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Editor-in-Chief: Sarah Kucharczuk Thanks To : Eril Berkok Rico Garcia Greg McKellar Lyn Parry Annette Paul Nicola Plummer Thomas Pritchard
Photos By: Greg Black Printed By: The Publishing & Copy Centre
Alma Mater Society John Deutsch University Centre Queens University Kingston, Ontario K7L 3N6 Tel: (613) 533-3001 Fax: (613) 533-3002 Website: www.myAMS.org
Editors Note
The Alma Mater Society (AMS) of Queens University is one of the most engaged, vibrant, and active student governments in Canada. Representing the needs of over 15,500 students from a range of faculties and schools at Queens University, the AMS has a multi-million dollar annual operating budget and is the only exclusively student-run organization of its kind in the country. This report represents the hard work of over 1,000 volunteers and 600 paid staff, who collectively have complete oversight of the Societys activities. Included within this report are overviews of the operations and activities of all the commissions, offices, and corporate services of the AMS, as well as explanations of the AMS governance structure, mission and mandate, and strategic goals. Although the focus of the Annual Report is to review the previous year, this document also looks forward to the ambitions and demands of the coming year.
Table of Contents
08 22 30 38 48 58 Society Commissions Offices Services Financials Society Directory 2012-2013
The voting members of the AMS Assembly also comprise the voting members of the Corporation, and in this capacity annually elect a Board of Directors. This board is responsible for overseeing the management of the Alma Mater Societys corporate services and associated financial affairs, and more broadly, for ensuring the financial viability of the Society. Membership in the AMS is automatically extended to all students of the University who are enrolled in at least one course in one of the member faculties/programs listed above, and who have paid the full slate of AMS mandatory student activity fees. Each student normally belongs to a member society as well as the AMS, and enjoys the rights and privileges of both societies. AMS members enjoy the right: to vote in all Society elections and referenda; to hold offices or positions within the Society, subject to the restriction of the office or position, as outlined by Assembly and/or Board Policy; to attend meetings of the Society subject to the rules of procedure as prescribed by the AMS Constitution; to move or second motions at such meetings; to speak for or against any motion; to vote at Society Annual Meetings or Society Special General Meetings; to gain admission to and/or actively participate in any Society sponsored event and/or program subject to any restrictions of the particular event and/or program.
SOCIETY
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Mission Statement & Mandate Brief History of the AMS AMS Assembly Board of Directors The AMS Executive
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Brief History
The Alma Mater Society is the oldest student association in Canada and, in fact, is nine years older than Canada itself. Growing out of the old Dialectic Society, a debating group founded in 1943, the AMS was established as the central student government at Queens in 1858. The original objectives of the society were the defense of students rights, the facilitation of discussion, the promotion and encouragement of learning, and the furtherance of the general interests of the University. Until virtually the end of the 19th century, the AMS remained essentially a debating society, conducting weekly meetings where essays were read and debates took place after any official business was conducted. Nevertheless, during the 1860s the AMS was responsible for securing a study week prior to examinations and for securing some space for athletic activity. In 1877, a new constitution was created which reflected the importance to the AMS of preserving the attachment of alumni to the University and maintaining the bond between all members of the University. Interestingly, during this period, the AMS president was required to be either a Queens graduate or a professor, and at least one of the three vice-presidents had to live outside of Kingston. In fact, it was not until 1920 that the AMS President could be a student, provided they were in their final year of study. In 1948, the constitution was amended to require the AMS President to be a student. By the turn of the century, the AMS Constitution had been amended to underscore the shift toward the on-campus constituency and away from the 1877 emphasis on alumni. The AMS primary purposes were now the cultivation of literary, scientific and musical tastes, the encouragement of athletics, and the publication of the Queens Journal. The Alma Mater Society had now begun to assume its modern role of having full responsibility for administering and financing the large number of special interest student societies that had emerged on campus, and for representing the views of students to the Senate. One of the most important developments in AMS history also transpired in 1898. This was the official delegation of responsibility for non-academic discipline to the Alma Mater Society and its new AMS Court (now known as the AMS Judicial Committee). Previously this responsibility was held by the Senate under the Royal Charter that created Queens, although informally, the AMS had been delegated increasing jurisdiction in this area throughout the 1880s. Later, in 1936-37, the AMS introduced a system of student constables to maintain order at student functions. Both of these essential elements in student life remain to this day. The 1930s brought one highly significant development. Beginning in the early 1920s there was persistent discussion surrounding the introduction to Queens of the fraternities and sororities that were so popular in the United States. The opposition to them was strong, however, and was based primarily on the concern that loyalty to fraternities would diminish loyalty to Queens and that the very nature of fraternities and the exclusivity of their membership might jeopardize Queens democratic traditions. The AMS was in the forefront of these discussions and in 1930-31 revised its constitution to ban fraternities. Respecting students right to self-government, the Senate had remained relatively quiet throughout the issue. But in late 1934, in response to the strong AMS stance, passed a motion forbidding students who register at the University to form or to become members of any chapter of any externally-affiliated fraternity or sorority at or near Kingston.
