Program Associations Structure o Parties Involved: President and CEO, EVP: Brantford, AVP: Activities


Setting up a “Program-Associations” fee for the programs on the Brantford

campus (in a similar way that it is set up for faculty associations on the Waterllo

Campus)

This includes the size of the fee, what to do with current fees, and

governance surrounding program associations with WLUSU in the future

o Results:

This project is ongoing as it has run into complexities with respect to the

endowment program, thus could not be presented to students in referendum

The goal is to present a completed agreement to Brantford students in the

2012-13 year

_______________________________


Representation

EcoHawks Departmental Shift (Waterloo Campus)

o Parties Involved: President and CEO, VP: Services, VP: University Affairs, Ecohawks

Coordinator


There is a clear contingent of students who not only want more environmentally

sustainable practices on campus, they want to be the ones who are actively

working to make them happen

This advocacy focus is very evident and it was decided that Ecohawks would be

better supported in this vein by the University Affairs Department

o Results:

The Ecohawks have been moved to the University Affairs Department


Sustainability, Representation

_______________________________

APPENDIX B: Evidence for the Second End

EXECUTIVE SUMMARY

Legal Resources Revisioning (Waterloo Campus)

o 31 students took advantage of the Osgoode Law School Trip and a similar number took

part in the Mock LSATS.

o Law school trips and helping students prepare for a test necessary for law school does

not meet a need that affects or could affect all students.

o WLUSU can give students the tools to organize these types of career specific resources,

but it is more appropriate for the Campus Clubs and Faculty Associations Department

o Thus these activities of Legal Resources will be moving under a Campus Club

o First semester Legal Resources had less than 30 drop in cases.

o This suggests that office hours are not the best way to reach students, and we need to

be meeting students out of the WLUSU offices.

o LR reached 145 students with Residence Talks in first semester.

o The Know Your Rights portion of this service is valuable, and is a recognizable brand on

campus

o Therefore, we took the Know Your Rights portion and expanded it.

o We moved it under the University Affairs Department, specifically under the

Campaign Education Coordinator, to expand the scope of the knowledge we are

providing to students. By for instance organizing campaigns to inform students

about municipal bylaws and their academic rights.

o Under the UA department, Know Your Rights will be integrated with activities of

external partners and government elections awareness, and orientation week

programming encompassing housing, municipal relations and bylaws.

o WLUSU is re-launching these services next year to help serve the needs of students in a

fair, efficient and prudent manner.

o Strategic Values Considered: Representation, Access

Re-evaluating Foot Patrol’s Ride-Home Program (Waterloo Campus)

o There was a report compiled based on last year’s usage statistics (which can be provided

upon request),and with that the final recommendation was that the program continues

for the time-being, but in a very targeted fashion for late night shifts

o The Foot Patrol van operates hourly from 11:00pm, with the last trip leaving at 2:00am.

The drive home program requires a onetime registration, available online

_______________________________

This registration allows the services department to keep track of who is using

the van program, ensure those who do live within the van territory and students

are not abusing the program.

o Community partnerships were explored this year with various parties with limited

success (although there is currently an outstanding proposal awaiting reply). This was

not as fruitful as hoped, but if more time is devoted to persistence and creativity on this

file, it could bear some positive results

o Strategic Values Considered: Safety, Sustainability

Peer-Help Line Restructuring

o There is a stigma attached to Peer Help Line in that it is only for students who are in

crisis.

o Therefore, the Peer Help Line website http://peerhelpline.wordpress.com/ was created.

It is similar in style to other service websites. It explains all types of calls this service

receives, external campaigns, and general and community campus information like

eating for energy, and the athletic complex hours to help make students aware of the

fact this service is also a listening, information and referral line for any concerns and

questions.

This website also allows students to submit comments, which can then be

followed up by volunteers. It is another outlet for student concerns to be met

and answered.

o It was another goal of this department to do make Peer Help Line external more than a

marketing service.

