AMS Assembly - Queen's University Student Government · Page 2 of 184 k. Motion #13 – That AMS Assembly approve the changes made to Section 17 of the AMS Constitution as seen in

AMS Assembly

Wednesday, October 5th, 2016

7:00pm – Kingston City Hall, Memorial Room

Agenda

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Assembly

1. Motion #1 – Approval of the Agenda of the meeting of October 5, 2016

2. Motion #2 – Approval of the Minutes of the meeting of September 22, 2016

3. Speaker’s Business

4. Guest Speaker

a. OUSA

5. President’s Report: President Tyler Lively

6. Vice-President’s Report

a. Operations: Vice-President Dave Walker

b. University Affairs: Vice-President Carolyn Thompson

7. Board of Director’s Report: Chairperson: Quinn Giordano

8. Undergraduate Student Trustee’s Report: Trustee Jennifer Li

9. Student Senator’s Report: Student Senate Caucus Chair Brandon Jamieson

10. Rector’s Report: Rector Cam Yung

11. Statements by Students

12. Question Period

13. Business Arising from the Minutes

a. Motion # 3 – That AMS Assembly approve the OUSA budget, as seen in

Appendix: Beaver

b. Motion # 4 – That AMS Assembly approve the Vice-President University

Affairs’ budget as seen in Appendix: Camel

c. Motion #5 – That AMS Assembly approve the Academic Affairs Commission

budget as seen in Appendix: Deer

d. Motion #6 - That AMS Assembly approve the Campus Activities Commission

budget as seen in Appendix: Elephant

e. Motion #7 - That AMS Assembly approve the Commission of Environmental

Affairs budget as seen in Appendix: Fox

f. Motion # 8 - That AMS Assembly approve the Municipal Affairs Commission

budget as seen in Appendix: Gorilla

g. Motion #9 -That AMS Assembly approve the Social Issues Commission budget

as seen in Appendix: Horse

h. Motion #10 -That AMS Assembly approve the Secretariat budget as seen in

Appendix: Iguana

i. Motion #11 -That AMS Assembly approve the Judicial Affairs Office budget as

seen in Appendix: Jaguar

j. Motion #12 -That AMS Assembly approve the Clubs Office budget as seen in

Appendix: Kangaroo

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k. Motion #13 – That AMS Assembly approve the changes made to Section 17 of

the AMS Constitution as seen in Appendix: Lion

l. Motion #14 - That AMS Assembly approve the changes made to Section 3.03 of

the AMS Constitution as seen in Appendix: Monkey

m. Motion #15– That AMS Assembly approve the changes made to Section 5.01.05

of the AMS Constitution as seen in Appendix: Nyala

14. New Business

a. Motion #16 – That AMS Assembly approve the changes made to Policy

Manual 1, Section 7, Part E as seen in Appendix: Ostrich

b. Motion #17 – That AMS Assembly approve the changes made to Policy

Manual 4, as seen in Appendix: Penguin

15. Discussion Period

16. Adjournment

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Motion Sheet

1. Moved by: Miguel Martinez Seconded by: Tyler Lively

“That AMS Assembly approve the agenda for the Assembly meeting of October 5th,

2016”

2. Moved by: Miguel Martinez Seconded by: Tyler Lively

“That AMS Assembly approve the minutes from the meeting on September 22,

2016.

3. Moved by: Carolyn Thompson Seconded by: Tyler Lively

“That AMS Assembly approve the OUSA budget.”


That AMS Assembly approve the Vice-President University Affairs budget.

5. Moved by: Leah Brockie Seconded by: Carolyn Thompson

That AMS Assembly approve the Academic Affairs Commission budget.

6. Moved by: Greg Kurcin Seconded by: Carolyn Thompson

That AMS Assembly approve the Campus Activities Commission budget.

7. Moved by: Liam Dowling Seconded by: Carolyn Thompson

That AMS Assembly approve the Commission of Environmental Affairs.

8. Moved by: Francis Campbell Seconded by: Carolyn Thompson

That AMS Assembly approve the Municipal Affairs Commission budget.

9. Moved by: Lea Keren Seconded by: Carolyn Thompson

That AMS Assembly approve the Social Issues Commission budget.

10. Moved by: Miguel Martinez Seconded by: Carolyn Thompson

That AMS Assembly approve the Secretariat budget.

11. Moved by: Ryan Pistorius Seconded by: Carolyn Thompson

That AMS Assembly approve the Judicial Affairs Office budget.

12. Moved by: Grace Kim Seconded by: Carolyn Thompson

That AMS Assembly approve the Clubs Office budget.

13. Moved by: Tyler Lively Seconded by: Carolyn Thompson

That AMS Assembly approve the changes made to Section 17 of the AMS

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Constitution

14. Moved by: Tyler Lively Seconded by: Carolyn Thompson

That AMS Assembly approve the changes made to Section 3.03 of the AMS

Constitution

15. Moved by: Tyler Lively Seconded by: Dave Walker

That AMS Assembly approve the changes made to Section 5.01.05 of the AMS

Constitution

16. Moved by: Grace Kim Seconded by: Carolyn Thompson

That AMS Assembly approve the changes made to Policy Manual 1, Section 7, Part

E


That AMS Assembly approve the changes made to Policy Manual 4

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Dear Members of Assembly,

Is September over already? Yes. Yes, it is. With that, I have another report to provide.

This report is brought to you by the ReUnion Street Festival – ReUnion Street Festival,

Be Part of the Tradition.

Board of Trustees| On Friday, the Board of Trustees held their 3rd meeting of the

calendar year. In my address, I spoke about the need for a greater number of

undergraduate research opportunities and for more study space on campus.

Uber in Kingston | In May, the Kingston Area Taxi Commission released a report

calling for extensive regulations of Uber and other ride sharing services. Uber would

be unable to operate if the City regulated the service as recommended. We have been

working to gather student support for Uber by putting out a petition in our monthly

newsletter.

Richardson Stadium Traditions | Programming for the Homecoming Football game

is nearly finalized. We have been working closely in the lead up to the game to ensure

students are aware of the physical changes to the stadium and the resulting program

changes.

ReUnion Street Festival | The Reunion Street Festival will be held on October 15,

2016. We have finalized the band (it’s a surprise!) and other programmatic element,

the site plan, and have started our marketing push. We hope to see members of

Assembly in attendance.

Truth and Reconciliation Commission Task Force | The Task Force has begun

consultations. I would urge all members of Assembly to participate in one of the

sessions below:

1. Student Access, Transition and Student Support Services October 20, 2016,

4:30-6:00pm, McLaughlin Room, JDUC

2. Indigenous Faculty/Staff and Indigenous Research November 7, 2016, noon-

1:30pm, Room 202, Robert Sutherland Hall

3. Academic Programming November 7, 2016, 3:30-5:00pm, Room 202, Robert

Sutherland Hall

4. Awareness and Climate November 23, 2016, 4:00-5:30pm, Isabel Bader Centre

The President of the Alma Mater Society

Report to Assembly

Tyler Lively

[email protected]

mailto:[email protected]

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Permanent Staff Hiring | We are in the process of hiring a Research and Policy

Analyst, who will provide research support to AMS staff along with policy and

governance support to the Board and Assembly.

USAT Review | Over the past 8 months, the University has been engaged in a review

of the USAT, or University Survey of Student Assessment of Teaching. I have been

serving on the committee for the duration. The committee is considering significant

change to the USAT:

Moving the survey online, using a system like Explorance Blue

Significantly modifying the survey questions to ensure the validity of

the survey

Adding a student self-assessment to the beginning of the survey

Non-Academic Misconduct | Last week, I signed the Agency Agreement with the

University to become a Non-Academic Misconduct agent. We will be finalizing policy

and procedures updates in the near future.

Happy to answer any questions.

Tyler

http://explorance.com/course-evaluations/

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Members of Assembly,

It’s hard to believe thanksgiving is right around the corner! The directors, services, and I have been

quite busy in the last few weeks!

I have a few updates since we last met!

Faculty Society Agreements I have officially met with all FacSoc Executives where all of the newly

modified agreements were signed. If you have any questions about these throughout the year or

would like anything to be changed for next year, please stop by sometime!

Event Sanctioning My hope is that by now all of the societies are well aware of the event sanctioning

process and are urging their clubs and DSC’s to sanction their events. We understand that the process

can be convoluted and are working internally to find a way that simplifies the entirety of the process.

If you have any questions or comments about how we can improve we would love to hear from you!

Access to Justice Our Health and Dental plan Providers, Studentcare visited us last week to discuss a

new offering they are rolling out at universities across the country. “Access to Justice” or more

commonly known as Student Legal Insurance, is intended to provide students with legal coverage for

academic, rental, and employment disputes. We are pursuing the option further and have decided to

commence a needs assessment in order to identify whether or not this would be a useful tool for

students.

Update on Campaign Promises Throughout our campaign, we outlined and identified numerous small

changes to our services that we felt were necessary in order to maintain relevancy within our student

population. I have some updates on the progress or completion of many of the commitments.

o TriColour Bus Routes: We now have Buses that are dedicated to serve the

Mississauga/Oakville area directly, instead of just Toronto. These routes will typically

be available during the peak times.

o Streaming Gaels Games: The SLC has been working diligently with their digital content

provider, who have equipped us with the ability to live stream on the TV’s throughout

the JDUC and Queen’s Centre

o Customer Service: A large focus of ours was to increase the quality of customer

service throughout all services. This goal remains true today as both TAPS and

Common Ground management teams have introduced extensive customer service

surveys in order to improve the all-around offerings at the services.

Audits It has become customary for the AMS VP Ops to begin audits of clubs, societies and external

groups who receive student activity fees. We will commence the auditing process in the next few

Vice President (Operations)

Report to Assembly

Dave Walker

[email protected]


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weeks. The purpose of auditing is to ensure that the group is using the fee in accordance to why it

was established and that the fee is being utilized for programming year after year.

As always let me know if you have any questions,

Dave

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Dear Members of Assembly,

OUSA

Leah and I ventured to OUSA last Monday for ‘Training Day’/ September Steering

Committee meeting. At steering committee, the President and Executive Director informed us

that the provincial government would not look favourably on OUSA lobbying for a

provincial wide ‘tuition freeze.’ With this information we have decided to change our

priorities slightly, still advocating on the tuition policy, but being more strategic with our

efforts. We also had a representative from White Ribbon present to us about sexual violence

prevention. He informed us there is a lot of provincial money available to student groups to

run campaigns on campus. Lea and I are hoping to capitalize on this opportunity to

encourage more of a dialogue with students around sexual violence prevention on campus.

Finally, OUSA will be at assembly on Thursday. Please come prepared with questions or

comments for them. If you would like to set up a meeting with me prior to assembly to get

more of an understanding of the organization, shoot me a message!

Event Sanctioning

We have started to have conversations around how to improve event sanctioning for student

groups and clubs on campus. We’re currently working on consolidating all of our ideas.

Currently, in order for an event to be sanctioned it will go to different people depending on

the type of event (ie: outdoor events are approved partially by the CAC). We want to

standardize this process. If you have experience or comments about the event sanctioning

process, please let us know.

Red Alert Housing

Francis and I are meeting with a Queen’s PhD student who has developed a website similar

to the red alert housing Facebook group. We are very interested in learning more about this

system. During the LWT campaign we were told that a system such as this would be of

interest to students but was very challenging to create because of the legal implications. I will

give a verbal update to assembly after our meeting about this website and how we decide to

move forward.

Budgets and Goal Plans

Everyone worked diligently this summer to create very comprehensive goal plans and

budgets for the 2016-17 year. Attached in this agenda are all budgets along with budget briefs

explaining any big changes within the offices. At the end of the agenda we have attached all

goal plans for information. All commissioners met with their respective advisory committees

last week.

I’m happy to take any questions about this brief or anything else in the agenda. As always,

my door is open should any questions arise before or after assembly.

Vice President (University Affairs)

Report to Assembly

Carolyn Thompson

[email protected]


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Carolyn Thompson

Vice President (University Affairs)

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Commission of Academic Affairs

Report to Assembly

Leah Brockie

[email protected]


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Commission of Campus Activities Report to Assembly Greg Kurcin

[email protected]


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Hello Assembly:

It’s been an extra busy time of year for the Commission with hiring new volunteers as well as

prepping for our largest event of the year. Detailed updates of all of the Commission’s events

and projects can be found below. If you have any questions, please feel free to ask during

Question Period.

Skate Sharpening | I’m happy to announce that as of this Monday, Bikes and Boards has

received its new skate sharpener! We’re excited to be able to offer this new service to

students and we’re hoping to have it available by the beginning of November.

Advisory Board | This past week the Commission of Environmental Affairs Advisory Board

met to discuss my budget and goal plan for the year. We had the opportunity to discuss

various aspects and questions related to the documents and I’m happy to say that they have

both been approved.

Volunteer Hiring | Applications for the many volunteer positions in the Commission closed

on September 22nd and we have commenced with hiring. By the time of Assembly we should

be close to down and will have over 100 volunteers devoting their time to various aspects of

the CEA.

Sustainability Week | As hopefully most of you know, Sustainability Week is currently in full

swing. There are a wide variety of events that were made available to students including a

field trip, political debate, and free coffee/tea at Cogro. The goal of the week is to promote

sustainability and environmentalism at the University A full list of events can be found at our

Facebook event here: https://www.facebook.com/events/707405769412321/

Homecoming Tree Planting | On the Sunday of Homecoming Weekend, the CEA will be

hosting an tree planting event along Bader Lane in order to make campus a little bit greener.

This event has ran for the past several years and will hopefully be a success again this year.

SAF | The Sustainability Action Funds second application period is coming up fairly quickly!

Applications will be due on October 31st at 11:59PM. If you have a group underneath your

faculty society that is looking for funding for a sustainable initiative then be sure to tell them

about the SAF.

Commission of Environmental Affairs

Report to Assembly Liam Dowling

[email protected]

https://www.facebook.com/events/707405769412321/


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OOTD | This week’s Organism of the Day is the majestic Blue Footed Booby (for reference the

word Booby is derived from a word meaning clownish). This lovely bird is native to various

tropical regions in the Pacific Ocean, including the infamous Galapagos Islands. The blue feet

for which the animal gets its name are caused by various anti-oxidants that are found in its

diet. The bluer the feet, the better it eats! This leads to both males and females dancing next

to potential mates to show off their marvelous blue feet. It is a fantastic example of how

sexual selections can drive cool anatomical features.

“What do you mean it’s already Week Four?!”

Thanks,

Liam Dowling

Commissioner of Environmental Affairs

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Hi All!

Here’s what I’ve been up to for the past weeks:

City Hall Assembly:

Finalized plans and purchases for the City Hall assembly on Oct. 5th. Equipment rental / food orders

went out last week, and invites for guest speakers were confirmed for the night. Enjoy the Pan

Chancho!

Housing Fair Planning:

This past week I also finalized dates and times for the Housing Fair. This year the fair will take place on

November 24th from 12pm-4pm. I’ve completed the preliminary invite list for landlords, and those

should be going out by the end of the week. Marketing and communications are on their way, and

you should see some of that pop up around campus – targeted towards the first year students.

Hiring:

Hiring for the most part is completed within the MAC; our SMART team is back in full swing, and

committee should be set to go out in the Kingston community by mid to late October with the new

teams. Some committees are choosing to use a rolling hiring technique to have a consistent influx of

volunteers. Side note: The HRC is still looking for a few more officers to join the team – direct anyone

you think might be interested to the AMS Apply system.

Recycling bin giveaway:

This coming week we’re running a recycling bin giveaway with the City of Kingston – this is a chance

for students living in the UD to pick up a blue/grey or green bin for their off-campus houses! The

giveaway will be on Oct. 4th from 10pm-2pm.

Committee Branding:

The MAC committees (aside from planning their usual programming and events) are analyzing their

branding and marketing processes, in order to see where we can better reach out to students and

community stakeholders. Facebook pages are being created, and new logos are getting re-designed

along with promotional materials.

That’s all for now!

Francis Campbell

Commission of Municipal Affairs Report to Assembly Francis Campbell

[email protected]


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I hope you are all enjoying fall as much as I am! Here's what the SIC has been up to since the last Assembly: Applied Suicide Intervention Skills Training The Peer Support Centre management team, Carolyn, Lyn and I were trained in the ASIST program this past weekend. The workshop is a two-day interactive session, whereby we were taught intervention strategies for situations involving immediate risk of suicide. The training is extremely useful for us in crisis situations as well as for risk-mitigation and the skills we gained were invaluable. The company who delivers ASIST also delivers a 3-hour SafeTALK training that all PSC volunteers receive, and is a more accessible training if you are interested in building these skills. Equity Caucus Some of you would have received emails form me regarding Equity Caucus. The first meeting is scheduled for October 12th from 5:30-6:30pm in the AMS Boardroom. Please make sure that all of you have at least one faculty representative attending Equity Caucus. Members of Assembly and students at large are welcome to attend as well. Our priority is to ensure that we have adequate representation on issues of equity, and allow interested students to engage with this body. Accessibility Queen's Grant Some of you probably recall the changes to the Accessibility Queen's Grant that were passed at the last assembly. Following this, we opened the granting period and have now received applications for the fall granting period. The committee will convene in order to make granting decisions in the next week or so. Hiring We have almost finished our hiring for our team. The Food Bank has almost doubled its volunteer base in order to be able to offer increased hours of operation to the student population. If you have any questions about the AMS Food Bank or what it does, feel free to reach out to the Food Bank Manager, Cole Smith at [email protected]. Rethink the Drink Rethink the Drink was a talkback tour funded by Telus and the Jack.org fund, which discussed issues of binge-drinking and substance abuse on University, and specifically Queen’s, campus. The new SARC managers were both panelists for the event. Sincerely, Lea

Commission of Social Issues Report to Assembly Lea Keren

[email protected]



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Welcome once again to Assembly, I hope that everyone has had a great two weeks!

Elections and Referendum | Referendum review has begun! Validation Packages for

organizations up for triennial review or organizations seeking to establish fees are currently

being processed as they come in. Packages are due by October 12! We have also been working

with different faculty societies in running their elections through the online portal!

Judicial Committee | Hiring for the committee has now concluded! I will leave their names a

secret until ratification!

This is pretty much what I have been doing for the last two weeks! If you have any questions

about referendum, elections or anything else… you know where to find me!

Have a great long weekend!

Miguel

Office of the AMS Secretariat Report to Assembly Miguel Martinez

[email protected]


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Judicial Affairs Office

Report to Assembly

Ryan Pistorius

[email protected]

Dear Assembly,

You’ll find that most of my updates are pretty minimal – such are the consequences of

confidentiality – but I’m back for a quick note to report that the Agency Agreement between

the AMS and the University has now been signed! Thus, I am happy to announce that the

University’s Intake Office can once again start assigning cases to our office, meaning that the

JAO will get back to casework soon. Any questions on the Agency Agreement or its contents

should be directed to Vice-President Thompson or President Lively. As always, feel free to let

me know if you have questions about cases or other justice-related matters.

Fiat justitia ruat caelum,

Ryan


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AMS Board of Directors Chair Report to Assembly Quinn Giordano

[email protected]


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Hello Members of Assembly,

Hard to believe that it’s already Week 4 of the school year! Here are a couple updates from the

Clubs Office:

New Clubs for Fall 2016

We received 39 new club applications for the Fall Ratification period and wrapped up interviews

on Tuesday. The Ratification Committee will be meeting in the upcoming days to review and

finalize the list of clubs to be ratified. The list will be presented at the next Assembly.

Clubs Caucus

The first Clubs Caucus was a great success and it was exciting to meet so many of our club leaders

in person. Everything from fall grants, booking rooms, and our Clubs Portal were discussed, as well as the Clubs Manual which is now available on the AMS Website and Clubs Portal. We hope

that this guide will be utilized to students who are either interested in learning more about clubs

on campus, or are currently running a club. Lastly, the Caucus Chair and Vice-Chair were also

elected; a big congratulations to Lauren Craik who will sit as Chair and Morgan Scott who will sit

as Vice-Chair.

We received lots of great critical feedback from clubs, mainly about space concerns (from limited

room bookings to the lack of locker spaces). We have already begun looking at different changes

that can be implemented to improve our spaces this year. We hope to bring this to the next

Caucus in November to collect further feedback before acting on any big changes.

Club Grants & Bursaries

Applications for Fall Club Grants and our Clubs Bursary Program will be released on the Portal on

October 11th at 9 am. This will be the first granting period for the office with the new changes to

the grants allocation and review system. We’re eager to see how the process will unfold and how we can ensure continuous transparency and accountability with allocations.

Clubs Radio Show

‘Club Sandwich’ – our new CFRC radio show went live for the first time last Tuesday. This is a

project that we have been working with CFRC on for the past several months, and we’re excited

to give clubs a unique opportunity to promote their club on campus. The show is fairly free-

formatted and will feature two clubs each week. You can tune into Club Sandwich every Tuesdays

at 4:30 pm on CFRC!

Wishing everyone a restful Thanksgiving weekend. Happy to take any questions!

Grace

Clubs Manager Report to Assembly

Grace Kim [email protected]


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Media Services Director’s Report to Assembly

Max Garcia

[email protected]

Hello Assembly,

The Media Services Portfolio was pretty active during September.

Walkhome

- Walkhome started with its regular hours of operation on September 4th.

o September was busy and we averaged 42.9 walks per night.

o We had a total of 1330 walks in September.

- Walkhome is opened Sunday to Wednesday 8pm-2am and Thursday to

Saturday 8pm-3am

The Queen’s Journal

- The Queen’s Journal was very active in September.

o For long form stories check out qjlongform.com

o For all stories check out queensjournal.ca

- The Journal is releasing its print edition weekly on Fridays.

- The Journal releases its online issues on Mondays.

Studio Q

- Studio Q has been very active in September.

- If you haven’t picked up your yearbook you can stop by their office which is

opened Mon-Fri 10am-5pm.

- For all of the pictures and albums Studio Q has worked on this September,

make sure you check out Studio Q in Facebook.

- Studio Q’s video compilation for Orientation Week:

https://www.youtube.com/watch?v=hcPdHokNybI

- Convocation is now accepting rental requests for the Fall Convocation

Ceremonies. Hoods and gowns can be reserved in advance on

http://www.buildagrad.com/queensu


https://www.youtube.com/watch?v=hcPdHokNybI

http://www.buildagrad.com/queensu

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Dear Assembly,

Welcome to October! This is always a busy and exciting month and I encourage you all to take a stroll

around campus to admire the autumn colours whenever you get the chance. The Board of Trustees

held its first meeting of the 2016-2017 school year and the following is an overview of the weekend:

1. Principal Woolf highlighted the Bystander Intervention Training Sessions administered by a trained team of undergraduate and graduate student leaders as part of the University’s efforts to address sexual violence on campus.

2. Our new Provost, Benoit-Antoine Bacon, addressed the Board for the first time and expressed his desire to ensure that Queen’s continues to adapt to the ways the world is changing while staying true to our values as a historic institution.

3. The student reports from Rector Yung and AMS President Lively emphasized the importance of ensuring that an even better experience awaits the students of tomorrow – by prioritizing financial accessibility, experiential learning opportunities, and study spaces on campus.

4. The Board received a presentation by Janet Dancey, Director of the Canadian Cancer Trials Group, which is based at the Cancer Research Institude at Queen’s and represents Canada’s research investment in cancer with the greatest impact on improving the lives of Canadians.

5. The Truth and Reconciliation Task Force is hosting open consultation sessions and I encourage you all to participate. Feedback can also be provided in the form of a written submission via email to [email protected]. More information can be found here: http://queensu.ca/provost/sites/webpublish.queensu.ca.provwww/files/files/Comittees/TRC%20Reports/TRC%20Flyer%2002.pdf

If you have any questions about October Board please do not hesitate to contact me at

[email protected]

Thankful for this upcoming weekend of friends, food, and family,

Jennifer Li

Undergraduate Student Trustee Report to Assembly Jennifer Li

[email protected]




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Student Senate Caucus Chair Report to Assembly Brandon Jamieson

[email protected]


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Dear Assembly,

Please find my report below for the past week on what I have accomplished.

Board of Trustees

Board of Trustees was this past weekend. A detailed report on that can be found in Undergraduate

Trustee Li’s report.

ASIST Training

On September 24-25, I received ASIST training with Peer Support Centre (PSC) shift leaders and

executives, Carolyn, Lea, and Lyn. ASIST training provides participants with applied suicide

intervention skills.

Truth and Reconciliation Consultations

The Truth and Reconciliation task force has started their campus wide consultations “for community

discussion and feedback, and will inform the university’s process of addressing calls to action set out

by the Truth and Reconciliation Commission of Canada.” (Queen’s Gazette) There will be 5

consultations focused on the following topics:

- Governance and Strategic Planning; Space and Place

- Student Access, Transition, and Student Support Services

- Indigenous Faculty/Staff Recruitment and Indigenous Research

- Academic Programming and Academic Planning

- Awareness and Climate.

The next consultation will be taking place on October 20th from 4:30-6:00pm in McLaughlin Room,

JDUC. For more information about the consultations and to confirm attendance, you can reach out to

[email protected]

Homecoming and Richardson Stadium Jacket Slam

Homecoming is now officially less than 2 weeks away! This is going to be an exciting time for campus.

I have been working diligently in order to create a Rector’s Reunion this year. There has also been a

big focus from both students and staff from the administration to ensure that we maintain student health

and safety during the football game. There has been great initiative taken by EngSoc, Queen’s Bands,

University Rector

Report to Assembly Cam Yung

[email protected]



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and ResSoc in order to evolve traditions, and to also engage our alumni moving forward. As such, I am

looking forward to what lies ahead.

Ontario University Fair

Undergraduate Trustee Li and I attended the OUF in our roles as student leaders in order to encourage

students to apply to Queen’s University. There were a few questions about the university, but mostly

students just asked about getting a viewbook for more information about the school.

Princeps Servesque Es

Cam Yung

35th Rector of Queen’s University

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Residence Society President

Report to Assembly

Chance Spencer

[email protected]


Page 27 of 184

Dear Assembly,

Hope you’ve had a productive first few weeks. There have been a couple of new developments here at the

Arts and Science Undergraduate Society!

First Year Intern Hiring

ASUS Council has been officially hired the intern team last week. We are so excited to be working with

such an astute and capable team of first-year students. We can’t wait for them to take on their portfolios

and to become a part of the team.

Head Gael Hiring

The Head Gael Hiring Panel spent all weekend long interviewing prospective candidates for the position

of Head Gael 2017. We are ecstatic to announce that Conor Gallant will be welcoming all 2,500+ members

of the Class of 2021! Orientation Week is most certainly in good hands.

Kanye West

The ASUS Executive has been playing ‘Famous’ on repeat in the ASUS Offices for the past two weeks. As

of right now, there is no end in sight (or sound).

Ontario Universities’ Fair

The ASUS President and Vice-President attended OUF on September 23 and 24. Introducing prospective

students to all that Queen’s has to offer was an exciting experience, and we hope to see their faces at the

Fall Preview in November.

Red Room Revitalization

We will be meeting with Campus Planning and Physical Plant Services this week in order to go over the

final designs and cost estimates for the space. We are also partnering with the Faculty of Arts and Science

in revitalizing the space. We are planning to install new, modern carpet, refinish the wood trim, and add a

fresh coat of paint. If the budget allows, we look to improve the lighting in the space as well. Hopefully the

room will be finished by the Fall Exam Period, if not the beginning of Winter 2017.

Strategic Plans

Our strategic plans were approved at the last ASUS Assembly, and all can be accessed here under the

Strategic Plans header. If you have any questions we would be more than happy to answer them.

Arts and Science Undergraduate Society President Report to Assembly Darrean Baga

[email protected]

http://www.queensasus.com/assembly/


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Undergraduate Research

The project is currently under consultation from various members of the Faculty of the Arts and Science

administration. We have been fleshing out the idea in order to create a plan for action in the coming

weeks. Once the operational and strategic elements of the plan are complete, we will be focusing on the

financial and technical needs of the project.

Sincerely,

Darrean Baga Brian MacKay Victoria Chappell Carling Counter Ben Evans

ASUS President ASUS Vice-President ASUS Representative ASUS Representative ASUS Representative

Page 29 of 184

Hello Assembly!

I wanted to take this opportunity to welcome our first year representative, Isabella to AMS

assembly! Welcome to any other first years who are with us today as well!

Canadian Federation of Engineering Students (CFES)

I was in Newfoundland last weekend for the Presidents Meeting of CFES. This is the

Engineering Society equivalent of OUSA, and it was a very interesting experience.

Exit Interviews

I’m really excited about a new initiative I’ve been working on in the past few weeks – I have

been conducting exit interviews for FC and for the Terry Fox Run Coordinator. The goal of

these exit interviews is to help make the Engineering Society more accessible by ensuring we

are providing our students with involvement opportunities that better their personal and

professional development.

Hiring

Congratulations to our new Orientation Chair, Matt Whittle, and our new Sci Formal

Convener, Matt Clark! I also had the opportunity to participate in the FYPCO (first year

project coordinator) interviews this past week, and I am starting to recognize the faces of

many first year students.

Planning has been coming along nicely for homecoming, and the Engineering Students are

getting very excited to welcome our alumni home!

I hope you have a good two weeks, and that you don’t have any midterms between now and

the next time we meet!

Taylor

Engineering Society President Report to Assembly Taylor Sawadsky

[email protected]


Page 30 of 184

Commerce Society President Report to Assembly Bhavik Vyas

[email protected]


Page 31 of 184

Hey everyone,

Hope that the first month of the school year has gone smoothly, and that you are all settling into the

changes of routines.

BPHE Suspension Update:

Faculty Board was held last Friday, however there was no decision presented by the Dean, so

we are expecting an update at the following meeting.

Fall Bi-elections:

Our election and hiring wrapped up just about two weeks ago, and we now have all of our

members of Assembly. New this year, we hired an Intern to the Executive, and so far things have been

going great.

Homecoming:

Really looking forward to celebrating Queen’s 175th and welcoming home the PHEKIN Alumni.

Over the last couple of years, we have been organizing an alumni breakfast, and we are really excited

to be running the event again this year.

Looking forward to our Assembly at City Hall.

Cha gheil,

Matt Nelms

President

Sarah Skelding | Jessica Leach

Physical Education and Kinesiology Students’ Association President Report to Assembly Matthew Nelms

[email protected]


Page 32 of 184

Hey Assembly!

I hope you’re all doing well and that you had successful Septembers! Here are some updates from me:

Con-Ed Camp

Two weekends ago, 90 Con-Ed students attended Con-Ed Camp at Camp Kennebec. The weather was

awesome, other than the freezing cold night, but I think everyone enjoyed themselves and it was a

great success! I’d like to thank our Vice President (Internal) Carma for planning this event over the

summer and during the first few weeks of school.

Con-Ed Academic Survey

CESA Council and Extended Council struck a committee at our last meeting that will read, assess,

summarize and report the results of Con-Ed’s Academic Survey which was opened at the end of last

year. There were 275 responses and the committee members are looking forward to working on this

project. The committee consists of myself, our Academics Affairs Commissioner Katey Day, Senator

Scott Kell, Equity Affairs Commissioner Kerri Lee, Rep to the AMS Tiffany Wong and QCE Chair Seane

Thorman.

Elections and Hiring

Our First Year Representatives and First Year Representative to the AMS are being elected tonight!

We’re currently preparing to hire a Council Clerk, Photography Coordinator, a Community Affairs

Coordinator, and 3 intern positions to the Executive members of CESA Council and Extended Council.

Applications are due online on October 7th at 4:30pm and results will be announced by October 13rd.

Homecoming Event for Students and Alumni

We have all of our volunteers ready for our Homecoming events! Our Wine and Cheese event will be

on the Friday after the Faculty of Education’s speaker event, and our Brunch will take place on

Saturday morning. Thank you again to Ishta for organizing these events so fantastically, we really

appreciate her efforts!

As always, let me know if you have any questions.