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Brief History
During World War II, the AMS established a war aid commission to raise money for the war and other war related activities. The AMS levied a dance tax to raise money for the War and sold corsages for the Arts formal. During WWII, over 3,000 AMS members, alumni, and staff left Queens to fight in the war, with 164 not returning. Throughout most of the 1900s, the AMS operated primarily as an amalgam of standing and ad hoc committees but in response to the rapidly expanding scope of its activities, it underwent a major restructuring in 1969. It was at this time that the commission system was created. The original commissions, designed to carve up AMS activity into distinct spheres, were Education, Services, Campus Activities, Judicial, External Affairs, and Budget and Finance. The commissioners, along with the AMS president and vice-president, comprised what was then known as Inner Council which carried out the basic day-to-day work of the AMS. The AMS legislative body, comprised of representatives from all the faculty societies, was known as the Outer Council. Inner Council and Outer Council are now respectively known as Council and Assembly. The commission system continues to thrive today, albeit with many modifications from its original form. Chief among these modifications were the creation of the Academic Affairs Commission in 1991 in order to house responsibility for both learning environment issues and external funding/tuition/ student aid lobbying issues in one place; and the creation of the Municipal Affairs Commission in 1994 in recognition of the important and diverse nature of student interaction with the Kingston community. In the early 1990s, the focus of the Education Commission gradually shifted away from academic issues and towards a wide range of social justice and equity issues. This proved to be a lasting change and that commission has been renamed Social Issues. In recognition of the growing concern among students regarding a wide range of environmental issues both on and off campus, in early 2011 the AMS 12 established the Commission of the Environment & Sustainability. In the mid-1970s, the AMS began establishing and operating significant commercial services on behalf of its members. Alfies Pub (originally known as the Underground) was created in 1976 and constituted a substantial expansion and relocation of the first AMS-run pub, founded in 1969. Alfies was soon followed by the Queens Pub (then the McLaughlin Room) in 1978. Additional major new services followed with the creation of the Publishing & Copy Centre and Walkhome in 1988; the Used Book Store in 1994; and The Common Ground Coffeehouse in 2000. In response to longstanding requests from The Queens Journal for new and separate space, in 1990-91, the AMS purchased a house on Earl Street in which to relocate the newspapers operations. It has since been relocated to 190 University Avenue to make room for the Queens Centre. In 2005, the AMS purchased a longstanding card and stationary store in the JDUC which evolved into the creation of a major clothing, travel and used book retail service known as the Tricolour Outlet. The AMS established a Housing Service in 1968 which operated throughout the 1970s until the AMS divested in 1982. By way of a contractual agreement with Queens University, the AMS sublet a number of university owned houses and apartments and acted as a landlord. The AMS administered all aspects of owning a house including collecting rent, arranging for repairs and running an annual housing lottery. The primary reason for the service was more student friendly handling of traditional landlord/tenant issues. When the AMS pulled out it oversaw 56 housing units serving hundreds of students.
Throughout its evolution and growth, the AMS has maintained its longstanding commitment to traditional activities central to student life by facilitating Orientation, overseeing Model Parliament since 1946, and overseeing Model United Nations since 1987. In 1969, the AMS also created a corporation without share capital under the name of Alma Mater Society of Queens University Incorporated. One of the most significant structural developments over the past two decades has been the evolution of the role of the AMS Board of Directors in overseeing AMS services and managing the financial affairs of the corporation. The AMS conducted a comprehensive examination of the entirety of its operations in 1995-96 through a cross-section of student leadership known as Vision 2000. This group was responsible for creating the current AMS Mission Statement which is: To serve and represent the diversity of students at Queens. The Vision 2000 group identified three words critical to the AMS mission statement: Serve reminding us that at all times we are working for students; in essence the AMS is servant to student needs Represent - in representing students the AMS is acting as their agent articulating their views to groups both inside and outside the university Diversity underscores an AMS organizational imperative to serve and represent students of different ethnic backgrounds, ages, faculties, sexual orientations and socio-economic levels. AMS participation in federal external student federations has been limited. It has never been a member of the current Canadian Federation of Students, established in 1981, nor its predecessor, the National Union of Students that operated from 1972 to 1981. The AMS did, however, become a member of the Association of Student Councils, a not-forprofit organization incorporated in 1973 to provide discount travel. Provincially, the AMS became a member of the Ontario Federation of Students in 1974 and maintained that membership until 1992 when Queens students voted to leave.
The AMS subsequently became a founding member of the Ontario Undergraduate Student Alliance, which it left in 1995 only to rejoin in 2000. In 20092010, the AMS held observer status in the Canadian Alliance of Student Associations (CASA) a federal student lobby group. The AMS decided to not align federally. Since its inception, the AMS had represented all students attending Queens University. However, that changed in 1981 when the Graduate Students Society, an AMS member society formed in 1962, voted by referendum to secede from the AMS. This secession was extremely amicable and grew out of a gradual, long-term, mutual recognition by the AMS and GSS that graduate students should have separate and autonomous representation. Subsequently, the AMS has seen both the Theological Society and the Law Students Society depart for membership within the GSS, known now as the Society for Graduate and Professional Students (SGPS). In 2006, the Rehabilitation Therapy Society departed for the SGPS when that program evolved into a graduate program. In 2009, the Education Students Society voted to depart the AMS. With the completion in 2009 of the initial component of the Queens Centre project, the AMS began discussions with the University administration designed to fulfill its decades-old desire to assume responsibility for operating and managing the student life space on campus. These discussions became serious negotiations over the 2010-11 academic year and culminated in an historic operating and management agreement signed in early 2011 that would transfer from the University to the AMS, administrative control over this important space. Effective May 1, 2011, the AMS would now oversee the John Deutsch University Centre, Macgillivray-Brown Hall, the Grey House (51 Bader Lane) and the non-athletic student life space within the new Queens Centre.
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Relying entirely upon the extraordinary efforts and talent of a singularly dedicated student body, the Alma Mater Society remains true to its roots, working diligently on enhancing both the academic and extra-curricular experience of its members while fostering important connections with the surrounding community.