Therefore, the Mental Health Strategy Committee (whose membership included

interested students and Counseling Services) was chaired by the VP: Services.

The Mental Health Strategy Committee aspired to de-stigmatize mental illness

and promote positive mental health to students at WLU. This group created

Student Connect which will be connected with Peer Help Line external next

year.

Student Connect has been created to address and provide a safe support space

to deal with mental health concerns and encourage positive mental wellbeing,

through programming delivered by fellow students. The initial launch of Student

Connect is doing this by holding various workshops and social events along with

a regular space in the 24 Lounge where students can pick up resources, play

games, socialize and de-stress. This will be reviewed next year to assess its

effectiveness and potential opportunities to improve this initiative

o Strategic Values Considered: Safety, Access, Community

http://peerhelpline.wordpress.com/

_______________________________

Food Bank Enhancements (Waterloo Campus)

o This service implemented hot food vouchers system for various food locations on

campus. This provided more of a selection for students who were accessing the Food

Bank’s services, especially for those who are on campus often

o The Food Bank also offers fresh food to students. This was done to offer healthy and

nutritious food to all students because many students accessing the Food Bank do not

eat enough fresh, nutrient-rich food.

The Farmer’s Market moved under this service to help facilitate access to this

fresh food and to more resources

o Strategic Values Considered: Access, Safety

Review of Emergency Response Team (ERT)

o An external consultant is preparing a report to recommend future steps for ERT

o A committee will be struck once the report is prepared and this committee will move

forward with action items motivated by the recommendations

o Strategic Values Considered: Safety, Sustainability

_______________________________

APPENDIX C: Evidence for the Third End

EXECUTIVE SUMMARY

Development of the Clubs Resource Centre (Waterloo Campus)

o Given the changes on the 2nd Floor of the Fred Nichols Campus Centre (FNCC) over the

summer of 2011, it was evident that we needed to finalize another location to operate

the Campus Clubs and Faculty Associations Department

The 3rd Floor of the FNCC was chosen and it has become a very popular and

well-used location for our ever-growing clubs program

Swipe access with onecard is still an enhancement to be added

This space has audio-visual equipment, computers, a versatile board table,

storage space and much more to help clubs with their activities

More Efficient Club Registration Program (Waterloo Campus)

o This has been a major initiative for the VP: CCFA and was made more complex (but

better) by the new website

It has improved but there are still items that the VP will be recommending

changes to, in order to ensure even better service to clubs

Training (Waterloo Campus)

o Club Presidents

Presidents were required to attend a training session on policy and procedures

and it has led to better understanding of the nature of the policies and how to

adhere to them

o CCFA Coordinators

Stronger training of the coordinators has allowed the department to offer

better, in-person and timely customer service which means that clubs are more

successful in their endeavours

Re-Alignment of A-Team with Strategic Plan

o The key values that A-Team focused on were: Representation, Community, and Diversity

o It was clear that more active interaction with students was necessary to better

accomplish strategy

To accomplish this, there was more direct solicitation of student input from the

website (surveys and polls), social media, and in-person

_______________________________

These initiatives will be expanded in the future with a better understanding of

the website’s capabilities, and the changes in staff resources to support it

Re-Alignment of Winter Carnival with Strategic Plan

o The key values which Winter Carnival focused on were: Access, Sustainability, and

Diversity

o The most important initiative of this re-alignment work was the minimization of cost

barriers to participation

Indirect costs (as reported by participants) has been escalating rapidly over the

past few years, and there were clear ways to minimize these costs without

undermining the success of the events

Activities like the Scavenger Hunt were thoroughly reviewed to eliminate items

which made participants bear high costs

This review was very successful and participants were served well

3/28/2012

1

Summary Report

Executive SummaryProjects Completed: February 2012 (all invoices received)

The Foot Patrol relocation construction was complete in mid‐December and the program moved into the new space during the first week in January 2012. The project cost 22% more than budgeted due to design inadequacies and items that were simply omitted from the design. Summary statements from the Project Manager and Contractor are included herein.

