77th Executive University of Calgary Students’ Union · Jessica Revington Kevin Dang Sadiya Nazir Alisha Gordon Omer Mansoor President Vice President Academic Vice President External

77th Executive University of Calgary Students’ Union

2019-2020 Annual Operating Plan

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Message from your Executive Team We, the 77th University of Calgary Students’ Union Executive, are pleased to present our key priorities and goals for the 2019-2020 year. During the summer months, we immersed ourselves in strategic planning sessions to develop a picture of where the Students’ Union (SU) is today and how it can better serve its membership - the University of Calgary (UCalgary) undergraduate students. We conducted an extensive environmental scan that looked at a range of influences that would impact decisions and directions taken this year. This included considering ongoing initiatives from the previous executive, the directions set out in the 2019-2022 SU Strategic Plan, student feedback from the most recent SU Annual Survey, our election campaign priorities, and the environment that students at the UCalgary live in today. We know our generation is civic-minded: more involved in issues, volunteering, and community engagement. It was important for us to focus on our goals, on who our constituents are, and on how we can better reach out to them and add unique value to their learning journey. To do so, we have set three key priorities for this academic

year. First, we will strive to engage more with students so that their issues are heard and understood. Second, we will strengthen the SU as an organization so that the level of services we are able to provide will only grow in the future. Finally, we will prioritize our advocacy efforts to better serve and represent undergraduate students at the UCalgary. At this critical time for the SU, the Executive team is committed to fulfilling our goals as outlined by this document and leaving the organization stronger than we found it at the beginning of our terms. We will provide our members with opportunities to enhance the quality of their education and student life through SU programs, services, products, events, and addressing post-secondary education affordability issues. To ensure transparency and accountability, we commit to reporting on our progress throughout the year in our trimester reports and regular updates at Students’ Legislative Council (SLC) meetings. We ask for the SLC’s support in improving students’ experience, quality of education, and connecting with our membership to advance the plans set out in this report.

Jessica Revington Kevin Dang Sadiya Nazir Alisha Gordon Omer Mansoor President Vice President Academic Vice President External Vice President Student Life Vice President Operations and Finance

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The SU Strategic Plan About Our Three-Year Plan The SU by-laws state that “the Executives and General Manager shall develop a strategic plan that will prioritize and influence the SU's allocation of resources. The plan shall include a mission statement, vision statement and guiding principles, and every three years, a comprehensive review will be conducted of the strategic plan.” The original intent behind this directive was to assist elected officials - holding a one-year term of office - to take a longer view of the organization when creating their plans. In March 2019, a three-year strategic plan was adopted by the 76th SLC. This framework has served to communicate to the undergraduate student community at the UCalgary what the SU is and what it hopes to achieve on behalf of its constituents. It has also kept the SU on track to address issues that are important to post-secondary students. The 77th SU Executive is tasked with continuing to develop and advance directions and initiatives that support the quality of student life, the quality of education, and the affordability and accessibility of post-secondary education for undergraduate students at the UCalgary. The Plan Vision The Students’ Union envisions a vibrant community where students thrive and are empowered to shape their unique university experience. We foster a culture of collaboration, trust and respect that values the student voice. Together, we have both an immediate and lasting impact on students, the university, and the surrounding community.

Mission We serve to enrich the student experience by providing exceptional programs and services. We represent the voices of undergraduates through meaningful engagement, consultation, and advocacy. We support the diverse needs of the university community by embracing inclusivity and accessibility. Values Accountability – We achieve transparency in our procedures and conduct through meaningful consultation and good governance. Inclusivity – We celebrate, support and embrace diversity in all its forms to build a welcoming student community. Innovation – We strive to adapt to the changing needs of students in creative and dynamic ways. Integrity – We exemplify honesty and responsibility in all our actions and decisions. Leadership – We aspire to demonstrate and cultivate an environment of excellence.

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Annual Operating Plan for 2019-2020 The Strategic Planning Process The 77th Executive engaged in a process this summer to determine strategic outcomes and tactics that reflect the overall vision and mission of the SU, the current academic environment, and the campaign commitments made by all Executives before assuming office. This planning process included:

• a situational analysis; • sessions, as an Executive team, to discuss key priorities and set outcomes and outputs for 2019-2020 that support the SU’s values and

improve SU visibility, relevance, and student involvement; and • discussion of how the success of outcomes will be measured.