Have a great long weekend,

Jacob

Concurrent Education Students’ Association President Report to Assembly Jacob Gardhouse

[email protected]


Page 33 of 184

Hello Assembly Friends,

Hope you’re all getting excited for the Thanksgiving Weekend – I can almost smell the Apple Pie from here! The NSS world has been firing at all cylinders, so please enjoy the following updates on behalf of our wonderful Team: First Year Recruitment: We broke records this year, how cool is that! Although we cannot disclose the number of applicants at this time, I First Year Internship program received more applications than ever before. We will be conducting interviews on October 4th and cannot wait to meet the next generation of student leaders who are eager to get involved. Class Council Elections for Nursing Class of 2020 and AST Nursing Class of 2018 will take place on October 4th, 2016. We are thrilled by the amazing pool of nominations that came forward this year. This year is the first that we are seeing our new class council model coming forward. Last year, the executive in conjunction with past class presidents worked tirelessly to re-develop the class council structure in order to make it more efficient, effective, and appealing. NSS Assembly approved the structure and job descriptions unanimously and provided tremendous feedback along the way. For your interest, each Class Council consists of a Class President, Vice President of Logistics, Vice President of Events, and Vice President of Fundraising. So far, we are off to a fantastic year with the model and cannot wait to welcome the next batch of class council leaders to our team. Kingston Nursing Student Conference: The KNSC Executive is doing incredible work right not to prepare for our conference in January. KNSC just finished hiring their intern team – 6 new recruits means that each executive has been partnered with an intern to mentor and work with leading up to the big day. We love how enthusiastic our nursing students are! The conference will highlight the following 3 key topic areas: travel nursing, ER nursing, Maternity/L&D Nursing. 3 unique workshops will also be hosted. The event will also feature a panel discussion. NSS Assembly: We were so excited to have the AMS Executive (Tyler, Dave & Carolyn) come out to NSS Assembly on September 28th. This meeting marked what was hands down one of the most engaging guest speaker sessions I’ve seen yet (and remember, I’ve been around NSS for like a million years at this point). The executive spoke to many of the fantastic initiatives the Office is currently working on and emphasized nursing students reaching out to them any time they need assistance. The Q&A session was bumpin’ and we enjoyed a wide range of questions and discussion with the AMS Exec. Thanks again for coming out, guys! We hope you enjoyed the snack-of-the-night provided by Kingston’s very own,

Nursing Science Society President Report to Assembly Alexandra Palmeri

[email protected]


Page 34 of 184

Card’s Bakery. Feel free to contact myself of Courtney if you’d like to speak at our next Assembly! Words of Wisdom: Advice, Answers & Stories from Queen’s Nursing Alumni: We look forward to welcoming back recent grads for a Q&A panel on October 14th from 11:30am-12:30pm in Sutherland Room (JDUC). All students are welcome to attend. FREE refreshments & coffee will be available. Speakers from the following nursing fields will be present: labour & delivery, surgical, mental health, pediatrics, perinatal float, ICU, and Emergency. Come one, come all! Additional ~Cool~ Projects We Look Forward to this Year:

“Purse-onal Care” bag collection following Thanksgiving to collect feminine care essentials for local homeless women – partnership organization TBA

Nursing Student Blood Drive Event Classic Open Mic Night featuring local talent Nursing Career Fair on Saturday November 12th in Wallace Hall Nursing Careers Workshops in October & November – partnered with Queen’s

Career Services Year 2 of NSS First Year Study Buddies Program National Nursing Students Week: November 13th-20th @ Queen’s

o Theme: Diversity in Nursing – Sharing Similarities, Celebrating Differences o This will be a week-long celebration with a variety of different initiatives.

We will share our final schedule leading up to the event so you can all get in on the fun too. #SOmuchfun

We have begun our sales for nursing scrubs & stethoscopes, and will soon commence jacket sales.

Fourth year class Pinning Ceremony & Formal set for June & April respectively. Fourth Year Class Yearbook is in development - woohoo! Christmas/Holiday card making for St. Mary’s on the Lake Hospital patients will

take place in November. Brand new NSS & Nursing merchandise will be coming out during the fall term. Nursing Careers Launch II is set for November. This is a night of professional

preparation for nursing students, featuring a number of unique nursing speakers. Homemade Holiday Collective II: Late November, early December. Will take place

in the JDUC again. This event brings together local and student vendors to feature their homemade holiday goodies. Everything from handmade soap to personalized monograms will be featured!

That’s all for now. As always, we are happy to take any questions! Vincat Scientia Morbos, Alexandra M. Palmeri & Courtney Middegaal NSS President NSS VPUA

Page 35 of 184

Dear Assembly,

I hope your first few weeks of school have been off to a great start! There isn’t much for us to

report this week, but things are well underway.

Fall By-Elections

Our nomination period has closed and the campaign period will be opening shortly. We should

have our empty elected positions filled by mid-October.

Positive Space Training

The majority of our Extended Council attended a Positive Space Program training session on

Saturday. We encourage those of you who have not yet attended to do so – the session was

very informative and it’s important that student leaders and representatives have knowledge on

this topic. Those who were unable to attend will do so at a later date along with our to-be

elected Extended Council members.

Merchandise

This year we have some brand new merchandise including baseball tees, Sum Ergo Computo

(the School’s motto) jacket bars, and shot glasses. These are being sold through our store and

we’ll be introducing even more merchandise throughout the year!

Yours,

Aniqah

Computing Students’ Association President Report to Assembly Aniqah Mair

[email protected]


Page 36 of 184

MBA Students President Report to Assembly Sanjeetha Gutnaratnam

Michael Huskilson

Page 37 of 184

Aesculapian Society

Report to Assembly

Jonathan Krett

[email protected]


Page 38 of 184

Appendices

Appendix: Alpha

Alma Mater Society of Queen's University Incorporated

ASY: ASSEMBLY

Unaudited Statement of Operations

12 Months Ended April 30, 2017

Budget Actual Budget

2016-2017 2015-2016 2015-2016

REVENUE

ALLOCATION FROM ASSEMBLY $19,888.00 $36,217.43 $19,888.00

Total Revenues $19,888.00 $36,217.43 $19,888.00

EXPENSES

CONFERENCE FEES $2,415.00 $0.00 $2,415.00

MISCELLANEOUS $10,000.00 $4,602.55 $0.00 ALLOCATION TO ACADEMIC AFFAIRS $42,241.00 $42,068.04 $42,068.00 ALLOCATION TO A.M.S. GENERAL $888,090.00 $717,228.53 $717,229.00 REMUNERATION SUPPORT ALLOCATION $0.00 $140,000.04 $140,000.00 ALLOCATION TO CAMPUS ACTIVITIES $88,818.00 $80,473.08 $80,473.00

ALLOCATION TO ORT $31,703.00 $29,908.04 $29,908.00

ALLOCATION TO CLUBS $52,593.00 $0.00 $0.00 ALLOCATION TO SECRETARIAT $23,318.00 $115,014.46 $115,014.00 ALLOCATION TO JUDCIAL AFFAIRS $25,758.00 $0.00 $0.00 ALLOCATION TO MUNICIPAL AFFAIRS $60,229.00 $61,690.50 $61,690.91 ALLOCATION TO O.U.S.A. $11,680.00 $12,656.04 $12,656.00 ALLOCATION TO SOCIAL ISSUES $104,915.00 $95,591.04 $95,591.00 ALLOCATION TO ENVIRONMENT & SUSTAINABILITY $57,762.00 $50,940.06 $50,940.00 ALLOCATION TO V.P.U.A. $14,350.00 $13,150.08 $13,150.00

Page 39 of 184

RECLASSIFICATION OF SPECIFIC AMS FEE ($1,401,457.00) ($1,359,061.74) ($1,358,720.00)

Total Expenses $12,415.00 $4,260.72 $2,414.91

Net Surplus (Deficit) $7,473.00 $31,956.71 $17,473.09

Appendix: Deer


AAC: ACADEMIC AFFAIRS COMMISSION




2016-2017 2015-2016 2015-2016

REVENUE


Total Revenues $42,241.00 $42,068.04 $42,067.80

EXPENSES

ADVERTISING $0.00 $355.00 $0.00

OFFICE OPERATING $50.00 $1,088.89 $679.20

PRINTING $100.00 $101.58 $99.96

AWARDS AND CERTIFICATES $0.00 ($15.73) $0.00

ROOM RENTAL $0.00 $134.75 $0.00

SPECIAL PROJECTS $0.00 $0.00 $0.00

TAXIS / TRAVEL $100.00 $229.28 $99.96

TELEPHONE $842.00 $231.28 $842.04

SALARIES $30,580.00 $27,024.37 $28,264.80

HEALTH & WELLNESS BONUS $1,300.00 $1,153.75 $1,200.00

HONOURARIUM $2,000.00 $2,131.01 $2,000.04

VOLUNTEER APPRECIATION $250.00 $252.43 $415.92

UNIFORMS $80.00 $0.00 $0.00

$35,302.00 $32,686.61 $33,601.92

Academic Grievance Centre

ADVERTISING $756.00 $0.00 $526.80

MARKETING AND PROMOTION $1,025.00 $748.72 $1,310.64

OFFICE OPERATING $50.00 $1,133.00 $1,087.08

TRAINING $60.00 $48.84 $62.40

UNIFORMS $0.00 $0.00 $0.00

$1,891.00 $1,930.56 $2,986.92

Government Election Readiness

Page 40 of 184

ADVERTISING $0.00 $0.00 $0.00

MARKETING AND PROMOTION $0.00 $0.00 $0.00

MISCELLANEOUS $0.00 $0.00 $0.00

UNIFORMS $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Student Faculty Relations Committee

CONFERENCE FOOD & BEVERAGE $200.00 $196.10 $999.96

SECURITY (CONSTABLES) $0.00 $0.00 $0.00

EQUIPMENT RENTAL $235.00 $0.00 $50.00


MISCELLANEOUS $150.00 $64.51 $390.00

ROOM RENTAL $50.00 $234.88 $184.08

$835.00 $495.49 $1,659.08

Teaching Awards Committee

ADVERTISING $0.00 $0.00 $0.00

CONFERENCE FOOD & BEVERAGE $1,885.00 $1,758.78 $2,499.96


ENTERTAINMENT $0.00 $0.00 $0.00



MISCELLANEOUS $750.00 $331.09 $327.96

AWARDS AND CERTIFICATES $368.00 $289.28 $422.16

ROOM RENTAL $500.00 $722.88 $1,050.00

$4,213.00 $3,655.78 $4,889.88

University Issues Committee

ADVERTISING $0.00 $86.38 $894.96


MARKETING AND PROMOTION $0.00 ($19.47) $200.04

MISCELLANEOUS $0.00 $163.40 $150.00

$0.00 $240.31 $1,260.00

Total Expenses $42,241.00 $39,008.75 $44,397.80

Net Surplus (Deficit) $0.00 $3,059.29 ($2,330.00)

Appendix: Elephant


CAC: CAMPUS ACTIVITIES COMMISSION



Page 41 of 184


2016-2017 2015-2016 2015-2016

REVENUE


$88,818.00 $80,473.08 $80,473.44

Arts Council

SPONSORSHIP $0.00 $0.00 $0.00

EVENT REVENUE $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

FYNIR

SPONSORSHIP $300.00 $294.70 $0.00

EVENT REVENUE $7,025.00 $6,578.87 $0.00

$7,325.00 $6,873.57 $0.00

NEWTS

SPONSORSHIP $400.00 $623.90 $0.00

EVENT REVENUE $67,995.00 $65,026.42 $0.00

$68,395.00 $65,650.32 $0.00

Outreach Committee

SPONSORSHIP $0.00 $0.00 $500.04

EVENT REVENUE $0.00 $1,998.10 $2,499.96

$0.00 $1,998.10 $3,000.00

Queen's Live Music Committee

SPONSORSHIP $9,000.00 $7,000.00 $9,640.00

EVENT REVENUE $24,103.00 $16,025.49 $22,775.00

$33,103.00 $23,025.49 $32,415.00

Queen's Media and Journalism Conference

SPONSORSHIP $1,000.00 $0.00 $2,600.04

DONATIONS $0.00 $250.00 $0.00

EVENT REVENUE $5,000.00 $5,696.18 $3,024.96

$6,000.00 $5,946.18 $5,625.00

Queen's Model Court

SPONSORSHIP $2,000.04 $2,000.00 $2,000.04

EVENT REVENUE $11,250.00 $10,314.85 $11,250.00

$13,250.04 $12,314.85 $13,250.04

Queen's Model Parliament

SPONSORSHIP $20,000.00 $27,238.34 $33,999.96

DONATIONS $0.00 $433.75 $0.00

EVENT REVENUE $83,520.00 $81,805.68 $85,989.96

$103,520.00 $109,477.77 $119,989.92

Queen's Model UN

SPONSORSHIP $2,000.00 $1,950.00 $2,550.00

EVENT REVENUE $16,875.00 $17,440.86 $17,000.04

$18,875.00 $19,390.86 $19,550.04

Recreation

Page 42 of 184

SPONSORSHIP $300.00 $0.00 $300.00

EVENT REVENUE $1,050.00 $2,409.13 $999.96

$1,350.00 $2,409.13 $1,299.96

Total Revenues $340,636.04 $327,559.35 $275,603.40

Expenses

ADVERTISING $0.00 $0.00 $0.00 FUNDRAISING/EVENT EXPENSES $0.00 $0.00 $75.00



OFFICE OPERATING $750.00 $10.41 $0.00

OFFICE SUPPLIES & EXPENSES $50.00 $27.36 $50.04

PRINTING $50.00 $63.60 $189.96

SPECIAL PROJECTS $3,000.00 $0.00 $0.00

TAXIS / TRAVEL $200.00 $403.43 $200.04

TELEPHONE $4,500.00 $4,579.94 $2,460.00

WEBSITE $0.00 $0.00 $0.00 GRANTS AND BURSARIES DISBURSED $7,550.00 $6,342.50 $6,300.00

SALARIES $27,800.00 $28,663.62 $28,264.80


WAGES $0.00 $0.00 $0.00

HONOURARIUM $2,500.00 $6,618.66 $1,500.00

VOLUNTEER APPRECIATION $1,063.00 $1,112.02 $1,025.04

TRAINING $0.00 $0.00 $0.00

UNIFORMS $0.00 $0.00 $0.00

$48,763.00 $49,021.44 $41,294.88

AMS Reunion




ROOM RENTAL $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Arts Council

CONFERENCE FOOD & BEVERAGE $200.00 $49.34 $200.04 FUNDRAISING/EVENT EXPENSES $500.00 $0.00 $50.04


PRINTING $0.00 $0.00 $50.04


ROOM RENTAL $0.00 $50.00 $150.00

Page 43 of 184

GRANTS AND BURSARIES DISBURSED $3,000.00 $1,400.00 $3,000.00

$3,700.00 $1,499.34 $3,450.12

FYNIR

CONFERENCE FOOD & BEVERAGE $5,620.00 $2,128.82 $0.00


ENTERTAINMENT $350.00 $200.00 $0.00

EQUIPMENT RENTAL $0.00 $0.00 $0.00 FUNDRAISING/EVENT EXPENSES $3,446.00 $5,907.79 $0.00



PRINTING $50.00 $17.89 $0.00


ROOM RENTAL $0.00 $0.00 $0.00

TAXIS / TRAVEL $50.00 $26.32 $0.00

UNIFORMS $280.00 $271.23 $0.00

$9,826.00 $8,552.05 $0.00

New Events Grant

PRINTING $0.00 $0.00 $20.04

AWARDS AND CERTIFICATES $2,000.00 $2,225.00 $2,000.04

$2,000.00 $2,225.00 $2,020.08

NEWTS



ENTERTAINMENT $725.00 $225.00 $0.00

EQUIPMENT RENTAL $335.00 $452.00 $0.00 FUNDRAISING/EVENT EXPENSES $33,269.00 $27,904.63 $0.00


PRINTING $850.00 $1,030.10 $0.00

ROOM RENTAL $7,860.00 $1,886.70 $0.00

TAXIS / TRAVEL $810.00 $645.32 $0.00

WEBSITE $0.00 $0.00 $0.00

UNIFORMS $4,826.00 $5,649.52 $0.00

$71,696.00 $60,480.03 $0.00

Outreach Committee

CONFERENCE FOOD & BEVERAGE $0.00 $261.60 $1,998.48


EQUIPMENT RENTAL $0.00 $527.20 $399.96 FUNDRAISING/EVENT EXPENSES $0.00 $5,276.83 $3,000.00


Page 44 of 184

PRINTING $0.00 ($9.64) $200.04

ROOM RENTAL $0.00 $457.20 $1,320.00

$0.00 $6,513.19 $7,464.48

Queen's Live Music Committee


ENTERTAINMENT $35,600.00 $19,899.50 $34,709.00

EQUIPMENT RENTAL $5,000.00 $4,994.60 $4,366.32

MARKETING AND PROMOTION $1,105.00 $178.25 $835.00 FUNDRAISING/EVENT EXPENSES $2,150.00 $985.99 $2,124.61

PRINTING $200.00 $164.35 $90.00

TAXIS / TRAVEL $30.00 $0.00 $30.00

WEBSITE $131.00 $131.13 $96.00

$44,716.00 $26,353.82 $42,750.97

Queen's Media and Journalism Conference



EQUIPMENT RENTAL $300.00 $254.82 $50.04 FUNDRAISING/EVENT EXPENSES $725.00 $2,281.29 $1,500.00


PRINTING $150.00 $108.17 $216.96


ROOM RENTAL $1,500.00 $1,073.13 $2,550.00

TAXIS / TRAVEL $600.00 $0.00 $0.00

WEBSITE $0.00 $0.00 $600.00

$8,590.00 $9,155.25 $8,945.04

Queen's Model Court



EQUIPMENT RENTAL $25.00 $0.00 $425.04 FUNDRAISING/EVENT EXPENSES $1,150.00 $135.97 $1,577.98


PRINTING $483.00 $527.11 $757.56


ROOM RENTAL $2,075.00 $3,740.27 $2,963.17

TAXIS / TRAVEL $600.00 $0.00 $600.00

WEBSITE $200.00 $824.48 $167.52

$17,057.00 $14,934.63 $17,249.27

Queen's Model Parliament


Page 45 of 184

SECURITY (CONSTABLES) $3,000.00 $2,517.75 $3,200.04

ENTERTAINMENT $0.00 $0.00 $0.00 FUNDRAISING/EVENT EXPENSES $4,700.00 $4,046.81 $11,217.00


PRINTING $2,210.00 $1,513.32 $2,010.00


ROOM RENTAL $48,122.00 $56,167.63 $56,697.00

TAXIS / TRAVEL $14,290.00 $12,564.40 $0.00

WEBSITE $200.00 $417.31 $13,590.00

$105,387.00 $108,320.41 $123,626.64

Queen's Model UN



ENTERTAINMENT $0.00 $0.00 $150.00

EQUIPMENT RENTAL $730.00 $0.00 $729.96 FUNDRAISING/EVENT EXPENSES $1,634.00 $1,235.92 $2,028.00


PRINTING $1,007.00 $173.70 $740.04


ROOM RENTAL $628.00 $0.00 $2,413.68

TAXIS / TRAVEL $450.00 $295.47 $0.00

WEBSITE $200.00 $0.00 $450.00

$23,101.00 $16,397.95 $23,819.76

Recreation


ENTERTAINMENT $2,500.00 $0.00 $200.04

EQUIPMENT RENTAL $457.00 $1,094.38 $800.04 FUNDRAISING/EVENT EXPENSES $280.00 $3,928.65 $1,500.00


PRINTING $100.00 $75.69 $99.96

AWARDS AND CERTIFICATES $500.00 ($1,600.00) $999.96

ROOM RENTAL $803.00 $148.50 $0.00

UNIFORMS $0.00 $303.57 $500.04

$5,550.00 $4,312.54 $4,981.80

Total Expenses $340,386.00 $305,540.65 $275,603.04

Net Surplus (Deficit) $250.04 $22,018.70 $0.36

Page 46 of 184


Appendix: Gorilla MAC: MUNICIPAL AFFAIRS COMMISSION




2016-2017 2015-2016 2015-2016

Revenue

GRANTS $0.00 $0.00 $0.00

EVENT REVENUE $1,100.00 $874.29 $500.04 ALLOCATION FROM ASSEMBLY $60,229.00 $61,690.50 $61,690.91

$61,329.00 $62,564.79 $62,190.95

Breakfast Club

FUNDRAISING $500.00 $512.24 $300.00

$500.00 $512.24 $300.00

Generations

FUNDRAISING $100.00 $87.60 $99.96

EVENT REVENUE $1,300.00 $1,421.00 $1,200.00

$1,400.00 $1,508.60 $1,299.96

High School Liason

FUNDRAISING $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Housing Grievance Centre

MERCHANDISE SALES $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Hype High School Projects

FUNDRAISING $150.00 $183.60 $150.00

$150.00 $183.60 $150.00

Kaleidoscope

GRANTS $0.00 $0.00 $2,499.96

DONATIONS $2,500.00 $2,500.00 $0.00

FUNDRAISING $300.00 $269.90 $300.00

EVENT REVENUE $0.00 $0.00 $0.00

$2,800.00 $2,769.90 $2,799.96 Kingston Opportunities Officer

SPONSORSHIP $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

HSL Scholarship Fund

GRANTS $0.00 $0.00 $0.00

Page 47 of 184

FUNDRAISING $250.00 $424.36 $249.96

$250.00 $424.36 $249.96

University District

MERCHANDISE SALES $0.00 $0.00 $135.60

$0.00 $0.00 $135.60

United Way

STUDENT ACTIVITY FEES - AMS $22,386.00 $23,013.13 $22,176.00

DONATIONS $0.00 $0.00 $0.00

FUNDRAISING $600.00 $615.30 $800.00

$22,986.00 $23,628.43 $22,976.00

Total Revenues $89,415.00 $91,591.92 $90,102.43

Expenses

FUNDRAISING/EVENT EXPENSES $905.00 $916.44 $500.04

MISCELLANEOUS $0.00 $148.96 $735.60


PUBLIC RELATIONS $1,430.00 $1,305.10 $1,419.96

SPECIAL PROJECTS $1,730.00 $1,942.86 $1,955.00

TAXIS / TRAVEL $800.00 $834.39 $700.00

TELEPHONE $1,248.00 $1,247.01 $1,430.04

WEBSITE $0.00 $0.00 $0.00

SALARIES $29,150.00 $28,520.47 $28,265.80 HEALTH & WELLNESS BONUS $1,430.00 $1,199.90 $1,200.00

HONOURARIUM $1,500.00 $1,618.02 $1,500.00

VOLUNTEER APPRECIATION $2,975.00 $867.59 $830.00

$41,368.00 $38,798.24 $38,736.44

Breakfast Club


PUBLIC RELATIONS $60.00 $57.80 $60.00

TAXIS / TRAVEL $20.00 $16.64 $50.04


$480.00 $528.11 $360.00

Assembly at City Hall



$3,146.00 $1,367.45 $900.00

Civic Responsibility Award


Page 48 of 184

$96.00 $0.94 $270.00

Generations


COFFEE & WATER $0.00 $0.00 $0.00 FUNDRAISING/EVENT EXPENSES $300.00 $226.84 $300.00



ROOM RENTAL $800.00 $0.00 $875.04


$3,735.00 $4,151.00 $3,830.04

Golden Key


$60.00 $59.27 $80.04 Housecheck Program Expenses

WAGES $3,600.00 $3,700.00 $3,600.00

HONOURARIUM $1,000.00 $1,034.03 $999.96

$4,600.00 $4,734.03 $4,599.96

Housing Grievance Centre

MISCELLANEOUS $50.00 $15.20 $50.00

OPERATING EXPENSES $150.00 $1,188.40 $1,161.00

PUBLIC RELATIONS $700.00 $1,065.80 $1,200.00


TRAINING $0.00 $61.25 $50.04

$900.00 $2,527.65 $2,581.04

High School Liaison



ROOM RENTAL $100.00 $113.00 $50.04


$660.00 $724.95 $520.08

Hype High School Projects

MISCELLANEOUS $60.00 $60.40 $50.04



TRAINING $173.00 $53.93 $99.96

$293.00 $176.17 $290.00

Chamber Membership

CONFERENCE FEES $0.00 $0.00 $0.00

MEMBERSHIP FEES $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Page 49 of 184

Kaleidoscope

EQUIPMENT RENTAL $2,201.00 $2,218.00 $1,749.96 FUNDRAISING/EVENT EXPENSES $1,100.00 $968.73 $1,299.96

MISCELLANEOUS $60.00 $12.43 $50.04


PUBLIC RELATIONS $60.00 $34.71 $60.00 AWARDS AND CERTIFICATES $40.00 $0.00 $60.00

ROOM RENTAL $700.00 $644.10 $699.96


UNIFORMS $0.00 $0.00 $0.00

$4,211.00 $4,062.55 $4,109.88

HSL Scholarship Fund

MISCELLANEOUS $1,000.00 $1,000.00 $999.96

$1,000.00 $1,000.00 $999.96

Smart Community Cleanup Services

WAGES $4,320.00 $4,200.00 $4,800.00

$4,320.00 $4,200.00 $4,800.00

United Way Express

DONATIONS $22,386.00 $23,450.72 $22,616.00 FUNDRAISING/EVENT EXPENSES $250.00 $177.71 $300.00



$22,696.00 $23,780.15 $23,076.00

University District

PUBLIC RELATIONS $1,850.00 $3,659.88 $4,950.00

$1,850.00 $3,659.88 $4,950.00

Total Expenses $89,415.00 $89,770.39 $90,103.44

Net Surplus (Deficit) $0.00 $1,821.53 ($1.01)

Appendix: Fox

Alma Mater Society of Queen's University Incorporated SUS COMMISSION OF ENVIRONMENTAL AFFAIRS Unaudited Statement of Operations 12 Months Ended April 30, 2017


2016-2017 2015-2016 2015-2016

Revenue


Page 50 of 184

SUSTAINABILITY ACTION FUND - SIF $23,724.00 $22,923.27 $22,176.00 SUSTAINABILITY ACTION FUND ROLLOVER $0.00 $6,155.02 $6,155.02

$81,486.00 $80,018.35 $79,271.02 Bike Shop

SPONSORSHIP $0.00 $0.00 $0.00 EVENT REVENUE $5,800.00 $4,876.40 $6,208.00

$5,800.00 $4,876.40 $6,208.00 Earth Centre

STUDENT ACTIVITY FEES - A.M.S. $0.00 $5,803.20 $5,544.00 EVENT REVENUE $600.00 $489.75 $999.96 EARTH CENTRE DEFERRED REV ROLLOVER $11,150.00 $2,790.18 $8,000.04

$11,750.00 $9,083.13 $14,544.00 Queen's Sustainability Conference

SPONSORSHIP $1,410.00 $0.00 $0.00 EVENT REVENUE $3,300.00 $0.00 $0.00

$4,710.00 $0.00 $0.00 Sustainability Career Speaker Series

SPONSORSHIP $1,300.00 $0.00 $1,250.04

$1,300.00 $0.00 $1,250.04

Total Revenues $105,046.00 $93,977.88 $101,273.06

Expenses

CONFERENCE FOOD & BEVERAGE $0.00 $90.40 $0.00 CONFERENCE FEES $0.00 $0.00 $0.00 MARKETING AND PROMOTION $1,000.00 $1,012.70 $1,400.04 OFFICE OPERATING $0.00 $181.36 $25.00 OFFICE SUPPLIES & EXPENSES $175.00 $491.88 $445.56 SPECIAL PROJECTS $3,000.00 $4,435.93 $4,800.00 TAXIS / TRAVEL $50.00 $117.25 $99.96 TELEPHONE $496.00 $495.65 $679.01 GRANTS AND BURSARIES DISBURSED $23,724.00 $28,361.02 $28,331.04 SALARIES $36,456.00 $33,023.06 $32,541.60 HEALTH & WELLNESS BONUS $1,696.00 $1,199.90 $1,200.00 HONOURARIUM $3,500.00 $2,500.00 $2,499.96 VOLUNTEER APPRECIATION $900.00 $917.31 $1,028.28 TRAINING $0.00 $0.00 $0.00

$70,997.00 $72,826.46 $73,050.45 Bike Shop

FUNDRAISING/EVENT EXPENSES $0.00 $0.00 $0.00 MARKETING AND PROMOTION $250.00 $262.54 $399.96

Page 51 of 184

MISCELLANEOUS $0.00 $0.00 $0.00 OPERATING EXPENSES $4,450.00 $3,530.48 $4,140.96 TELEPHONE $0.00 $0.00 $0.00 SALARIES $0.00 $0.00 $0.00 HEALTH & WELLNESS BONUS $0.00 $0.00 $0.00 HONOURARIUM $0.00 $0.00 $0.00 TRAINING $0.00 $0.00 $0.00 UNIFORMS $250.00 $222.00 $279.96 SPACE COST RECOVERY $8,066.00 $2,901.00 $2,900.00

$13,016.00 $6,916.02 $7,720.88 Earth Centre

FUNDRAISING/EVENT EXPENSES $7,000.00 $5,639.39 $12,044.04 MARKETING AND PROMOTION $750.00 $488.21 $720.00 OPERATING EXPENSES $4,000.00 $2,915.53 $1,779.96

$11,750.00 $9,043.13 $14,544.00 Sustainability Forum

CONFERENCE FOOD & BEVERAGE $150.00 $212.71 $240.00 MISCELLANEOUS $0.00 $0.00 $0.00 ROOM RENTAL $0.00 $0.00 $0.00

$150.00 $212.71 $240.00 Greenovations

FUNDRAISING/EVENT EXPENSES $1,900.00 $2,975.98 $1,942.20 MARKETING AND PROMOTION $50.00 $39.90 $125.04 MISCELLANEOUS $0.00 $0.00 $0.00

$1,950.00 $3,015.88 $2,067.24 Queen's Sustainability Conference

CONFERENCE FOOD & BEVERAGE $3,537.00 $0.00 $0.00 CONFERENCE FEES $542.00 $0.00 $0.00 MARKETING AND PROMOTION $458.00 $0.00 $0.00 ACCOMMODATION & MEALS $621.00 $0.00 $0.00 TAXIS / TRAVEL $0.00 $0.00 $0.00

$5,158.00 $0.00 $0.00 Sustainability Career Speaker Series

CONFERENCE FOOD & BEVERAGE $500.00 $0.00 $549.96 MARKETING AND PROMOTION $100.00 $0.00 $99.96 MISCELLANEOUS $100.00 $0.00 $99.96 ACCOMODATIONS & MEALS $150.00 $0.00 $129.96 TAXIS / TRAVEL $450.00 $0.00 $450.00

$1,300.00 $0.00 $1,329.84 Strive

CONFERENCE FOOD & BEVERAGE $0.00 ($11.95) $275.04 CONFERENCE FEES $0.00 $15.00 $0.00 FUNDRAISING/EVENT EXPENSES $250.00 $230.29 $650.04

Page 52 of 184

MARKETING AND PROMOTION $25.00 $0.00 $60.00 MISCELLANEOUS $0.00 $0.00 $0.00

$275.00 $233.34 $985.08 Youth Mentoring Youth

CONFERENCE FOOD & BEVERAGE $150.00 ($156.00) $500.04 FUNDRAISING/EVENT EXPENSES $125.00 $118.38 $234.96 MARKETING AND PROMOTION $0.00 $0.00 $0.00 TAXIS / TRAVEL $175.00 $142.95 $600.00