The Campus Clubs Resource Centre construction was complete in December 2011. The Campus Clubs team moved into the new space during January 2012. The project cost 36% less than budget due mostly to an over estimation of electrical costs related to project implementation.

Golden Grounds Coffee House was completed end of November 2011. The business opened for 10 days in December, then on its regular schedule in January 2012. The project cost 8.4% more than budget due to increased equipment cost and signage allowance that was not included at budget.

3/28/2012

2

Financial SummaryBoard Approval:1) Foot Patrol Office ‐ $63,000.002) Campus Clubs Resource ‐ $49,300.003) Golden Grounds ‐ $107,000.00

Actual Cost:1) Foot Patrol Office ‐ $77,002.790 (+22%)2) Campus Clubs Resource ‐ $36,314.00 (‐36%)3) Golden Grounds ‐ $116,594.00 (+8.4%)

3/28/2012

1

Summary Report

Executive SummaryProject Completion: February 2012 (all invoices received)

In April 2011 the Board approved an expenditure of $506,000.00 to renovate the FNCC 2nd Floor. In June 2011, the Board approved an additional $89,000.00 to include the 2nd Floor washroom facilities in the approved renovation. The total approved expenditure for 2nd Floor project expenses: $595,000.00. The project was financed with $206,000.00 in Student Life Levy funding and $389,000.00 in debt.

The project was completed on time, at a full cost of $647,990.00 representing a variance of 8% in the project budget. During the project the contractor experienced many challenges related to the existing FNCC structure, and aging infrastructure that were addressed as part of the project. In addition, existing 2nd Floor furniture were found to be inadequate for the total number of study spaces planned for students. No single items can be found within the project billing that would represent an unapproved total in excess of $9999.00.

What is trying to be accomplished?VISION: More space on FNCC for student study space than at any time in history of the building

Planning requirements:All WLUSU professional staff working in the same office space, while not expanding office space into the student lounge area.Remove the remaining administrative functions of WLUSU from the lounge, and give back needed study space to students. Create study lounge space that improves noise, washroom facilities, and increase number of total seats available

Key ComponentsMove to open office concept to allow for maximum office space usageRemoval of Marketing Lab/AVP Student Services office to add study roomsRemoval of the SLC to add more study space. SLC moves into former Committee Space (presently office space)Washroom upgradesMore lounge seating, study friendly furniture purchasedFoot Patrol moves office to 1st floor of FNCC entrance

Financing3rd Floor Lounge/Washroom Cost $ 305,000.00 WLUSU Office Cost $ 200,000.00

$ 505,000.00

New Lounge Furniture $ 45,000.00 Temporary Office (Food Court) $ 5,000.00 Foot Patrol Move $ 15,000.00 Furniture Disposal $ (5,000.00)Contingency Funding $ 30,000.00

Total $ 595,000.00

Student Life Levy 2010‐2011 $ 206,000.00 $ 206,000.00

APPROVED Financed Total with Washrooms $ 389,000.00 Total Expended (Project Closed) $ 647,990.00Variance ($595,000.00 ‐ $647,990.00) ($ 52,990.00) 8%FINAL $ 441,990.00

3/7/2012 3:32:04PM Wilfrid Laurier University Students' Union

G/L Transactions Listing - In Functional Currency (GLPTLS1)

Page 1

Include Accounts With No Activity [No]

From Period [01] To [13]

For Year [2012]

Sort By [Account No.]