Key Priorities The result of this planning process is a comprehensive package of plans that the 77th Executive will continue to advance through its 2019-2020 mandate. Outcomes are categorized under the following key priorities:

A. Strengthen the organization

B. Engage with students

C. Prioritize advocacy

How to Read Our Plan

Our goal – the desired outcome that the SU would like to have this year.

The specific action that will be undertaken to achieve this desired outcome. How we will know when we have accomplished our goal.

The Executive who will be the lead on this action.

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Strengthen the Organization The SU is committed to improving its governance and operational processes to ensure that students always feel that they can readily access the organization on multiple levels. As such, this year we will undertake a review of our policy framework, take steps to better incorporate diverse student voices into our decision-making processes, and work to adapt to our expanded role as manager of the entire MacEwan Building.

The SU reflects on and showcases its commitment to equity, diversity, and inclusion.

Develop a research report that compares existing policies on equity, diversity, and inclusion at various student associations across Canada.

We’ll know we are successful when

• The report is completed and presented to the SU Policy Development and Review Committee (PDRC).

• PDRC makes a recommendation to SLC based on their review of the report.

VP Operations and Finance

Review SU policies and procedures through a lens of equity, diversity, and inclusion.

We’ll know we’re successful when

• PDRC examines all SU policies and procedures up for review for practices that support equity, diversity, and inclusion.

• The SU develops and adopts a framework, statement, or policy that formalizes the SU’s organizational commitment to equity, diversity, and inclusion.


Develop individual Indigenous land acknowledgements with support from the Writing Symbols Lodge.


• Each SU Executive develops a personalized land acknowledgement.

• As appropriate, SU Committee Chairs begin each committee meeting with their personal land acknowledgement.

• SU events hosted by an Executive are opened with that Executive’s personal land acknowledgement.

All Executives

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The SU continues to invest in initiatives and organizational practices that strengthen undergraduate involvement with the SU.

Review the SU’s organizational practices and policies to identify strengths, opportunities, and gaps in how undergraduate students get involved with the SU.


• A standardized committee orientation process is developed for SU committee members with a special focus on students-at-large.

• Survey feedback from committee members indicates that they have a better understanding of the SU, their role on their respective committee(s), and the value of their unique perspective.

• At least one major strength, opportunity, and/or gap are identified in the SU’s current approach to engaging and recruiting undergraduate students.


VP External

The Elected Official fund is reallocated on a per-representative basis to ensure that all members of SLC have access to guaranteed, proportional, and initiative-based funding.


• A minimum of 12 Elected Officials successfully use their allocated funding to support projects that focus on student engagement and outreach.

• The amount of money requested from the Elected Official fund does not exceed the budgeted amount.

President

Review the current SLC vacancy procedures to ensure that they are equitable, accessible, and reflect the needs of the organization.


• Policy Development and Review Committee (PDRC) and SLC provide feedback on the current SLC vacancy procedures.

• PDRC makes a recommendation to SLC based on feedback and a comprehensive review of the current procedures.


VP External

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SU-allocated spaces continue to address the evolving needs of students.

Work with various stakeholders and campus groups to develop a complete set of plans for the renovation and revitalization of The Den and Black Lounge.

We’ll know we’re successful when • Stakeholders and campus groups have agreed to move

forward with the renovation and revitalization of The Den and Black Lounge.

• A complete set of plans has been developed and approved by all stakeholders and campus groups.

• A source of funding has been obtained for the project and a start date is set.

President


The SU continues to prioritize and improve sustainability practices for all SU businesses and services.

Review the 2018-2019 SU Sustainability Report and identify at least two strategies that strengthen the SU’s reputation as a leader in campus sustainability.


• At least two organizational strategies focusing on sustainability are identified and implemented following a comprehensive review of the 2018-2019 SU Sustainability Report.

• The 2019-2020 SU Sustainability Report highlights the effectiveness of the identified sustainability strategies.


Engage undergraduate students in learning about sustainability and sustainability-related practices through targeted SU programming.

We’ll know we are successful when

• At least one event with a sustainability focus, such as the SU ‘Swap Shop’, is held in MacEwan Hall.

• A minimum of 50 students engage with the event. • Students that attend and/or engage with the event

receive information on how to incorporate sustainability practices into their day-to-day lives.