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AMS Assembly
Assembly is the highest legislative and decision-making body for the undergraduate student government at Queens University. It is comprised of roughly 40 representatives from the member societies, AMS Council, the Chair of the Board of Directors, the Rector, the Student Senate Caucus Chair, and the Undergraduate Trustee. The Assembly fulfils its mandate by debating reports, recommendations and motions as submitted by Council, the Faculty Societies, or any individual AMS member. It is constitutionally-empowered to direct the Executive, Council or Board of Directors as they carry out their duties consistent with the best interests of AMS members. All AMS members are welcome to attend the bi-weekly Assemblies and submit motions. The 2012-13 Assembly was notable for a significantly increased attendance by membersat-large and their participation in Assembly debates. Most meetings were again held in Wallace Hall continuing the shift in location from the longstanding venue of McLaughlin Hall. In the fall term, the Assembly duly approved the goal plans and budgets for all Commissions and several amendments to AMS documents relating to volunteer, employee and hiring/appointment policies. Additionally, the Assembly approved the introduction of new club awards, new events grants, and improvements to the structure and operations of Orientation Roundtable. In recognizing the need to expedite and enhance the efficiency of the process by which members are appointed to the large number of AMS standing and ad hoc committees, the Assembly established a new Nominating Committee which would henceforth handle the majority of this critically important feature of representation. The Assembly also received and approved the new University Student Fee Protocol, an important document that had received extensive AMS consultation in its preparation over roughly a three-year period. In its second term, Assembly approved a constitutional amendment to its membership that recognized the historic amalgamation of the Main Campus Residence Council and Jean Royce Hall Council to form the Residence Society. Assembly voted against a request by CFRC for an increase to its mandatory student activity fee, conducted an extensive debate on the future of Queens Model United Nations ultimately reaffirming its importance, and held discussions in the areas of student innovation and entrepreneurship, eligibility for AMS elected positions, the purview of the non-academic discipline system and Assembly rules of order. In both semesters, the AMS elections team presented reports to Assembly with recommendations for future elections. The most heated debates transpired as Assembly revisited the constitutional ban on student membership in fraternities and sororities that had been in effect at Queens since 1934. In an AMS Executive-led initiative, the Assembly was presented with a variety of opinions derived from students, alumni, the University administration, and legal counsel. Ultimately, after extensive debate over several meetings and both terms, the Constitution was amended on January 31st, 2013 to allow for student membership in such organizations, while retaining its strong opposition to the presence of these organizations within the Queens community. The latter was reinforced by the approval of Assembly of a separate representational policy delineating reasons for its unconditional disapproval of
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Alma Mater Society President Vice-President (Operations) Vice-President (University Affairs) Academic Affairs Commissioner* Campus Activities Commissioner* Commissioner of Internal Affairs* Municipal Affairs Commissioner* Commissioner of the Environment and Sustainability* Social Issues Commissioner* Hospitality & Safety Services Director* Retail Services Director* Media Services Director* Nursing Science Society President Vice-President Engineering Society President Vice-President (Student Development) 4 Elected Representatives
Commerce Society President Vice-President (External) Vice-President (Internal) 2 Elected Representatives Arts & Science Undergraduate Society President Vice-President 8 Elected Representatives Aesculapian Society President 2 Elected Representatives
Computing Students Association
Physical & Health Education & Kinesiology Students Association President Vice-President (Operations) Vice-President (University Affairs) MBA Student Executive Council President Vice-President Main Campus Residents Council President Vice- President Jean Royce Hall Council President Other Ex-Officios Undergraduate Student Trustee* Queens Rector* Student Senate Caucus Chair* Board of Directors Chair*
President Vice-President (University Affairs) Concurrent Education Students Association President 3 Elected Representatives
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Board of Directors
The Alma Mater Society of Queens University Inc. Board of Directors is the body that has been entrusted to manage the affairs of the Corporation by its members. The Board has three main roles: a strategic management role, a financial role, and a support role. Operating under this umbrella, the Board of Directors approved the services budgets and their respective goal plans. Throughout the year, the Board and its committees monitored the financial and strategic progress of each of these services while using these documents as a base. In addition to this, the Board approved a variety of capital expenditures deemed necessary for the long-term viability of AMS services. The biggest impact the Board had, however, came via various structural changes and the addition/ removal of services. During this past year, the Board of Directors removed the position of General Manager and created the position of Executive Director, hiring Annette Paul at the beginning of the 2013-2014 fiscal year. CFRC had its last year as an AMS Service and continued its separation as agreed upon in the Memorandum of Understanding that was signed in April of 2011 between both parties. The Board welcomed the Student Maintenance and Resource Team (SMART) in March of 2013. This housing maintenance service initially started as a government service in the Municipal Affairs Commission but is now considered a corporate service under the Retail Services portfolio. The main outcomes from Board committees included the creation of a salary grid review by the Personnel Committee and the implementation of a bonus for Student Constables upon the completion of their contract to increase retention. The AMS had another successful year managing the Student Life Centre. A new Facilities Officer position was created, and the JDUC was retiled. The Board is now looking forward to the renegotiation of the management and operations agreement with Queens University and the SGPS. The audited financial statements contained within this report illustrate the positive financial foundation that has been established by previous managers and adequate support and oversight from the Board of Directors. It is the Boards intention to see that this prudent financial management continues well into the future, keeping in mind that the AMS should not be acquiring surpluses year after year but rather should strive to give as much back to the students as possible. In 2013-2014, there will be a heavy emphasis on creating Guiding Principles for the corporate services while also completing the remuneration review that was started in 2012. In addition, Board transitioning and policies will be revisted, making the Board an overall more efficient body moving forward. Finally, there will be a review of the AMS Specific Fee to determine if the fee will need to be adjusted for the years to come. The Board will continue to monitor the progress of the Corporation, keeping long-term objectives in mind; and it will strive to continue making decisions to best reflect the core values of the AMS as an institution that serves students interests.
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AMS Executive
The three-person AMS Executive is comprised of the President, the Vice-President (Operations), and the Vice-President (University Affairs). Together, they are elected in the winter term for a period of one year and are responsible for representing the interests of all AMS members and for the day-to-day management of the Society.