From Account No. [145301001] To [145301001]

From [ ] To [ZZZZZZZZZZZZ]Account Group

Last Year Closed 2011

Last Posting Sequence 11871

Use Rolled Up Amounts [No]

Net ChangeCreditsDebitsBatch-EntrySeq.PostingDescription/

ReferenceDateSourcePrd.Account Number/

Balance

17,134.523RD FLOOR RENO - SUMMER 20111453-01-001

AP-IN 5/1/2011 2011514 10642 11042-23 551.2701

Grand River Contracting

AP-IN 5/2/2011 6630 10645 11045-1 174.0001

Sherwood Systems Inc

AP-IN 5/1/2011 6622. 10645 11045-10 174.0001

Sherwood Systems Inc

AP-IN 5/10/2011 11-18588DEP 10674 11074-15 1,100.4901

The Office Source Inc

AP-IN 5/10/2011 11-18084DEP 10674 11074-16 47,942.4001


AP-IN 5/17/2011 12556 10696 11096-2 467.5001

Sign Depot

AP-IN 5/13/2011 2011-0014 10696 11096-9 1,327.5001

Burnside & Associates Design Consultants Inc.

AP-IN 5/13/2011 2011-0013 10696 11096-10 900.0001


AP-IN 5/5/2011 31862 10697 11097-3 2,621.0001

A-Plus Movers Inc.

AP-IN 5/11/2011 22334 10697 11097-4 108.0001

Print Intergrity Inc.

AP-IN 5/5/2011 11050501 10697 11097-45 65.0001

ElmTech Solutions

AP-IN 5/3/2011 16442 10734 11134-1 135.0001

Phonemaster Services

Net Change and Ending Balance for Fiscal Period 01: 55,566.16 72,700.68

AP-IN 5/31/2011 2011524 10735 11135-46 60,235.6502


AP-IN 6/7/2011 13953-18588 10748 11150-3 2,567.8102


AP-IN 6/1/2011 339 10764 11165-8 352.0002

Andrzej Godlewski


AP-IN 6/30/2011 2011540 10873 11273-1 155,869.3803


AP-IN 7/15/2011 2011-0021 10905 11305-6 1,507.5003


AP-IN 7/8/2011 31913 10933 11333-29 382.5003



Page 2



Balance

A-Plus Movers Inc.

GL-JE 8/23/2011 Moving day lunch (Kelly & Charlene) 11009 11379-9 28.2703

LaCelle Visa P03


AP-IN 7/29/2011 2011550 10946 11347-13 101,195.1704


AP-IN 7/31/2011 2011558 10974 11374-6 5,126.1304


AP-IN 7/31/2011 2011559 10974 11374-7 4,781.7104


AP-IN 8/17/2011 11-265 10974 11374-9 47,760.0004

Dawson Marketing

AP-IN 8/17/2011 14112-18084 10974 11374-16 112,415.6004


AP-IN 8/10/2011 31932 11096 11496-30 2,225.6004

A-Plus Movers Inc.

AP-IN 8/12/2011 2011570 11191 11593-7 14,527.3204



AP-IN 8/31/2011 2011568 11092 11492-47 1,134.0005


AP-IN 8/22/2011 IN11090025 11096 11496-3 5,947.1505

CleanRiver Recycling Solutions

AP-IN 8/31/2011 31956 11096 11496-31 611.0005

A-Plus Movers Inc.

AP-IN 8/29/2011 WB-244 11099 11499-1 3,165.0005

Wayne Berwick Office Furnishings

AP-IN 9/6/2011 31958 11174 11575-45 1,839.5805

A-Plus Movers Inc.

AP-IN 9/14/2011 20110911CW 11174 11575-79 189.9505

City of Waterloo

AP-IN 8/31/2011 2011568/2 11191 11593-5 1,402.4405



AP-IN 9/26/2011 21122031 11236 11641-29 5,027.4406

Walterfedy Partnership

AP-IN 10/11/2011 2141152 11236 11641-30 712.4406


AP-IN 10/14/2011 J007274 11238 11643-41 2,397.8606

Brenner Mechanical Inc.

AP-IN 10/14/2011 0901659 11238 11643-42 49.0006

Culligan Caissen Water Technologies Inc.

AP-IN 9/30/2011 31982 11239 11644-27 1,057.0006

A-Plus Movers Inc.

AP-IN 10/8/2011 12798 11250 11655-28 1,542.5006

Sign Depot

GL-JE 9/6/2011 Keg Steak House 11399 11627-7 100.0006



Page 3



Balance

0


AP-IN 10/21/2011 31991 11336 11741-21 839.3607

A-Plus Movers Inc.