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The Refugee Student Board (RSB) continues to invest in practices that strengthen supports for refugee students and respond to the needs of board members.

Provide all RSB members with a comprehensive guidebook that outlines their role on the board.


• The comprehensive guidebook includes contact information and important resources for board members.

• All board members are given a copy of the guidebook at the beginning of their term.

• Feedback from board members clearly indicates that they found the guidebook was useful to them.

VP External


Conduct an environmental scan that compares existing transition and integration practices for refugee students at institutions across Canada.

We’ll know we’re successful when • A list of recommendations is brought forward to the

RSB membership based on information from the annual World University Service of Canada (WUSC) Engagement Conference.

VP External

The RSB Chair and Vice Chair work closely with the incoming refugee students to establish a strong relationship during their first year in Canada.


• Regular one-on-one meetings are established between the RSB Chair/Vice Chair and each of the incoming refugee students.

• The refugee students are regularly attending scheduled meetings throughout the year and are receiving regular support from the RSB Chair/Vice Chair.

• Ongoing feedback from the refugee students indicates that they feel supported and welcomed by the RSB Chair and Vice Chair.

VP External


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Members of the RSB are given the opportunity to take on additional responsibilities and make significant contributions to the work of the board.


• Members are given specific roles, titles, and responsibilities related to important functions of the board.

• RSB members are given the supports and training needed to complete their tasks and responsibilities.

VP External


Operational practices and procedures of the RSB are regularly reviewed to increase the board’s overall efficiency.


• A new standing item is added to the RSB agenda that allows the Chair and Vice Chair to document outstanding issues and follow up on tasks.

• Members of the RSB successfully use Engage to communicate outside of scheduled meetings and document progress on goals.

VP External


Ensure that the SU can continue to offer undergraduate students valuable and high-quality programming through organizational revenue.

Undertake a review of the SU’s operating budget with the SU General Manager, the SU Controller, and all relevant departments.


• A long-term plan to ensure continued organizational revenue and financial stability is created.

• The SU receives the results of their annual audit from a reputable third-party auditor.

President


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Engage with Students The SU knows that its primary purpose is to make the on-campus lives of undergraduate students better. This means offering relevant and responsive services and programs and ensuring that students are treated fairly by both the SU and the university. With this in mind, this year the SU will work to increase student knowledge about SU programming and services, introduce new services that address student mental health, and will review and update existing programs including the Undergraduate Research Symposium, the Refugee Student Program, and the clubs system.

The SU has a clear understanding of the challenges and the opportunities that are specific to faculties, students, and student groups.

Establish a Clubs Advisory Panel (CAP) that strengthens and facilitates the feedback process between the SU Clubs Committee and SU club members.


• A Clubs Advisory Panel is established in Fall 2019 and meets twice each semester.

• The Clubs Advisory Panel is comprised of 20 club members and/or club executives.

• Members of the Clubs Advisory Panel are given the tools to provide meaningful feedback to the Vice President Student Life and the SU Clubs Committee.

• The Vice President Student Life, the Coordinator of Student Organizations, and the SU Clubs Committee utilize the feedback from the Clubs Advisory Panel to inform decisions and explore new club support initiatives.

VP Student Life

Implement consultation meetings between the VP Academic and a wide variety of student groups/associations to discuss upcoming academic opportunities and challenges.


• A minimum of one student group/association is met with from each undergraduate faculty.

• An additional five student groups/associations are met with each semester.

VP Academic

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• At least one actionable or impactful academic opportunity/challenge is identified with each consultation.

• The Vice President Academic completes a summative report of their consultations with student groups/associations.

Work with members of the President’s Consultative Task Force (PCTF) to implement consultation meetings between the PCTF and a wide variety of student groups/associations to discuss upcoming opportunities and challenges for University of Calgary students.


• A minimum of five unique student groups/associations are met with each semester.

• At least one actionable or impactful opportunity/challenge affecting students is identified with each consultation.

• Each student group/association identifies at least one new opportunity where they can collaborate with or be supported by the Students’ Union.

President

Students have the resources to cultivate a vibrant and inclusive community of strong, passionate, and empowered leaders.

Pilot a session-based cohort initiative to encourage female, LGBTQ+, and Indigenous involvement in student leadership and governance on campus.

We’ll know we’re successful when • A cohort of 30 undergraduate students that primarily

self-identify as female, LGBTQ+, and/or Indigenous is established.