The Executive is elected annually during the winter term. The President is responsible for the external representation of the Society and is ultimately accountable for ensuring the fulfilment of the Societys mandate and mission. The President also acts as the Chief Executive Officer of the Corporation and thus is responsible for the day-to-day management and supervision of its operations. The President directly oversees the Communications Officer, the Marketing Officer and the Information Technology Office. The Vice-President (Operations) is responsible for all dayto-day operational and financial matters of the Society. The VP (Operations) oversees the three directors who supervise the retail, hospitality, safety, and media services of the AMS. The VP (Operations) also oversees the Human Resources Officer and the Student Centre Officer. Additionally, they administer and facilitate student activity fees, the AMS Health & Dental Plan, the Bus-It program, and the consolidated budget for the Society. The Vice-President (University Affairs) is responsible for all political and educational matters of the society, research and policy development, internal academic issues, and university administration affairs. The VP (University Affairs) oversees the six commissions and serves as one of two Queens representatives, along with the Academic Affairs Commissioner, on the Ontario Undergraduate Student Alliance (OUSA) Steering Committee. The 2012-13 Executive, President Doug Johnson, VPOPs Tristan Lee and VPUA Mira Dineen focussed their attention on a wide variety of projects, engaging in advocacy in several critical areas and participating in initial discussions on enrolment planning, campus planning, renewal of the Management and Operations Agreement on student life space, student innovation and entrepreneurship, and the preparations for the announced return of Homecoming in fall 2013. As the Executive took office, they immediately confronted the need to continue AMS efforts to resolve jurisdictional challenges to the responsibility for Non-Academic Discipline that has been exercised by the AMS for well over a century. This protracted process of negotiation successfully culminated in an agreement signed in September by the AMS President and Principal Daniel Woolf. The agreement recognized a number of areas where improvements and enhancements could be implemented and identified areas for future cooperation. However, the essence of the document rests in its reaffirmation and acknowledgement of the inherent value and efficacy of the AMS non-academic discipline system and its unequivocal support for the philosophy underlying peer administered discipline. Within the broader campus context of growing concern for ensuring the availability of adequate resources for mental health issues, the Executive undertook a comprehensive review of the AMS Peer Support Centre (PSC). Conducted with the invaluable assistance of Mike Condra, Director for Queens Health, Counselling and Disability Services, the review led to a number of improvements in the areas of operations, training and structure. Recognizing the limits of student expertise in the field of mental health care, the review also resulted in the establishment of an advisory committee comprised of mental health professionals and AMS personnel with administrative responsibilities with respect to the PSC. The committee was designed not to intervene in operational details but to advise on issues related to legalities, liabilities, essential practices/protocols and the safety and quality of service of the Centre. Also noteworthy was the signing of a memorandum of understanding between the PSC/ AMS and the Frontenac Community Mental Health and Addiction Services to provide assistance in limited crisis situations. Collectively, these measures are expected to better position the PSC to assist students in this challenging area of university life. In an effort to address issues related to space limitations on campus, the Executive engaged in a determined effort to have the closed Physical Education Centre(PEC) reopened and assigned usage. This lobbying initiative proved highly successful when the PEC was indeed reopened to be used for intramural sports and holding examinations. The Executive was also extensively involved with the Universitys Alcohol
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AMS Executive
Working Group and its various subcommittees. Ultimately, this participation led to a renegotiated Campus Alcohol Policy and was essential to ensure that, wherever possible, the policy considered student and campus pub concerns and priorities. Perhaps the years most controversial undertaking was the decision by the Executive to undertake a comprehensive and arguably long overdue review of the AMS ban on student membership in fraternities and sororities, a ban that had been in effect since 1934. This decision inevitably invited strongly-held opinions and discussion from across the Queens community including many interested alumni. The Executive prepared an information package that presented a detailed history of the issue, a wide array of perspectives and solicited legal advice. After extensive Assembly debate that began in late November and concluded in late January, the Assembly eventually approved the Executives proposed constitutional amendment to remove the ban, thereby acknowledging the legal right of students to enjoy membership in organizations off-campus of their own choosing. Importantly, however, the constitutional amendment retained a strong statement of opposition to the presence within the Queens University community of fraternities and sororities and explicitly stated that no such organization shall be recognized by the Society or the University or be affiliated with either. Moreover, the amendment stated that no such organization shall be eligible to receive or otherwise access any of the Societys resources including, but not limited to, funding and the use of University facilities/campus space for meetings and publicity. The Executive further strengthened the Societys view on this issue by introducing its first policy in this area, separate from the constitutional provisions. Resulting from these efforts, it is now the position of the Society that the entire student body in effect constitutes a single community in and of itself. When students choose to define themselves in subsets of that community, it should be based on participation in academic, athletic and extracurricular pursuits within the tradition of the Queens University experience. External organizations are considered exclusionary in membership and would ultimately create subcultures that are not only unaccountable to the University or the AMS but would develop values that are frequently contrary to the Queens spirit and tradition. Internally, the Executive was faced with the challenging task of replacing two members of the AMS permanent staff to better position the organization in the coming years. With the departure of the AMS General Manager in February, the Executive undertook a full review of that positions job description, ultimately expanding the responsibilities and changing the title to Executive Director. After a thorough recruitment process, the Executive was delighted to announce the hiring of former AMS Vice-President of University Affairs (1996-97) Annette Paul as the first AMS Executive Director. Another extensive recruitment and hiring process was also conducted to hire a new Facilities Officer, a position with significant responsibilities in the operations of the student life facilities overseen by the AMS. The Executive was equally delighted to welcome Wilf Johnston to the AMS permanent staff team. Another significant internal change involved the decision to convert the fledgling Student Maintenance and Resource Team (SMART) from an operation under the Municipal Affairs Commission to a corporate service under the Retail Services Director.
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COMMISSIONS
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Academic Affairs Campus Activities Internal Affairs Municipal Affairs Social Issues Environment and Sustainability
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In terms of the number of volunteers, the Municipal Affairs Commission (MAC) remains the largest of the six AMS Commissions. Since 1994, the MAC has been an active voice in the community and has lobbied Kingston City Council on behalf of Queens students on a wide range of issues including property standards, safety, student civic engagement and Homecoming. The Commission is integrally involved in a host of town-gown relations bodies looking at issues facing students in the University District and their neighbours. The Commission placed an increased focus on advocacy this year for town-gown relations issues. This was supported by the service component of the Commission that directly affects students and the community. Some of the initiatives that began in 2011-2012 took root and had a greater impact during the 2012-2013 year which greatly contributed to the overall success of the Commission. Importantly, these initiatives were widely recognized by community stakeholders as a positive step in town-gown relations. None had more of a positive effect than the launching of the Student Maintenance and Resource Team (SMART) which provided contract work for landlords and clean-up services throughout the University District. This new AMS service operated under the MAC with one full-time head manager and 8 service staff. Approximately 70 properties were serviced by SMART during the year. At the end of the year, it was decided that SMART would be converted to an AMS corporate service, and transferred to the Retail Services Director portfolio. Another notable initiative was the implementation of a University District Safety Audit in coordination with Campus Security. Both students and members of Campus Security went through the University District to identify safety concerns in the area and pass along collected information to the appropriate body or agency. This initiative was supported by the Campus Safety Working Group and was coupled with the launch of SeQure, the new student safety app which provides safety resources to students on their smartphone. The Commission was involved in a variety of projects relating to student innovation/entrepreneurship, and had the opportunity to experience the innovation ecosystem in Boston and the potential development of one in Kingston. There was also the creation of the Community Opportunities Facilitator position which was a joint position with KEDCO, which generously provided an honorarium. On the housing front, AMS Assembly created a Housing Grievance Centre under the MAC to provide confidential, non-legal advice to students on housing issues. The Centre will also be equipped with an Advisory Board composed of University, City and AMS officials. Annual Report 2012-2013 27