AP-IN 10/30/2011 12904 11349 11754-21 3,100.0007

Sign Depot

AP-IN 11/9/2011 14111-18727 11376 11784-7 621.5007


AP-IN 11/11/2011 2011575 11387 11795-2 35,537.4107


GL-JE 11/12/2011 07/03/2011 02375442 06Jun11/ELECTRI-CABLE AS/25 11479 11883-1 1,472.1807

FJ000826

GL-JE 11/12/2011 07/03/2011 02375442 06Jun11/ELECTRI-CABLE AS/25 11479 11883-1 117.7707

FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826

GL-JE 11/12/2011 07/13/2011 The Office Source Inc. 11479 11883-1 3,022.4107

I0419947

GL-JE 11/12/2011 07/18/2011 Hauser Industries Inc. 11479 11883-1 1,098.9007

I0420582

GL-JE 11/12/2011 07/03/2011 2375442 20Jun11/FXO 170 UNIVERSI/25 11479 11883-1 4.3007

FJ000826


FJ000826


FJ000826

GL-JE 11/12/2011 05/18/2011 WA-33094 1453-01-001 Rekey Turret of 11479 11883-1 62.0007

F0311717

GL-JE 11/12/2011 08/18/2011 WA-35160 1453-01-001 These are to be 11479 11883-1 38.0007