$450.00 $105.33 $1,335.00

Total Expenses $105,046.00 $92,352.87 $101,272.49


Appendix: Kangaroo


CLB: CLUBS



Budget Actual

2016-2017 2015-2016

Revenue

GRANTS $19,890 $0

SPONSORSHIP $20,477 $18,650

ALLOCATION FROM ASSEMBLY $52,593 $0

Total Revenues $92,960 $18,650

Expenses

CONFERENCE FOOD & BEVERAGE $1,500 $111

EQUIPMENT RENTAL $2,050 $0

MARKETING AND PROMOTION $800 $185

OPERATING EXPENSES $0 $0

PRINTING $400 $0

ROOM RENTAL $0 $85

SPECIAL PROJECTS $9,500 $18,806

TELEPHONE $0 $0

WEBSITE $700 $0

GRANTS AND BURSARIES DISBURSED $42,500 $28,711

SALARIES $31,310 $0

Page 53 of 184

HEALTH & WELLNESS BONUS $2,000 $0

HONOURARIUM $2,200 $0

Total Expenses $92,960 $47,897

Net Surplus (Deficit) $0 ($29,247)

Appendix: Jaguar


JAO: JUDICIAL AFFAIRS OFFICE



Budget Actual

2016-2017 2015-2016

Revenue

ALLOCATION FROM ASSEMBLY $25,758.00

Total Revenues $25,758.00 $0.00

Expenses

CONFERENCE FOOD & BEVERAGE $642.00 $582.11

MARKETING AND PROMOTION $2,529.00 $424.00

MISCELLANEOUS $524.00 $562.56

PRINTING $250.00 $122.87

TELEPHONE $473.00 $0.00

SALARIES $17,490.00 $0.00

HEALTH & WELLNESS BONUS $1,100.00 $0.00

HONOURARIUM $2,500.00 $0.00

VOLUNTEER APPRECIATION $250.00 $0.00

$25,758.00 $1,691.54

Net Surplus (Deficit) $0.00 ($1,691.54)

Appendix: Iguana


INT: SECRETARIAT



Page 54 of 184

Budget Actual

2016-2017 2015-2016

Revenue

GRANTS $0.00 $0.00

EVENT REVENUE $0.00 $0.00

ALLOCATION FROM ASSEMBLY $23,318.00 $115,014.46

$23,318.00 $115,014.46

Referenda & Elections

EVENT REVENUE $0.00 $0.00

$0.00 $0.00

Total Revenues $23,318.00 $115,014.46

Expenses

ADVERTISING $1,500.00 $1,613.00

EQUIPMENT RENTAL $5,170.00 $0.00

MARKETING AND PROMOTION $1,000.00 $0.00

OFFICE OPERATING $5,600.00 $696.31

PRINTING $150.00 $0.00

AWARDS AND CERTIFICATES $0.00 $28.25

TAXIS / TRAVEL $50.00 $55.05

TELEPHONE $308.00 $1,863.29

SALARIES $6,160.00 $73,020.54

HEALTH & WELLNESS BONUS $330.00 $3,586.48

WAGES $550.00 $357.41

HONOURARIUM $2,250.00 $3,488.00

VOLUNTEER APPRECIATION $250.00 $788.14

$23,318.00 $85,496.47

Assembly Operations

ADVERTISING $0.00 $3,695.40

CONFERENCE FOOD & BEVERAGE $0.00 $1,473.08

ENTERTAINMENT $0.00 $0.00

EQUIPMENT RENTAL $0.00 $0.00


PRINTING $0.00 $180.74

ROOM RENTAL $0.00 $1,337.05

WEBSITE $0.00 $0.00

$0.00 $6,978.32

Referenda & Elections

ADVERTISING $0.00 $0.00

Page 55 of 184

EQUIPMENT RENTAL $0.00 $6,000.98

MARKETING AND PROMOTION $0.00 $612.71


OFFICE OPERATING $0.00 $3,174.18

PRINTING $0.00 $0.00

ROOM RENTAL $0.00 $0.00

$0.00 $9,787.87

Total Expenses $23,318.00 $102,262.66

Net Surplus (Deficit) $0.00 $12,751.80

Appendix: Camel


VICE PRESIDENT UNIVERSITY AFFAIRS




2016-2017 2015-2016 2015-2016

Revenue


Total Revenues $14,350.00 $13,150.08 $13,150.00

Expenses

SPECIAL PROJECTS $9,200.00 $9,139.14 $8,000.00 GRANTS AND BURSARIES DISBURSED $5,000.00 $150.00 $5,000.00


Total Expenses $14,350.00 $9,391.76 $13,150.00


Appendix: Beaver


OUS: OUSA


Page 56 of 184



2016-2017 2015-2016 2015-2016

Revenue

STUDENT ACTIVITY FEES - A.M.S. $50,707.00 $50,190.04 $48,720.00 ALLOCATION FROM ASSEMBLY $11,680.00 $12,656.04 $12,655.54

Total Revenues $62,387.00 $62,846.08 $61,375.54

Expenses

CONFERENCE FEES $0.00 $0.00 $0.00


SPECIAL PROJECTS $0.00 $346.18 $200.00 ACCOMMODATION & MEALS $0.00 $1,379.83 $0.00

TAXIS / TRAVEL $0.00 $1,265.95 $0.00

MEMBERSHIP FEES $50,707.00 $49,607.20 $48,720.00

$50,707.00 $52,599.16 $48,920.00

General Assembly

CONFERENCE FEES $2,000.00 $1,871.70 $2,000.00

MISCELLANEOUS $0.00 $0.00 $0.00 ACCOMMODATION & MEALS $1,300.00 $1,933.09 $2,100.00

TAXIS / TRAVEL $550.00 $764.95 $935.00

$3,850.00 $4,569.74 $5,035.00

Lobby Conference

CONFERENCE FEES $400.00 $383.70 $400.00 ACCOMMODATION & MEALS $600.00 $87.87 $600.00

TAXIS / TRAVEL $330.00 $1,331.35 $330.00

$1,330.00 $1,802.92 $1,330.00

Partners Dinner

ACCOMMODATION & MEALS $1,000.00 $2,000.00 $1,000.00

TAXIS / TRAVEL $200.00 $286.98 $330.00

$1,200.00 $2,286.98 $1,330.00

Steering Committee

ACCOMMODATION & MEALS $160.00 $516.31 $160.00

TAXIS / TRAVEL $2,500.00 $3,441.95 $2,100.00

$2,660.00 $3,958.26 $2,260.00

Strategic Planning Retreat

CONFERENCE FEES $653.00 $889.16 $889.16

Page 57 of 184

TAXIS / TRAVEL $264.00 $369.24 $312.56

$917.00 $1,258.40 $1,201.72

Transition Conference

CONFERENCE FEES $704.00 ($242.12) $193.68 ACCOMMODATION & MEALS $756.00 $1,105.14 $1,105.14

TAXIS / TRAVEL $263.00 $193.68 $0.00

$1,723.00 $1,056.70 $1,298.82

Total Expenses

$62,387.00 $67,532.16 $61,375.54

Page 58 of 184

Appendix: Horses Alma Mater Society of Queen's University Incorporated

Social Issues Commission




2016-2017 2015-2016 2015-2016

REVENUE

DONATIONS $750.00 $725.00 $0.00


$105,665.11 $96,316.04 $95,590.65

CARED

EVENT REVENUE $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

QUEERIENTATION

EVENT REVENUE $1,495.00 $1,245.00 $1,495.00

$1,495.00 $1,245.00 $1,495.00

Gender Issues

EVENT REVENUE $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Mental Health Awareness

DONATIONS $0.00 $0.00 $0.00

EVENT REVENUE $0.00 $3,175.00 $0.00

$0.00 $3,175.00 $0.00

Peer Support Centre

DONATIONS $0.00 $3,120.31 $0.00

$0.00 $3,120.31 $0.00

Piggy For Change

EVENT REVENUE $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Publications

EVENT REVENUE $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Total Revenues $107,160.11 $103,856.35 $97,085.65

EXPENSES

ADVERTISING $250.00 $735.00 $237.00


CONFERENCE FEES $225.00 $0.00 $225.00


Page 59 of 184

MISCELLANEOUS $0.00 $1,052.08 $300.00



PRINTING $3,860.00 $487.30 $208.45


ROOM RENTAL $0.00 $0.00 $300.00

SPECIAL PROJECTS $2,818.00 $6,479.60 $1,950.00

TAXIS / TRAVEL $60.00 $64.13 $0.00

TELEPHONE $1,281.00 $1,281.48 $1,236.49

GRANTS AND BURSARIES DISBURSED $5,000.00 $2,000.00 $5,000.00

SALARIES $53,460.00 $44,576.61 $44,638.64


HONOURARIUM $2,500.00 $2,671.00 $2,500.00


TRAINING $258.00 $342.18 $216.49

$74,763.51 $64,479.44 $61,078.03

CARED

ADVERTISING $40.00 $12.98 $50.00





ROOM RENTAL $80.00 $189.84 $80.00


$490.00 $1,040.57 $730.00

Queerientation

ADVERTISING $1,220.00 $864.04 $1,611.59




OFFICE OPERATING $1,421.00 $3,163.58 $1,490.73

ROOM RENTAL $80.00 $414.85 $0.00


$3,596.00 $4,907.49 $4,027.32

Gender Issues

ADVERTISING $0.00 $0.00 $0.00




PRINTING $0.00 $0.00 $0.00

$0.00 $0.00 $0.00

Mental Health Awareness

ADVERTISING $618.00 $541.52 $477.53


Page 60 of 184


MISCELLANEOUS $225.00 $1,563.03 $0.00


PRINTING $105.00 $105.38 $55.00

ROOM RENTAL $80.00 $0.00 $300.00

TAXIS / TRAVEL $0.00 $0.00 $0.00

VOLUNTEER APPRECIATION $700.00 $1,454.23 $150.00

$2,378.00 $4,268.47 $1,582.53

Peer Support Centre

ADVERTISING $3,215.00 $976.65 $2,387.67

MISCELLANEOUS $0.00 $426.14 $20.00


PRINTING $110.00 $57.50 $40.00

PUBLIC RELATIONS $850.00 $1,952.25 $690.00

ROOM RENTAL $0.00 $0.00 $0.00

TELEPHONE $1,411.00 $1,411.26 $1,130.00


TRAINING $5,525.00 $4,402.87 $4,764.00

$13,291.00 $10,606.52 $11,126.67

Performance Outreach For Students Social Engagement

ADVERTISING $0.00 $69.47 $50.00


MISCELLANEOUS $0.00 -$35.00 $0.00

PRINTING $0.00 $9.83 $65.00

TAXIS / TRAVEL $0.00 -$14.40 $0.00


$0.00 $163.25 $415.00

Piggy for Change

ADVERTISING $50.00 $0.00 $100.00


MISCELLANEOUS $100.00 $74.08 $100.00

ROOM RENTAL $80.00 $0.00 $80.00


$530.00 $380.49 $630.00

Publications

ADVERTISING $171.60 $85.77 $76.28



MISCELLANEOUS $120.00 $0.00 $177.51

PRINTING $11,250.00 $14,816.00 $16,719.48

ROOM RENTAL $50.00 $0.00 $80.00

$12,111.60 $15,218.10 $17,496.10

Total Expenses $107,160.11 $101,064.33 $97,085.65

Page 61 of 184

Net Surplus (Deficit) $0.00 ($4,686.08) $0.00

Appendix: Lion

Policy Addition or Amendment

Submission Form

Policy Document(s): AMS Constitution Section(s): 17

Mover Seconder

Name: Tyler Lively Name: Carolyn Thompson

Position: President Position: Vice-President (University Affairs)

Email: [email protected] Email: [email protected]

Executive Summary (1-page maximum – font size 11pt)

Briefly summarize the rationale for the proposed policy change. Please identify the problem the change attempts to solve, and how the change will solve it.

Last year AMS Assembly resolved to put the Ontario Undergraduate Student Alliance (OUSA), our external lobby organization, on probation. The Special Committee on External Alignment was struck again to continue the review process of OUSA. Given the potential for the AMS to leave OUSA our goal is to make sure that our policy around alignment, and specifically around renewal and termination of membership, is clear. We felt this was not the case. We amended the policy to do the following:

1. Clearly outline that a failure to renew results in termination. 2. Clarify that the termination process is a way to terminate membership outside of

the regular triennial review and renewal process. 3. Allow for a petition as a means to commence the termination process. 4. Clarify the threshold required in a campus-wide referendum (simple majority). 5. Require that the Special Committee on External Alignment shall submit a report,

rather than a report being recommended. The amended policy aligns with the spirit of the initial policy, and was reviewed by the AMS lawyer to ensure that the amended policy is legally clear.



Page 62 of 184

Part 17: EXTERNAL ALIGNMENT WITH PROVINCIAL AND FEDERAL POSTSECONDARY EDUCATION LOBBY ORGANIZATIONS

Section 17: Full Membership

17:01:01 Full membership status in a provincial or federal postsecondary education lobby

organization shall require a two-thirds vote in favour by the Assembly and subsequent approval of

both membership and any applicable membership fee via a campus-wide referendum of AMS

members.

17:01:02 The AMS shall not be eligible for membership in any external lobby organization in which

the autonomy of the AMS would be compromised. For greater certainty, the AMS constitution and

any applicable Society policies shall at all times take precedence. The Assembly shall have the

authority to determine this eligibility.

17:01:03 Full membership status shall be subject to a review by Assembly after a period not

exceeding three years. The Assembly shall establish a special committee on external alignment

membership for this purpose. TAt the request of Assembly, the committee may shall submit a

recommendation report on the subject of status of membership and at that time, Assembly shall

determine vote whether to on renewing full membership. Renewal of full membership shall require

a two-thirds majority vote. Should the vote fail, full membership shall terminate.

17:01:04 Termination of full membership status shall may be initiated at any time by require both a

two-thirds vote in favour by Assembly and subsequent approval via a campus-wide referendum of

AMS members.

i. Members at large, who may present Assembly with a petition containing the signatures of no less than XX% of the membership of the Society. Assembly shall vote on whether to approve the petition. Approval shall require a 2/3 vote in favour; or,

ii. A 2/3 vote of members of Assembly.

The termination process shall also require a simple majority vote in a campus-wide referendum of

AMS members, in accordance with Society policy on referenda, to be held no later than one month

after initiation of the termination process described in either (i) or (ii) above..

This undertaking to terminate membership may not occur more than once every three years.

Page 63 of 184

17:01:05 Consideration of a proposed increase in a membership fee shall be deemed distinct from

consideration of continued membership in an external organization and thus shall be subject solely

to a vote by Assembly. Approval of an increase in a membership fee shall require a three-quarters

vote in favour by Assembly.

Appendix: Monkey


Submission Form

Policy Document(s): AMS Constitution Section(s): 3.03

Mover Seconder

Name: Tyler Lively Name: Dave Walker

Position: President Position: Vice-President (Operations)




Last year, Assembly removed Annual General Meeting as a mechanism for passing student activity fees. This was done for two reasons:

1. AGMs are poorly attended, and have not reached quorum in at least 5 years. 2. Special interests are able to bring large crowds of supporters with a lot to gain,

and thus able to sway the vote. The belief of the Assembly was that students at large should always be involved in making decisions about fees. They thought that referendum was the only way to have a reasoned, informed debate. We agree, and therefore want to solidify the changes. Our proposed solution is to require a referendum to change sections 3.3.1 – 3.3.3 of the AMS Constitution. These changes enshrine the rights of students at large to have the final say on all fees. We want to safeguard against the potential for special interests – whether that be the University, AMS, or other group – to push through a change to the Constitution that would allow fees to be passed through AGM.


Page 64 of 184

Section 3.03 Student Activity Fees

3.3.1 There shall be no dues or fees payable by Society members except those established by referendum.

3.3.2 All student activity fees, unless exempted by Assembly as funding an essential service, shall be subject to a triennial review in accordance with the Society policy on student activity fees.

3.3.3 Notwithstanding Section 20.1, amendment of 3.3.1, 3.3.2, or 3.3.3 shall require a binding question through campus-wide referendum in accordance with the Society policy on referendaum. The questions shall read for each article respectively:

i. “Do you agree that all AMS student activity fees shall be established only by a campus-wide referendum?”

ii. “Do you agree that all AMS student activity fees, except those exempted by AMS Assembly, shall be subject to a vote at a campus-wide referendum every three years?”

iii. “Do you agree that amendments to subsection 3.3.1 or 3.3.2 of the AMS Constitution shall require a question in a campus-wide referendum?”

3.3.1 In the case of (iii), the Elections Team shall include the wording of subsection 3.3.1 and 3.3.2

alongside the referendum question. Notwithstanding subsection 4.1.12, Assembly shall not have authority to

adjust these referendum questions.

3.3.2

3.3.33.3.4 Responsibility for interpretation of member eligibility for student activity fee levies rests with the Vice-President Operations.

3.3.43.3.5 Should it be decided that dues or fees will be levied against the Society members, the Office of the University Registrar shall be empowered to collect from all Society members all the non-academic fees as approved from time to time by the membership and forward them to the Society. The VP Operations shall be responsible for ensuring that said fees are expended in a manner consistent with the conditions and intent of the relevant referendum question that established each fee. Assembly shall be notified of any decision by the VP Operations to withhold funding from a fee recipient for non-compliance with this requirement. shall be subject to Assembly approval.

3.3.53.3.6 Responsibility for ensuring that the student activity fee schedule is comprehensive and accurate, and that this information is transferred to the Office of the University Registrar in timely fashion, rests with the Vice-President (Operations). The schedule for the total non-academic fee will be presented to the Assembly for information purposes as soon as its level has been ascertained.

3.3.63.3.7 Student activity fees may be either mandatory or optional; may be collected for a designated period or until a specified monetary target is reached; and may be subject to automatic annual increases in accordance with some fixed percentage or index. For any of the above conditions to take effect they shall have appeared in the referendum question.

All student activity fees, unless exempted by Assembly as funding an essential service, shall be subject to a triennial review in accordance with the Society policy on student activity fees.

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3.3.73.3.8 Refunds of student activity fees for students withdrawing from the University after registration will be made in accordance with the University policy on refunds of academic fees.

3.3.83.3.9 Any individual or group of individuals who wish to place a question on a referendum ballot asking for the creation of a student activity fee funded by undergraduate students must be affiliated with, or sanctioned by, the AMS, a Faculty Society, the Administration of Queen's University or a Faculty or Service of the University. Off-campus groups shall be eligible, insofar as they demonstrate to the VP Operations that they provide a service to all AMS members that is not available on campus and is deemed of value to AMS members by the members of AMS Assembly, provided eachAssembly. Each has off-campus group must been sanctioned by an AMS member or group and that it is must be AMS members who have satisfied the requirements for placing the question on the referendum ballot.

3.3.93.3.10 Any group whose fees are distributed by the Alma Mater Society and who does not claim any portion of their student activity fees by Friday of the first week of classes in January of the academic year in which the fee is collected, shall lose all right of claim to their fee. The fee shall then be allocated to another group in accordance with the AMS student fee policy. If it is determined by the VP Operations that a student fee recipient has become defunct or otherwise inoperative, its funding shall be withheld and its fee shall automatically be removed from the student fee slate.

Appendix: Nyala


Submission Form

Policy Document(s): AMS Constitution Section(s): 5.1.1 (vii)

Mover Seconder

Name: Dave Walker Name: Tyler Lively

Position: VP Ops Position: President




The purpose of this constitutional change is to reflect the reporting structure within the AMS. As it currently stands the 3 service directors; Hospitality and Safety, Retail, and Media Services directors all sit as non-voting assembly members as well as non-voting members on the AMS Board of Director’s. Our intention is to change the composition from the “AMS Council” to AMS Commissioners and Club’s Manager. The need for the change is a result of the redundancy of having the service director’s and VP Ops at assembly. Since assembly doesn’t approve corporate budgets, the service directors are simply a point of information should anything service related arise, where the VP Ops has always been well equipped to speak to corporate matters that come to assembly. While the change would remove them from a member of assembly, the service


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director’s would retain their role reporting to the Board of Director’s and would attend any assembly where the executive see that their participation is pertinent to the discussion at hand.

Section 5.1.5 Assembly

5.1.1 The non-elected non-voting members of the Assembly may include:

(i) (a) a Speaker, who shall be appointed by the new voting members of the Assembly as

soon as possible after they have been installed. The Speaker shall chair all meetings of the

Assembly, and shall enforce the Assembly Rules of Order.

(b) a deputy Speaker from the voting members of the Assembly who will assume the

duties of Speaker in the event of his/her absence;

(ii) a Scribe, who shall be a paid employee of the Society; (iii) an Honorary President, who shall be a graduate, a member of the academic or

administrative staff of the University or a friend of the University. He/She shall be

appointed annually by the Assembly upon the recommendation of the Council;

(iv) the Rector;

(v) persons appointed by the Board as non-elected non-voting members of the Assembly

for the purpose of enabling them to qualify as Directors of the Corporation;

(vi) the President of the Society of Graduate and Professional Students whose role would

be limited to speaking on behalf of the SGPS Executive Committee or SGPS Council;

(vii) the members of AMS Council the AMS Commissioners and Club’s Manager

(viii) AMS Clubs Manager

(ix) AMS Secretariat

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(x) Undergraduate Trustee (xi) Student Senate Caucus Chair (xii) President of the Residence Society (xiii) _________the Chair of the Board of Directors

(xiv) the Clubs Manager

Appendix: Ostrich


Submission Form

Policy Document(s): Policy Manual 1 Section(s): Section 7, Part E: Club Grants

Mover Seconder

Name: Grace Kim Name: Carolyn Thompson

Position: Clubs Manager Position: VPUA




The proposed policy change for Section 7, Part E: Club Grants will see the addition of the Clubs Bursary program and the New Clubs Grant, as well as amendments to the current Club Grants. The Clubs Bursary program was first started in Winter 2016 as a trial run and has proved to be an immense benefit for students looking to attend club events and/or initiatives but face financial barriers. The Clubs Office would like to continue providing this support so that all students are able to enjoy different opportunities on campus. The New Clubs Grant will introduce financial aid for newly ratified clubs. This grant is intended to help with starting costs so that clubs are able to promote themselves on campus to gain students to join as members. The addition of this grant to the office will provide more support for our new clubs as they find their place on campus. The Clubs Experience Grant will continue to support events and/or initiatives on campus that provide a positive benefit for members of the Queen’s and/or Kingston communities. This grant will be open for any ratified club to apply too. Both the bursary program and the two grants have an extensive criteria and review process, for the very purpose of being financially transparent and responsible. The proposed changes not only keeps the Clubs Office accountable by offering feedback on all grant applications, but keeps successful applicants accountable as well with the mandatory report form.



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Section 7, Part E: Club Grants and Bursaries

1. General The Clubs Office shall ensure that:

A. The Clubs Grants Committee shall meet once in each of the summer, fall, and winter terms

B. The Clubs Manager shall have the discretion to convene the Club Grants Committee in order to consider grant applications for groups which, for justifiable reason, would not be able to take advantage of the regular Fall and Winter grant allocation periods. Reasons may include, but are not limited to, a yearly school schedule that prevents funding in the regular Fall and Winter periods from being of any meaningful use to a group. It shall be the responsibility of the group in question to demonstrate this to the Grant Allocation Committee in their grant proposal. The sum of grants allocated outside the regular Fall and Winter grant allocation periods shall not exceed $4000. Assembly shall be notified at the next available meeting.

C. At the beginning of each term, application forms shall be made available and advertised.

D. The Clubs Grants are advertised on myams.org or in campus media at least one week in advance of the application being made available, with further

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advertising continuing throughout the application period E. In deciding on the allocation of such funds, the Clubs Grants Committee

shall, at its discretion, conduct interviews with all clubs that apply. F. All groups are subject to Club Discipline as outlined in the Non Academic Group

Discipline policy and therefore can have any grant taken away for that year if the funding is abused or the group violates the Code of Conduct

2. Eligibility The following restrictions shall apply to organizations seeking Clubs Grants:

A. The group applying is recognised as a currently ratified Queen’s club B. Applicants are representative of a non-profit club that does not already

receive operational funding from the AMS/SGPS for the event/activity under consideration

C. The group applying for funding has no partisan affiliation to any registered Canadian political party

D. The group applying has attended all mandatory workshops run by the Clubs Manager in the same academic year.

E. The group is not able to receive funding without a bank account set up under the name of the club, to be approved by the Club Manager

F. A report of how the funding was expended and any receipts shall be submitted to the Clubs Manager within six (6) months of receiving the funds or thirty(30) days after

expending the funds, whichever comes first.

3. Application Process A. The applications to be considered shall include:

I. a report detailing the purpose of the club initiative; II. a proposed budget, detailing the anticipated use of the additional funds

B. In deciding on the allocation of such funds, the Club Manager shall at their discretion, arrange for interviews with any club which apply.

4. Criterion of Selection A. The following clubs shall be given priority in the Clubs Grants allocation process:

I. Clubs which have not previously received a clubs grant in the same academic year

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II. Clubs whose event/activity under consideration presents tangible benefits to the Queen’s community. This includes Queen’s associated charitable organizations that require money to cover operating expenses

III. Clubs which have made a significant effort to raise other funds to help offset costs. In no situation should any applicant rely solely on a Clubs Grant for operational money.

B. How previous grant funding was used shall also be used as a factor in deciding allocation of grants

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Clubs Bursary

Mandate

The Clubs Bursary Program is intended to provide support to Queen’s students who wish to attend

or participate in a sanctioned Queen’s club event and/or initiative but face financial barriers. The

bursary is designed to subsidize the partial cost of the event/initiative. Advertisements/postings of

the clubs bursary shall be released on social media and the Clubs Portal and shall be advertised

throughout the year. The maximum funding that an individual may receive from this grant will be

$100.

Eligibility/Criteria

1. Funding shall be allocated to applicants who demonstrate a need for financial aid

2. The applicant must fill out and submit a completed application at least two weeks prior to the

event and/or initiative

3. The applicant must be a Queen’s student and have paid the full slate of AMS or SGPS student

fees

4. The applicant shall submit a report form for the funds used within thirty days of using the funds

Review Process

1. The Clubs Manager will review the applications on a rolling basis throughout the year. The

Clubs Office shall, in all aspects, reflect the importance of maintaining complete confidentiality

and privacy with respect to applicants and recipients. The Clubs Manager, the VPUA, and the

SGPS designate shall be the only personnel who shall have knowledge of the applicants’

identities.

2. The Clubs Manager, in consultation with the VPUA and SGPS designate, shall review all

applications and determine which shall receive a Clubs Bursary program.

3. Immediately upon this determination, all applicants shall be notified in writing as to the status

of their application.

Funding

The allocations for the clubs bursary shall be set/approved annually by the AMS Assembly and shall

appear as a line item under the Clubs Office budget.

New Clubs Grant

Mandate

The New Clubs Grant is intended to provide initial assistance for new clubs (ratified within the last

year). This grant is in place to aid with the financial barriers that new groups face. This will

encourage new groups to grow their presence on campus. This grant should not be relied on for full

financial support, but rather assistance. The maximum funding that a club may receive from this

grant will be $100.


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1. The club will be a newly Queen’s-affiliated student club, except those directly associated with

registered political parties or external companies (not including Queen’s associated charitable

groups)

2. The club must demonstrate an effort to raise funds, or have other sources of funding

3. The club must have a bank account set up in the name of the club at the time of submitting

their application

4. The club may only receive this grant once after ratifying as a Queen’s club

5. The club must pick up their cheque within sixty (60) days that grant results are released and

sent to applicants via email

6. The club shall submit a report form within thirty (30) days of spending the funds.

7. If a club does not pick up their cheque or submit a report form, the club will be ineligible to

apply for the remaining granting periods of that year.

8. Any improper use of the money as specified by the Grants Review Committee shall result in a

reimbursement of the full amount to the Queen’s Clubs Office.

Review Process

1. The Grants Review Committee will meet once each granting period: Fall, Summer, and Winter

to review the applications and to allocate funds

2. Late applications will not be accepted, unless previous alternate arrangements were made

with the Clubs Office at least three days before the grant application deadline

3. The Grants Review Committee will determine allocations based on the club’s application

4. Clubs will be notified of grant results one week after the Grant Review Committee meets

5. Clubs seeking feedback in regards to grant decisions shall follow up with the Clubs Office up to

thirty (30) days after they have been notified of grant results

6. All groups are subject to Club Discipline as outlined in the Non Academic Group Discipline

Policy and therefore can have any grant taken away for that year if the funding is abused or

the group violates the Code of Conduct.

Funding

The allocation for the new clubs grants shall be set/approved annually by the AMS Assembly and

shall appear as a line item under the Clubs Office budget.

Clubs Experience Grant

Mandate

The Clubs Experience Grant is intended to continue to assist clubs in enriching student culture and experience on campus. This grant will only support events and/or initiatives that provide a positive

benefit to members of the Queen’s community.


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1. The club shall be an Queen’s-affiliated student club, except those directly associated with

registered political parties or external companies (not including Queen’s associated charitable

groups)

2. The club shall have a bank account set up in the name of the club at the time of application

3. The club shall submit a bank statement from the same month as the grant application deadline

4. The club shall demonstrate an effort to raise other funds. No club should rely solely on this

grant for operation money.

5. The club

6. The club shall have attended all Clubs Caucus’ leading up to the grant deadlines.

7. The club must pick up their cheque within sixty (60) days that grant results are released and

sent to applicants via email

8. The club shall submit a report form within thirty (30) days of spending the funds.

9. If a club does not pick up their cheque or submit a report form, the club will be ineligible to

apply for the remaining granting periods of that year.

10. Any improper use of the money as specified by the Grants Review Committee shall result in a

reimbursement of the full amount to the Queen’s Clubs Office.

Review Process

1. The Grants Review Committee will meet once each granting period: Fall, Winter, and Summer

to review the applications and allocate funds

2. The Clubs Manager shall have the discretion to convene the Club Grants Committee in order to

consider grant applications for groups which, for justifiable reason, would not be able to take

advantage of the regular Fall and Winter grant allocation periods. Reasons may include, but

are not limited to, a yearly school schedule that prevents funding in the regular Fall and

Winter periods from being of any meaningful use to a group. It shall be the responsibility of

the group in question to demonstrate this to the Grants Review Committee in their grant

proposal. The sum of grants allocated outside the regular Fall and Winter grant allocation

periods shall not exceed $4,000. Assembly shall be notified at the next available meeting.

3. In deciding on the allocation of such funds, the Grants Review Committee shall, at its

discretion, conduct interviews with all clubs that apply.

4. Late applications will not be accepted, unless previous alternate arrangements were made

with the Clubs Office at least three days before the grant application deadline

5. The Grants Review Committee will determine allocations based on the club’s application

6. Clubs will be notified of grant results one week after the Grant Review Committee meets 7. Clubs seeking feedback in regards to grant decisions shall follow up with the Clubs Office up to

thirty (30) days after they have been notified of grant results

8. All groups are subject to Club Discipline as outlined in the Non Academic Group Discipline

Policy and therefore can have any grant taken away for that year if the funding is abused or

the group violates the Code of Conduct.

Funding

The allocation for the new clubs grants shall be set/approved annually by the AMS Assembly and

shall appear as a line item under the Clubs Office budget.

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Appendix: Goal Plans

Academic Affairs

Commission

Goal Plan

2016-2017

Prepared by: Leah Brockie, Academic Affairs Commission

Prepared for: Carolyn Thompson, Vice-President (University Affairs)

[email protected]


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Executive Summary:

The academic experience of undergraduate students at Queen’s is truly exceptional.

Students come to Queen’s because it is a fundamentally balanced student experience. An

exceptional classroom experience, strong preparation for their life post-graduation, and full

student life characterize the Queen’s experience. The role of the Academic Affairs

Commissioner is to work to preserve and enhance this balance, while ensuring that we are

consistently striving for excellence in each of these three areas.

An exceptional classroom experience at Queen’s must include instructors that care about

their students’ learning experience, providing engaging classes while consistently striving for

better. It must be a well-rounded academic experience, building on the traditional learning

experience to include research skills, from the very beginning of post-secondary education.

With Queen’s students accessing second university degrees at a substantially higher rate than

the national average, promoting undergraduate research is necessary to prepare students for

future academic success. This will be materialized a variety of ways, including an

undergraduate research crawl, the establishment of more undergraduate research journals, and

acknowledging and rewarding faculty mentorship. Through the Undergraduate Research

Working Group, under PACTL, bigger, more audacious goals, such as the creation of a

centralized undergraduate research office, can be explored.