• 50% of participants complete six or more sessions by April 2020.

• Each participant can identify at least one tool/resource that they will use to pursue future leadership opportunities.

• Collected program feedback indicates an overall positive impact on program participants.

President

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Create an opportunity within the President’s Consultative Task Force (PCTF) for students to take on additional leadership responsibilities within the Students’ Union and/or the wider campus community.

We’ll know we’re successful when • At least five members of the PCTF are recognized as

PCTF “Ambassadors”. • At least five PCTF Ambassadors complete an additional

20 hours of leadership training and/or volunteer opportunities with the Students’ Union.

• Members of PCTF are given the opportunity to receive Co-Curricular Record credit for their service.

President

Work with the Office of Leadership and Student Engagement (LSE) to identify multiple volunteer and student-at-large opportunities that are eligible for Co-Curricular Record credit.

We’ll know we’re successful when • All student-at-large positions on SU Committees are

eligible for Co-Curricular Record credit. • Multiple student volunteer positions within the

Students’ Union are eligible for Co-Curricular Record credit.

All Execs

The SU prioritizes and supports the prevention of sexual violence on campus.

Develop two educational workshops for undergraduate students that focus on sexual violence prevention and healthy relationships.


• One workshop is held each semester (Fall 2019 and Winter 2020).

• At least 20 students attend each workshop. • Workshop participants report an enhanced

understanding of sexual violence, sexual violence prevention, healthy relationships, and relevant resources on campus.

VP Student Life

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The SU Undergraduate Research Symposium (URS) reflects the breadth of research performed by undergraduate students and supports the development of new student researchers.

Workshops hosted at URS have a wide variety of content and are developed in collaboration with campus offices, stakeholders, and SU Elected Officials.


• A minimum of six unique research workshops are held during URS.

• Participant feedback and attendance demonstrate positive student engagement during each workshop.

VP Academic

Continue to support a wide variety of non-traditional presentation options that allow students to effectively and creatively present their research.


• The number of applicants interested in using non-traditional presentation options increases from 2018.

• Participant feedback demonstrates that presentation options were effective and/or accommodating.

VP Academic

Build stronger relationships with URS stakeholders by holding stakeholder-focused events throughout the year.


• At least one stakeholder-focused event is held during the 2019-2020 URS cycle.

VP Academic

The SU continues to prioritize initiatives that support the mental health and wellbeing of students.

Collaborate with SU Clubs to enhance and promote the SU’s existing StressBuster workshops.


• At least three StressBuster workshops are held each semester (Fall 2019 and Winter 2020).

• At least 20 students attend each workshop. • Workshop participants report an enhanced awareness

of campus resources, mental health promotion, and an overall positive impact on their well-being.

VP Student Life

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• At least four workshops are co-hosted by a SU club that has a focus on mental health and/or mental health advocacy.

The SU Clubs System is strengthened through the implementation of innovative and inclusive

initiatives.

Emphasize and promote the work that SU Clubs are doing to make their initiatives and events more sustainable.


• A SU Clubs ‘Sustainability Checklist’ is created in collaboration with the Office of Sustainability.

• The Sustainability Checklist is incorporated into the funding criteria used by SU Clubs Committee.

• At least 20% of new SU Club Funding requests use the Sustainability Checklist.

• We see a 20% increase in the number of SU Clubs applying for the Clubs Sustainability Award.

VP Student Life

Broaden the scope of SU Club Funding to make gifts or honoraria for special event guests/speakers eligible for club funding.


• SU Club Funding policies are amended to allow clubs to apply for funding that covers the cost of honoraria and/or gifts for special event guests/speakers.

• Clubs that host special event guests/speakers provide feedback that shows the impact of the funding and are empowered to create more of these engagement opportunities for members.

VP Student Life

Club members are aware of and engage with a variety of educational opportunities available to them.


• We host two workshops for all club members (executives, junior executives, and general members) that promote the SU Club Awards and club funding applications.

VP Student Life

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• A minimum of 10 club members attend each workshop. • Feedback from workshop participants indicates that

club members have a stronger understanding of the SU Club Awards and the funding that is available to clubs.

Develop a new set of procedures for SU Clubs looking to collaborate with SU businesses, particularly The Den and Black Lounge.


• A new set of procedures allows SU Clubs to easily partner with The Den & Black Lounge for club events.