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OFFICES
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Communications Office
The Communications Office (CO) aimed to build on the strong foundation created by the 2011/12 year. By leveraging the AMS strong visual identity and ability to reach broad sections of the student population, the 2012/13 CO focused on two main communication objectives. Firstly, it focused on creating a voice for the Society that could be both professional and casual, meaning that students could better relate to the Society and would be more receptive to its messaging. Secondly, it worked to enhance and strengthen the AMS digital communication channels, investing in several new platforms and experimenting with others to better communicate with students. The CO put a large focus on creating content that would interest and engage students, while further enhancing the Societys brand. This culminated in a strategy that saw much more relatable, original content being created, often in the form of memes or humourous tweets. The goal of the content was to be genuine, and not be overly positive or negative. As a means of distributing more original content in a way that would allow for more customization, the CO developed and programmed a new sub-domain to host the AMS Blog. The blog was well-used, but lacked some necessary features. Specifically, it was not built for social sharing and lacked strong visuals. The new blog became a big part of the COs communication plan, as it was both mobile friendly and highly sharable. By the end of the year, the traffic from the new blog had led to an overall 15% increase in AMS web traffic. Additionally, the focus on original content and on relating to students led to a 110% increase in Facebook fans and Twitter followers, meaning the Society could better connect with students in the future. Another big part of the COs work in the 2012/13 year was modernizing the monthly Presidents Newsletter. Until this year, the newsletter had been little more than a rich-text document. The CO worked to create a flexible HTML template that would necessarily limit the number of items that could be included in the newsletter while making the entire format much more visual, clean, and minimal. Furthermore, the use of an HTML newsletter let the CO track which aspects of the newsletter were getting the most attention, and which links students most often clicked on, thus letting the CO optimize future newsletters. A final and important aspect of the COs work in 2012/13 was a focus on quantitative decision making, via enhanced analytics. By using Google Analytics to track not only the number of visitors to a site, but the way in which they interacted with the page, what they clicked on, and so forth, the CO was able to optimize AMS digital initiatives.
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Marketing Office
The AMS Marketing Office exists to facilitate communication between the AMS and its student constituents through brand management, market research, and advertising. The Marketing Office undertakes market research initiatives to gauge student preference and opinion. Furthermore, the Marketing Office works with the Communications Office to enforce the AMS Visual Identity Standards (VIS), ensuring that all materials produced by the AMS and its affiliate organizations conform to certain standards of the AMS brand. Largely a support office, Marketing also assists AMS subsidiaries in the development, coordination and execution of their advertising and promotional campaigns, as well as conducting marketing campaigns independently to publicize the AMS brand as a whole with the intent of engaging students. In its third year of operation and second year as a 12-month full time position, the Marketing Office is still young, but maturing. The Marketing Office was created to alleviate some of the Communications Office duties and explore new marketing opportunities. Towards this end, the Marketing Office has further developed its role with regards to four key concepts: Market Research & AMS Market/Value Positioning (the value proposition
of the AMS to the student body); AMS Product/ Service Awareness, Promotions & Special Projects; Brand management, VIS & Marketing Caucus and campus recruitment. The 2012-2013 Marketing Office worked closely with AMS subsidiary groups, serving as a consultative resource to develop efficient marketing and outreach campaigns and visually appealing promotional material. Visual consistency and graphic design was an important aspect of this years portfolio. Alongside the Communications Office, the Marketing Office released several infographics to visually represent the information that the AMS communicates to students. It increased content engagement, resonating with students while also staying true to the VIS. The Marketing Office also expanded upon previous market research by conducting several student wide surveys assessing: brand recognition, student service use, bike habits and also conducted additional feedback surveys following campus events. The Marketing Office is expected to continue to build on this years successes, and will emphasize the offices role in facilitating consistent marketing within and across the commissions.
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SERVICES
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Retail Services
Publishing & Copy Centre
The P&CC underwent major renovations to alter and refresh the physical layout of the store. This resulted in increased storage space and a layout better designed to handle larger scale production jobs and print orders. A new color printer was also purchased increasing colour sales by 37% while simultaneously decreasing costs by 33%. The service also secured a freeze on all click rates (the per output service charge paid on all digital presses) for two years on all older equipment and three years on the two newest digital presses. This has enabled further cost reductions across all equipment. This year brought uncertainty regarding course packs until early July as a result of the new Access Copyright license which Queens chose to reject. Therefore, the P&CC continued to operate in a fashion similar to previous years. For the last two years, the P&CC was unable to solicit the same number of course packs for sale. Reasons for this include the uncertainty that professors also faced in regards to how they would be producing course packs over the summer, in addition to an increased presence of digital materials made available for classes through portals such as Moodle and independent course websites. As a result, the P&CC continued to improve the awareness of the variety of products and services that it could offer to organizations, clubs, and new students in order to offset the decreased revenue from the production of course packs. There is still some uncertainty moving forward in terms of copyright licensing based on the most recent amendments which will take effect April 30th 2013. Overall, the P&CC tried to streamline and focus the services of the store in a way in which customers would be more knowledgeable of the many services offered. Through the implementation of simpler instructions on all equipment and upgraded software, it effectively addressed various longstanding issues. All of the workstations are now Windows 7 environments and the P&CC will continue to work with OT Group, the AMS ITO, and service staff to further simplify the customer experience.
Tricolour Outlet
Tricolour Outlet (TRO) underwent a transformation in its physical interior, inventory, operations and presentation to the student body. Throughout the summer, the store space undertook a series of renovations to better serve students, while the operations and inventory were completely reviewed to provide a fresh, new look for the service. Increased efficiency in service during peak seasons (September and January) resulted in higher sales and consistent foot traffic throughout the store over the course of the year. Across the board, sales were up from previous years. An enhanced presence in social media following indicates that students are aware of, and utilizing, the services provided by Tricolour Outlet more and more. The seasonality of the business remains a challenge. TRO is constantly learning how to better cope during peak periods, and even more so how to keep the student body engaged throughout the remainder of the year. Typically there have been struggles associated with the outdated POS system that is finally being replaced. This will present a challenge for the incoming team to adjust to a new system but will ultimately provide a more stable infrastructure for the service to rely on. TROs contract with Coach Canada is in the process of being renegotiated. TRO is a service that continually requires teams to think outside of the box, challenge what is currently accepted, and strive for bold new ways to capture students attention. There is still much room for growth within this service and refinement in its operations. After experiencing a year of high volume, next year should be able to better prepare and execute over the course of the year to continue TRO on its upwards trajectory.