A full student life is one of the most defining features of a Queen’s student. Queen’s

students are invested in their community, and their learning environment. Students must be

engaging with the academic issues that shape their university experience. Consistent research-

based publication of briefs and policy is essential for students to be kept informed of the issues

that affect them. The conference held by the Student-Faculty Relations Committee in the winter

provides a solid foundation to build off, to facilitate consistent dialogue with students. Better

promotion and a strategic marketing plan for Commission events will result in better turn-out.

Pursuing dialogue as much as possible is vital, whether this is through establishing a stronger

social media presence, or more determined outreach activities to different student groups and

faculty assemblies.

Finally, to enhance the student experience I will work with the Ontario Undergraduate

Student Alliance to promote our students’ interests at the provincial level. These interests

include advocating for greater accessibility within the new tuition framework, improving credit

transfer between Ontario’s post-second institutions, providing exceptional experiential learning

opportunities, and voicing student concerns in ongoing consultations on the provincial funding

formula. These are issues vital to enhancing higher education for our students, and all Ontario

students.

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Despite differences of programs, interests, or passions, academics are the one thing that

unites all Queen’s students together. Regardless of differences, every single student came to

Queen’s for the exceptional academic experience this university promises. The role of the

Commissioner is to preserve and protect this experience, while at the same time advocating for

improvements wherever possible. I believe the priorities I have outlined above will

fundamentally enrich the undergraduate experience, and I will work tirelessly to advance these

goals.

Striving for excellence,

Leah Brockie

Preliminary Review & Statements

1. Situation Analysis

i. Commission Mandate

The Academic Affairs Commission strives to ensure that student voices are heard

and represented on all issues relating to the student academic experience. The

Commission educates students on important issues relating to their academic

experience, consults with students to inform advocacy stances and represents an

educated student voice to Queen’s University and the Government of Ontario.

Furthermore, the Academic Affairs Commission provides support to students with

academic grievances, promotes a community of teaching and learning on campus and

contributes the student perspective to many of the University’s working groups.

ii. Past Year Review

The Academic Affairs Commission over the last year has focused on a variety of

advocacy efforts. Externally, a notable OUSA campaign was planned and run, called for a tuition

freeze within the province. This was planned by Steering Committee and promoted by the

External Advocacy Coordinators on campus. The Commissioner and Policy Deputy also worked

on an OUSA Online Learning policy paper. Also externally was a focus on improving credit

transfer between provincial institutions. The Commissioner began to sit on the ONCAT Student

Advisory Board, by virtue of our OUSA membership, and worked with ONCAT to make

transferring credits a more accessible and simple process. The Commissioner will continue to sit

on the ONCAT Student Advisory Board this year.

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Internal advocacy focused on a variety of issues, with a strong focus in the second half

of the year on teaching evaluations. This work is ongoing, and the AMS President continues to

sit on the USAT Committee.

Before the turnover of AACs, student engagement with the Commission was also a

strong priority. The Commissioner consistently engaged students over social media, particularly

with a strong Twitter presence. The establishment of a blog written by the Commissioner was

another effort to keep students informed and engaged with academic issues on campus. This is

an effort that should continue to be prioritized on campus, to create a more informed student

body on the academic issues that influence their Queen’s experience.

The Academic Grievance Centre had a very successful year, with a record number of

cases and students accessing the centre. Strong officer training programs were established, with

biweekly trainings conducted by the AGC Director. In January, 2016, a policy at AMS Assembly

was passed to merge the AGC with the Peer Support Centre. The purpose of the merger was to

expand the space the PSC had access to, with a rapidly growing number of students accessing

this service. Unfortunately, upon investigating the operationalization of the merger it became

clear that this will not be possible, because of fundamentally different services offered by each

centre, and reasons of insurance.

iii. SWOT Analysis

Strengths

The Academic Grievance Centre has successfully increased awareness of its services on campus, and had a record-setting number of cases helping students navigate the academic grievance process in 2015/2016.

The AAC has fostered very positive relationships with several key centers and administrators within Queen’s University, enabling close collaboration with the Centre for Teaching and Learning, Career Services, and the Office of the Vice Provost Research.

The time the Commissioner has been able to dedicate to studying academic issues has made the AAC an important member of Steering Committee, and has made the contribution of the AMS even more effective.

Weaknesses

The Policy Committee was brought under the AAC last year, but struggled to create cohesive, comprehensive policy because of the disjointed nature of part-time volunteers’ contributions. The mandate of the Committee in Policy Manual 2 as it currently stands is vague.

Because of the ineffectiveness of the Policy Committee, research responsibilities have been ineffectively dispersed between positions without clear distinctions being made between the Committee and the Policy Deputy.

The Syllabus Bank has been an ongoing project within the Commission for the last few years, and has taken far too long to

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complete. Because of this, the Commission has lost momentum with faculty in collecting syllabi and completing the project.

The roles of the External Advocacy Coordinators are extremely inconsistent time-commitment wise, with a heavier time commitment around OUSA’s Fall General Assembly, but very sparse duties for the rest of the year. This volunteer position may not provide an enriching experience for most of the school year.

Opportunities

With the creation of the Undergraduate Research Working Group, under the Provost’s Advisory Committee on Teaching and Learning, there is currently a great deal of administrative support for advancing undergraduate research.

Undergraduate research is an outstanding opportunity to bridge the gap between teaching and research focused faculty.

With the publishing of the Experiential Learning Working Group’s report last year, the University and Career Services have committed a great deal of resources to advancing Experiential Learning (EL) at Queen’s.

Several EL committees have been struck under Career Services and the Centre for Teaching and Learning (CTL), all including the Commissioner.

A new Provost at Queen’s provides the opportunity to establish a close working relationship between the AAC and the Office of the Provost and Vice Principal Academic.

With the current Ontario Tuition Framework expiring in 2017, the coming months will be an important time for consultation and conversation, through which the AMS should continue to work with OUSA.

Threats

Constrained University resources may hinder the advancement of undergraduate research initiatives and advancements, such as the proposal of an undergraduate research centralized office.

The strong research emphasis within Queen’s University can lead to the sacrifice of teaching-focused faculty.

With the proposed merger between the Peer Support Centre and Academic Grievance Centre, the 2016/2017 AGC director was not hired in the spring. This means there will be less time for training and marketing of the Centre for the coming school year.

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B. Overall O.G.S.M. – Objectives, Goals, Strategies, Measures

1st Objective:

Goals Strategies Measures!

Promote the development and growth of department or faculty-specific undergraduate research journals, with at least two new journals being created over the 2016/2017 school year.

● Work with faculty societies to develop undergraduate journals, learning from past successes (ex. Politicus, in ASUS) to inform the new initiatives.

● Share ideas and best practices through Academic Caucus in September and October, looking into proposals being drafted by late fall semester.

● Discussions with faculty societies are started by October

● Proposals, including funding proposals, are created for two new journals by December

● Proposals are brought to respective Assemblies by January

Host an Undergraduate Research Crawl, similar to those hosted by the University of Alberta’s Undergraduate Research Initiative.

● The Research Crawl can be hosted by the Engagement Deputy, and perhaps the Student-Faculty Relations Committee, to display different research opportunities, labs, and sites across campus in an effort to display research opportunities to undergraduate students.

● The Engagement Deputy may wish to contact the University of Alberta’s Undergraduate Research Initiative Office to understand how they were successful in marketing and running the crawl.

● The Deputy may wish to partner with a specific faculty society to create a faculty-specific initial crawl.

● The Research Crawl is planned by the end of December

● The Crawl happens within the month of January

● It includes at least 4 undergraduate research hubs/sites

● At least 40 students are signed up for the Crawl (at least 4 groups of 10)

To promote and advance undergraduate research at Queen’s University

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2nd

Objective:

Establish an Undergraduate Research Mentorship Award within the Teaching Awards Committee, to be awarded at the spring ceremony

● The Teaching Awards Committee will create the award’s metrics in fall semester, and will open nominations consecutively with the Frank Knox and Christopher J. Barnes Awards.

● The Undergraduate Research Mentorship Award is created and marketed consecutively with the other standard T.A.C. awards

● The award receives at least 10 nominations

● The award is presented at the Teaching Awards ceremony in the spring

Work through the Undergraduate Research Working Group, under the Provost’s Advisory Committee on Teaching and Learning, to advocate for the expansion of undergraduate research opportunities and resources.

● This working group will discuss a variety of aspects of undergraduate research, with one being the creation of a centralized undergraduate research office. I will work to provide research-driven insight, such as examining the models of other universities like the University of Ottawa, and the University of Saskatchewan, to advocate for the establishment of an office like this at Queen’s.

● Valuable and informed insight is consistently provided at the meetings of this Working Group.

To generate research-drive policy to create more effective advocacy

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● Build on the capacity of the Policy Committee as a research body

● Utilize the Policy Committee as a research body to inform the writing of policy, rather than the actual writing and editing stages.

● Use the committee chair to delegate research work, while the actual writing of policy is left to the Chair, Policy Deputy, and Commissioner.

● The work coming out of the committee is well-informed, well-researched, while the written content is cohesive and comprehensive.

● The research of the committee is well annotated, and is periodically reviewed by the Policy Deputy and Commissioner to verify research.

● Explore the feasibility of utilizing the External Advocacy Coordinators as research-roles to inform OUSA policy

● During the majority of the school year when the EACs do not have heavy OUSA responsibilities, this role can be utilized to conduct OUSA-related research to inform policy being written by the AAC, VPUA, or Policy Deputy.

● The EACs may wish to be ex-officio members of the Policy Committee to receive research-training, and collaborate on projects.

● These new responsibilities will provide a more meaningful volunteer experience.

● External Advocacy Coordinators report higher levels of satisfaction with their contributions to the Commission through this role.

● Exit-surveys implemented for this position beginning this year, and can be carried forward as the position is changed over coming years.

● OUSA-related policy is well-researched, while reducing the research workload on the VPUA, the Policy Deputy, and the Commissioner.

● Utilize the Policy Committee to write “Issue Briefs” on different academic issues that can be posted

● Topics of issue briefs can be decided upon monthly at Policy Committee meetings, on relevant academic topics.

● These briefs will be no longer than one page, explaining to students the key issues and impacts of different topics. Ex.

● A monthly issue brief is published by the Policy Committee and disseminated via Facebook and Twitter and posted on the AMS blog

● Each brief is presented at one Assembly each semester.

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3rd Objective:


● Increase the visibility and use of the Academic Grievance Centre on campus.

● Work with the incoming Director over the summer months to develop a comprehensive marketing timeline, with a targeted focus on marketing to first year students during Orientation Week.

● Plan and execute specific marketing campaigns targeted at specific times throughout the school year, such as a midterms-focused campaign. These can be run during peak months for the Centre, like November and March.

● Create a comprehensive recording system where all cases are recorded, including brief visits and phone calls.

● Have a marketing timeline in created by the end of July

● Have 200 recorded visits by the end of the 2016/2017 academic school year – approximately a 60% increase from last year.

The tuition framework, e-portfolios, etc.

● These issue briefs are subject to review by the Policy Committee Chair, the Policy Deputy, and the Commissioner if necessary.

To increase student engagement with all aspects of the Commission.

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● Increase engagement with the Commission on social media

● Have the Engagement Deputy, and the Student-Faculty Relations and Teaching-Awards Committee Chairs receive training in visual identity standards.

● Have the Engagement Deputy come up with a comprehensive marketing plan (and timeline) with each of her committee chairs, working with the incoming Marketing Deputies.

● Consistently post engaging and relevant information to the AAC Twitter.

● Increase the AGC’s Facebook presence

● All Facebook posts from Engagement committees meet visual identity standards.

● The Engagement Deputy and Marketing Deputy will meet monthly.

● Post at least twice a week from the AAC Twitter.

● Hit 1000 likes on the AGC Facebook Page.

● Increase turnout to Student-Faculty Relations Committee events, in order to better raise awareness of academic issues at Queen’s.

● Improve branding and marketing of all Committee events by working with the Marketing Deputy.

● Run the Engagement Conference (“The Forum”), and begin marketing in the fall semester so that turnout at the February conference meets goals.

● Substantial turnout increases at Last Lecture on Earth Series events, with at least 50 attendees at each event.

● The establishment of a Last Lecture on Earth Series Facebook Page by September, reaching 300 likes by December.

● Complete the Syllabus Bank to provide students a simple way to access previous syllabi to make more informed course selection decisions

● Work through Academic Caucus to collaborate with faculty society academic reps to create systems for the collection of syllabi from each department and faculty.

● Have the ASUS DSCs be responsible for the collection of their departments’ syllabi.

● Explore necessity of hiring a Special Projects Deputy to complete the Excel spreadsheet needed by the Library.

● The spreadsheet is completed by December

● A system is established with each faculty society for collection by October

● All winter semester syllabi are collected in accordance with the established system.

● Work with the Graduating Students’ Transition Network to meaningfully support students as they transition out of their undergraduate programs

● Continue to plan support campaigns to be launched in the winter semester.

● Assist in running QYourFuture events, and advertising them through the AMS.

● Graduating students feel supported as they access resources and attend events.

● QYourFuture Events are well-attended by posting each event on the AAC twitter

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● Publish at least two policy papers throughout the year on relevant academic issues

● Using the research of the Policy Committee, write two policy papers outlining the position of the AMS on academic issues facing Queen’s students. For example, the tuition framework could be a policy topic.

● At least one policy paper per semester is published.

C. Supporting Documents

1. Timeline

June

- Post AGC Manager position on AMS Apply

-

- Discuss with External Advocacy Coordinators and the Policy Deputy the feasibility of the

EACs conducting research as part of their weekly time commitment

- Begin working through the PACTL Undergraduate Research Working Group to explore

ways to work with administration in advancing larger goals and projects

- Work with the Centre for Teaching and Learning and their summer student to create an

online Undergraduate Research hub

- Work with the Library to finalize Letter of Agreement on Syllabus Bank

- Begin posting twice a week to the AAC Twitter

- Have the master course list from the Registrar’s office

July

- Hire an AGC Manager and begin transition within the first two weeks of July

- Have a new AGC logo completed by the end of July

- Receive AGC marketing timeline from the manager by July 31st

- Post twice a week to the AAC Twitter

- Determine relevant topics for the policy papers to work on throughout the year (ex. The

tuition framework) by the end of the month

- Write first OUSA blog to be submitted by July 27th

August

- Order all AGC promotional material by the first week in August to have it for Orientation

Week

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- Work with the AGC Manager to develop a strong data collection system for the Centre to

use throughout the year. Have this in place before September 1st.

- Reach out to Politicus, QSURJ, and Data editors to learn more about their operations,

budgeting, and experiences by August 19th.

- Work with the Policy Deputy to draft a clearer mandate for the Policy Committee, and

determine how the committee will effectively operate throughout the year. Complete this

before September 1st so it is ready for fall hiring.

- Meet with Academics Commissioner in ASUS to plan collaboration on Syllabus Bank,

particularly the role of DSCs in the collection process

September

- Meet with each faculty society’s academic representative, and begin meeting regularly

with Academic Caucus within the first two weeks of September

- Best-practice sharing on undergraduate research journals in Academic Caucus (ASUS,

Compsa)

- Hire Policy Committee chairs and Committee members

- Training for Engagement Deputy and committee chairs in visual identity standards by

Marketing Deputy or the Brand Coordinator

- Targeted AGC marketing push during Orientation Week and throughout September to

first year students, including residence presentations

- Growing AGC Facebook presence

- Working with all faculty academic reps, establish a system for the collection of syllabi for

the Syllabus Bank; ensure system with ASUS DSCs is in place and operating

October

- Policy Committee publish first monthly issue brief by the last Friday of the month,

October 28th.

- Student Faculty Relations and Engagement Deputy begin to plan winter conference

- Continue to post engaging material on the AAC twitter.

- Publish first policy paper on relevant issue in higher education (ex. Experiential Learning,

e-Portfolios) by October 31st.

November

- Policy Committee publishes second monthly issue brief by November 25th.

- Engagement begins to advertise Undergraduate Research Crawl registration within the

first two weeks of November.

- Engagement hosts the Undergraduate Research Crawl by November 25th.

- Begin discussions with faculty society executives, in conjunction with their academic reps,

about establishing new undergraduate research journals by the end of November.

- AGC midterms advertising campaign the week before midterms.

- Have Spring GA rooms booked, and contact hotels about pricing by the end of November.

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- Fall GA from November 4-6

- Lobby Con from November 28th to December 1st.

December

- Policy Committee publishes third monthly issue brief by December 16th (earlier to

accommodate exams, Christmas break)

-

- AGC exams advertising campaign from December 2nd to December 6th (in person and over

social media)

- Begin planning logistics for Spring GA (speaker ideas, meals, etc.)

January

- Policy Committee publishes fourth monthly issue brief by January 27th.

- Engagement Deputy and Student Faculty Relations finish planning the conference; strong

focus on advertising throughout the month.

- Establishment of Undergraduate Research Mentorship Award, and advertising of the

award

- Bring one proposal for the establishment of a new research journal to respective society

executive by the end of January.

- OUSA must be notified in writing by January 6th if we intend on bringing our

membership to a vote by the final Assembly (April 6th)

February

- Policy Committee publishes fifth monthly issue brief by February 24th.

- Student-Faculty Relations Committee academic conference by February 17th.

- Publish second policy paper by February 28th.

- All hotels, meals, speakers, and socials should be confirmed for Spring GA by the end of

the month.

March

- Policy Committee publishes sixth monthly issue brief by March 31st.

- Second AGC midterms advertising campaign

- Work with the Graduating Students’ Transition Network to launch campaign and run

related events (dates dependent on Career Services)

- Reach out to Career Services to plan and launch a QUIP awareness campaign among

students from March 20th to 24th.

- Spring GA to be hosted at Queen’s from March 3rd to 5th.

- External Alignment Committee discussion at March 30th Assembly

April

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- Policy Committee publishes seventh monthly issue brief by April 28th.

- Establishment of two undergraduate research journals by the end of the year

- 1000 likes on the AGC Facebook page by this point

- If OUSA membership is put to a vote, it would have to be done latest at the April 6th

Assembly.

Ongoing

- Provide meaningful contributions to the PACTL Undergraduate Research Working

Group, consistently checking in with the CTL in particular

- Work with the ASUS Executive to assist in advancing undergraduate research priorities

within their faculty and the University

- Be an engaged member of the ONCAT Student Advisory Board

- Provide meaningful contributions to the e-portfolio working group, ensuring a focus on

the articulation of co-curricular experiences and the skills gained

- Voice student needs, interests, and concerns on the Experiential Learning Hub committee,

and relay this information to the ASUS executive as a model for their project going

forward

- Engage the student body on academic issues that are shaping their experiences, by

presenting at faculty society assemblies, or sending issue briefs or policy stances, and

ensure a strong social media presence so the Commission is accessible to all students

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Campus Activities

Commissioner

Goal Plan: 2016-2017

Prepared by: Greg Kurcin, Campus Activities Commissioner

Prepared for: Carolyn Thompson, Vice President (University Affairs)

Executive Summary:

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The Campus Activities Commission (CAC) is a vibrant and engaging commission that

strives to provide opportunities for students to learn outside of the classroom. As the

last of the original commissions within the Alma Mater Society (AMS), the CAC is an

important tradition to Queen’s University and the student body. Ultimately the CAC

should be the hub for student life on campus, but in recent years this has not always

been the case. The CAC has been forced to recognize the harsh reality that many of its

events are no longer representing the needs of students.

The CAC must continuously strive to be innovative and unique in its programming to

students. As such, this year it is a priority to critically analyze all events that go on in

the commission both internally and externally. This will be done by having committee

members and attendees of the event fill out event exit surveys that will then be used to

improve our future programming.

Within the CAC, its specific portfolios face their own set of challenges. The CAC

Conferences portfolio has grown to be an incredibly stable part of the commission with

a large following and province wide recognition. The Outreach portfolio has seen

continued adversity in attracting students to their events and thus the committee was

dissolved. In its place, the recreation committee has absorbed some of the outreach

committee’s objectives by adding a charitable component to their events. Orientation

Week continues to be a strong and stable component of the CAC, however the

University’s administration’s interest in this area (i.e. Fall Reading Break) continuously

threatens the AMS tradition of a solely student run Orientation Week. The commission

is very aware of these challenges and will work to address each one to remain relevant

to the needs and desires of all students.

Despite this, the future of the commission is promising! Many opportunities exist to

collaborate with external bodies in order to enhance programming for students. This

year we have the opportunity to build upon the success of the Queen's Live Music

Committee by growing to expand the reach of both Qpop and Live at the Isabel.

Furthermore, through our interaction with the Isabel, it is likely that we will be able to

establish a partnership between the AMS and the Isabel that allows student groups to

use their facilities at a discounted rate. IBM has reached out to the AMS to seek help in

diversifying their once successful data analysis case competition and the CAC

(alongside the exec) has taken the initiative to bring this prestigious conference under

the AMS for all Queen's students to enjoy. The Campus Engagement Deputy will be

seeking out ways to best get in touch with the student body and put on skill building

workshops so that students have even more opportunities to learn outside of the

classroom. Furthermore, the commission will continue to work on streamlining its

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practices to make it more efficient and will work to provide students with more event

planning resources such as how to attain sponsorship and how to market an event.

Working to remain relevant to the current student body will always be a challenge for

the CAC, however this is a task that the commission embraces. By being willing to

adapt, willing to be critical of programming and continuously experimenting with new

initiatives the CAC will remain as an important and irreplaceable part of the Queen's

experience.

Campus Activities Mission Statement

In full compliance with the A.M.S. Mission Statement, the Campus Activities Commission runs

a number of fun events and programs designed to promote school spirit and social awareness

and experiential learning. This Commission serves to form links between individuals and their

school, between Queen's and the Kingston community and between Queen's and other

Universities. It is open to all Queen's students and seeks to achieve diversity in its membership.

The Campus Activities Commission is responsible for the content of its programs and

accountable for its finances, including both establishing and adhering to its budgets. In addition

to its aforementioned duties, the Campus Activities Commission acts as a source of resource

information on running events, programs, and committees.

The Campus Activities Commission is a vibrant and energetic commission whose top

priority is to promote and protect the opportunity for students to participate in and organize

events at Queen’s University. The CAC aims to promote student engagement on campus

through the creation of events that are relevant to the diverse needs of the current student body.

CAC events strive to promote school spirit, create inter-faculty relations between students and

foster connections with the greater Kingston community.

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Events. Advocacy. Experience.

SWOT (1 page) – This should outline the Strengths, Weaknesses, Opportunities, and Threats of your office. Please list out these points in the following table.

Strengths

● The CAC has shown resilience and a willingness to adapt to the changing climate at Queen’s by being critical of all programing and developing new ways to engage with the diverse student body of Queen’s. This has been done through the establishment of an Arts Council, Queen’s Live Music Committee, and an increased interest in collaboration with Athletics & Recreation.

● Thanks to the work of past Commissioners, the office of the CAC is respected by many Faculty and

Weaknesses

● The Recreation Committee has struggled to consistently run successful events. I believe this to be the case due to the ever changing types of events that do not allow for a solid following to be established. Furthermore, the committee members switched roles for every event which meant that individuals could not build on their skills and use them to make subsequent events better than those that came before.

● Due to the different timeline of when CAC events take place it can make collaboration between CAC

Past Year Review

In 2015/2016, the primary focus of the CAC was to focus on the Deputy Portfolio programming and to make the

commission as a whole more efficient and relevant to the student body. The previous year (2014/2015) saw a large

commission restructure in order to adapt to the reality that many of the traditional CAC events were failing to engage

with a significant percentage of the student population. As a result, many of last year’s initiatives were focused

around critically analyzing the programing produced by the Commission in order to find a way to best suit the needs

of students. The CAC faced many challenges as many of the conferences are at or have approached capacity and have

had to find new ways to be innovative. The Arts & Outreach and Recreation portfolios received mixed reviews from

their event participants and struggled with ways to connect to students.

In order to combat some of these issues, after careful analysis the Commission again saw an end of the year restructure

of the Deputy Portfolios. The Arts & Outreach Deputy was renamed to the Creative Arts Deputy and tasked to look

over the Arts Council and Queen’s Live Music Committee. The Outreach Committee that was previously under this

portfolio was dissolved and absorbed in spirit by the Recreation Committee as it was decided that the events that both

committees put on were too similar in nature. The Recreation Deputy was also renamed the Campus Engagement

Deputy as its role has changed to be more advocacy oriented and will focus around gauging student interest and

finding out ways to best engage with a diverse student body.

Orientation Week in 2015/2016 saw one of the most logistically sound Orientation Weeks and ran for the most part

without a hitch. Commerce (beginning the 1st year of their probation) saw quite a big turnaround and is continuing to

undergo a culture change. In the fall of 2015 the new ORT executive were hired and have up to date been occupied

with planning the logistics of the Week itself. During this process, a new online event approval system was created

(ERezLife) to replace the old bug ridden system which has been met with many positive reviews. The new system will

continue to be evaluated before committing to sticking with this system for the next few years. Furthermore, it was

recognized that the ORT Coordinator puts in significantly more work than is reflected in their pay and thus this

position received a slight pay increase.

In terms of advocacy, the CAC made significant strides to respond better to the needs of students and to ensure that

the voices of students were being heard. Firstly, the AMS event calendar, a project that was deemed desirable by the

student body a few years ago was completed and ready to be utilized for the upcoming year. This will be an ongoing

project but is one that holds great promise. Secondly, the Queen’s Live Music Committee was established under the

CAC due to the continued demand for live music events and both QPop! And Live at the Isabel were successes.

Thirdly, it was noted that the CAC was receiving several bursary requests for events that were not CAC related.

Rather than simply dismissing these requests, the CAC worked with the Clubs Office to create a Clubs Bursary that

would be made available to these students. In follow up, this year the CAC will work with Faculty Societies to go over

the issue revolving around how most faculties only give out bursaries to society members if they are attending faculty

society events. This dictates a gap of bursary availability for members of a specific faculty who are attending another

faculty’s event who are unable to apply for a bursary from either society. Lastly is the CAC’s involvement with the

discussion on the proposal of a Fall Reading Break. During the 2015/2016 academic year, the proposal for a Fall

Reading Break garnered serious attention and traction amongst the entire university. The AMS executive consulted

heavily with the CAC with regards to this topic and the CAC was leaned on as a resource by not only the AMS

executive but also the ORT Coordinator and members of the Senate Orientation Activities Review Board (SOARB).

The year concluded with a committee being struck in order to look into the implementation of a Fall Break, of which

the CAC will sit as an information member.

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Administrative members throughout the university which has allowed for a greater voice when advocating for the student led experience and making sure that the best interests of students are always at the forefront of discussion.

● The CAC is abundant in event planning knowledge and resources which makes it an ideal place to consult with for all who are interested in putting on events.

volunteers to be quite difficult as they are always at different stages of the event planning process.

Opportunities

● With the new events calendar on the AMS website in the addition to the creation of the Campus Engagement Deputy there exists a great opportunity to effectively promote this throughout the AMS, Faculty Societies and Clubs. Efforts have already been made to reach out to these stakeholders and the CAC will be working closely with the Marcomm office to monitor its use and analyze ways to improve its efficiency and effectiveness.

● With the striking of a committee to review the implementation of a Fall Reading Break and with the CAC being an information member on said committee, there is opportunity to ensure that the voices of students are heard and that the traditions of student led orientation week will have fair representation during the decision making process.

Threats

● With the Canadian Dollar being weak it has proven difficult to garner as much sponsorship as had been secured in years past. Furthermore, for events looking in to bring in American talent the weak Canadian dollar may also prove to work against us.

●

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Objective Goals Strategies Measures

To offer relevant and

accessible student

services

(1.1) To effectively increase

the number of individuals

that recognize the CAC as the

face of the student led

experience by the end of the

2016/2017 academic year.



that recognize the CAC as an

event planning resource by

the end of the 2016/2017

academic year.



that recognize the CAC as an

advocate of the Queen’s

tradition of student led

initiatives by the end of the

2016/2017 academic year.

(1.4) Continue to grow the

reach of Queen’s Live Music

Committee to help Qpop!

And Live at the Isabel serve a

greater audience than in the

previous academic year

(1.5) To effectively engage

with all CAC volunteers and

continuously work with them

to ensure they have the tools

they need to feel comfortable

and successful in their role.

● (1.1) Encourage volunteers to have the words ‘Campus Activities Commission of the AMS’ as well the AMS logo be present on all CAC event related posts & publications

● (1.1) Plan events that the student body wants based off of feedback data from end of the year surveys

● (1.2) Reach out to the AMS Executive, Clubs Manager and Faculty Society Presidents to offer one-on-one event planning workshops/ consultations with any interested clubs or committee executives

● (1.2) Publish an all-encompassing “How to Plan an Event Checklist” to the AMS website so that any interested parties can use that as a foundation to building their events

● (1.2) Review and update all event planning resources currently on the AMS website

● (1.2) Publish Sponsorship & Marketing tips for event planning to the AMS website and have the CAC’s contact information be listed as a helpful resource

● (1.3) With the help of ORT, reach out to all Orientation Week Heads to help them understand the CAC’s/AMS’s stance on Fall Reading Break so that they feel their voices are being heard

● (1.1) 100% of CAC related posts and publications are made with the inclusion of both the CAC and AMS logo.

● (1.1) Plan at least 2 events that students indicated they were interested in seeing

● (1.2) Give a minimum of 5 one-on-one event planning workshops/consultations per semester with an interested group

● (1.2) Publish the “How to Plan an Event Checklist” to the AMS website and Clubs Manual before the end of August so that students can take advantage of it for the 2016/2017 academic year

● (1.2) all event planning resources on the AMS website are reviewed and updated before the end of August

● (1.2) Sponsorship & Marketing tips are published to the AMS website before the end of August

● (1.3) In September, work with ORT to set up a meeting with all Orientation Heads to get their input on the progression of the discussion on the implementation of a Fall Reading Break

● (1.3) Once all new Orientation Heads are hired, offer to meet with them to fill them in on how the discussions on the implementation of a Fall Reading Break are going and encourage them to reach out to me if they want to learn more.

● (1.3) Have the event feedback system set up on all event websites by the end of August.

● (1.3) In addition to posting the survey on social media. collect the emails for those who purchase event tickets

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● (1.3) Work with IT to set up a feedback system on all CAC event websites to encourage event feedback and committee performance. In addition have the Commissioners email be listed if anyone needs immediate contact.

● ● (1.4) Look into the feasibility

of holding an all age’s event for QPOP on the Thursday night to start off the festival.

● (1.4) Increase the visibility of both QPOP and Live at the Isabel by promoting both events vigorously and diversely

● (1.5) Create a ‘ CAC Volunteer Handbook’ to help volunteers transition into their role and provide further insight to the inner workings of the CAC and AMS

● (1.5) Collaborate with the AMS Director of Advancement to create a ‘How to Sponsorship Guide’ to help volunteers transition into their role

● (1.5) With the help of the AMS Director of Advancement, hold a sponsorship caucus in the Fall for CAC volunteers to help them refine their skills

● (1.5) Collaborate with the Marketing and Communications office to produce a ‘How to Marketing Guide’ to help volunteers transition into their role

● (1.5) Hold a training session in the Fall for all CAC

and once the event has concluded email all attendees the link to the exit survey

● (1.3) When budgeting for events, set aside $25 to be used to purchase a giftcard that will act as incentive for people to fill out the survey

● (1.3) For each event have at least 20% of attendees respond to the event exit survey

● (1.4) ● (1.4) If it is financially and

realistically feasible, hold an all age’s event for QPOP on the Thursday before the weekend’s festivities that has a minimum of 250 people in attendance

● (1.4) Improve the social media presence of QPOP by growing the Facebook page by 500 followers and the Instagram by 200

● (1.4) Create social media pages for Live at the Isabel and grow the Facebook page to 500 followers and the Instagram to 100

● (1.4) Partner with QP, Grad Club, and Clark Hall to do in house marketing for QPOP that sees each establishment promote the festival by any of the following means; themed drinks, posters, and social media promotion

● (1.4) On the event exit survey have 20% of respondents indicate that they heard about QPOP through social media and at least 5% through in house marketing via our Festival Partners.