F0315369

GL-JE 11/12/2011 05/18/2011 Bkst.Supply Requis.#- 22439 11479 11883-1 4.9507

J0069330

GL-JE 11/12/2011 05/30/2011 Bkst.Supply Requis.#-20709 11479 11883-1 29.9507

FJ000626



Page 4



Balance

GL-JE 11/12/2011 06/22/2011 ITS/M3904 Phone/MAY'11/CLaS 11479 11883-1 264.2907

J0069856


J0069856

GL-JE 11/12/2011 06/03/2011 2375442 28May11/STEVE S MOVING &/25 11479 11883-1 169.4907

FJ000821


FJ000821

GL-JE 11/12/2011 06/03/2011 2375442 12May11/THE OFFICE SOURC/25 11479 11883-1 71.5307

FJ000821


FJ000821

GL-JE 11/12/2011 06/03/2011 2375442 12May11/THE OFFICE SOURC/25 11479 11883-1 1,295.3207

FJ000821


FJ000821

GL-JE 11/12/2011 06/03/2011 Paracel Laboratories Ltd. 11479 11883-1 94.8607

I0416304

GL-JE 11/12/2011 08/30/2011 Baird Moving Inc. 11479 11883-1 1,220.4007

I0424364


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


I0419947


I0420582


FJ000826


FJ000826



Page 5



Balance


FJ000826


F0311717


F0315369


J0069330


FJ000626


J0069856


J0069856


FJ000821


FJ000821


FJ000821


FJ000821


FJ000821


FJ000821


I0416304


I0424364


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826


FJ000826



Page 6



Balance


FJ000826


I0419947


I0420582


FJ000826


FJ000826


FJ000826


F0311717


F0315369


J0069330


FJ000626


J0069856


J0069856


FJ000821


FJ000821


FJ000821


FJ000821


FJ000821


FJ000821


I0416304


I0424364

GL-JE 11/12/2011 08/03/2011 02375442 22Jul11/ELECTRI-CABLE AS/26 11606 12011-1 32.0107

FJ001094


FJ001094


FJ001094


FJ001094



Page 7



Balance


FJ001094


AP-IN 11/30/2011 12835 11497 11903-1 660.0008

Sign Depot

AP-IN 11/16/2011 12939 11497 11903-2 2,365.6008

Sign Depot

GL-JE 12/10/2011 09/08/2011 Hauser Industries Inc. 11615 12020-1 350.0008

I0425583


I0425584

GL-JE 12/10/2011 09/21/2011 Empowered Networks Inc. 11615 12020-1 13,125.0008

I0426697

GL-JE 12/10/2011 09/03/2011 02375442 03Aug11/STEVE S MOVING &/26 11620 12025-1 9.3608

FJ001099


FJ001099


FJ001099

GL-JE 12/10/2011 10/31/2011 Phone Master Services Ltd. 11626 12031-1 1,385.0008

I0431528

GL-JE 12/10/2011 10/31/2011 Spilek-Weiss Electric Inc. 11626 12031-1 1,393.0608

I0431550


AP-IN 12/22/2011 1422721 11637 12043-15 22.0009

Culligan Caissen Water Technologies Inc.

AP-IN 1/2/2012 13032 11665 12071-28 2,109.1009

Sign Depot


AP-IN 1/12/2012 0000706522 11666 12072-7 5,210.0010

Environmental Acoustics Inc.

AP-IN 1/19/2012 32072 11666 12072-20 216.8410

A-Plus Movers Inc.

AP-IN 1/17/2012 29340549 11729 12142-21 14.8410

CORPORATE EXPRESS

AP-IN 1/24/2012 32093 11796 12209-20 79.9910

A-Plus Movers Inc.


I0419947


FJ000821


I0424364

GL-JE 8/22/2011 CleanRiver Recycling Solutions 11855 12265-1 5,947.1510

IN11090025

GL-JE 5/17/2011 Sign Depot 11855 12265-1 467.5010

12556



Page 8



Balance

GL-JE 5/5/2011 A-Plus Movers Inc. 11855 12265-1 2,621.0010

31862

GL-JE 7/15/2011 Burnside & Associates Design Consultants Inc. 11855 12265-1 1,507.5010

2011-0021

GL-JE 7/8/2011 A-Plus Movers Inc. 11855 12265-1 382.5010

31913


31932


31958

GL-JE 9/26/2011 Walterfedy Partnership 11855 12265-1 5,027.4410

21122031

GL-JE 10/14/2011 Brenner Mechanical Inc. 11855 12265-1 2,397.8610

J007274


31982

GL-JE 10/21/2011 A-Plus Movers Inc. 11855 12265-1 839.3610

31991

GL-JE 10/30/2011 Sign Depot 11855 12265-1 3,100.0010

12904

GL-JE 11/30/2011 Sign Depot 11855 12265-1 660.0010

12835

GL-JE 11/16/2011 Sign Depot 11855 12265-1 2,365.6010

12939

GL-JE 1/2/2012 Sign Depot 11855 12265-1 2,109.1010

13032

Net Change and Ending Balance for Fiscal Period 10: -32,453.72 647,990.04

647,990.04Totals: 3RD FLOOR RENO - SUMMER 2011 630,855.52 50,934.89 681,790.41

681,790.41 50,934.89 630,855.52Report Totals:

1 account printed

647,990.04

WLUSU 2011/2012 Organizational and Board Performance Report

This report will evaluate organizational and Board performance based on compliance with Board policies and relevant trends in the monitoring process.

Directors,

As we move towards the close of another fiscal year at the Wilfrid Laurier University Students’ Union, it is important to reflect on the challenges and opportunities that we have gone through this year so that we can move into the future in a way that sets up the organization to prosper and succeed to a higher degree than when we took office. To accomplish an affective transition so that issues which have arisen this year do not become systemic but are overcome by future student executives and boards of directors, we must evaluate where we have come from to be informed as to where we are going.

Included in this report is the compliance status of all executive limitation and governance process policies as reported during the 2011/12 fiscal year. This report highlights issues of non-compliance, how the general monitoring process is accomplished, and proposes solutions at a broad level to be considered in the 2012/13 fiscal year.

In summary, the WLUSU is in a good position in terms of policy compliance with room for growth and improvement. However, ongoing attention must be given by the Board for the continued development in policy and oversight of organizational performance. There are still issues which will need to be addressed in a timely manner if the WLUSU is to achieve the highest level of value for our members.