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Hospitality Services
Common Ground Coffeehouse
Common Ground was created in 2000 as a student service to offer consistent food and beverages at a reasonable price in a welcoming atmosphere. Being fully student-run allows CoGro to provide a unique service on campus that is quite different from its many competitors. This was CoGros third full year in the Queens Centre, and it worked towards better defining the service in this location. With a major focus on increasing efficiency through staff training and discipline, as well as building a strong management team, the service operated much more smoothly over the course of the year. By increasing margins the service has become more profitable, however sales have decreased since last year due to an overwhelming amount of competition on campus. CoGro Express and premade food have been marketed as faster options to decrease wait time for customers. Although the 2012-2013 budgeted surplus was not attained, there are a number of improvements and suggestions to better the service for 2013-2014. Product line and price adjustments as well as attempts to decrease wages should have a positive influence on the future of the service.
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Safety Services
Queens Student Constables
The Queens Student Constables (QSC) has been serving as an essential safety and support resource for students since 1936. The QSC strives to provide high quality peer supervision and support that ensures a safe social environment for Queens students, while upholding AMS and University regulations. Each year, staff participate in a 40-hour training course and complete a test allowing them to be certified as security guards according to Ontario standards. Student Constables can be found working at The Queens Pub, Alfies Nightclub, Clark Hall Pub, athletic events, Orientation Week events, semi-formals, and innumerable other Queens University events both on and off campus. The fundamental challenge facing the QSC in 2011-12 arose from a disappointing recruitment process that left the service significantly understaffed. While the QSC sustained its traditional high level of dedication and performance, there were simply too few student constables to satisfy event staffing requirements. Unfortunately, by years end this resulted in the cancellation of several events. In response to this challenge, the QSC undertook class talks during the winter term recruitment process to promote the service. This effort was rewarded with a dramatically higher number of applicants leading to a roughly 30% increase in QSC hiring - more than sufficient to respond to scheduling demands for the coming year. Despite the personnel challenges, the QSC improved its customer service by stressing the provision of an especially welcoming and friendly presence for all customers entering and departing campus pubs. The service also worked to enhance its cooperation and positive relationship with management teams both within the AMS and with Clark Hall.
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Walkhome
Walkhome was created in 1988, and has since grown to become the most used safewalk program in Canada, providing escorted walks home to students at Queens. In 2012-2013, Walkhomes yearly walk number increased by approximately 3,000 walks to a total of 15,000. Walkhome excelled in its marketing campaigns, drawing in a larger patron population and surpassing walk numbers from years previous. The marketing campaigns branded the service with a simple design, and reached students of all years and faculties. Walkhome implemented an Orientation Week plan to introduce first years to Walkhome before any stigma was attached to the service, resulting in record breaking application numbers in the fall and a far greater proportion of walks to and from Residence than in previous years. More emphasis was made on community outreach initiatives, allowing staff members to bring forth ideas and to lead a group of staff in smaller on-campus events. The service continued its staple Walk-A-Thon events, making both events 24 hours long. Each event was an enormous success and the service raised $5000 over the course of the year for charity. Walkhome purchased new radios to replace outdated equipment and this enabled it to further enhance its ability to create a safe environment on campus and in the University District. It also allowed Walkhome to directly communicate with Queens First Aid and Campus Security. This past year, more funds were allocated to staff wages and training to ensure that service demands were always met to provide a consistently high level of service to its patrons. By offering first aid training, Walkhome staff members were more prepared for emergency situations on the job to further enhance their ability to provide safety to the community. This year, there was a focus on creating a more accessible kiosk space, ensuring that patrons remain the services number one priority. This was reinforced by creating a patron designated space, promotion of patron feedback and better training.
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Media Services
CFRC 101.9FM
CFRC 101.9fm is Queens and Kingstons campus-community radio station. Operating at Queens since 1922, CFRC is the longest-running campus-based broadcaster in the world. CFRCs mandate is to provide innovative and alternative radio programming that enriches and challenges the academic and cultural lives of University and Kingston communities. It also provides members of these communities with the opportunity to participate and gain skills and experience in the collective operation of a non-profit radio station. CFRC was operated and funded by Queens until 2006, when the station became an AMS service. In 2012, the AMS and CFRC signed a Memorandum of Understanding to separate the radio station from AMS Inc., for CFRC to comply with current federal regulations stipulating that campus-community radio stations must operate as independent non-profit entities, free from direction or control by any external incorporated body. 2012-2013 saw the groundwork for CFRCs separation from the AMS set in place. New by-laws were drafted for Radio Queens University, the non-profit organization that holds CFRCs broadcast license and will operate the station in the future. A new board and membership structure were developed. CFRCs new board of directors has representation from all stakeholders in the station, including the AMS, the SGPS, the University and the greater Kingston community. CFRC realized a number of successes in 2012-2013, including an increase in student engagement through initiatives such as sponsoring and acting as emcee for the Orientation Week concert, launching CFRC DJ playlists and mixes for distribution at on campus outlets and on-line, and developing smartphone apps in collaboration with students from the Engineering Society. Awareness of CFRC among students was measured in a February 2013 student survey, which reflected higher recognition and listenership rates than those recorded in an April 2012 AMS marketing survey. In addition to increased student outreach and awareness, CFRC held its most successful fundraising campaign to date. CFRCs 8th annual Funding Drive, February 8-17, raised more than $25,000. The station also successfully campaigned for a fee increase from the SGPS, doubling the mandatory student fee from $3.75 to $7.50 per year and guaranteeing membership in CFRC for all SGPS members. The station worked throughout the year to plan for a new budget equilibrium. Separation from the AMS required that CFRC reduce expenses and increase revenue to ensure their budget would be balanced in the absence of AMS deficit coverage. The station succeeded in reducing expenses enough to fall below the $8000 of deficit coverage provided by the AMS. Though the station failed to attain an increase in their student activity fee, it hopes to move into the 2013-14 year in a position to budget a surplus.