● (1.4) On the event exit survey have 40% of respondents indicate that they heard

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volunteers to help them feel a part of the commission and to learn about all of the resources that they have at their disposal.

about Live at the Isabel through social media

● (1.5) Send out a ‘How to Sponsorship Guide’ to relevant CAC volunteers before June 15th, publish the guide to the AMS website before the end of August

● (1,5) Hold a sponsorship caucus in the Fall and have all relevant CAC volunteers attend

● (1.5) Hold a training session in the Fall that is attended by at least 80% of CAC Volunteers

● (1.5) Send out a CAC training survey and have 70% of respondents indicate that the training sessions helped them feel competent and confident in their role

To offer experiential

learning opportunities

(2.1) Establish Weekly/Monthly (dependent on student interest) Skill Building Workshops to help students learn important life skills that aren’t taught in the classroom. These Workshops will begin in October.

(2.2) Establish a Case Competition Conference open to all faculties to allow for professional development and industry exposure. The Case Competition Conference will occur in the Fall.

(2.3) Establish a working partnership with the Isabel Bader Centre for the Performing Arts that will allow student groups to use the facility at discounted rates. Agreement to be settled in the summer months so that the discounted rates can be advertised to student groups in August and September.

● (2.1) With the help of the Campus Engagement Deputy, work to get feedback at the beginning of each semester on the type of workshops that the student body would like to see

● (2.1) With the help of the Campus Engagement Deputy, connect with other groups on campus to collaborate with/promote these workshops

● (2.2) Work with IBM/AMS Executive to determine the roles with regards to which party will be responsible for which area of the Case Competition

● (2.2) Recruit interested parties within the AMS Team to aid in the event planning process

● (2.2) Reach out to all faculty society executives to aid in the promotion of the event

● (2.1) Organize 3 workshops in the Fall and 3 in the winter. Have attendance for each workshop be at around 30 people.

● (2.1) Collaborate with a minimum of 1 external group per semester for 1 of the 3 workshops.

● (2.2) members of IBM/AMS know their roles by mid-June and have event planned by the end of August.

● (2.2) a minimum of 4 interested parties aid in the event planning process

● (2.2) All faculties are represented in the event in some capacity (day of volunteer, team member, etc)

● (2.2) Event runs successfully and exit survey shows that at least 60% of students are interested in seeing the event return. Transition manuals are completed before the end of the fall semester.

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(2.4) Expand the scope of the Queen’s Arts Council to help bring in industry professionals who can provide mentorship and networking opportunities to the Arts community here at Queen’s. The goal is to hold a minimum of one networking/development seminar per semester that will be open to any interested Queen’s students.

● (2.2) Successfully run the event in the Fall and complete detailed transition manual on how to complete the job

● (2.2) edit policy to bring the new Case Competition underneath the CAC to be hired as a committee each year and overseen by the Conferences Deputy and Commissioner

● (2.3) Meet with Tricia Baldwin to negotiate the terms and conditions of a working partnership between the AMS and the Isabel

● (2.3) develop a funding application for student groups to fill out. Applications will be reviewed each semester by the CAC, Clubs Manager, and VPUA to determine which groups are to receive financial aid

● (2.3) Work to have all profits accumulated by Qpop!/Live at the Isabel be used to help fund other Queen’s groups who wish to use the Isabel’s facilities

● (2.4) Work alongside the Creative Arts Deputy to aid the Arts Council in bringing in speakers and industry professionals.

● (2.4) Work to establish a partnership between the Queen’s Arts Council and the Kingston Arts Council in order to share resources

● (2.2) Policy is written in December and the Case Competition Conference is established as a formal committee underneath the CAC

● (2.3) Tricia agrees to a working partnership between the Isabel and the AMS that sees students be able to use the facility at a discounted and affordable rate

● (2.3) funding application is completed in collaboration with Tricia and the Clubs Manager by the end of July so that it can be advertised to students. All of the available funding for this discount is used up for both semesters

● (2.4) Seminar workshops are held once per semester for interested parties

● (2.4) The Queen’s Arts Council and Kingston Arts Council collaborate for a minimum of 1 event

To ensure the long-

term financial

sustainability and

viability of the AMS

(3.1) Reduce the average cost of attending a CAC event by at least 5% compared to last year’s ticket prices. (3.2) Enforce responsible

budgeting practices commission

● (3.1) Work with the Deputies and Co-Chairs to analyze the 2015/2016 budget to

● (3.1) The ticket price for each conference reduces by a minimum of 3%

● (3.2) the budget is balanced at the end of the year with minimal total surplus

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B. Overall O.G.S.M. – Objectives, Goals, Strategies, Measures

wide by setting up a spending approval model to be used by all committees during the 2016/2017 academic year. (3.3) Heavily critique all CAC

events both internally (by Commissioner & Deputies) and externally (via event exit surveys) to see which areas of the event need improvement in order to ensure that students receive improved value for their investment.

determine which areas of spending can be cut back

● (3.1) Work with the Deputies and Co-Chairs to establish a practice of finding the most cost-effective means of making necessary expenditures (i.e. renting the cheapest method of transportation for an on the ground vehicle rather than a luxury car).

● (3.2) All purchases over $50 but under $100 need to be approved and kept track of by an event Co-Chair. All purchases between $100 and $300 must be approved by a Deputy and all purchases over $300 must be approved by both the Deputy and Commissioner.

● (3.3) create an internal event review survey that relevant committee members will fill out upon completion of the event. This will help gauge what went well/what didn’t and can be used to improve the next event as well as aid individuals in constructing their transition manuals..

● (3.3) create external event review surveys to be distributed toattendees of the event. This will aid in understanding patron satisfaction with the event which can then be used to improve the next event and inform future goal plans

● (3.3) survey is filled out by 90% of volunteers

● (3.3) survey is filled out by 30% of event attendees

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Date Who? What? Resources Needed Other Issues

June 1st CAC

Tricia agrees to

Isabel/AMS

partnership

June 3rd CAC Deputies &

Co-Chairs

Submit their goal

plans to the

Commissioner

Goal plan template

June 6th CAC & CA Deputy

& QLMC

Begin planning

QPOP, include all

other stakeholders

and set weekly

meetings

Email addresses of

all QPOP

stakeholders

Not everyone is in Kingston for the summer. To

deal with this adversity I will be acting as an

interim chair for committee meetings and take

minutes to send out to all parties after

meetings. I will also reach out to absentee

members to get updates from them which I will

present on their behalf.

June 6th CAC & NEWTS

Head

Open Gecko

Registration Eventbrite

June 20th CAC & Exec

Interested parties

know their roles

with regards to

planning the Case

Competition

A minimum of four

people to help

share the load

June 22nd CAC & FYNIRS

Head

Open Landlord

Registration Eventbrite

June 24th CAC

Sign a MOU with

Tricia to put the

Isabel/AMS

partnership in

writing

Help from VPUA

drafting this

agreement

This will be an ongoing conversation between

the CAC & The Isabel until both parties agree

with the format of the understanding.

June 27th CAC Deputies &

Co-Chairs

Finish all

Sponsorship

Packages and

begin reaching out

to businesses

Past Sponsorship

Packages, New

Sponsorship

Package Template,

How-to

Sponsorship Guide

Many of the volunteers are working full time

jobs so their CAC responsibilities fall to the

wayside meaning that it is unlikely all packages

will be completed on time.

June 30th QMP Co-Chairs

Confirm use of the

House of

Commons

Contact with the

Hill

The person who usually books the hill for us has

left her position and as a result we are having to

build a relationship with her replacement. We

anticipate this slowing down the booking

process as this is something that is usually

confirmed in May

June 30th CAC Have budget

finalized

Work with Co-

Chairs to get their

input

Co-Chairs being slow to respond due to their

work schedules. *this date is a pipe dream*

Page 100 of 184

July 1st CAC & Clubs

Manager

Work together

with Tricia to build

an application that

students groups

can use to take

advantage of the

AMS/Isabel

Partnership.

Other grant

applications to get

an understanding

of what the

application could

look like.

July 4th CAC & DCOMM

Get in touch with

Pavel from IBM

and sort out clear

roles for the

IBM/AMS

partnership

They are of the opinion that they will just run it

and hand it off to us next year. We understand

where they are coming from but just need to

work with them to help them see that if this

event is to be successful under the AMS it

means we need to be more involved in the

planning process.

July 15th

CAC & NEWTS

Head & FYNIRS

Head

Open Orientation

Week Registration

for first years

Eventbrite

July 17th CAC & Clubs

Manager

Finalize the

Isabel/AMS space

application and

publish to AMS

website

Work with IT and

DCOMM to set this

up and advertise

it.

July 29th CAC Finish CAC

Volunteer Manual

July 31st CAC & ADO

Plan out how we

want the

sponsorship

caucus to look like

August 1st CAC & DCOMM &

Exec

Case Competition

is 80% planned

and can begin to

be marketing to

students

Everyone’s

dedication!

August 12th CAC & CE Order QPOP

Wristbands

August 15th CAC QPOP Tickets go

on sale Eventbrite

Page 101 of 184

August 20th CAC

Publish “How to

Plan an Event”

document to AMS

website

IT/DCOMM ● Other duties to complete

August 20th CAC

All event planning

resources on the

AMS website are

updated

IT/DCOMM ● Many different stakeholders

● Important to survey student population to

accurately represent them

August 20th CAC

Have event

feedback system in

place on all event

websites

IT

August 20th CAC

Sponsorship and

Marketing tips are

posted to AMS

website

IT/DCOMM -

August 23rd CAC & ORT ORT Directors get

back!!!!

August 24th CAC & VPOPS &

GM

Discuss O-Week in

terms of insurance

+ sort out credit

card borrowing

During Orientation Week the CAC needs at least

two credit cards to use for any last minute

spending that pops up. Typically what has been

done in the past is that ORT gets the larger one

and NEWTS/FYNIRS share another one. Meet

with Dave and Lyn to discuss this as well as to

go over the week and discuss risk mitigation.

August 26th CAC & ORT ORT MLM

August 30th CAC & ORT &

VPUA

University O-Week

MLM

Would be cool if

GM came as well

but not mandatory

August 30th CAC Concert MLM

September 4th –

11th CAC & ORT Orientation Week

September 14th CAC & QPOP

Hold first weekly

full committee

QPOP Meeting

September 22 CAC Fall hiring period

ends

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September 23 CAC CAC Volunteer

Training session

September 24th CAC & DCOMM &

Exec

First day of

AMS/IBM

Conference

September 30th CAC Open Registration

for QMC & QMP Eventbrite

Late September CAC & ORT

Orientation Week

appreciation

dinner!

Late September CAC

Release New

Events & Student

Arts Grant

Late September CAC & ADO

Hold a

Sponsorship

Caucus for

volunteers within

the CAC

Sponsorship

toolkit from ADO

September 30th CAC & ORT

Talk to Orientation

Heads to get input

about their

opinions on the

Fall Reading Break

process

Orientation Heads

Late

September/Early

October

CAC QPOP MLM

Sit down all of the QPOP stakeholders and run

through the logistics of the event so that

everyone is on the same page and knows what

is happening

Early October

(Date TBD) CAC QPOP

Mid-October CAC & CE Deputy

Organize first set

of reoccurring

Workshops

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Early November CAC

O Week Executive

hiring (ORT,

NEWTS, FYNIRS)

Early November CAC

QMUN

Applications go

live

November 10th CAC QMC MLM

November

18th/19th CAC QMC

Mid November CAC University District

Hockey League

Late November CAC

Talk to O-Week

Heads about the

AMS stance on Fall

Reading Break

December 1st CAC, EXEC & IBM

Case Competition

Transition manuals

are completed

December 10th CAC

Policy is written

and at assembly

the motion is

passed to bring

the Case

Competition

underneath the

CAC

January 1st CAC & CE Deputy

Planned 3 skill

building

workshops in the

fall semester

People to come to

the workshops

Early January CAC

Release Winter

New Events and

Arts Grant as well

as Isabel Fund

January 10th CAC QMP MLM

January 11th CAC QMUN MLM

January 17th-20th CAC QMP

Page 104 of 184

January 26th-29th CAC QMUN

January 20th CAC & ORT

Talk to the new

Orientation Heads

to get input about

their opinions on

the Fall Reading

Break process

Orientation Heads

Early February CAC New Council is

hired

Mid-February CAC

Release Gecko &

Landlord

Applications

Eventbrite

Early March CAC

Finalize

ORT/NEWTS/FYNI

RS Budget

Early March CAC QMJC MLM &

QMJC

Mid-March CAC 2nd Rec event

Late March CAC & ORT Spring Leader

Training

Late March CAC & New CAC Transition

Meetings! So scary

April 30th CAC

100% of CAC

related posts were

made with the CAC

and AMS logo

being present

Committee

members to follow

instructions

April 30th CAC

Gave a minimum

of 10 one-on-one

event planning

workshops over

the course of the

year

People to be

interested in this

April 30 CAC

Planned two

events that

students indicated

they were

interested in

based off of

People to come to

the events

Page 105 of 184


1. Timeline: 2. Goal Plan Review: At the end of the year you will be asked to sit down and review your goal plan. You will be tasked with creating a transition document that shows the incoming team the projects that you had set out to do, the result, and next steps moving forward. This document will include both complete and uncompleted goals, and an explanation. This will lead to more continuity within the AMS, something we often lack!

beginning of the

year surveys

April 30 CAC & CE Deputy

Planned 3 skill

building

workshops in the

winter semester

People to come to

the workshops

April 30 CAC & CA Deputy

2 workshops were

held over the

course of the year

for interested Arts

students

TBD CE Deputy & Arts

Council

The Queen’s Arts

Council and

Kingston Arts

Council

Collaborate on 1

event

Page 106 of 184

Commission of Environmental Affairs

2016-2017

Goal Plan

Prepared by: Liam Dowling, Commissioner of Environmental Affairs

Prepared for: Carolyn Thompson, Vice President (University Affairs)

Executive Summary The importance of the environment in people’s lives has been increasing in the past

several years almost as much as greenhouse gas levels. From a student perspective, Queen’s University released their Climate Action Plan, which targets the university to be carbon neutral

Page 107 of 184

by the year 2040. There has never been a better time for the Commission of Environmental Affairs to come forward and increase sustainability for the AMS and students’ lives. With the rising tides of our understanding of climate change, the AMS has the opportunity to follow the initiative taken by the university and review its environmental and sustainable practices. Over the next year, these practices will be recorded, updated and expanded upon to ensure that the AMS is promoting a culture of sustainability to the students that it represents. Through the creation of an Environmental Policy Manual for the AMS, the practices of the Government and Corporation will be solidified and become common knowledge for all supervisors and employees. Along similar lines, the CEA has the ability to work with Queen’s Sustainability Office to promote the development of environmental policies at the university. This in conjunction with the Climate Action Plan will allow the Commission to attempt and complete more projects and initiatives. Because of the increased awareness of humans’ effects on the environment, this year provides the opportunity to look at how environmentalism can be incorporated into students’ daily lives. Through initiatives from the committees and services under the CEA along with groups from Sustainable Queen’s and the Sustainability Office, Sustainability Week will provide students with knowledge and resources on how to live more sustainable lives. In addition, with partnership from other external groups to Sustainable Queen’s such as AMS services and commissions, the easiness of being environmentally friendly will be some to benefit the student experience.

Liam Dowling Commissioner of Environmental Affairs

CEA GOAL PLAN 2016-17

1. Preliminary Review & Statements a. Situation Analysis

i. Commission Mandate ii. Past Year Review

iii. SWOT

2. Overall O.G.S.M. (Objectives, Goals, Strategies, Measures) a. Develop and enact environmental practices, policy and investment within internal

departments of the AMS

b. Promote a culture of environmental learning and understanding through Sustainability

Week, collaboration with Sustainable Queen’s and external projects

c. Provide services, products and events that allow students to live more environmentally

friendly and sustainable lives

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3. Supporting Documents a. Timeline b. AMS Inc. Responsible Investment Policy c. Bikes and Boards Goal Plan d. The Earth Centre Goal Plan e. Queen’s University Climate Action Plan

1. Preliminary Review & Statements

A. Situation Analysis

i. Commission Mandate

“The vision of the Commission [of Environmental Affairs] is to create a culture of sustainability and environmental consciousness across the AMS and greater Queen’s community that will be shown in operations, decisions, and activities. This will result is tangible environmental, economic, and social benefits” (AMS Policy Manual 2, Section 8). The Commission of Environmental Affairs (previously of the Environment and Sustainability) strives towards this vision through external advocacy in its services and committees, internal regulation with regards to AMS practices and a balance between the two with special environmental projects.

ii. Past Year Review Overview

The role of the environment and sustainability in the AMS and Queen’s has been changing and growing greatly over the past several years. With the formation of the AMS Sustainability Office in 2007, to the creation of the Commission of the Environment and Sustainability (CES) in 2011, the significance environmentalism has never be greater. Last year marked the 5th year of the CES and it was no exception to the substantial growth of the portfolio. Thanks to Commissioner Peter Liberty, last year was monumental as there were significant restructures, with most notably, the name change to Commission of Environmental Affairs.

Services This past year marked the first complete year with the Earth Centre (EC) under the CEA. The EC originally operated as a club, but due to changes financial policy decided to join the commission. The EC saw a successful year with their Wasteless Wednesday promotion as well as Common Ground partnership. The EC also saw a restructuring of their executive team from 7 coordinators to 3 managers. At the end of the year, the EC underwent spacing issues with their current space’s MOU expiring in April. The service was relocated to an AV Tech room in the lower JDUC. The CEA plans to continue to further develop the EC into the AMS by continuing and expanding their Wasteless Wednesday promotion and assist them in space transition into the JDUC

Page 109 of 184

Bikes and Boards has been a staple of the CEA for the past several years. Originating as “The Bike Shop” in Mac Brown gym and moving to the lower JDUC it seeks to promote sustainability through alternative transportation and provide low cost repairs and supplies to students. This past year, Bikes and Boards attempted a Bike Rental Program in the Fall Semester. Although Bikes were rented, they were not returned in ideal conditions and because of this the CEA will look critically at continuing this program in the 2016-17 year. Bikes and Boards also developed lower and more standardized pricing. Although standardized prices did help solidify predictable sales, the revenue stream ultimately suffered with some reduced costs.

Committees This past year reflected mixed levels of success from the four committees under the CEA. Firstly, Greenovations provided a record number of house retrofits, reaching over 30 throughout the year. They also ran the University District Brite program in each semester. Along with other initiatives such as lightbulb crafts and partnerships through Sustainable Queen’s, the committee was very successful this year. STRIVE (Students Taking Responsible Initiative for a Viable Environment) was renamed Students for Sustainability (SFS) and reached mixed success this past year through some of its initiatives. STRIVE ran a successful Earth Hour Concert at Clark Hall and the Commission will be looking to expand this event to include more groups from Sustainable Queen’s. However, throughout the year the committee struggled to find focus and direction leading to some events being poorly attended. The CEA plans to provide more resources to ensure successful events. Youth Mentoring Youth (YMY) is a program where volunteers go out into Kingston schools and run environmental and sustainability workshops. This past year, YMY maintained these services by completely several workshops during each semester. YMY planned to have a Sustainability Fair and bring students to campus, but due to scheduling issues several groups pulled out and the event was cancelled. The Room of Requirement (RofR) committee was eliminated and the portfolio was moved under the Deputy of Special Projects. The RofR had continued use of the service with drop-off and pick-up promotions around busy times of year such as Orientation Week, Homecoming, Halloween, Christmas and St. Patrick’s Day. Due to spacing issues with the Earth Centre, the back area of RofR was given to the IT office as storage. The CEA also adopted the Queen’s Sustainability Conference (QSUS) under its portfolio. Originally an AMS club, QSUS will now work collaboratively with the commission to fulfil its mandate and bring forward new opportunities to students.

Special Projects and Events With help from the CEA, Sustainable Queen’s ran Sustainability Week across Queen’s campus on

the week leading up to Homecoming. Events were generally successful and well attended. However, due to its placement with Homecoming weekend, there was a lack of marketing and input from groups outside of Sustainable Queen’s. This outward networking and marketing should be capitalized on in the next year.

This past year, the CEA attempted to bring Bill Nye the Science Guy to campus which wasn’t successful for a variety of reasons. In addition the SLC Energy Management Committee and Financial Ethics Review Committee were not formed leading to some missed opportunities, but there were some successes in achieving more sustainable practices in the SLC and AMS.

iii. SWOT

Page 110 of 184

2. Overall O.G.S.M. – Objectives, Goals, Strategies, Measures

1st Objective:

To properly offer relevant and accessible student services, AMS staff need to:

Strengths

Intra-Team Relationships The CEA maintains a strong relationship with Queen’s Sustainability Office through project development and the implementation of Sustainability Week. This relationship makes it easier to develop ideas that can actually be accomplished at the University. They also assist with lobbying the administration for funding and policy development.

Collaboration: The CEA has displayed a strong amount of collaboration internally and externally over the past years. This can be seen in strong events for SW and Earth. There has also been strong work done with external environmental groups through Sustainable Queen’s.

Waste Diversion Availability The CEA, alongside the SLC has developed a strong waste diversion program throughout its buildings. There are options for 4 different types of disposal, along with new battery drop offs.

Weaknesses

Space: Both Bikes and Boards and the Earth Centre have struggled with shop locations and space. B&B is not easily accessible for students and there is limited storage within their current location. EC has struggled with maintaining a strong location branding and may suffer with the new move.

Internal AMS Relations There has been a separation between the CEA and the potential it has to work with the Corporation. It has specific aspects of its job description and portfolio that require it to work with the Corporation, but these have been underutilized over the past year. The CEA should develop its relationship with Services and Board.

Marketing: The CEA has struggled with external and broad sense marketing initiatives, particularly with SW and the SQ brand. Many people devalue the work of the commission simply because they don’t know about the broad range of initiatives that are undertaken.

Opportunities

Queen’s Climate Action Plan With the release of the Queen’s Climate Action Plan and implementation of the Honeywell Audit, there has never been a greater chance to develop specific environmental practices at the AMS to follow the lead of the university

Pro-Environmentalism Culture There has been an increase of environmental consciousness in society. This can be seen with the Paris Agreement, the new federal ministry of Climate Change, and the soon to be released Ontario environmental strategic plan. The CEA can capitalize on these endeavours to push for more modern environmental practices and awareness campaigns.

Threats

Perceived Lack of Importance There are some individuals that do not see the importance of developing sustainable and environmental practices because they feel there are bigger priorities. These concerns reach an extreme from people who deny the factual existence of human-caused Climate Change.

Convenience and Ease Although many students believe in and want to be environmental, they often have difficulty thinking of convenient ways to develop practices in their daily lives. They see environmentalism as an inconvenience as opposed to a norm.

“To offer relevant and accessible student services”

Page 111 of 184

1.1 Enable feedback mechanisms to ensure commissions are adapting to student demand 1.2 Provide and enforce consistent, expedient, and respectful customer service 1.3 Ensure the services we offer within commissions are accessible to students and meet a broad range of their needs

2nd Objective:

To properly offer experiential learning opportunities, AMS staff need to:

2.1 Offer meaningful, student jobs and opportunities whenever possible 2.2 Enable opportunities for on-the-job skills development 2.3 Ensure opportunities are attractive and accessible to the student body

3rd Objective:

To properly ensure the long-term financial sustainability and viability of the AMS, AMS Staff

need to:

3.1 Ensure the Corporation and Government budgets in a way that is financially responsible 3.2 Ensure that risk assessment is conducted when setting goals and budgeting for the year ahead. 3.3 Ensure that student dollars are invested and spent wisely and ethically.

“To offer experiential learning opportunities”

“To ensure the long-term financial sustainability and viability of the AMS”

Page 112 of 184

Objectives Goals Strategies Measures

1.3, 3.1, 3.2, 3.3

Develop and enact

environmental

practices, policy and

investment within

internal departments

of the AMS

Have the CEA create and

implement environmental

regulations with the help of

deputies and VPUA and for

AMS services/events through

consultation with

Government and Corporate

supervisors

Restructure the Responsible

Investment Policy

Work with the SLC

Management Team and SLC

Council to chart long term

sustainable goals and

initiatives.

Work with VPUA, VPOPS and

Sustainability Office to

increase funding and

applications for the SAF to

develop larger sustainability

initiatives on campus

All relevant stakeholders are

consulted on current

practices and policy by July

15th

First internal draft of policy is

created by August 2nd

First draft of policy for public

is created by September 1st

EPM Guiding Principles and

Administration approved by

October 1st

EPM Approved by

Assembly/Board by

December 1st

Redraft RI structure and

mandate (Supporting

Document b) by June 15th

Have restructure approved

by the Board by July 1st

Have SLC Long-term

environmental initiatives by

September 1st

Create SLC Sustainability

Goals by January 1st

Provide more waste removal

bins by February 1st

Receive 15% more

application than last year.

Receive 1 application from

each AMS Department

Ensure that 95%+ of SAF

funds are spent.

Page 113 of 184

1.1, 1.2, 2.1, 2.3

Promote a culture of

environmental

learning and

understanding

through Sustainability

Week, collaboration

with Sustainable

Queen’s and external

projects

Create meaningful and well

attended events for

Sustainability Week,

solidifying it into the

calendar year in partnership

with the Sustainability Office

and SQ

Define the role of the CEA in

Sustainable Queen’s and

within the community and

how it can act as a resource

to student groups

Work with Deputy of Special

Projects and Intern to

complete their desired

projects.

Have at least 2 events per

day

Have increase involvement

and oversight from the CEA

compared to previous years

Have SQ groups run at least

1 event each

Have AMS departments

host/run 1 environmental

promotion/imitative during

the week.

Have 500+

attendees/interests on FB

event

Contact Groups by June 30th

Confirm their event forms by

July 31st

Ensure proper event

sanctions by August 31st

Have all events finalized by

September 15th

Establish monthly meetings

for SQ and biweekly in

September

Addition of 2 new groups to

SQF by April 30th

Have proposal by November

1st

Have Deputy’s desired

project completed by April

30th.

1.1, 1.2, 1.3,

2.1, 2.2, 2.3

Provide services,

products and events

that allow students to

live more

environmentally

See 3.C

Have the Head Director

investigate the feasibility

of purchasing and

operating a skate

sharpener

See 3.D

Work with SLC, Executive

and SMART to properly

Have liability and Skate

Sharpener proposal by July

15th

Purchase, install and train

individuals on skate

sharpener by November 1st

Complete EC renovations by

August 15th

Increase the number of

workshops completed by 2

Page 114 of 184

friendly and

sustainable lives

renovate the EC to fit

current student needs.

Expand workshops

provided by YMY to

more schools. Network

with School Boards and

Co-Chairs

Update curriculum to

reflect more modern

information and

advanced information.

Continue the operations

of Greenovations and

promote more

collaborative initiatives

with MAC.

Have SFS rebrand and

host greater impact

events

Work with QSUS Co-

Chairs to allow for

smooth and successful

transition into the CEA

Develop 2 new

workshops/curriculum for

high school students

Completed 30 retrofits

throughout the year.

Increase the number of bulbs

exchanged during UDBrite

Program by 15%

Have SFS complete 1 large

(50+ people) event per

semester.

Increase attendance to QSUS

by 15% from last year

3. Supporting Documents

These supporting documents address the overall detailed implementation of the Plan by stating how you plan to apply adequate resources to support your intent and strategy. Think of them as appendices to your overall goal plan.

Page 115 of 184

a. Timeline:

Page 116 of 184


June 15th CEA, Executive,

SIC, Chair of BoD

Restructure of the

FERC and RIP

Previous documentation or

FERC/RIP and institutional

knowledge

Potential that BoD

does not see merit

out of fear from

previous years

June 16th CEA, SAF

Committee, VPUA

Release of the

Summer SAF

Application

SAF Committee, previous

applications

June 30th CEA, SAF

Committee, VPUA

Summer SAF

Applications are due


applications

June 30th CEA, SO, SQ

Contact all SQ groups

to confirm their

participation

Contact Information

Groups do not utilize

their email over the

summer

July 1st CEA, SIC, BoD New structure of RIP is

approved by BoD Draft of policy

See “Restructure

FERC”

July 15th

Departmental

Stakeholders/Sup

ervisors

Completed all EPM

Consultation Meeting Pre-consultation forms

July 15th

B&B Head

Director, CEA,

Executive

Have Skate Sharpener

Proposal Completed Contacts for skate sharpening

May not reach

deadline due to

other priorities

July 21st CEA, SAF

Committee, VPUA

Final Decision/Fund

release for Summer

SAF

Access to student fee

July 22nd CEA, SO, SQ SW Event forms are

due to the CEA SW Event Forms

July 31st CEA, SO, SQ

Confirm all Event

Forms from Groups for

SW

SW Event Forms

August 21st CEA First Draft of EPM

Finished Consultation Notes

Potential risk with

not having

completed all

consultations in a full

manner by this time

August 15th CEA, Earth Centre,

SLC, SMART

Complete Renovations

of the Earth Centre SMART, Supply list

Have difficulty

removing mirrors

Page 117 of 184

August 31st CEA, SO, SQ

Confirm venues and

university restrictions

for events

SW Event Forms, Information

regarding university event

planning.

Potential that the

university does not

allow certain events

to take place

September

1st CEA

First Draft of

Edited/Public EPM First Draft of EPM

September

1st

CEA, SLC

Managing

Director, SLC

Facilities Operator

Framework on long

term environmental

plan for JDUC

Honeywell Audit info, past

environmental initiatives,

various environmental

certification programs

Potential concern

that JDUC is already

meeting

environmental

mandate

October 1st CEA, Assembly,

BoD

Guiding

Principles/Administrati

on of EPM

Completed EPM

October 2nd CEA, SAF

Committee, VPUA

Release of the Fall SAF

Application


applications

October

31st

CEA, SAF

Committee, VPUA

Fall SAF Applications

are due


applications

November

1st

CEA, Deputy

Special Projects

Special Projects

proposal due

Information about past

proposals

November

1st

CEA, Bikes and

Boards Head

Manager

Have Skate Sharpening

Service Available Skate Sharpening proposal

Addressing liability,

Health & Safety, and

space concerns

November

21st

CEA, SAF

Committee, VPUA

Final Decision/Fund

release for Fall SAF Access to student fee

December

1st

CEA, Assembly,

BoD EPM Approved! EPM

Potential risk with

the groups not

approving the

document

January 1st

CEA, SLC

Managing

Director, SLC

Facilities Operator

Final Draft of JDUC

Environmental

Framework

Honeywell Audit info, past

environmental initiatives,

various environmental

certification programs

Potential concern

that JDUC is already

meeting

environmental

mandate

January

10th

CEA, SAF

Committee, VPUA

Release of the Winter

SAF Application


applications

Page 118 of 184

AMS INC. Responsible Investment Policy ..\Board of Directors\AMS Board of Directors Policy Manual CURRENT.pdf

b. Bikes and Boards Goal Plan c. The Earth Centre Goal Plan

Earth Centre Goal Plan 2016-17.docx d. Queen’s University Climate Action Plan

..\Policy and Documents\Queen's Climate Action Plan-2016.pdf

January 31st CEA, SAF

Committee, VPUA

Winter SAF

Applications are due


applications

February 1st CEA, SLC, Wilf Installation of new

waste diversion in SLC Sustainability Office

Is there a need for a

new waste division

program?