Respectfully Submitted,


Executive Limitations

There has been considerable development in the executive limitation monitoring process in the 2011/12 fiscal year over the 2010/11 fiscal year. There are far fewer instances of non-compliance due to a combination of factors including; a policy review and changes by the Board of Directors, amended interpretations to better reflect the needs and capabilities of a student organization by the CEO, and an improvement in business practices and performance by the organization as a whole. Although there has been significant improvement, the WLUSU must still make compliance with Board policies a priority to fix outstanding issues and achieve a high level of operational performance.

Areas of Concern

Executive limitations 2a, 2c, 2f, and 2i still have non-compliant sections. A particularly important issue is with regards to EL 2a Treatment of Consumers. WLUSU still does not have a comprehensive consumer feedback program that will allow the organization to evaluate how well students are being served and to what degree the ends are accomplished. Budgeting and service improvement must be consumer driven. There have been improvements more recently for consumer feedback with regards to WLUSU businesses but the same type of system must exist for other services and programs in every department. This will also allow give the President the ability to use metrics which can gauge the effectiveness of structural changes from the consumer perspective. Additionally, feedback forums will help students communicate with and feel more connected to WLUSU as the organization tries to engage more fully with all of our members.

Recommendations

President Gibson has spent considerable effort in providing the Board with a “roadmap to compliance” for every non-compliant policy section to demonstrate a plan in order to fix the described issue. These plans or some variation of them should be strictly observed and incorporated into the annual plan for 2011/12. Additionally, in order to increase the standard at which the WLUSU operates and continue to strive for best practices, evidence should be generated to fit CEO interpretations and not vice versa. To accomplish this, the Board should develop a monitoring schedule that requires the CEO to interpret all policies no later than October 1 to be re-presented during a regular monitoring schedule with evidence. This will allow the CEO to delegate the responsibilities associated with monitoring organizational performance to staff in order achieve a better and more complete result.

Executive Limitation

Appendix Date Presented Date Accepted Non-Compliant Sections

Deficiencies Corrected

Expectations/ Recommendations (*) recommendation for President

Ends and Strategic Plan (Interpretation)

1.1 October 28, 2011 *Evidence to be submitted by March 16, 2012

#1: Global Executive Constraint 1.2 June 16, 2011 June 16, 2011 None #2a: Treatment of Consumers 1.3a February 10, 2012 February 10, 2012 1, 4 *Resubmission for March,

2012 1.3b March 23, 2012 March 23, 2012 1, 4 Refer to Monitoring Report

for recommendations #2b: Treatment of Staff 1.4a November 11,

2011 November 11, 2011 2, 4 *Resubmission for March,

2012 1.4b March 30, 2012 #2c: Compensation & Benefits 1.5 November 11,

2011 November 11, 2011 5a Follow up for 2012/13

administration #2d: Financial Conditions & Activities 1.6a September 23,

2011 September 23, 2011

None

1.6b January 20, 2012 January 20, 2012 8 Requires BDI

#2e: Financial Planning & Budgeting 1.7 October 6, 2011 October 6, 2011 None

#2f: Asset Projection 1.8 January 6, 2012 January 6, 2012 5d Requires Board Review

#2g: Communication & Support to the Board

1.9 November 25, 2011

November 25, 2011 None

#2h: Emergency Executive Succession 1.10 June 16, 2011 June 16, 2011 None

#2i: Environmental Sustainability 1.11 March 2, 2012 March 2, 2012 1 Refer to Monitoring Report for recommendations

#2j: Hiring Practices – Unpaid Staff 1.12a October 6, 2011 October 6, 2011 4 *Resubmission for March 2012

1.12b March 23, 2012 March 23, 2012 None YES #2k: Lobbying & Advocacy 1.13a September 23,

2011 September 23, 2011

None

1.13b December 2, 2011 December 2, 2011 1 *Resubmission March, 2012 1.13c March 23, 2012 March 23, 2012 None YES Monitor less frequently