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Queens TV (QTV)
Queens TV is a student-run television production service. With daily content at QueensTV.ca, a weekly television show on TVCogeco 13, and one of the most advanced live streaming university sports programs in Canada, QTV is a leader among Canadian student television programs. The mandate of the service is to act as a source of information and entertainment to the student audience, while also providing professional experience in all aspects of television production. Queens TVs 24th season was a tremendous success. The service has been growing in unprecedented ways over the last few years, and this past year provided an opportunity to level out, enjoy the benefits of past triumphs, and attempt to find its clear identity as an AMS service. Despite the fact that the financial goals for the year were not met to the same extent that was achieved last year, QTV achieved new heights in regards to team morale, technical proficiency, and the building of a sturdy client base. Up until two years ago, the only sources of income were contracts with Athletics & Recreation as well as with Queens faculties for Frosh Week videos. This year, although the Frosh Week contracts were lost, there were advances with Video Factory, contracts with Convocation, and the newly-established live streaming contract with Athletics & Recreation that contributed to an unprecedented growth. Marketing initiatives were fairly successful, attracting over 150 new likes on Facebook, more hits on average per video, and launching a few viral successes including The Queens Harlem Shake. QTV utilized all of its new equipment on a daily basis, constantly making material more relevant to the general Queens community, releasing breaking news content in a timely fashion, and improving on production quality overall. Queens TV had a strong season and upheld all of the improvements made in the last two years, while attracting and retaining a large new volunteer base.
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FINANCIALS
48 Alma Mater Society
50 51 52 54 55 57
Awards & Bursaries Funds & Other Operations Financial Statement Guide Statement of Financial Position Statement of Operations Schedule of Internally Restricted Funds
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50
51
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Financial Statements
THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Statement of Financial Position April 30, 2013, with comparative figures for 2012 2013 Assets Current assets: Cash Marketable securities Accrued interest Accounts receivable Inventories Prepaid expenses Capital assets Other Assets: Student Loans Program $ 356,583 5,147,826 27,459 874,420 182,279 23,471 6,612,038 301,681 41, 950 $ 6,955,669 Liabilities and Net Assets Current Liabilities: Bank Indebtedness Accounts payable and accrued liabilities Funds held for Queens Bands Funds held for Union Gallery Funds held for CFRC Radio Club Net assets: Net assets invested in capital assets Other reserves internally restricted Internally restricted funds Externally restricted funds Operating fund- unrestricted $ 2,027,200 90, 541 23,668
2012
421,744 5,079, 351 21,331 498,836 155,900 26,478 6, 203, 640 383,964 41, 710
$ 6,629,314
2,133,876 21,510 15,527 581 2,171,494 383,964 250,000 1,895,346 653,144 1,275,366 4,457,820
$ 6,629,314
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Financial Statements
THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Statement of Operations Year Ended April 30th, 2013, with comparative figures for 2012 2013
Operating Fund Revenue: $ Services revenue Other corporate revenue Government revenue Restricted fund revenue Operating expenses: Services expenses Other corporate expenses Government expenses Restricted fund expenses Excess of revenue over expenses (expenses over revenue) Interfund transfers - general Excess of revenue over expenses (expenses over revenue), net of interfund transfers - general 6,143,546 2,501,037 932,944 9,577,527 5,797,187 2,610,305 944,973 9,352,465 225,062 (178,943) Restricted Funds $ 3,891,639 3,891,639 3,760,261 3,760,261 131,378 178,943 Total Operating Fund Restricted Funds $ 5,669,249 5,669,249 8,190,177 8,190,177 (2,520,928) 14,332
2012
Total $ 6,070,589 2,381,939 930,864 5,669,249 15,052,641 5,686,358 2,526,650 881,139 8,190,177 17,284,324 (2,231,683)
$ 6,143,546 $ 6,070,589 2,381,939 2,501,037 930,864 932,944 3,891,639 9,383,392 13,469,166 5,797,187 2,610,305 944,973 3,760,261 13,112,726 356,440 5,686,358 2,526,650 881,139 9,094,147 289,245 (14,332)
46,119
310,321
$ 356,440
274,913 $
(2,506,596) $
(2,231,683)
This includes $830,105 revenue generated from and expenses incurred internally between Alma Mater Society departments (2012 - $848,469)
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THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Schedule of Service Revenues, Expenses and Interfund Transfers Year Ended April 30th, 2013, with comparative figures for 2012 2013
Revenue 18,620 213,153 Common Ground Coffeehouse 1,082,762 Convocation Services 54,186 Publishing and Copy Centre 424,362 Queens Student Constables 308,395 Queens TV 70,783 Queens Media and Journalism Conference 4,160 S.M.A.R.T. 41,971 The AMS Pub Services 1,495,512 The Queens Journal 326,208 Tricolour Outlet 1,402,948 Yearbook and Design Services 294,644 Walkhome 405,842 AMS Food Centre CFRC $ $ Expenses 13,688 234,480 1,024,556 39,878 376,280 303,145 84,790 4,322 42,342 1,452,474 317,919 1,253,314 250,282 399,717 Interfund Transfers $ 60,000 21,000 2,000 3,100 1,500 63,000 36,400 61,500 8,000 2,600 $259,100 Net Contribution $ 4,932 (21,327) (1,794) 14,308 27,082 3,250 (17,107) (162) (1,871) (19,962) (28,111) 88,134 36,362 3,525 $ 87,259 $ Revenue 21,772 168,248 1,097,356 53,620 491,023 311,299 75,105 2,323 1,547,109 334,986 1,260,849 313,437 393,462 $ 6,070,589 $ Expenses 21,456 184,609 1,053,827 40,377 423,253 318,496 76,134 3,825 1,490,295 292,454 1,207,987 212,521 361,124 $ 5,686,358 $ $