February

21st

CEA, SAF

Committee, VPUA

Final Decision/Fund

release for Winter SAF Access to student fee

April 30th CEA, Deputy of

Special Projects

Have Special Project

completed Approval from the university

University does not

approve the special

project

Page 119 of 184

Commissioner 2016-2017: Goal Plan

Prepared by: Francis Campbell, Commissioner of Municipal Affairs Prepared for: Carolyn Thompson Vice President (University Affairs)

Page 120 of 184

Executive Summary:

The 22 Municipal Affairs Commissioners before me demonstrates a history of excellence. From

town-gown relations and the expansion of internal services, to the placement of students in the

local community; the MAC has always served to better the quality of life of students around

campus. This plan strives to do just that - continue and expand upon existing structures, yet

determine new avenues for students to interact with the commission and with the local

community.

Three pillars of student life will be focused on this year; Transit, Housing, and Engagement in the

Community. With Transit, greater pressure needs to be put on active transportation for students.

Current methods of the transit program cannot handle the increased usage of west-campus and

students travelling from further in the district, so expansions of the systems will be explored.

In terms of housing, quality of student living conditions is a prominent issue. Similar to the past

year, a lot of weight will be placed on the HRC progressing to provide more and better services

for students living in the district. We want the MAC and the HRC to become the primary

location for consultation on any housing issues that students face living off-campus. With that

same issue of quality of control, a Landlord Summit will be established to bring together

landlords, developers, students, and city officials - in order to declare a set of principles moving

forward about maintaining a certain level of housing quality, treatment of vulnerable tenants,

and housing development recommendations.

The last pillar is student engagement with the community. The MAC has a long history of

having committees implemented in local elementary and high schools, or even retirement

homes. Yet, the majority of students will never see what Kingston has to offer. I see students

don’t feel part of the city and therefore don’t respect it - and in return, residents don’t respect

students because of the way we treat it. When students don’t feel valued, they take no initiative

in bettering the ground that live on; and feel no responsibility in interacting with the city

residents around them. This year, pressure will be place on finding new avenues for city

engagement in order to get more student out and giving back to the community.

This plan serves to guide the role that the MAC will play in the coordination with the City, local

residents, and other stakeholders that want a say in how we shape our campus.

Table of Contents

4. Preliminary Review & Statements a. Situation Analysis Summary


iii. SWOT

Page 121 of 184

5. Overall O.G.S.M. (Objectives, Goals, Strategies, Measures)

6. Supporting Documents f. Timeline

Purpose of Commission

The mandate of the Municipal Affairs Commission is four-fold. First, we advocate for student

interests at a municipal level. The MAC represents a student voice on issues such as property

standards, waste programs, and snow removal. Our second role is to facilitate opportunities for

students to volunteer in the Kingston community. We offer a variety of programs that each

provide a unique opportunity for students to learn, grow, and give back. Our programs include

the Breakfast Club, Helping Youth Promoting Education, Kaleidoscope, Generations, and High

School Liaison. Thirdly, the MAC serves as a resource for all housing related matters. We offer

the Housing Resource Centre as a peer support and/or referral service that helps students deal

with all types of housing issues. Lastly, the MAC offers a variety of services that strive to

improve the quality of student life in the University District. The Student Maintenance and

Resource Team (SMART) regularly performs community clean-ups, and is contracted by locals.

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Past Year Review

This past year was largely successful for the MAC. With expansions arriving at the HRC

and SMART, the MAC is expanding its reach in the local community, especially with University

District residents having places to go with issues.

Kingston’s first scramble crossing was put in place at the heart of the University where

more than 2000 pedestrians an hour crossing at this intersection throughout the busiest part of

the weekday. With that data, one can see the obvious benefits of its implementation making

student transportation much safer around campus.

With thanks to the past MAC’s, Town-Gown relations are at an all-time high. Working

in conjunction with the nearby community associations, city council, city staff, and local

residents, the AMS is able to move along its initiatives with easy access to consultation from

many sources.

For the third year in a row, the ReUnion Street festival was a successful endeavor. Going

forward, as this is a staple of the homecoming experience – the city has come to appreciate the

effort of the organizing committee and setup occurs much easier.

Along the same lines of easy access to resources at the city level, the proactive property

standards program is ready to be implemented, though a setback with a change of positions at

the city level changed some timelines. Regardless, this is a step in the right direction of

increasing the quality of housing in the University District.

The internal side of the MAC also had a largely success year. Many of the committees

have a long history of serving the community, so there wasn’t huge difference compared to past

performance. Generations continued to struggle this past, so will be extensively remodeled to

better fit the needs of the senior community.

SMART has once again had a successful year! With a change of management at the

beginning of the year, organization got a tad jumbled, though in the end, everything came

together, with about 120 properties being served in the nearby districts during the summer, and

community cleanups strategically place every month so beautify the district

HRC went through an extensive rebrand, complete with name change. Though it

inherently was a slow attempt at trying to become to “go-to” place for all things housing in the

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district, extensive marketing, residence talks, and online promotional campaigns led to an

increase in the number of years. The inaugural Housing Fair also came about this last year,

providing a welcoming environment for students to interact with landlords, and possibly find

housing.

The performance of the past year will shape what happens during the course of my

term. Using the successes and failures of my predecessors, I can determine what works for

students, and what should be avoided. The is so much information and progress to build on,

and I can’t wait to improve existing initiatives and start building new ones in the MAC.

Strengths ● Good relationship with City Staff / Council due to the

work of the past MAC’s ● Good relationship with Sydenham District Association

and Williamsville Association due to past MAC’s ● ReUnion festival has become a staple of homecoming ● SMART has grown exponentially recently in terms of

number of properties served

Weaknesses ● Silo-ing in the MAC, volunteers don’t know they are part of

something bigger ● Some committees are struggling to retain volunteers ● University District terminology low uptake ● PadMapper functionality has diminished ● Some committees / awards in the MAC are not outlined clearly

Opportunities

HRC has a lot of room to grow

Room to redesign marketing materials for SMART, HRC, and committees

Town-Gown strategy has not been updated in a while

ReUnion festival could include more aspects of the city – including businesses

Board of Trustees Real Estate Strategy is still on the way – it holds the potential to create a lot more upper year housing

Proactive Property Standards program has a proof of concept test, possibility of getting more funding from the City.

UD Brite Program could be expanded to serve a larger group of houses

Campus Safety Working Group has the numbers to put together some really productive messaging / campaigns

Other pedestrian-heavy intersections should be reviewed in order to consider pedestrian friendly

Central accommodation review / comprehensive zoning bylaw review is coming up – opportunity for students to have input in development of upper year housing

A University District Policy made in conjunction with the Urban Design guidelines, campus planning, the new VP Real Estate and surrounding districts could guide council development and planning decisions

Threats ● Slow implementation of Public Works clearing schedules ● St Patrick’s Day and Homecoming always have unforeseen

challenges ● There is no NCNAC (near-campus neighbourhood advisory

committee) anymore, therefore no direct place to review Town-Gown policies.

● Waste Diversion Solid Waste recommendations could negatively affect how students get rid of waste

● Williamsville is a contentious area for development of student housing yet is a good area for intensification

1st Objective: Improve the quality of transportation around campus and encourage active

transportation

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Goals Strategies Measures

Promote active transportation in the University District and on-campus

Establish an abandoned bike policy in conjunction with Bikes & Boards, the CEA, and campus planning, with subsequent bikes being sold by B&B

Bike policy approved by the appropriate committees before the Fall Term begins

Lobby city council to implement a bike-sharing system for the city with the possibility of higher density on campus – with the university covering that cost, or a student fee to do the same.

Work with city staff and city councillors to get this ready in preparation for the Fall Budget approvals

Meet with campus planning to explore obstacles with a campus integrated system

Explore feasibility of AMS and/or Queen’s paying for a higher density cluster of bike racks on campus.

Work with the CEA to create and promote a Bike Share survey to gauge student opinions on bike share and preferences about costs / use.

Travel to Hamilton or Ottawa to see their implementation of a Bike Sharing system

Have council approve the budget allocation in their Fall 2017 meetings

Explore making changes to existing bus routes or creating new routes to reflect to movements of students.

Speak with traffic engineers to explore feasibility of altering existing routes to detour into the district, or have existing express routes make stops along university avenue establishing a North-South Route)

Explore the feasibility of altering current bus routes to accommodate increased west-campus use.

Meet with the west-campus transportation strategy committee and City Transit Officials to determine procedures and routes to change in July

2 stops created along University Avenue or Alfred for the beginning of the Fall Semester

Increase the number of students using transit on campus by 10% (will be able to track once Kingston Transit has GPS tracking and data collection on buses (Fall Term).

Explore the possibility of changing scramble crossing timings to better serve car transportation in the area after class hours and during summer months

Consult traffic engineers, council, and other stakeholders about possible “on” time changes

Timing changed to on during school year and off during summer months by end of summer (implemented for the Summer 2017)

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2nd Objective: Improve the quality of life of those who reside in the University District


Determine the feasibility of establishing amenity space around west campus to accommodate the increased student presence in west campus.

- Work with campus planning and the west campus planning group to explore the possibility of food trucks and other amenities on west campus

- Coordinate and arrange meeting of a CPAC sub-committee in order to discuss the issues as more students travel to west campus for classes.

- Complete a SWOT analysis of the proposed changes before the Fall Term begins (August) and find at least 3 possible options for student space that could be easily implemented

- Research licensing options and other requirements to ease use – allow 2 food trucks to be present on West Campus by beginning of Fall Term

HRC becomes the go-to destination for housing related issues, and students recognizing they are part of the University District

Focus marketing in the HRC towards first years (more residence talks)

Move the Housing Fair under the HRC

Incorporate new features in the UD website (new/updated videos, more resources for finding houses, more FAQ’s)

Work on UD and HRC SEO (search engine optimization)

Implement the proactive property standards program in the HRC

Partner with Tricolor to design and sell UD clothing

Review survey results from 2015-2016 to see what students think about the University District and determine

- Increase HRC usage by 10% (based on commission survey)

- Increase the number of landlords present at the housing fair (perhaps by holding in the Fall) by 10%

- Have Kijiji re-implemented into the housing site by October 15th when students begin looking for housing

- Have the UD housing page come up first when searching for the HRC or “Queen’s Housing”

Increase accountability both on students and landlord in the UD

Establish a Landlord Summit, working in conjunction with City staff/councilors, Kingston Property Standards, local residents, landlords, students, and media; which be a forum to create and agree on a set of principles governing treatment of student tenants, housing quality issues /

Landlord summit established January 2017

Housing Quality Survey sent out before end of October and receive at least 500 submissions

Start bi-weekly visits with Joan in the

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property standards, and development in the area

Student Housing Quality Survey (anonymous)

Encourage more landlords to sign onto the Landlord Contract Program to ensure quality of housing

Partner with Town Gown office to begin developing a private ‘encyclopedia’ of past experiences with landlords and companies, as well as the knowledge of precedence cases that lie outside of the RTA in order to better advise on HRC cases

Fall to work on encyclopedia

Increase the services provided by SMART / promote the existing services under-used

Look at feasibility of getting a truck for SMART / establishing a winter program

Redevelop the SMART website (more UD centric)

Increase the number of Community Clean ups.

Change SMART contract for the following year to compensate for exponential increase in usage (salaries, numbers of employees, contract cost, services)

- Grow the SMART site visits by 20% (online application form)

- Increase the community clean-ups to twice a month during the summer

- Work with General Manager and SMART head manager to decide on proper evaluation techniques and quoting by the end of July in order to grow client base by 15%

Educational Campaigns

Run educational campaign to educate students on how to dispose of waste leading up to the move-out period to reduce illegal garbage dumping in school dumpsters

Continue the UD Brite program with the CEA

Increased the frequency of blue box / grey box / compost bin distribution events (twice?)

Coordinate with the Campus Safety Working group on a series of safety campaign geared towards students and their off-campus behaviour

Work with the Campus Working Safety Group to determine 3 safety or general student life communication campaigns which would be implemented by the end of the year

Organize one giveaway event in the Fall (September) and one in the Winter semester (January) as people tend to lose boxes

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3rd Objective: Foster student engagement in the community before and after graduation


Work on removing silo-ing in the MAC, get volunteers to understand they are part of something bigger (the AMS)

Volunteer with each MAC program (all 6 committee programs, the HGC, SMART community clean-up, holiday house check) on at least one occasion each semester.

Review MAC policy, and modernize it to reflect current practices – including reworking current MAC committees

Spread the AMS and MAC brand across initiatives

- Coordinate at least 3 cross committee socials

- Organize 2 MAC intramural teams (Fall and Winter)

- Go to at least two events per committee (bring along other AMS members as well)

- Edit the existing MAC policy and bring any necessary changes to assembly by the end of November

Explore options to facilitate local employment

Collaborate with KEDCO to re-design the struggling annual Live & Work in Kingston event, and subsequently contribute to promotion efforts

Work with the United Way and community partners on the Youth Employment Strategy

Partner with KEDCO / Innovate Kingston to coordinate efforts in fostering student innovation in the community / advising students on the opportunities that are in Kingston

- Increase the number of businesses involved in Live & Work event by 15% (included summer jobs)

- Get a group of students to tour to Innovate Kingston locations as well as learn about the available KEDCO / Innovation Park programs

Involve student’s more in the community

Coordinate AMS Assembly’s more than once per year (Fall and Winter Term)

Explore possibility of revitalizing the town-gown strategic plan

Meet with Judy R to discuss town-gown strategic plan

- Coordinate at least 2 City Hall Assemblies

- Complete an informal review and then explore possibility of further implementation with the City in March 2017

Involve residents and local businesses in student events

Hold a fundraiser event at the ReUnion festival that focuses on a local charity

Involve downtown businesses in ReUnion

- Reach out to at least 5 local charities to see if they would be interested

- Work with the ReUnion St Coordinator to get at least 15 downtown

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businesses to set up booths at the festival

- Get WCA and SDA to each hold booths at the ReUnion festival

Timeline

Month Day Item

June 5 - Begin ReUnion consultation process (letters of support from District Associations)

13 - Start first community cleanup (and one every month of summer term)

27 - Collaborate with the Youth Employment Strategy Task Force and subsequent Steering Committee to ensure timely and proper implementation of recommendations

July 10 - Begin bike sharing consultation process

23 - Meet with Abandoned Bike Policy Committee

24 - Preview changes to town-gown strategic plan

28 - Start planning for Landlord Summit (determine stakeholders and topics to be covered)

29 - Talk to Downtown Kingston! About businesses at ReUnion

August 8 - Design UD Clothing in partnership with TRO

10 - Order lights for UD Brite Program

11 - Book rooms for City Hall Assembly

17 - Ensure Proactive Property Standards program is ready for implementation (training is scheduled)

- Have all Committee and HRC marketing completed for frosh week

25 - Introductory Meeting with KPF, MAC, and Communications

- Set final dates for HRC Property Standards training with the city

30 - Prepare all MAC SEO data for upload

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- Meet Campus Safety Working group to discuss developments on safety campaigns

September 4 - Orientation week presentations for Frosh Leaders - Send a welcome email to all MAC members - Promote HRC through Res Orientation

14 - Put together a MAC intramural team

15 - Final Review of West-Campus transit plan

20 - Approve abandoned bike policy at committee level - Beginning town-gown office information sharing private

documents

26 - Committee workshop on budgeting

30 - Meet KPF to discuss expectation for Homecoming and develop clear marketing plans

- Student Housing Quality Survey (anonymous) - Meet a few landlords early on to draft principles for

Landlord Summit

October 5 - Explore possible initiatives with KEDCO and Innovate Kingston

- Recruit volunteers for community cleanup following Homecoming

- City Hall Assembly

10 - Blue Box (with UD Sticker) distribution day - Determine feasibility of SMART Truck

12 - UD Brite Program implementation and expansion - Residence talks by HRC

November 10 - Review SMART contract cost, manager salaries

17 - Housing Fair (1 day event)

30 - Landlord Summit

December 5 - Redesign of the Live & Work Event with KEDCO

January 15 - Second blue box distribution day (after winter break)

18 - Second Round of UD Brite Program implementation

30 - Look into changes with HR, to allow SMART to start early

February 5 - Begin marketing golden key and civic responsibility award for submissions

10 - Modernize the MAC policy

March 16 - Review award submissions and make presentation at assembly

- Second City Hall assembly

April 10 - Run educational campaign to educate students on how to dispose of waste leading up to the move-out period

25 - SMART training done before move-out day (so that they can help)

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Commissioner 2016-2017:

Goal Plan

Prepared by: Lea Keren, Social Issues Commissioner

Prepared for: Carolyn Thompson Vice President (University Affairs)

Executive Summary:

The Social Issues Commission (SIC) seeks to reduce marginalization and its effects while

promoting anti-oppression on campus. This year, the commission will approach this mandate in three overarching ways. The first, supporting student engagement and experiences with regards to issues of equity and diversity, is met with goals at both the grassroots and institutional levels. The second is to improve the engagement with the commission itself, both by internal SIC volunteers, as well as the general student population. While the third focuses on the long-term viability of some of the commission’s responsibilities.

Supporting students is approached in two ways. The first, at the grassroots level, is offering relevant and effective services that help students to engage with issues of social justice and supporting their needs based on how they identify. As such, many of the goals for the commission this year focus on some of those identities that have been historically underrepresented. The SIC is committed to improving the student experience in establishing a new Substance Abuse Resource Centre, as well as

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providing an outlet for education and awareness with respect to sexual violence and consent by responding to some of the recommendations to the Sexual Assault Prevention and Response Report and Recommendations. It commits to improving the sensitivity, inclusivity and approachability of the AMS by working with individuals to implement extensive training in topics such as cultural safety and bystander intervention. This will also be driven by improving awareness, branding and marketing for the SIC and its committees, publication and services. This has been something that has been identified as a past weakness for the commission, but that through improved branding, as well as intersectional and collaborative efforts can be improved.

Secondly, students will be supported by advocating for equity at the institutional level. This will be accomplished using data-backed advocacy. For example, a major advocacy goal for the SIC this year will involve the quality of Student Wellness Services. Implementing an ongoing feedback system will provide students with a platform to share their experiences, data regarding these experiences, and information Student Wellness Services can use to improve its operations. Other advocacy and educational priorities, such as improving support for Indigenous students will be approached similarly using surveys and metrics in order to ensure we are effectively addressing the right issues, and acting as a method for gauging success.

Improving engagement with respect to issues of equity begins with having a solid foundation. Improving the volunteer and work experience of the internal commission will materialize in the work that volunteers do within the Queen’s community. The commission is driven by individuals with unique passions within the realm of social justice, which means it is important to cultivate cross-collaboration and information sharing. This will be promoted through ongoing training, group activities, regular meetings, and professional development opportunities. The internal volunteer experience will also be measured using an evaluation and satisfaction survey. As a mid-year review, this survey will help to make improvements moving forward. Beyond the internal commission, the commission intends on bringing more students in on equity-related conversations in order to promote more equity-minded work at Queen’s. Again, the commission will use a climate survey to gauge the perceived and real diversity and inclusion of the AMS. It will use this survey, as well as further consultations to further develop the Equity Strategic Plan. It will also use Equity Caucus as a medium to start and bring forward important conversations about equity and diversity at Queen’s. These goals will help us to remain accountable to the students we represent and the integrity of our commission. The third objective for the commission is to ensure the long-term viability of the commission’s responsibilities. This year, the focus will be on improving the operations of the AMS Food Bank. The Food Bank will improve its usage statistics and spending data in order to look for ways to improve its operations moving forward, given its limited resources. Additionally, it will seek out more fundraising and funding opportunities. A strategic plan for the Accessibility Queen’s Fund will also be explored this year.

The objectives and goals laid out in this goal plan will serve to guide the Social Issues Commission over the next year, as well as improve its operations for years to come. They have been informed by sixteen other individual goal plans, representing a commission of over 150 volunteers and two full-time service staff, who together, have the motivation and passion to ensure a successful year.

AMS GOAL PLANNING GUIDE 2016-17 7. Preliminary Review & Statements

a. Situation Analysis Summary i. Commission Mandate

ii. Past Year Review iii. SWOT

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8. Overall O.G.S.M. (Objectives, Goals, Strategies, Measures) a. Goal #1

b. Goal #2

c. Goal #3

9. The Plan’s Supporting Documents g. Timeline


B. Situation Analysis

i. Commission Mandate The Social Issues Commission exists in order to be constantly progressing towards a more equitable student experience by eliminating barriers while recognizing and combatting oppression on all levels (institutional, interpersonal, and internalized). It seeks to facilitate dialogue, education and engagement on all matters relating to equity, identity, and anti-oppression. In doing so, the Commission establishes conditions on which students of all identities can thrive and maximize their education both inside and outside of the classroom. Internally, the SIC achieves its mandate through its two services, six committees, and one annual publication. It does so externally through advocating for social change by lobbying student interests at the institutional level and raising awareness in the University community.

iv. Past Year Review Services (Peer Support Centre and AMS Food Bank) The Peer Support Centre has established itself as an extremely well run service in recent years. It has been effective in improving volunteer management and engagement and has continuously pursued streamlined operations. The number of peers who visited the centre in the 2015-16 academic year doubled in comparison to the year before. Two notable projects that started this past year were the demographic survey and the Academic Grievance Centre (AGC) merger. The demographic survey was started but did not receive enough responses to produce any conclusive data. The merger with the AGC was successful in bringing about new space for the centre, but the logistics of this project have yet to be resolved. The Substance Abuse Resource Centre (SARC) project was completed Strong marketing and outreach efforts have continued to position the PSC as an accessible and welcoming support service for students.

The AMS Food Bank underwent an intensive rebrand last fall after being renamed from the “AMS Food Centre”. As a result of these promotional efforts, as well as more effective directorship, usage of the Food Bank increased by 50% in the 2015-16 year. The Food Bank Director worked to establish and streamline many of the protocols and operations of the Food Bank. The service saw a number of operational improvements in consistent grocery shopping protocol and shift protocol as well as making the directorship position salaried, but still struggles with issues such as cleanliness and volunteer expectations. Fundraising efforts improved and included donations from Orientation Week events, as well as arranging for the ongoing donations of canned goods from 175th events. Despite this progress, increased usage continues to put a strain on the Food Bank’s current resources and funding.

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Internal Commission The SIC underwent a significant structural change at the end of the previous academic year. While no major changes were made to the six educational committees, they now all report to one deputy. The development of the SIC website, Equitable Queen’s, resulted in the creation of a new deputy position to oversee the maintenance of the website and associated responsibilities. Additionally, a Deputy of Indigenous Affairs was introduced in order to strengthen ties between the AMS and Indigenous stakeholders on campus in order to improve our abilities to support and advocate for indigenous students. Students Against Poverty was renamed to Piggy 4 Change, but continued to struggle with gaining traction under its new name and brand. POSSE also continued to face challenges with engagement, as it has over the past several years. Lastly, the Equity Strategic Plan was a major project that came out of the SIC last year. It is intended to be passed at assembly, but still requires further consultation and modification.

External/Other The SIC continued to serve on a variety of external committees, including but not limited to: Aboriginal Council (ACQU), Senate Educational Equity Committee (SEEC), Council on Employment Equity (CEE), Positive Space Steering Committee, and Hazing Prevention and Response Task Force. Some of the major external projects this past year focused on accessibility. The Campus Mobility Project sought to establish a free rental service of assistive mobility devices but remains at a standstill. Another project is the Queen’s Facility Accessibility Design Standards (Q-FADS), which will be completed in August 2016. Along with the VP Ops, the SIC used concrete data to successfully advocate for extended hours at the Walk-In Clinic. Evening clinics will be held on Monday, Tuesday, and Thursday and a weekend clinic will be held on Saturday. The survey revealed that after a lack of hours, the second most pressing issue for students regarding SWS was the quality of counseling services. The Out-of-City Healthcare Travel Bursary was established as a band aid solution to help students who needed to travel out of Kingston in order to satisfy their healthcare needs. A 5,000-dollar fund was established between the SGPS and AMS through Student Awards, $4,000 of which will come from the AQU fund. Lastly, an anti-online harassment campaign was started but progress has been slow.

SWOT

Strengths ● The ability to leverage the popularity and presence of

certain committees/services in order to market other committees/services. Intersectionality has been successfully used to cross-promote within the SIC. For example, MHAC’s events are generally consistently well attended, so it has the ability to use an intersectional approach to promote other committees (i.e. how gender identity and mental health interact bi-directionally)

● The Social Issues Commission has been able to successfully advocate for a more equitable campus using survey data as

Weaknesses ● Student engagement and attendance at events has

been a challenge for some committees because of the volume of student initiatives on campus and a lack of coordination between parties to streamline these events

● Student awareness has been lacking for a few committees and services as a result of ineffective branding or a relative lack of branding

● There is a lack of awareness of the Commission as a whole. Students may have heard about certain

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well as fostering closer relationships with administration. The SIC has been able to use its close relationship with many administrators to communicate students’ priorities.

● The SIC has done a good job of bringing individuals who might be less equity-minded into conversations about oppression, marginalization and other equitable issues, and has encouraged them to think about how these issues relate their work and academics, through initiatives such as training programs and the strategic plan.

committees or services but are unaware that they fall under the umbrella of the Social Issues Commission. The SIC hasn’t necessarily been established/positioned as the ‘hub’ of all things equity.

● Students engaged with issues of equity often don’t see the AMS as a vehicle for progressing their priorities. The bureaucratic and procedural nature of an organization such as the AMS can be seen as a barrier to grassroots activism.

● Volunteer engagement has been an ongoing issue. The AMS Food Bank has lagged behind the PSC in developing formal operations and this has shown in lower volunteer commitment. Some committees also struggle with involvement with their volunteers.

Opportunities ● Ontario legislation (i.e. Bill 132, TRC) are encouraging

universities to develop policies, procedures, responses etc. with respect to specific equitable issues. The SIC has the opportunity to ensure that student voices and opinions are heard throughout this process. For example, in response to the TRC, the university is introducing more curriculum related to Aboriginal culture, which will attract a greater number of Aboriginal students to Queen’s and, if positioned effectively and strategically, the AMS will be able to garner greater Indigenous student involvement.

● Students are finding different avenues to voice their opinions to the university, which is mobilizing administration to address issues that Queen’s students find important. This is helping to prioritize issues that fall under the SIC’s mandate. (i.e. Queen’s student speaks out against sexual assault)

● Increased enrollment provides an opportunity to attract more students and more equity-minded individuals with a larger pool to choose from. This can be leveraged to increase involvement.

Threats ● Issues of equity are often seen as low priority to a large

segment of the population that doesn’t associate with a marginalized or oppressed group. This is a particular challenge at Queen’s, where the majority of the population identify as white, affluent and otherwise privileged.

● Groups outside of the AMS, that don’t have the same institutional lobbying power, and don’t face the same bureaucracy, as the SIC are seen as radical and sometimes threatening/intimidating. This can be intimidating and deter students from engaging in discussions, or involving themselves in the equity community.

● Many initiatives of the SIC don’t generate revenues. Sometimes they can be seen as costs to the university if the benefits or dividends are not obvious to the general population.

● Lack of awareness and engagement with topics surrounding equity might discourage students from engaging in conversations surrounding these topics. Without having a basic foundation of the appropriate language and terminology, they might feel intimidated to approach these issues. This isn’t due to a lack of interest or care with regards to these issues. Given the opportunity to develop a basic foundation of equitable understanding, they would be better equipped to join social justice discourse.

B. Overall O.G.S.M. – Objectives, Goals, Strategies, Measures 1st Objective:

“To offer relevant and accessible student services”

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To properly offer relevant and accessible student services (this includes everything you do

within your commission!), AMS staff need to:

1. Enable feedback mechanisms to ensure commissions are adapting to student demand 2. Provide and enforce consistent, expedient, and respectful customer service 3. Ensure the services we offer within commissions are accessible to students and meet a

broad range of their needs


To give students the opportunity to speak on

their experiences with Student

Wellness Services on a confidential,

non-judgmental

medium

To effectively lobby the administration for

better quality student health

services on

campus

● Analyze results of last year’s SWS survey ● Talk to Executive Director of SWS ● Develop a survey/response structure ● Work with VPUA, IT, Dcomm etc. to put on AMS

website ● Advertise through the AMS website, PSC & SWS ● Advertise using rave cards during orientation week ● Analyze results from survey and use in lobbying efforts

with University ● Develop a strategy with SWS to combat major

grievances

● 500 replies to feedback system by December

● 50% reduction in number grievances with SWS by Feb

Generate awareness and

discussion regarding

substance abuse and self-

medicating issues on campus

and provide students

struggling with substance abuse with a means for

support

Develop a Substance

Abuse Resource

Centre

● Discuss implementation and work out logistics with James Durham

● Develop a debrief system between the PSC director and SARC director

● Determine training protocols for both directors and terms of reference for the SARC

● Use the EQuIP space from 11:00 am to 3:00 pm from Monday – Friday

● Work with IT to get a phone line for the SARC in the EQuIP space

● The Director will be responsible for hiring and staffing the centre as well as conducting recovery meetings from 2:00 pm – 3:00 pm on Mondays, Wednesdays and Thursdays

● Market through SWS and the PSC (referrals) ● Work with Studio Q to develop a logo and other

promotional material by the end of August ● Work with Stephanie Simpson and Dcomm on

Substance Abuse campaign

● 10 student drop-ins within the first week of operation

● All relevant cases are referred to the SARC by the end of 1st semester

● 75% of referrals contact the SARC

● Substance Abuse campaign reaches 1,000 students

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Ensure students feel supported,

educated, and safe with regards to

sexual violence

Increase consent

and sexual

violence preventio

n educatio

n and awarenes

s

● First responder training delivered to all Peer Support Centre volunteers

● Develop a relationship with Barbara Lotan (Sexual Violence Prevention and Response Coordinator) and other relevant administration to advocate for a Sexual Assault Centre

● Work with Deputy of Education to form a committee under the SIC focused on sexual violence

● Encourage committees to engage discussions of rape culture and sexual violence through their specific channels of discussion

● Have the PSC director and management team develop a campaign regarding sexual violence education

● Develop an infographic to go in the orientation week resource package (SAPR Objective 6i)

● Work with Barbara Lotan to develop a Gold Folder for sexual violence response

● Work with Student Affairs to train all AMS staff (salaried and part-time on bystander intervention).