Governance Processes

It has been a very valuable practice for the Board to self-monitor this year through a regular governance process monitoring schedule that is executed by the Chief Governance Officer. The success of WLUSU governance is based on Board discipline to its own policies. Just as the President is expected to comply with executive limitations, the Board and its members must comply with governance processes and hold itself accountable to the membership. This also works as a positive year long training exercise to better inform board members of their roles and responsibilities. Board member problems often stem from a breakdown in governance discipline which can be mitigated by effective GP monitoring. It also, allows the Board to more fully determine its own success and ability to fulfill its own mandate of monitoring the President and linking with the owners.

Areas of Concern

Although there are currently no compliance issues as of now, there are certainly ways to improve the monitoring process. Most of the evidence currently supplied by the CGO is anecdotal and subjective in nature meaning that it cannot be measured in a discrete manner. Therefore, there is a lot of reliance on board members to be critical of their own conduct especially in regards to dealing with staff and media. As well, there has not been sufficient monitoring as of yet of board management delegation policies. The nature of BMDs do not require them to be included in a formalized monitoring schedule but an attempt should be made on behalf of the Board to ensure that they are still interpreted so as to convey a better understanding of the relationship between the Board and President. Furthermore, GP 2h and 2i have not yet been interpreted either as they were no longer applicable upon the installation of this year’s GP monitoring schedule. It is very important that these policies be included into all further monitoring schedules to guide the Board through its own budgeting and annual planning processes.

Recommendations

Governance process monitoring should become an activity that incorporates as much Board member participation as possible. This may include candid Board discussion about how members have achieved the operational definition as interpreted by the CGO. This practice proved to yield positive results when monitoring GP 2c this year and should continue. It should be noted that the result of all reviews, even if in-camera, should be made public. The CGO should also work more closely with staff to create mechanisms to identify inappropriate action on behalf of Board members. This should include but not be limited to informing staff of the CGO’s interpretation of policies referring to Board member conduct and decorum. This will also be assisted with interpretations of board management delegation policies by the CGO to be made available to all Board members and staff even though a formal monitoring process is not required.

Governance Process

Appendix Date Presented Date Accepted Non-Compliant Sections

Deficiencies Corrected

Expectations/ Recommendations

#1: Global Governance Process 2.1 September 23, 2011 September 23, 2011 None #2a: Governing Style 2.2a October 28, 2011 October 28, 2011 3, 5 Change to informal BMD

monitoring and formal GP monitoring

2.2b January 20, 2012 January 2012 None YES #2b: Board Job Description 2.3a October 7, 2011 October 7, 2011 None 2.3b January 6, 2012 January 6, 2012 None #2c: Board Members’ Code of Conduct 2.4a November 11, 2011 November 11, 2011 1, 3a, 5 Directors need to observe

policy 2.4b February 10, 2012 February 10, 2012 None YES #2d: Board Chair & Chief Governance Officer Role

2.5a November 25, 2011 November 25, 2011 2, 4g, 5 Need to meet with Vice-Chair and work to finish reports in a more timely manner

2.5b March 2, 2012 March 2, 2012 None YES

#2e: Vice Chair’s Role 2.6a November 25, 2011 November 25, 2011 1a Need to meet with CGO more often

2.6b March 2, 2012 March 2, 2012 None YES #2f: Board Committee Principles 2.7a December 2, 2011 December 2, 2011 6b, 6c Start committees earlier to

observe timeframes and change 6c to CGO from Vice Chair

2.7b March 30, 2011 #2g1: Board Committee Structure N/A N/A N/A Will be compliant if

committees follow Board Committee Structures

#2h: Annual Planning N/A N/A N/A Monitor period 2 #2i: Governance Investment N/A N/A N/A Monitor period 2

bod agenda march 30-2012

Documents

staff d chair walker3

board cgo fi chair walker2

staff d president gibson3

regrets adm chair walker2

order adm chair walker2

vice president

regrets regrets

consent agenda adoption