2012
Net Interfund Transfers Contribution 2,200 57,000 21,000 2,000 3,100 61,000 36,400 61,500 8000 2600 254,800 $ (1,884) (16,361) (13,471) 13,243 46,770 (9,197) (4,129) (1,502) (4,186) 6,132 (8,638) 92,916 29,738 $ 129,431
$ 6,143,546 $ 5,797,187
THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Schedule of Other Corporate Revenues, Expenses and Interfund Transfers Year Ended April 30th, 2013, with comparative figures for 2012 2013
Revenue AMS General Office $1,913,543 Board of Directors Communications Office 47,820 Human Resources Office 81,420 Information Technology Office 148,280 Marketing Office 43,464 Student Life Centre 266,510 $2,501,037 Expenses $2,076,722 44,190 38,822 72,334 140,083 34,151 204,003 $2,610,305 Net Interfund Transfers Contribution $ (89,000) $ (74,179) 9,474 (53,664) 8,998 9,086 8,197 9,313 62,507 $ (80,157) $(29,111) Revenue $1,871,420 51,132 60,805 164,014 47,715 186,853 $2,381,939 Expenses $1,918,825 47,161 51,308 59,026 159,147 42,862 248,321 $2,526,650
2012
Net Interfund Transfers Contribution $ 51,595 $ (99,000) 22,839 (70,000) (176) 1,779 4,867 4,853 (61,468) $ (230,468) $85,757
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THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Schedule of Other Government Revenues, Expenses and Interfund Transfers Year Ended April 30th, 2013, with comparative figures for 2012 2013
Revenue Academic Affairs Commission Assembly Campus Activities Comission Internal Affairs Commission Municipal Affairs Commission O.U.S.A Social Issues Commission Commission of Environment and Sustainability Vice-President University Affairs $ Expenses 33,290 17,256 483,882 117,146 70,353 68,683 78,415 68,173 7,775 $ Interfund Transfers $ Net Contribution $ 2,938 7,575 (40,045) 10,291 162 (12,961) 9,919 5,963 4,129 $ (12,029) Revenue $ 45,690 44,845 412,953 120,924 75,532 55,936 87,652 74,901 12,431 $ 930,864 Expenses $ 39,538 23,332 447,189 112,253 70,083 43,126 71,383 62,407 11,828 $ 881,139
2012
Net Interfund Transfers Contribution $ 6,152 $ (10,000) $ (10,000) 31,513 (34,236) 8,671 5,449 12,810 16,269 12,494 603 $ 59,725
$ 932,944 $ 944,973
THE ALMA MATER SOCIETY OF QUEENS UNIVERSITY INCORPORATED Schedule of Restricted Funds Revenue, Expenses and Inerfund Transfers Year Ended April 30th, 2013, with comparative figures for 2012 2013
Revenue Expenses Interfund Transfer $ 5,000 57,664 80,000 296,638 Net Contribution $ 7,181 189,102 107,246 76,521 $ 380,050 $ 7,257 (76,986) (69,792) $ 310,321 $ Revenue 45,732 (15,266) 2,292,735 453,022 2,219,251 $ Expenses 6,000 71,076 2,157,076 96,292 4,721,350 Interfund Transfer $ 5,000 94,000 80,000 378,148 546,272
2012
Net Contribution $ 34,732 (180,342) 55,659 (21,418) (3,048,371) $ (3,159,740) $ 546,272 106,872 653,144 $ (2,506,596)
Internally restricted 33,436 Accessibility Queen`s Funds $ 45,617 $ 283,233 36,467 Advantage Fund 2,477,659 2,290,413 Health and Dental Plans Fund 466,530 93,371 Student Centre Fund Queens Centre $ 3,273,039 $ 2,453,687 Externally restricted Queens Centre Student Life Centre Total Restricted Funds $ 7,257 611,343 618,600 1,306,574 1,306,574
$ 4,995,474 $ 7,051,794 $ 1,103,420 673,775 673,775 1,138,383 1,138,383 $ (546,272) (571,480) (1,117,752) $ (14,332)
$ 3,891,639 $ 3,760,261
$ 5,669,249 $ 8,190,177
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Council
Academic Affairs Commissioner Isabelle Duchaine Retail Services Director Alvin Suen Communications Officer Taylor Mann Clubs Manager Jeffrey McCarthy General Manager Annette Bergeron Journal Administrative Assistant Genevieve Cairns Campus Activities Commissioner Claire Casher Hospitality & Safety Services Director Keenan Randall Human Resources Officer Laura Skellet Judicial Affairs Director Benjamin Burgar Information Officer Greg McKellar CFRC Operations Officer Kristiana Clemens Commissioner of Internal Affairs Liam Faught Media Services Director Terra Arnone Information Technology Manager Sean Braley Orientation Roundtable Coordinator Samantha Soto Retail Operations Officer John McDiarmid CFRC Business Manager Marketing Officer Leah Macnamara Administrative Assistant Nancy Warnica Accounting Assistant Janice Kirkpatrick Student Centre Officer Members of the Board of Directors Duncan Peterson Derrick Dodgson Craig Draeger Brian Lynch Controller Kristine Ramsbottom Kieran Slobodin Lyn Parry Doug Johnson Tristan Lee Board of Directors Mira Dineen Chair Annette Bergeron Rob Gamble Dave Wood Annette Paul David McConomy Keenan Randall Terra Arnone Alvin Suen Municipal Affairs Commissioner Troy Sherman Social Issues Commissioner Katie Conway Commissioner of the Environment and Sustainability Ty Greene
Irina Skvortsova The AMS Pub Services Head Manager Jessica Flower Assistant Managers Stephanie Johnston Laura Sonley Heather Carson Joe Kotze Meghan Buckley Mel McPhail Tom Gilbert Yearbook & Design Services Head Manager Corey Lablans Production Manager Arianna Scianaro
Tricolour Outlet Head Manager Becky Rose Assistant Managers Kassandra Smrekar Dylan Trebels Kathleen Liu Taylor Lewis Queens Journal Editor-in-Chiefs Katherine Fernandez-Blance, Labiba Haque Business Manager Geroldine Zhao
Common Ground Head Manager Mackenzie Goodwin Assistant Managers Hamza Bangash Theresa Hillis Camilla James Argerie Tzouras Justin Reekie Queens TV Executive Producer Adam Cunliffe Business Manager Travis Rhee
Simon Koehler Assistant Managers Chelsea-Anne Alex Anneke Vandenhof Madison Koekkoek CFRC 101.9FM Music Programming Manager Neven Lochhead Spoken Word Programming Manager
Lisa Aalders
Queens Student Constables Head Manager Matthew Brenton Assistant Manager Rachel Hornsby
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Cha Gheill!
Annual Report 2012-2013 59
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