● Add bystander intervention to the required training for all AMS staff to policy

● Work with ORT to ensure that all Student Orientation Leaders receive Bringing in the Bystander curriculum (SAPR Objective 7i)

● All AMS staff receive bystander intervention training

● All PSC volunteers undergo first responder training

● At least one educational event is held by a SIC committee to discuss the intersection of sexual assault and their respective topic of discussion

● Collaborate with existing clubs and groups focused on Sexual Health and Assault Prevention on at least one event

● PSC event hosts at least 50 attendees

Better support and advocate for Indigenous

students

Increase cultural

awareness and

sensitivity within the AMS and make it a safe and

approachable place for Indigenous

students

● Work with the VPUA, Director of Human Resources, and Four Directions Aboriginal Centre to ensure that all AMS full-time employees receive Cultural Safety Training

● Work with Deputy of Indigenous Affairs and Communications office to create a student survey and focus group to gather student priorities, perceptions, opinions, with respect to their experiences as Indigenous students at Queen’s with questions pertaining to perception of cultural safety and involvement (or lack thereof) in the AMS

● Work with the executive and communications office to have all AMS staff include the land recognition in their e-mail signatures

● Work to change the names of AMS rooms (QC 504-506 and JDUC 351 – 353) to words from Indigenous languages in support of increasing awareness of Aboriginal territory on which these spaces reside

● The AMS include artwork or land recognition poster in society occupied spaces (e.g. AMS offices and SLC spaces)

● All AMS full-time employees receive cultural training by September 2016

● All AMS staff include land recognition in their email signatures by September

● 50 student respondents to the survey by December

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Increase support for

trans* students

Improve

inclusivity of spaces and events for LGBTQIA+ individuals

● Work with student awards to ensure the implementation of the Out-of-City Healthcare Travel Bursary

● Allocate $4,000 of the AQ budget over the next five years to go towards the Out-of-City Healthcare Travel Fund

● Work with Social Issues Commission volunteers to do a ‘Gender Neutral Washroom Audit’ to check the signage of washrooms that were meant to be labeled as gender neutral/ask the Equity office for any records they may have regarding which washrooms have the proper signage

● Provide PPS with a list of gender neutral washrooms that haven’t had the signage changed and have them update them accordingly

● Work with co-chairs of EQuIP and Positive Space Program to offer workshops to SWS counsellors

● Work with EQuIP and Positive Space to train Peer Support Centre volunteers in queer-specific issues

● Work with Positive Space Program to do a sticker audit and ensure that only offices who have the current Positive Space training display the sticker

● Have AMS representation in the Kingston Pride Parade

● Review AMS documents for gendered language and encourage revising to gender-neutral language

● All gender neutral washrooms accurately labeled by February

● 100% of Peer Support Centre volunteers are trained in queer-specific issues

● At least 5 SWS counsellors receive Positive Space Training

2nd Objective:

To properly offer experiential learning opportunities, AMS staff need to:

Offer meaningful, student jobs and opportunities whenever possible

Enable opportunities for on-the-job skills development

Ensure opportunities are attractive and accessible to the student body


“To offer experiential learning opportunities”

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Improve the Social

Issues Commissi

on volunteer experienc

e

Improve SIC

cohesion,

promote intersectionality efforts

and improve

the overall

volunteer

experience

● Select a volunteer of the month at the end of every month ● Once-a-semester socials for the “management team” at the

beginning of each semester ● Once-a-semester SIC-wide socials (chairs and section editors) ● Deputy of Projects & Outreach to collect all equity-minded events

and display them on a weekly calendar ● Weekly meetings with all Deputies ● Deputy of Education to schedule meetings with chairs to update

each other, share best practices, arrange professional development opportunities once every two weeks

● Editor in Chief establishes a clear expectation that publication sections must collaborate with relevant groups internal to the SIC on initiatives and events

● Continue the intersectionality fund, which grants 50$ to two committees who work together on an intersectionality event

● Conduct volunteer evaluations and satisfaction survey

● More than 50% attendance at SIC socials

● Volunteers submit all upcoming events to Deputy of Projects & Outreach and they are all posted on the calendar

● At least three intersectional events per semester

Improve student

engagement with issues of

equity and

diversity

Bring more students

into equity-related

conversations and

promote equitable

practices in the work

that they do

● Work the with Communications Office to develop climate surveys to gauge student and employee perceptions of safety, equity and inclusion with respect to the AMS

● Use the results of the survey to make informed and strategic goals to address the equity and diversity of the AMS

● Conduct further consultations regarding the Equity Strategic Plan with all relevant parties

● Use the climate survey, consultations and further research to revise the Equity Strategic Plan

● Bring forward the Equity Strategic Plan as a discussion topic at assembly and revise it according to the feedback received

● Bring forward the Equity Strategic Plan to be passed at assembly ● Save the climate surveys so that they can be used as metrics for

the success of the implementation of the Equity Strategic Plan ● Work with Equity Caucus to develop one equity-oriented

discussion topic to be brought to Assembly once per semester ● Work with Deputy of Projects and Outreach for all equity-minded

committees to submit event forms through the AMS website that outline the accessibility and inclusivity features of the event

● Work with Studio Q and committees to solidify logos and produce banners to enhance their marketing efforts

● Have Piggy for Change Co-Chairs work with the marketing deputy and brand manager to work on branding and communications of the committee

● Work with communications to ensure that anti-online harassment campaign reaches a wide audience

● Review Code of Conduct and inclusion of online harassment in Queen’s-affiliated Facebook groups

● At least 200 student respondents to the general climate survey

● At least 40 respondents to AMS employee climate survey

● 80% of equity-related events are displayed on the AMS website with accessibility and inclusivity features

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3rd Objective:

To properly ensure the long-term financial sustainability and viability of the AMS, AMS Staff

need to:

Ensure the Corporation and government budgets in a way that is financially responsible

Ensure that risk assessment is conducted when setting goals and budgeting for the year ahead.

Ensure that student dollars are invested and spent wisely and ethically.


Improve and

maximize the use of resources available

to the Food Bank to ensure donations make the

largest impact on

student life

possible

Improve Operations and Usage of the Food

Bank

● Gather usage statistics, track purchases, and have the Food Bank Director use this data to improve budgeting for the Food Bank

● Gather statistics about the number/amount of donations received by the Food Bank

● Develop a sorting system whereby non-perishables are sorted by expiry dates to avoid having to throw food away

● Explore options regarding growing our own produce – analyze past efforts to see if the garden is viable and explore other possible avenues for cultivating a community garden

● Work with the Director of Communications to increase marketing and encourage events to give donations to the AMS Food Bank

● Work with CAC to encourage orientation week and other events to include a donation to the Food Bank

● Have the Food Bank Manager partner with Piggy for Change to plan a number of fundraisers throughout the year (e.g. Selling pizza on St. Patrick’s Day)

● Have the sustainability coordinator apply to grants to help improve the sustainability of the Food Bank

● Have Food Bank Marketing Coordinator and Marketing Deputy work with Cole and IT to finalize the Food Bank website and make it operational

● Create a usage and spending summary once a semester

● Decrease the amount of food going bad or expiring by 50%

● See an upward trend of donations received by the Food Bank due to enhanced marketing efforts throughout the year

Improve operations

of the Accessibility Queen’s

Fund

Review and revise

procedures and

develop a long-term strategic

plan for the Accessibilit

● Include Managing Director of the Student Life Centre and VPUA in granting process

● Work with Managing Director of the Student Life Centre to develop a three-year strategic plan for the Accessibility Queen’s Grant

● Review the out-of-city healthcare travel fund to see how much of it is being used/spent and by who, and adjust the amount accordingly

● Have the travel fund in place by mid-June

● Develop AQ Fund Strategic Plan by March

“To ensure the long-term financial sustainability and viability of the AMS”

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y Queen’s Fund


These supporting documents address the overall detailed implementation of the Plan by stating how you plan to apply adequate resources to support your intent and strategy. Think of them as appendices to your overall goal plan.

1. Timeline: Your overall timeline sequences and divides up the strategies of your plan and the implementation action plan with identifiable (date) start and end points of time – this assists in phasing, establishing relationships between, and assessing feasible resource (people, “stuff” and money)

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allocation. This timeline must be printed in wide-format and posted on your walls as a guideline for the year. You can design it in any way you want when you print it, but follow this template:

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2. Goal Plan Review: At the end of the year you will be asked to sit down and review your goal plan. You will be tasked with creating a transition document that shows the incoming team the projects that you had set out to do, the result, and next steps moving forward. This document will include both complete and uncompleted goals, and an explanation. This will lead to more continuity within the AMS, something we often lack!

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Manager 2016-2017:

Goal Plan

Prepared by: Grace Kim, Clubs Manager Prepared for: Carolyn Thompson, Vice President (University Affairs)

Executive Summary:

With 260+ officially ratified clubs and 9,000+ students who get involved each year, the Clubs community plays a significant role in enriching student life here at Queen’s. Clubs provide a vast amount of opportunities, resources, and experiences for all students across campus and represents the diversity, passion, and determination of Queen’s students. Since the inception of the Club’s office in 2009, my predecessors have worked hard to create the infrastructure of the office from implementing policies and processes to expanding available resources to clubs. However, each of them mention that without drastic changes and a shift in priority by the AMS towards the Clubs Office, it will ultimately fail to keep up with the fast growing community. The relationship between the AMS and the Clubs community has been deteriorating for quite some time now, not from lack of passion or enthusiasm from past Clubs managers but simply because there wasn’t enough manpower to carry out all the necessary tasks. Over the past two years, three new positions within the Clubs Office were created in order to rebalance the workload. The responsibilities of the Office are now also split among an Assistant Manager and two Coordinators (one for Marketing, one for

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Human Resources). With the expansion of the Office, the recent SGPS merger, as well as the dissolution of the CIA, the Clubs Office is now in a position where major growth and development is possible. With more autonomy and access to greater resources, we are now able to better accommodate the Clubs community. This year the Office is focused on two primary goals: to rebrand our office as well as rebuild our relationship with our clubs.

Many students are currently unaware of what the Clubs office actually does or who currently works in it and often don’t know about the many resources that we can provide. Through our Marketing Coordinator, we hope to increase the awareness of our Office and Team through our social media pages as well as attending club events. This will give us an opportunity to create a more meaningful relationship with clubs and support what they do. Our goal is for students all across campus to gain a better understanding of what the Clubs Office does in case they ever do need our resources and/or support. LWT’s Clubs oriented platform has also shifted the conversation to focus on what clubs actually need and how they would like us to better support them. Two key areas of improvement that clubs shared were better communication and more club resources. Through weekly email updates and our new monthly Clubs Caucus, our goal is to make sure that club executives know exactly what’s going on and that they are aware of any deadlines and opportunities well before the due date. Additionally with the creation of our first extensive Clubs Manual as well as an expansion of online resources on the AMS website, clubs will be able to easily access important information at their fingertips. Clubs shouldn’t be difficult or a burden on any student, and we believe that these changes will ensure a more stress-free clubs experience.

Through rebranding our Office and rebuilding a trusting and supportive relationship with our clubs, our hope is that student groups continue to thrive and flourish on campus. Queen’s Clubs are more than just extra-curricular activities, they allow students to try new things, explore their passions, and find their home away from home. We are dedicated to ensuring that we foster and encourage this diverse community to create an unforgettable and fun experience for all. Since the Clubs’ Office expansion in 2009, it has worked hard to build a relationship between clubs, students, club members, the Queen’s community, and the AMS. The Clubs community provides a vast amount of opportunities, resources, and experiences for all students and is home to the 260+ officially ratified clubs on campus. My predecessors have worked hard to create the infrastructure of the office from implementing policies and processes to expanding resources available to clubs. However, each of them mention that without drastic changes and a shift in priority by the AMS towards the Clubs Office, it will never be successful in completing its mandate. The relationship between the Clubs Office and the Clubs community has deteriorated over time, not from lack of passion or enthusiasm from the part of past Clubs managers, but simply because the community grew too fast and there just wasn’t enough manpower to carry out all the tasks necessary. This very much needed shift begun two years ago with the creation of the Assistant Manager role, as well as the Human Resources and Marketing Coordinators. The addition of three more members to the Clubs Office has already immensely improved as all the responsibilities no longer fall on one individual. The 2015-2016 year was a pivotal one that transformed much of the Clubs Office in their short eight month term. In gaining feedback from various clubs, the monthly Clubs Caucus was implemented in hopes of providing a venue for discussion and collaboration. This will allow clubs to work together in collaborating resources and ideas, as well as provide a place for the Clubs Office to hold discussions on how the Office can continue to support the community throughout the year. The Clubs Portal was introduced as a way to simplify processes for grants, ratification, and space allocations. This gives clubs online access to some of the resources available such as booking forms for different venues, sample constitution and budget layouts, and event sanctioning form guidelines. Additionally, the Portal is capable of keeping records of past forms and applications submitted by each club, which will allow future executive members to gain access of all those in one convenient location. Lastly, the merger with

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SGPS to create a central Clubs Office on campus came at the perfect time with the dissolution of the CIA. With the Office being moved directly under the VPUA, the Office now has access resources and independence to be able to support the rapidly growing Clubs community. LWT has shifted the conversation to clubs with their customer service oriented platform that has encouraged the Office to become the central hub for support and resources to clubs, rather than hold an authoritative presence within the community. The Clubs Office this year is focused on what we can do for clubs so that they can continue to create an incredible student experiences here at Queen’s. Through the many changes that have happened within the past year, the office now has full autonomy to engage, learn, understand, and provide for all clubs and students. With over 9,000 students involved in the 260+ clubs on campus, they aren’t just extra-curricular activities at Queen’s. They encourage students to find their passion, their place, and their home. The Clubs Office is dedicated to ensuring that we are fostering and encourage this unique community, not breaking it down.

Clubs Office: Goal Plan 2016-2017

10. Preliminary Review & Statements a. Situation Analysis Summary


iii. SWOT

11. Overall O.G.S.M. (Objectives, Goals, Strategies, Measures) a. To rebuild the trust between the Clubs office and the Clubs community

b. To offer clubs better resources

c. TO offer clubs greater independence

12. The Plan’s Supporting Documents h. Timeline


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C. Situation Analysis Office Mandate

The Clubs Office acts as the main liaison between the AMS, SGPS, and the 260+ officially ratified clubs at Queen’s University. The main duties and responsibilities include all administrative affairs in relation to clubs, which includes but is not limited to re-ratification, space allocation, club grants, insurance, event planning, as well as club workshops. On a day-to-day basis, the Office is responsible for communicating with clubs and addressing any concerns/issues that arise as well as administrative tasks. At the beginning of each year, the Office hosts Tricolour Open House in partnership with Athletics & Recreation, the purpose being to showcase the vibrancy of campus clubs and to promote extra-curricular opportunities to students of all years. The Clubs Office plays a pivotal role in connecting students to each other, as well as to their student government.

Past Year Review Although the Clubs office had a rocky start, 2015-2016 was a critical year for the Clubs

Office. There were many initiatives that were implemented in an effort to grow the office to its fullest potential. My predecessor Jennifer Williams was interested in rebuilding a positive and open relationship with the Clubs community as well as exploring how the Office could adapt to support the growing number of clubs. To fulfill these two ideas, she took the time to understand how clubs really felt as well as learning about how the office had evolved and what the next steps were.

Two initiatives that were implemented to improve communication and information between the office and clubs was the Clubs Caucus and the Clubs Portal. The Caucus will serve as a place of discussion to share ideas, concerns, and best practices between clubs, but also with the office. The Portal is a Google classroom that will allow all forms and applications for grants, ratification, and space allocation to be submitted online on a central site. This eliminated each club having to send in separate emails for forms and applications and will hopefully improve the three processes. Two major changes that will encourage the further growth of the Clubs office is the restructuring of the CIA as well as the SGPS merger. Allowing the Clubs office to now operate as their own, directly reporting to the VPUA reassures that as the presence of clubs grow on campus, the office will be able to grow with them along with the support and resources that are provided. The merger with SGPS and integrating all clubs into one central office offers more resources available, while also bridging the gap between undergraduate and graduate students. This also takes away the restrictions of club membership that existed before the merger. Overall, Jennifer and her team did an incredible job in envisioning the future of the Clubs office. My team and I will be working to build and improve on what she has already done, to ensure that this kind of growth and success continues within the office.

SWOT Analysis

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Strengths

CIA Restructuring: The new structuring of the Commission of Internal Affairs will help in supporting the Clubs Office to grow while also providing more resources. Being directly under the VPUA will allow a more constant flow of communication directly from the Clubs community which will result in a more reliable, trusting, and open relationship between the AMS, SGPS, and clubs.

Strong Team & Executive Support: The recent expansion of the Clubs Office to a Manager, Assistant Manager, HR Coordinator, and Marketing Coordinator gives us the opportunity to increase the amount of resources and support that we can offer to clubs. With more hands in the office, the Clubs Manager will be able to focus on maintaining a supportive relationship with clubs as well as long term planning for the future of the Clubs office. The Executive’s vision and platform for the office will be an immense support and will aid in the growth of the Clubs office this year.

Weaknesses

● Lack of Available Information: Many clubs are still confused about exactly what the Clubs office can provide and some of the processes that they should be aware of including grants, ratification, and space allocation. The information isn’t available for them to find online and results in having to email the Office with every single little thing- which can be time consuming and frustrating for both sides.

● Lack of Consultation: Changes often happen to the Clubs Office without really consulting clubs. The Office would ask clubs what changes they would like to see, but will not really consult on actions moving forward. An example would be the Clubs Portal- although it is efficient and an improvement in theory, many clubs complained and did not find it as easy or great to use as it was made out to be.

● Lack of Appreciation: Although clubs are arguably the biggest community for student involvement, those in club leadership positions are not often recognized for all the hard work that they put into their clubs. These individuals are those who have chosen to put in time and hard work, and are solely invested because they are not only passionate about their organization, but because they are invested in creating better student experiences.

Opportunities

AMS Website: With the rebranding of the office, we have the opportunity to recreate the ‘Clubs’ section of the website. Changing the layout and adding other components will help better advertise our clubs as well as make it easier for anyone looking to find more information on clubs.

Sustainability: One of the primary methods of advertising for clubs is posters and printing out handouts, most of which end up either on the floor or in the garbage. Working with the CES to promote awareness as well as practical tips for clubs to reduce the amount of paper will hopefully help the environment while allowing clubs to save funds from less printing. To

Threats

● Public Health Policy on Bake Sales: Bake/food sales are one of the biggest fundraising methods for clubs during the year. The implications of banning bake sales would be huge and could seriously affect clubs and their ability to function during the year, as well as the relationship between the Office and clubs.

● Unfamiliarity with Policy: Although all clubs are required to submit a constitution, few know what their constitution means or what AMS policy even means. Ratified groups are by extension representing the AMS and SGPS in some way but may misconduct themselves because they are unaware of what policy is or how it works.

4. Overall O.G.S.M. – Objectives, Goals, Strategies, Measures

1st Objective:

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To properly rebuild the trust between the AMS and the clubs community, the Clubs office

needs to:

4. Maintain constant and clear communication with the Clubs community and students interested in getting involved

5. Provide exceptional customer service, both in and out of the office 6. Show appreciation for the hard work that club executives put into their clubs

2nd Objective:

To properly offer clubs better resources, the Clubs office needs to:

Determine the needs of individuals, clubs, and the clubs community as a whole

Assess the resources being provided right now and how we can improve so that it benefits more people

Continue to look for other resources, both short and long term, that would benefit the clubs community

3rd Objective:

To create a solid Clubs office presence on campus, the Clubs office needs to:

Increase visibility through consistent updates on social media

Ensure that both the AMS and SGPS are being represented to create a cohesive club image and brand

“To rebuild the trust between the Clubs office and the Clubs community”

“To offer clubs better resources”

“To create a solid Clubs office presence on campus”

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Ensure a solid transition for the next Clubs team so the same visions and goals are carried on


To rebuild the trust

between the Clubs

office and the Clubs

community

Send out bi-weekly

emails with updates

and deadlines to create

a consistent flow of

communication

between the Office and

Clubs

● Find opportunities (other grants, bursaries, etc.) that would benefit clubs along with deadlines for when to apply

● Include any information or updates from SLC, AMS, SGPS, along with any other groups that want to pass on an update to clubs

● Send out the emails every 1st and 3rd Monday of each month

● Increase funding opportunities for clubs by 30%

● Decrease confusion and unawareness around deadlines, opportunities, and what goes on in the office by 65%Address email topics and deadlines/opportunities at monthly Clubs Caucus to ensure that any confusion is cleared up sooner than later

Set out clear deadlines

for grants, ratification,

space allocations, etc.

so clubs are given

enough notice

● Consult Secretariat and VPUA on Assembly dates so that deadlines for grants, spaces, and ratification happen before Assembly

● Meet with interim Club Caucus chair to discuss Caucus dates

● Set out all important club dates by August

● Create a sheet with all important dates to send to clubs so they know what the year looks like

● Decrease lateness of applications and forms by 85% Have 20 or less late forms submitted by clubs for re-ratification and space allocation

● Release all important dates by September 1st

Emphasize the work

that clubs do for the

community and show

that we appreciate

their efforts

● Attend different club events throughout the year to show support

● Host an end of the year clubs banquet/gala

● Create more awards to present to clubs

● Attend at least 15 unique club events

● Create 2 new awards that will recognize the hard work of clubs

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Consult with clubs

before making any

major changes to make

sure that the changes

being made are best

suited for the

community

Send out surveys and encourage discussions at Club Caucus to consult on any changes being made

Have an open door policy and encourage any club members to come by the office and discuss and share opinions on what’s going on in the clubs office

● Consult at least 55% of the clubs before making any major changes or decisions

● Inform clubs within three days of any changes/decisions being made via email

To offer clubs better

resources

Provide better space

for clubs and assess

how space can be

improved to better

fulfill needs for clubs

● Assess what clubs really need or are lacking in their spaces via email survey

● Consult with SLC if any major room changes need to be made (such as installing screen/projectors, adding more lockers)

● Have consistent space audits to ensure that spaces are being kept clean and used for club-intended purposes

● Maintain active relationship with SLC throughout the year to make sure that both parties are aware of what is going on with club spaces

● Have a space audit every 42 weeks where club spaces are being checked to make sure they are being kept clean

● Meet with SLC either bi-weekly or monthly to discuss club spaces

● Send out a space survey once in August and once in April to clubs that have space for 2016-2017

Make sure that

important information

is easily accessible to

clubs through the

creation of a Clubs

Manual as well as

updating Clubs section

of website

● Create a Clubs Manual that will include all the information that new clubs/currently ratified clubs will need

● Meet with commissioners, managers to discuss how their portfolios could work with clubs

● Meet with all commissioners, managers to discuss their portfolios

● Send preliminary draft to VPUA for review by July 4th

● Send reviewed preliminary draft to interim Caucus chair by July 11th

● Work on layout and design of Manual and have done by August 8th

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● Meet with SGPS to learn about student fees, other club related opportunities available through them

● Consult interim Clubs Caucus chair to discuss topics of interest that should be included in manual

● Consult with Michael and Bianca to create new layout of Clubs website for the purpose of being able to find information easier and quicker

● Have Clubs Manual ready to be published for first Clubs Caucus on September 21st

● Increase website traffic for Clubs section by 40%

Provide workshops and

events that will act as

additional resources

for clubs

● Host Tricolour Open House in September which will allow a pan student recruitment event

● Host a similar event in the Winter semester for end of year hiring

● Bring in guests to present workshops at the Clubs Caucus (Advancement, MarComm, SLC, etc.)

● Increase awareness and traffic of Tricolour Open House by 50%

● Increase awareness of Winter semester recruitment night by 60%

Expand the Clubs

Bursary Program and

make it more

accessible for students

● Consult with VPUA and SGPS on best process and method for bursary applications and reimbursements

● Advertise the bursary program through emails, social media, at the Caucus, and in the Manual

● Increase awareness of bursary program by 75%

● Increase applications throughout the year by 30%

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To create a solid Clubs

office presence and

increase visibility on

campus

Grow presence of

Clubs Office on social

media to create more

awareness

● Post engaging content on Facebook and Instagram once a week

● Include any important announcements

● Consult with SGPS on their social media platforms and how to best reach SGPS students

● Try and engage to reach both undergraduate and graduate students by posting content that is interesting for both groups

● Increase likes on Facebook page to 1,500 by the end of the 2016; 2,000 by the end of term

● Increase followers on Instagram to 450 by the end of 2016; 700 by the end of term

Promote the Assistant

Manager, Marketing

Coordinator, HR

Coordinator positions

so clubs feel more

comfortable

approaching them

● Have members of the Office listed on the website along with description of position and contact information

● Have a ‘meet the clubs office’ album on the Facebook page at the beginning of September

● Include positions and descriptions in the Clubs Manual

● Introduce and describe roles at first Clubs Caucus

● Increase awareness of Clubs office and members by 50%

Create a cohesive Clubs

team to ensure a

strong office

environment

● Have weekly team meetings to make sure that everyone is up to date with what’s going on

● Share goal plan with team members to ensure that the office’s activities for the year align with our goals

● Have a monthly team building activity for the team

● Ensure that a solid transition is carried out for the next Clubs team so that the same visions

● Have a monthly team goal that the office strives to reach

● Begin preparing for transition materials mid-March and ensure that the transition manuals for the office have a cohesive tone

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and ideas are carried through the next year



June 22nd Clubs Manager, A&R

Tricolour Open House

Meet to discuss costs, layout, logistics

A&R was not clear with costs last time and costed more than it was supposed too

A&R also designed layout which many attendees found confusing

June 24th

Clubs Manager

Clubs Caucus dates & details

Meet with interim Chair to discuss dates and a schedule of workshops, structure of Caucus, locations

Chair might not be free to meet

End of June

Clubs Manager

Clubs Manual

Meet with all commissions/services/any other party involved by end of June for manual

Scheduling

July 4th Clubs Manager


Send out registration forms for TOH

Stress that clubs that miss the deadline without communicating it to the Clubs Manager may not be able to participate – limited space

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July 6th Clubs Manager

Clubs Manual Have a rough draft ready, ship around VPUA/Caucus interim chair for feedback

Could be delayed if a meeting with all commissions/services isn’t complete

July 15th

Clubs Manager, IT, MarComm

Clubs Website

Meet with Michael/Bianca to go over Clubs website and how we can add more function to it

Adding pages to website without cluttering it

July 29th Clubs Manager, IT, MarComm

Clubs Website Test new layout, show others in office for review

August 1st

Clubs Manager

Clubs Spaces

Send out survey to clubs regarding what they want in their spaces, consult with SLC to discuss results

Not all clubs might not participate, lack of feedback wouldn’t allow any changes to be discussed

August 8th Clubs Manager

Clubs Manual Have a rough layout/design for Clubs Manual done

Coming up with a layout that is reader-friendly

August 19th

Clubs Manager

Clubs Caucus Confirmation

Confirm details for Caucus and have ready to publish on social medial/email lists for Sept. 1st

Not being able to book rooms for right dates

Not being able to meet with Caucus chair

August 25th

Clubs Manager, A&R


Have layout, logistics figured out

End of August

Clubs Manager

Clubs Deadlines for entire year

Set important deadlines (space, ratification, grants) to share with clubs in September

Take into account holiday dates so they don’t coincide

September 1st

Clubs Manager

Clubs Manual

Send good copy to VPUA, interim Caucus Chair, Clubs office for review/thoughts on manual

Make changes in time for first Caucus chair meeting

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September 5th

Clubs Office

Profiles on Website

Add clubs office members on website with contact info

September 5th

Clubs Manager, Assistant Manager, VPUA

Bursary Program Review process and how changes can be implemented to ensure fairness and accountability

SGPS asks applicants to provide OSAP statement – how do we implement similar policy to show that they are in financial need without infringing on privacy?

September 12th

Clubs Office

Facebook profiles Publish ‘Clubs Office team’ album so students and clubs are familiar with who we are

October 3rd

Clubs Office

Clubs Gala/Appreciation

Start discussing logistics and purpose for gala, possible dates, venues, and themes

Cost of event, will clubs actually attend?

Talk about pros and cons of gala as well as if there was another way to show appreciation for clubs instead of having a gala

November 18th

Clubs Manager, Assistant Manager

Clubs Gala

Confirm date of gala and start looking for venues if we decide to move forward with event

Cost of venue, maximum capacity

January 24th

Clubs Office

Clubs Awards

Talk about expanding current club awards that could be given out at gala

Make awards inclusive of everyone, try and represent diversity of clubs community

February 20th

Clubs Office

Clubs Awards

Start promoting clubs and nomination applications, due date for applications will depend on gala

Do we order more plaques? Is this feasible?

March 6th

Clubs Assistant Manager

Club Spaces

Send out survey (like from August) asking for feedback on spaces and see what can be

Clubs may not participate

May ask for unrealistic upgrades

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improved for the next year

to space (questions should try and avoid this outcome)

March 27th

Clubs Office

Clubs Team Transition

Create a cohesive transition period for the Clubs Office so that the office as a whole will know what’s going on, hopefully create a more united process

Hiring may not be done, schedules might be busy as it’s end of year

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Judicial Affairs Office 2016-

2017:

Goal Plan

Prepared by: Ryan Pistorius, Judicial Affairs Manager

Prepared for: Carolyn Thompson, Vice President (University

Affairs)

Executive Summary:

In recent years, the AMS Judicial Affairs Office has gone to great lengths to address

systemic issues and to increase both the efficiency and effectiveness of the AMS Non-

Academic Discipline (NAD) system here at Queen’s. These changes have been made in

service of two primary missions: (i) ensuring the fulfilment of the Office’s mandate; and,

Page 159 of 184

(ii) ensuring the continuation of the long-standing tradition of student-administered

Non-Academic Misconduct (NAM) at Queen’s.

This year, I intend to build on the good work of past Judicial Affairs Directors, making

improvements where possible to optimize the effectiveness and efficiency of the system,

strengthening relationships with University administrators and oversight bodies, and

addressing weaknesses (including systemic issues, policy gaps, and so on) which for

various reasons have been left unaddressed until now. In particular, I aim to build on

recent efforts to increase awareness, both on- and off-campus, of the AMS NAM system,

to develop new case management and analysis mechanisms, to improve how the Office

communicates the results of cases with the Queen’s community, and to make

organizational and systemic changes which will further increase efficiency, effectiveness,

professionalism, and accountability of the AMS NAM system and the Judicial Affairs

Office. I will also increase the extent to which the Judicial Affairs Office acts as a resource

to students; in line with support provided to those who wish to file a complaint, it is also

important that a restorative system offers appropriate support to respondents as well,

and this is especially true in the increasingly complex landscape of NAM at Queen’s.

For nearly 120 years, the AMS student disciplinary system has served students by

adapting to the changing needs of the University community, under authority from the

Senate and a mandate first established by Principal Grant in 1898. Though the

University’s review of NAD in the 2015-2016 revised that mandate and the procedures

by which it is fulfilled, the Judicial Affairs Office will continue to show that it is willing

and able to undertake changes in order to ensure that its ultimate responsibility to the

students of Queen’s University is fulfilled. Over the next year, we will endeavour to

uphold the five central pillars of NAM, administering a system that is restorative, peer-

administered, non-adversarial, complaint-driven, and in accordance with the principles

of natural justice. In so doing, I have faith that we can strengthen both the Judicial Affairs

Office and AMS Non-Academic Misconduct, and maintain the unique level of student

involvement in our system for years to come.

TABLE OF CONTENTS

1. PRELIMINARY REVIEW & STATEMENTS ............................................................................4

a. Situation Analysis Summary ...............................................................................4

i. Office Mandate ...........................................................................................4

ii. Past Year Review .......................................................................................5

iii. SWOT Analysis .........................................................................................6

2. OVERALL O.G.S.M. (OBJECTIVES, GOALS, STRATEGIES, MEASURES) ..........................7

a. Objective #1: An Effective, Restorative, Peer-Based NAM System .............7

i. Goal #1: Enable Feedback Mechanisms ......................................................7

Page 160 of 184

ii. Goal #2: Comprehensive Policy Review .....................................................7

iii. Goal #3: Improve Effectiveness and Efficiency of JAO Team ....................7

b. Objective #2: Experiential Learning Opportunities........................................8

i. Goal #1: Increase Applications to Join JAO Team .....................................8

ii. Goal #2: Improve Experience for Current Volunteers ...............................8

iii. Goal #3: Revise Employee / Volunteer Policies ..........................................8

c. Objective #3: Long-Term Viability of the JAO and NAM .............................9

i. Goal #1: Increase Awareness of NAM .......................................................9

ii. Goal #2: Strengthen Connections with Administration and Oversight

Bodies .........................................................................................................9

iii. Goal #3: Develop Database System ............................................................9

iv. Goal #4: Position JAO as a Support and Information Resource..............10

3. SUPPORTING DOCUMENTS ..............................................................................................10

a. Timeline ..............................................................................................................10

1. PRELIMINARY REVIEW & STATEMENTS

a. Situation Analysis Summary

i. Office Mandate

Led by the Judicial Affairs Manager, the Judicial Affairs Office (JAO) has historically

served three primary roles within the Alma Mater Society’s Non-Academic Misconduct

(NAM) system. Firstly, the JAO serves as the investigatory branch of AMS NAM, with

the Manager and their Deputies investigating alleged violations of the Student Code of

Conduct as part of the complaint-driven system. Secondly, the JAO fulfils the role of

prosecutor for the Society, proposing sanctions and settlements that are designed to be

restorative to all parties involved (including the respondent, complainant, community,

and University); in fact, the role of Manager was once called Chief Prosecutor, but this

was changed to reflect the non-adversarial and non-legalistic nature of the office and the

NAM system. Thirdly, the JAO plays an information and support role, organizing

marketing campaigns to increase awareness of the Code of Conduct and the peer-

administered judicial system, and acting as a resource to complainants and – to ensure a

restorative system – to respondents where appropriate.