• The number of club events held at The Den and Black Lounge increases from the previous year by 10%.

• Feedback collected from SU Clubs indicates that they have had a positive experience when collaborating with The Den and Black Lounge and that the collaborative process is simplified.

VP Student Life VP Operations and Finance

Students at the University of Calgary are given the opportunity to engage with all levels of

government on issues that are important to them.

The SU hosts a ‘marketplace’ prior to the federal forum that connects Calgary-Confederation candidates to undergraduate students.


• A minimum of 200 students attend the marketplace. • Students are visibly engaging candidates in discussion

around election issues important to them. • At least 3 political parties are represented by their

Calgary-Confederation candidate at the marketplace.

VP External

The SU hosts an Advanced Education forum that connects the Minister of Advanced Education and the Advanced Education Critic to undergraduate students.


• A minimum of 100 students attend the forum. • Students are visibly engaging the Minister and the

Critic on post-secondary issues important to them.

VP External

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• The forum is recorded and/or live-streamed for students unable to attend the forum in-person.

The SU hosts a ‘Meet Your City Councillor’ event to connect municipal government officials with undergraduate students.


• A minimum of 50 students attend the meet-and-greet. • A survey of attendees shows that at least 80% of

participants found the event useful and/or engaging. • At least three wards are represented by their

respective councillors at the meet-and-greet.

VP External

Undergraduate students are aware of and can access information about important academic issues on

campus, such as academic integrity and academic misconduct.

Collaborate with the Student Success Centre (SSC) and the Student Academic Appeals Office (SAAO) to develop outreach initiatives and support resources for undergraduate students.


• The SU participates in at least one outreach and/or awareness initiative in collaboration with the SSC or the SAAO.

VP Academic

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Prioritize Advocacy The SU is the voice of students on and off campus. Our history of advocating for and representing student needs has led to a post-secondary system that is relatively affordable and accessible and this is something that we plan on continuing. This year we will capitalize on the impending federal election to ensure student needs are prioritized, will work with provincial and federal lobby groups to make sure student voices are heard on a number of issues, will press the university’s administration to guarantee that they continue working to improve the student experience both in and out of the classroom, and will ensure that the University of Calgary’s next president keeps the needs of students at the forefront of their agenda.

Ensure that the interests of undergraduate students are represented on university bodies by SU-appointed representatives.

Introduce a nomination process that ensures consistent and fair undergraduate representation on the following university bodies:

• University Appeals Committee (UAC)

• University Appeals Tribunal (UAT)

• Faculty Merit Committee (FMC)

• Faculty Tenure and Promotion Committee (FTPC)

We’ll know we’re successful when • The SU introduces a nomination process that

guarantees student representation on each of the listed university bodies.

• Undergraduate students are successfully appointed to each of the listed university bodies via the nomination process.

President

VP Academic


Undergraduate students face fewer financial barriers and burdens during their post-secondary education and have access to targeted financial planning resources.

Conduct an environmental scan that compares existing parking and transportation rates at the


• Undergraduate students are consulted as a part of the environmental scan.


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University of Calgary to those of other post-secondary institutions in Canada.

• A list of recommendations for parking and transportation rates at the University of Calgary is developed.

Develop a comprehensive parking rate change proposal based on student consultation and relevant research.


• Student consultation and student feedback are highlighted in the proposal.

• The proposal is presented to key university stakeholders for their feedback and consideration.

• The University of Calgary takes clear steps towards modifying parking and transportation rates for at least one campus parking lot based on student feedback.


Advocate for the increased availability and affordability of academic resources.


• Data is collected on how the affordability and accessibility of academic resources impact undergraduate students.

• An action plan is created to address at least two common challenges faced by undergraduate students when utilizing academic resources.

VP Academic

Continue to advocate for the widespread adoption of Open Educational Resources (OERs) in undergraduate courses.


• The SU has an undergraduate representative on the Open Education Working Group.

• University administrators actively consult with undergraduate students about the effectiveness and prevalence of OERs on campus.

VP Academic

Undergraduate students have access to a wide variety of financial literacy and planning resources that support their financial goals.


• Review the current financial literacy programming offered by the Office of the Registrar and identify at


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least one new workshop offering for undergraduate students.

• Provide a recommendation for regular financial literacy program offerings based on student feedback, program participation, and program content.

Undergraduate educational experiences are enhanced through a strengthened relationship with the office of Libraries and Cultural Resources (LCR).

Directly collaborate with the office of LCR on at least one project that directly impacts undergraduate students.


• Directly collaborate with the office of LCR on at least one project that directly impacts undergraduate students.

VP Academic

The needs of undergraduate students are considered and prioritized throughout the search for the University of Calgary’s next Vice President Research.

Candidates considered by the Vice President Research Search Advisory Committee support the continued development of the undergraduate research experience.


• The Vice President Research Search Advisory Committee directly asks prospective candidates about their plans to support undergraduate research at the University of Calgary.

• The successful candidate for the position of Vice President Research clearly prioritizes undergraduate research and improving the current undergraduate research experience.

VP Academic

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Build a collaborative relationship between the SU and the incoming Vice President Research.

We’ll know we’re successful when • The incoming Vice President Research regularly

engages with SU events, supports SU initiatives, and understands the SU’s priorities.

• Regular meetings are scheduled between the Office of the Vice President Research and the SU Vice President Academic.

VP Academic

All SU Elected Officials are prepared to advocate to government stakeholders on issues that are important to undergraduate students.

SU Elected Officials are given a comprehensive orientation and are trained in advocacy prior to key SU advocacy events.


• A comprehensive advocacy package containing important messaging, tips, and expectations is circulated to SU Elected Officials prior to the Calgary Leaders Dinner (CLD).

• Two mandatory advocacy training workshop sessions are held for SU Elected Officials prior to CLD.

• SU Elected Officials engage with the VP External on items included in the comprehensive advocacy package.

• At least 80% of all SU Elected Officials provide feedback indicating that they were able to confidently articulate the SU’s advocacy priorities to government stakeholders and officials.

VP External

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Internal and external stakeholders are aware of and value the work of the SU.

Present internal and external stakeholders with a SU ‘Value Project’ that highlights the financial, social, and academic benefit the SU provides to undergraduate students.


• All Members of the Legislative Assembly (MLAs) that the SU meets with receive a presentation on the SU ‘Value Project’.

• All members of the University of Calgary’s Executive Leadership Team receive a presentation on the SU ‘Value Project’.

• Multiple students engage with the SU ‘Value Project’ through content shared on SU social media channels.

President VP External

Ensure student priorities at the provincial level are addressed by the Minister of Advanced Education and MLAs.


• Priorities for the Council of Alberta University Students (CAUS) include student employment, addressing deferred maintenance on university campuses, and supporting campus mental health services.

• At least two CAUS priorities are discussed at each meeting the SU has with provincial government officials.

• MLAs leave SU advocacy meetings with a better understanding of undergraduate priorities.

President VP External

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The SU successfully hosts a large-scale Get Out the Vote (GOTV) campaign in conjunction with the upcoming federal election.

Coordinate a dedicated GOTV volunteer base that supports the promotional and administrative needs of the campaign.


• The SU retains at least 20 volunteers to support the SU’s ongoing GOTV efforts.

• Volunteers are trained on an ongoing basis and complete a post-training survey.

• All volunteers are given opportunities to obtain letters of recommendation, receive credit for hours volunteered, and recognized for their contributions.

• A minimum of 10 000 pledges are collected from undergraduate students.

VP External

The SU continues to prioritize advocacy efforts that support the mental health and wellbeing of students.

Advocate to university stakeholders and decision-makers to develop mental health resources and programs that serve the diverse needs of the campus community.


• The university prioritizes the development and creation of trauma-informed resources for undergraduate students.

• Students can engage with counsellors and professionals that have cultural competency training.

VP Student Life

Advocate to university stakeholders to improve the living experience of undergraduate students living in residence.


• Undergraduate students living in residence report a statistically significant increase in satisfaction with the “All You Can Eat” meal plan.

VP Student Life

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• The university recognizes that not all students are able to move out of residence within 24 hours of a final exam date and takes tangible steps to provide these students with resources.

Students’ Union

University of Calgary 251 MacEwan Student Centre

2500 University Drive NW Calgary, Alberta T2N 1N4

Tel: (403) 220-6551 Visit us at su.ucalgary.ca

Documents

77th Executive University of Calgary Students’ Union · Jessica Revington Kevin Dang Sadiya Nazir Alisha Gordon Omer Mansoor President Vice President Academic Vice President External