Page 161 of 184

While the Judicial Affairs Office in its current form is relatively new, the student-run

Non-Academic Misconduct system (formerly called Non-Academic Discipline, or NAD)

is almost 120 years old, having first been established in 1898 under Principal Grant, with

the delegation of authority from the University Senate to the AMS. Students benefit from

such a system for multiple reasons, including the fact that students are more likely to

recognize underlying circumstances in the actions of a peer, and are thus better equipped

to determine sanctions that are truly restorative and reflective (rather than punitive in

nature). Giving students authority over their own misconduct both provides

opportunities for students working in the NAM system and instills a sense of shared

responsibility amongst the students in the Queen’s community.

It is also important to note that the Judicial Affairs Office is only one half of the AMS

NAM system. The Judicial Committee, now overseen by the Office of the AMS

Secretariat, serves as the ruling body (in effect, the judge and jury) in matters of Non-

Academic Misconduct. While they work closely together, neither the JAO nor the Judicial

Committee have operational control over the other; their independence from each other

and from the Society as a whole allow both to function in an unbiased manner, in

accordance with the principles of natural justice.

ii. Past Year Review

In the past few years, the JAO has made great strides towards increasing the effectiveness

and efficiency of the system, in order to further cement its place in student hands. In 2013,

the JAO expanded its jurisdictional capabilities and filled a major policy gap with the

introduction of a comprehensive new Group Non-Academic Discipline policy. In 2014, a

formal rating mechanism was created to help evaluate the consistency of sanctions across

similar cases, and communicate decisions more clearly to University stakeholders. And

throughout the past few years, a series of marketing campaigns to both students –

especially first-years – and the Kingston community has increased the awareness, and

therefore the effectiveness, of AMS NAM. However, in the past, there has often been

some difficulty communicating these improvements to the University, due to failures on

the parts of both the AMS and the administration. In 2015, further improvements were

planned, but were put on hold as a result of the University’s review of NAM systems –

most particularly, the AMS system. This review ended with a number of general

improvements across the five University disciplinary systems, and a far more

comprehensive Code of Conduct, but how much impact it will have on the peer-

administered nature of Queen’s NAM remains to be seen.

Now that this review has ended, the challenge ahead will lie in proving to the University

– and the Queen’s community more broadly – the tangible benefits unique to a peer-

administered judicial system, and in ensuring that students can continue to leverage their

unique relationship with fellow students to administer the most effective system possible.

Page 162 of 184

This can partially be done through increased communication and transparency between

the AMS and the administration, in order to alleviate concerns over liability and

demonstrate the benefits of a student-run system to student health and safety. It can also

be done through direct improvements to the system to further increase its effectiveness

for all parties involved.

Firstly, renewed marketing efforts are needed to increase awareness – and therefore

effectiveness – of the NAM system; the past year’s presentation to Orientation leaders

was a good step forward, but needs to be taken further to ensure that students are aware

of the Code of Conduct and NAM from the beginning of their first year. Secondly, a

number of policy gaps (especially regarding confidentiality, non-standard procedures,

and the revised reporting structure of the JAO and JCOMM) must be filled with a

comprehensive review of NAD-related clauses in the AMS Constitution and all four AMS

Policy Manuals (in addition to other related documents). Thirdly, there are opportunities

to strengthen our case / information management and filing systems through increased

digitization, an internal database, and the creation of policies guiding electronic access to

confidential information.

Unfortunately, a dearth of data on awareness and perceived effectiveness of the NAM

system, especially from those who interact most closely with the system (i.e.

complainants and respondents), has been one of the primary barriers which prevented

past Directors from engaging in a more comprehensive review of the system’s strengths

and weaknesses (especially as it relates to procedural matters). Acquiring detailed

information on the experiences with, and perceptions of, the NAD system will allow us

to expand and improve sanctions to make them more effective, to target marketing efforts

to the appropriate members of the University community, and to make the AMS system

more effective than ever before. In so doing, it is hoped that we can convince the

University administration to return more cases to the AMS than in the past year.

iii. SWOT Analysis

Strengths Weaknesses

Extremely low rate of recidivism

within the system suggests that

restorative sanctions are effective

Long history of, and challenges

to, the system could serve to

inspire students, if properly

leveraged

o Includes strong alumni

network

Lack of data management tool,

resulting in slow reporting and

difficulty identifying trends

Lack of information and statistics

regarding perceptions of the

system make it difficult to

determine areas for improvement

Lack of awareness of the system

amongst students

Page 163 of 184

Well-trained Judicial Affairs

Office team

Updates to physical space will

create a more welcoming and

productive environment

Outdated policy, limited

procedural guidelines

Years of poor relations with

University admin may make it

difficult to earn their trust

Opportunities Threats

New Code of Conduct may allow

administration to cede control

back to students operating within

the new framework / under new

oversight systems

New Provost may be more

amenable to students in

NAD/NAM than other recent

administrators

Can build on good relationships

with some members of the

administration and other systems

New Code of Conduct may

prompt administration to take

over a large number of cases

which would formerly have been

dealt with by AMS NAD

Loss of institutional memory from

IPO retirement

New Provost may not be

supportive of students

Reduced priority on NAM could

limit AMS budget, curtailing

efforts to market / improve the

system

2. OVERALL O.G.S.M. (OBJECTIVES, GOALS, STRATEGIES,

MEASURES)

a. Objective #1: Administer an effective, restorative, peer-based Non-Academic

Misconduct system


i. Enable feedback

mechanisms to

ensure that AMS

NAM and the JAO

are meeting the

needs of all

stakeholders

- Work with

MarComm to

develop surveys to

gain more

information about

how students view

NAM

- Experience surveys

for both respondents

and complainants, to

discuss their

interactions w/

NAM

- Ideal: 200 general

responses, w/ 75%

feedback from

complainants and 25%

from respondents

- Stretch: 300 general

responses, w/ 90%

feedback from

complainants and 40%

from respondents

Page 164 of 184

ii. Conduct a

comprehensive

review and update

of all relevant

policy documents

- Consult former

Directors, CIAs, and

IPOs to determine

the spirit of vague or

outdated policy

- Consult Secretariat

and JCOMM Chair

current needs of

AMS NAM

- Consult with

stakeholders outside

the AMS, such as the

Ombudsman, Office

of the Provost,

ResLife, and

Athletics

- Wording (including

legality and authority

under the new “agency

agreement”) are agreed

upon by all relevant

parties

- All policy updates are

approved by AMS

Assembly / Board

- Confidentiality / non-

disclosure agreement is

signed by all applicable

parties

iii. Improve

effectiveness and

efficiency of JAO

team

- Review training to

ensure that all

members of AMS

NAM are fully

prepared for any

eventuality

- Look into sanctions

guideline (but not

creating a precedent

model)

- Attend ASCA

conference to gain

insight into other

NAM models

- Avoidance of procedural

errors or

miscommunications

which were experienced

by past teams

- Either development of

new systems or

establishment of solid

justifications for

remaining with current

procedures and policies

b. Objective #2: Offer experiential learning opportunities for students in the

Judicial Affairs Office


i. Increase

applications for

students joining

NAM

- Create NAM mock

trial to promote the

system, especially to

first-years

- Increased application

number

o Ideal: 4:1

applicant to

Page 165 of 184

- Include informational

aspect to the mock

trial at Queen’s Model

Court

- Increase marketing of

system (see Section

2.c.i for more info)

open position

ratio

o Minimum: 3:1

ratio

o Stretch Goal: 5:1

ratio

ii. Make it a more

rewarding

experience once

they’re here

- JAO renovations to

increase both

productivity and

comfort

- Involve Deputies /

Clerk in more projects

(e.g. policy updates,

marketing, database

creation)

- Give Intern

meaningful projects,

not just “make-work”

tasks

- Enable ongoing

feedback from team to

improve my efforts

- Feedback from

Deputies, Clerk, and

Intern (both as ongoing

feedback and at

scheduled evaluations

of my performance)

iii. Revise employee /

volunteer policies

(incl. hiring, leaves

of absence,

suspension,

termination, etc.)

- Work with TAM, HR,

Board, Secretariat,

VPUA, etc. to adjust

relevant

documentation

- Adjust ratification

process to include

JCOMM (in order to

account for 2/3

removal rule)

- Policies agreed upon by

all parties, and passed

at Assembly / Board

- Cleaner and more

reasonable procedures

in 2016-2017 hiring

- Clarity on who has final

decision (to address

“lack-of-challenge”

issues and seniority

holes)

c. Objective #3: Ensure the long-term sustainability and viability of both the JAO

and NAM overall


Page 166 of 184

i. Increase awareness

of NAM system

(and, ideally, the

JAO) amongst

students and other

community

members

- Presentations to /

through ORT

- Poster campaigns

(both physical and

digital) on both NAM

and specific issues

(e.g. Blue Lights)

- Social media

campaigns

- Video marketing

(continuation /

renewal of last year’s

contract with Studio Q

to design videos)

- Create shareable AGM

Report

- Exit surveys will

hopefully have much

better results than the

entrance surveys in

terms of awareness of

the system

- Increase in application

numbers (see Section

2.b.i)

- Decrease in Code

violations

ii. Build connections

with the

administration and

increase

transparency while

maintaining

confidentiality

- Roundtable

conversations

- Improved reporting

mechanisms (in both

detail and efficiency)

- Ensure that details in

Senate reports are

strictly confidential

- Meetings with /

presentations to

relevant members of

admin

- Increase in number

and complexity of

received cases back to

pre-review levels

- No further

confidentiality

breaches by the

administration (even

indirect /

unintentional)

iii. Develop database

system for case

management and

tracking, in order to

improve reporting

and data analysis

- Involve Judicial Clerk,

Intern, and any

interested Deputies in

creation

- Work with AMS IT

Office and other

knowledgeable

sources to create

secure, accessible, and

effective database

system

- Possession of a

searchable, fully

detailed database of

cases

- Database must be

easily learnable,

without unduly

limiting features

- Increased efficiency in

report generation and

ability to analyze

trends as they develop

Page 167 of 184

- Improved

transparency with and

trust from admin

oversight bodies

iv. Position Judicial

Affairs Office as a

more accessible

support resource and

information hub

- Advertising and

informational

marketing to include

listing of JAO as a

resource for students

- Direct marketing

encourages students

and community

members to contact

the JAO

- Work with

administration to

inform students of the

resource in cases of

Category 2 cases

- Increase in

complainant inquiries,

prompting increase in

complaints when

violations actually

occur

- Increase in student

interest, prompting

increase in

applications and

improved awareness

of NAM

- Students involved in

Category 2 cases seek

assistance / support /

information from the

JAO

3. SUPPORTING DOCUMENTS

a. Timeline

Date What? Who? Resources

Needed

Other Issues

Ongoing Casework JAO, JCOMM Confidential Confidential

Soon

Agency

Agreements

Finalized

Executive,

Administration - -

Someday

JAO

Renovations

Completed

JAM, Wilf, PPS

Paint, third

lamp, router

activation

Waiting for

painting

June 17, 2016

ORT

Presentations

Organized

JAM, ORT -

Orientation

Week is a

busy time of

year

Page 168 of 184

July 11, 2016

Confidentiality

and Non-

Disclosure

Agreement

Updated

JAM, Secretariat,

VPUA, Legal

Counsel

Old agreement,

examples of

NDAs

Make sure it’s

legal and

binding

July 18, 2016

Training Week

Logistics

Finalized

JAM, Secretariat,

various

speakers, SLC

Room

bookings,

speakers

booked (cost if

applicable)

Budgets need

to be clarified

(i.e. “NAD”

budget split

between JAO /

JCOMM)

July 18, 2016

New Policy and

Procedures

Settled

JAM, JCOMM

Chair,

Secretariat,

VPUA,

University

Agency

agreements,

meetings to

discuss

procedural or

policy changes

(if any)

If things are

still

up in the air

July 25, 2016

* * contingent on

new procedures

being settled at

least one week

prior

Website

Updated

JAM, Secretariat,

MarComm, IT

Web editing

tool, finalized

set of new

procedures /

policies

Time taken to

up, delays on

agency

agreements /

new

procedures

being

finalized

August 15,

2016

Training Week

Materials

Finalized

JAM, JCOMM

Chair,

Secretariat,

VPUA

Budget -

August 22,

2016

Poster

Campaign

Prepared (for

release

beginning

September)

JAM, Secretariat,

Studio Q,

MarComm, SLC

(for distribution)

Budget, time,

programs, and

talent for

design work

Ensuring

posters are

viewed

widely, how

do we test

impact?

September 1,

2016

New Marketing

Materials

Printed

JAM, Secretariat,

MarComm,

P&CC

Budget

Printing

materials that

will actually

be effective

Page 169 of 184

Before First

AMS

Assembly

PM4,

Constitution,

and relevant

sections of PM1-

PM3 updated

JAM, Secretariat

Old Policy

Manuals and

Constitution,

brain,

spellchecker,

stress ball

Make sure it’s

approved by

necessary

bodies

Before Fall

Hiring

Hiring Policies

Updated

JAM, Secretariat,

TAM, HR,

VPUA

Old Hiring

Policies, brain,

spellchecker,

stress ball

Make sure it’s

approved by

necessary

bodies

September

2016 Entrance Survey JAM, MarComm

Survey tool,

marketing /

media budget

to promote

participation

Marketing

may be a

challenge,

given the

purpose of the

survey

October 1,

2016

Video

Campaign

Prepared

JAM, Studio Q,

MarComm (for

distribution)

Existing

contract,

budget for

extension /

renewal of

contract, time

to shoot and

edit video,

marketing /

distribution of

video

Contract

could fall

through,

filming could

go terribly,

video might

be viewed by

nobody

October 31,

2016

Database

Prototype

JAM, IT, Clerk

(any interested

JAO members)

Programming

knowledge,

computer,

budget

Make sure it

works across

platforms, and

is easy to

understand

February

2017

(tentative)

NAM Mock

Trial

JAM, JCOMM,

Students-at-

Large

Marketing to

promote event,

budget for

materials,

space bookings

Is it possible

to generate

sufficient

interest? Can

we tie in with

AGM Report?

Page 170 of 184

February 28,

2017

Database

Finalized

JAM, IT, Clerk

(any interested

JAO members)

Programming

knowledge,

computer

Fix any issues

seen in the

beta period

March 2017 Exit Survey JAM, MarComm

Survey tool,

marketing /

media budget

to promote

participation

Ensure it

doesn’t fall

too close to

exams, while

still also being

as late as

possible to

give the next

JAM as much

information as

is possible

Appendix: Penguin

AMS POLICY MANUAL 4

NON-ACADEMIC MISCONDUCT

DISCIPLINE RULES AND REGULATIONS

Page 171 of 184

Amendments

The content of this document was eExtracted in its entirety from AMS Policy Manual 1 and established as this

distinct policy manual on 19 March 2015

Amended on 2 April 2015 | 3 March 2016 | 16 March 2016 | ?? September 2016

AMS POLICY MANUAL 4: AMS NON-ACADEMIC MISCONDUCT DISCIPLINE RULES AND

REGULATIONS

Table of Contents

Chapter I: AMS Non-Academic Misconduct (NAM) Policy and Procedures

1. Principles

2. Definitions

3. Judicial Affairs Office

4. Judicial Committee

5. Appointment and Removal

6. Rules of Procedure

7. Confidentiality

Chapter II: AMS Group Non-Academic Misconduct (GNAM) Policy and Procedures

1. Definitions

2. Judicial Affairs Office

3. Alternate Judicial Committee

4. Rules of Procedure

5. Confidentiality

1. Part A: AMS NON-ACADEMIC DISCPLINE POLICY AND PROCEDURES

2. Part B: AMS GROUP NON-ACADEMIC DISCIPLINE POLICY AND PROCEDURES

Page 172 of 184

Chapter I: AMS Non-Academic Misconduct (NAM) Policy and Procedures

PART A: AMS NON-ACADEMIC DISCIPLINE POLICY AND PROCEDURES

1. PRINCIPLES

The AMS Non-Academic Misconduct non-academic discipline system is guided by the following

five central pillars:

- Restorative

- Non-adversarial

- Complaint-driven

- Peer-administered

- Adherence to the principles of natural justice

Each of these pillars are integral to the effective functioning of the system and in ensuring the

strength of the other pillars. The system aims to restore damages done to the community,

individuals, and the University. The system also notes the importance of deterring further

violations and preventing recidivism. While the system is not based on decisions made in

preceding cases, the Society recognizes the importance of addressing repeat violations of the

sections herein. The system is also predicated on the notion that students are best suited to hold

their peers accountable for their actions, thereby building a genuine sense of community and

fulfilling the objective of providing restorative and non-adversarial justice.

2. DEFINITIONS

A. Respondent: An individual(s) or group of individuals alleged by the AMS Judicial Affairs Office

of violating AMS Policy Manual 4: Non-Academic Misconduct Rules and Regulations, Chapter I,

Section 4, Part D. Section 5(A).4(D) of AMS Policy Manual 1: Procedures.

B. Complainant: The party aggrieved individual directly harmed by the violation under AMS Policy

Manual 4, Chapter I, Section 4, Part D. Section 5(A).4(D). Complainants can include, but are not

limited to, individuals and groups directly harmed by the violation and agents of the University,

the AMS, and the SGPS acting within the scope of their authority.

C. Witness: Any person which the Judicial Affairs Office, Judicial Committee, or any party to the

proceedings calls upon during investigation or hearing for additional testimony.

D. Settlement: An agreement to a specified violation of the Student Code of Conduct, and an

agreement for the respondent to complete a set of sanctions by a prescribed date.

E. Settlement Hhearing: A hearing that arises from a settlement. Such a hearing is closed to the

general public and the media.

F. Non-Ssettlement Hhearing: A hearing that arises from a case in which there was no settlement

reached. Such a hearing may be open or closed to the public and/or the media.

G. Counsel: AAn agent, lawyer or otherwise, who represents a party in the proceedings.

H. Parties: The parties to the proceedings shall include, without limitation, the Judicial Affairs

Manager, Director or complainant(s), and the person(s) or persons allegedly in violation of AMS

Policy Manual 4. under AMS Policy Manual 1: Procedures or By-laws of the A.M.S.

3. JUDICIAL AFFAIRS OFFICE

A. The Judicial Affairs Office shall act as the investigatory and prosecutorial branch of the AMS

Non-Academic Misconduct non-academic discipline system.

B. In the event that a case brought forward to the Commissioner of Internal Affairs or AMS Judicial

Affairs Manager Director is also being heard, or could potentially be heard, in a criminal Ccourt,

the Judicial Affairs Manager Director and Vice-President (University Affairs) Commissioner of

Internal Affairs shall consult with the NAM Intake Office and other appropriate parties in the

Senate Office for advice on how to proceed.

Page 173 of 184

C. When the AMS Judicial Affairs Manager Director recognizes or suspects that a pending case

could possibly involve issues of racism, sexism, heterosexism, or any other form of

discrimination, the AMS Judicial Affairs Manager Director shall consult with the Human Rights

Office of the University for advice on how to proceed.

D. The Judicial Affairs Deputies shall, at the discretion of the Judicial Affairs Manager, be assigned

as case officers to investigate alleged violations and present the cases to the Judicial Committee if

applicable. As representatives of the Judicial Affairs Office, their work will be overseen by the

Judicial Affairs Manager, to whom ultimate responsibility with regards to handling cases will fall.

Concerns regarding the assignment of Deputies (including, but not limited to, concerns regarding

potential conflicts of interest and requests to meet with someone of a particular self-identified

gender) may be directed to the Judicial Affairs Manager.

E. Amongst other responsibilities, the Judicial Clerk, overseen by the Judicial Affairs Manager, shall

ensure that all sanctions are carried out in a reasonable manner in accordance with the letter and

spirit of the Judicial Committee ruling. Should these conditions not be met, the Judicial Clerk may

charge the relevant respondent(s) with a separate violation as set out in AMS Policy Manual 4:

AMS Non-Academic Misconduct Rules and Regulations, Chapter I, Section 4, Part K.

4. JUDICIAL COMMITTEE

A. The AMS Judicial Committee (the “Committee”) shall act as the adjudicative adjudicating branch

of the AMS Non-Academic Misconduct non-academic discipline system and shall hear all cases

pursued processed by the Judicial Affairs Office.

B. The AMS Judicial Committee (the “Committee”) exercises authority over any matters of non-

academic misconduct discipline involving inappropriate behaviour of AMS members

undergraduate students, which adversely affects the interests and responsibilities of the University

community.

C. The Committee recognizes that it is validly constituted by virtue of the Queen’s University

Charter, the delegation of authority by the University Senate and the Board of Trustees, and the

AMS Constitution. Consequently, the Committee will not entertain questions as to its authority

jurisdiction or legitimacy.

D. Without restricting the generality of the foregoing, the AMS Judicial Committee may exercise

jurisdiction regarding:

I. any breach of the Queen’s Student Code of Conduct or AMS Constitution, or any

violation of an appropriately published non-academic rule or regulation of the University

or the Society. For the purposes of this paragraph, an appropriately published rule shall

be defined by one or more of the following:

incorporation in the Consitution;

a. incorporation into the constitution, manual, handbook, or similar publication or

document of the Society, or of any student organization or member society as

outlined in subsection 3.01.01 of the AMS Constitution;

b. incorporation into the rules, regulations, or policies of the University or of any

authorized rule-making body within the University, including but not limited to

the Queen’s Harassment/Discrimination Complaint Policy and Procedure, the

Electronic Information Security Policy Framework, Residence Rules and

Regulations, and the Student Code of Conduct, or any University Residence; or

c. incorporation into the laws of the land, including but not limited to provisions of

the Criminal Code of Canada while in Canada, the laws of the host country

while abroad, and any applicable municipal, provincial, state, or international

laws, whether the conduct occurred on- or off-campus, provided that the conduct

had a real and substantial connection to the legitimate interests of the University,

members of the University community, and/or the Society.

II. a failure to comply and/or interference with the direction of an official of the University

Official, the AMS, or the SGPS acting within the scope of their his/her authority,

including but not limited to Campus Security and Queen’s Student Constables;.

III. theft, possession of stolen property, trespassing, vandalism, and wilful or negligent

damage to the property of the University, the AMS, the SGPS, any other University

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organization, any member of the University community, or any member of the general

public;.

IV. infringement of the rights of any member of the University community or general public,

including but not limited to excessive noise and general public disturbance;.

V. failure to adhere to the laws and University regulations governing the sale, possession,

and/or consumption of alcoholic beverages;.

VI. actions committed as part of an unlawful public disturbance that threaten civil order

and/or the safety of any member of the University community or general public;.

VII. failure to comply with an agreed-upon sanction or any other order made by the AMS

Judicial Committee;.

VIII. perjury;.

IX. fraud;.

X. assault or battery of any nature;

XI. any direct or indirect use of an elected or appointed position within the AMS, or any of

its member or affiliated societies, in the commission or concealment of a violation of any

published rule of the AMS, its member or affiliated societies, or the University;.

XII. Any of hazing, occurring on- or off- campus, defined as:

a. any activity expected of someone joining a group (or to maintain full status in a

group) that humiliates, degrades, or risks emotional and/or physical harm,

regardless of the person’s consent to participate;

b. the compulsion of a student through leads a student to feel compelled by peer

pressure or otherwise to participate in any activity that is contrary to the rules,

policies, and regulations of the Queen’s University or the Society and/or is in a

contravention to of applicable civil or criminal law.; a

Any action taken or a situation created may be deemed hazing regardless of the intent of

the organizer(s) or the consent, express or implied, of the participant(s).

E. The Committee conducts hearings in a non-legalistic manner. To this end, the Committee may

find it appropriate to limit submissions made by parties and/or limit the examination of witnesses

at a hearing in order to deal with the matter in an expeditious manner. The Committee will

exercise their discretion in fairness to all concerned parties.

F. When Judicial Committee decisions are rendered, all parties shall be informed of all relevant

appeal procedures.

G. Procedure governing the functioning of the AMS A.M.S. Judicial Committee is such that:

I. the committee shall be secluded when making its decisions;

II. quorum shall consist of three members, at least one (1) of whom shall be the Chairperson

or the Vice-Chairperson;

III. majority opinion will decide a question while an even division of opinion fails to do so;

IV. in the event of an even division of opinion, the matter:

a. may be adjourned for consideration by the Judicial Committee members present

at the proceedings, at the acting Chair’s discretion; or

b. in the event of a period of deliberation with no foreseeable resolution, the acting

cChair may break a tie.;

H. The Judicial Committee may make, by unanimous approval of its members, Rules:

I. for regulating the procedures of the Judicial Committee.

II. defining the official duties of each of the members of the Committee.

III. Any rules made pursuant to this subsection shall be ratified by Assembly and shall

subsequently be published.

I. The AMS Judicial Committee may impose such sanctions in proportion to the seriousness of the

offence committed. Without limiting the generality of the foregoing, the following sanctions may

be imposed by the AMS Judicial Committee:

I. restitution;

II. suspension of privileges including, but not limited to, banishment from all licensed on-

campus pubs, licensed events, AMS-organized events, and club or Society activities;

III. community service orders not to exceed fifty (50) hours, to be chosen by the student from

a list of organizations compiled annually by the Judicial Affairs Office and the Judicial

Committee;, though the student may submit a proposal to the Judicial Affairs oOffice for

service at an alternate organization;

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IV. a fine not to exceed one thousand dollars ($1,000.00), payable to the Queen’s Alma

Mater Society;

V. a bond not to exceed one thousand dollars ($1,000.00), to be held in trust by the Queen’s

Alma Mater Society, for a period not exceeding twelve (12) months from the date of the

decision when the sanction is imposed;

VI. recommendation to the Senate of requirement for withdrawal from the University;

VII. an order that letter(s) of apology be submitted to any aggrieved party (parties);

VIII. educational sanctions including, but not limited to, the format of essays, posters,

presentations, other creative projects, and/or reflective papers to be completed as part of

restorative sanctions.

J. The Judicial Committee may impose deadlines as it finds reasonable for any sanctions it levies.

K. Should a respondent fail to complete his/her their assigned sanction by the deadline, this shall be

deemed to be a separate offence (pursuant to Chapter I, Section 4, Part D, Subsection VI of AMS

Policy Manual 4) subject to the filing of a new case with subsequent sanctions.

5. RULES OF PROCEDURE

A. INITIATION OF INVESTIGATION

I. Prior to initiating a proceeding before the Judicial Committee, written notice of the

alleged violation is to be delivered to the Non-Academic Misconduct Intake Office

Commissioner of Internal Affairs.

II. If the NAM Intake Office Commissioner of Internal Affairs determines the AMS Non-

Academic Misconduct system to be the appropriate NAM Unit for the case, it shall be

forwarded to the AMS Judicial Affairs Manager. Judicial Committee to be the

appropriate body in the case, he/she shall forward to such notice the A.M.S. Judicial

Affairs Director.

III. Where possible, the Judicial Affairs Office shall entertain requests from parties to meet

with a preferred gender.

B. OUT-OF-COMMITTEE PROCEEDINGS

I. An investigation by the Judicial Affairs Office shall be initiated as per Section 6: Rules of

Procedure, Part A.).

II. The Judicial Affairs Office shall make all reasonable efforts to conduct individual

meetings negotiations with all both parties to a proceeding dispute, while also

recognizing the importance of dealing with matters in an expeditious manner in fairness

to all concerned parties.

III. Prior to a meeting with the Judicial Affairs Office, the respondent must sign Form 1

(Acknowledgement of Rights and Understanding of the Judicial Process) acknowledging

that they are satisfactorily informed about their rights and about the Non-Academic

Misconduct Discipline process.

a. The Judicial Affairs Office and the Office of the AMS Secretariat Commission

of Internal Affairs shall provide the necessary personnel, time and resources to

ensure that respondents can become as informed as they desire prior to signing

Form 1.

b. If Form 1 is not signed, the Judicial Affairs Office has the right to refuse a

meeting with the respondent, and once the settlement deadline is reached the

case may proceed to a non-settlement hearing before the Judicial Committee

hearing.

IV. The Judicial Affairs Office will attempt an out-of-committee settlement if:

a. the facts and/or issues at hand are not disputed;

b. both the implicated and prosecuting parties agree to a proposed settlement; and

c. the implicated party agrees to waive his their rights to a full Judicial Committee

hearing.

V. Upon agreement of an out-of-committee settlement, the Judicial Affairs Office shall have

the respondent sign Form 3 (Minutes of Settlement to Out-of-Committee Proceedings) of

the Judicial Committee Rules of Procedure. Such form shall include:

a. an agreement of admission of responsibility to the charges included therein;

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b. a and waiver to a full hearing before the Judicial Committee for said charges the

charges laid; and

c. an agreement on the part of the respondent to abide by specified sanctions and

conditions which, without limiting the Judicial Affairs Manager’s Director’s

ultimate discretion, may include any of those sanctions listed in SubsSection

4(I); and

3. parts i) and ii) of Form 3 shall be separate and distinct and must both be

signed by the implicated party/parties and the Judicial Affairs Director or

Deputies.

d. a full account of the facts of the incident which the Judicial Affairs Office will

present to the Judicial Committee (which may be attached).

Parts (a) and (c) of Form 3 shall be separate and distinct, and must both be signed by the

implicated party and the Judicial Affairs Manager or Deputy.

C. DISPOSITION WITHOUT A HEARING

I. Any proceedings may be disposed of by:

a. agreement of the parties to the proceedings; or

b. a decision of the Committee given without a hearing where the parties have

waived their right to a full hearing.

D. INITIATION OF PROCEEDINGS

I. A proceeding before the AMS Judicial Committee may be initiated by: the A.M.S.

Judicial Affairs Manager Director, in cases of a violation under AMS Policy Manual 4 1:

Procedures Section 5(A).4-D, by filing a Form 4 (Notice of Intent to Initiate a Proceeding

Before the AMS Judicial Committee).

II. Form 4, or equivalent written notice, must be filed within 40 business days of the receipt

of the complaint being received.

III. Notice of Intention of Proceedings (Form 4) shall include:

a. the name(s) of the person(s) making the complaint;

b. a reference to the relevant section(s) of the Queen’s Code of Conduct, or AMS

Constitution, AMS Policy Manual 4, or other relevant document under which

the alleged violation falls;

c. the name(s) of the person(s) who allegedly committed the violation;

d. the time and date upon which the alleged violation was committed; and

e. a brief description of the circumstances surrounding the alleged violation.

IV. The Judicial Clerk shall take the information on Form 4 and shall transfer it to Form 5

(Notice to a Party to a Proceeding Before the AMS Judicial Committee), (Notice of

Proceedings) which shall be issued to the respondent(s) within 10 business days of the

receipt of Form 4 or its equivalent being filed with by the Judicial Clerk.

V. Form 5 will include the date, time, and location of the hearing. If the hearing date, time,

or location is not known at the time of issueing, the Form 5 will be reissued when the

missing information becomes date is known.

VI. The time limits in Section 6(D), described above, Subsection 6(D-IV and V) above, may

be waived over the summer, the and winter breaks, reading week(s), and at the discretion

of the Judicial Committee Chairperson or Vice-Chairperson. Outside of these times, and

where circumstances warrant, these time limits may be waived by authorization of the

Judicial Committee Chair through a Form 6 (Agreement to Delay Proceedings) submitted

by one of the parties to the proceedings. PRE-HEARING BRIEFING

E. PRE-HEARING BRIEFING

I. For all cases, the Judicial Affairs Office shall submit a brief description of the incident

including a list of proposed/ or agreed-upon sanctions and the rationale for those

sanctions. This briefing shall be submitted at the same time as Form 4.

II. In the case of an non-settlement hearing, the respondent shall have the opportunity to

submit their own briefing to the Judicial Committee Chair up to three (3) days before the

hearing. The respondent shall be reminded of this right when they are provided with

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Form 5. The submission of such a briefing shall not preclude the respondent from giving

oral testimony at their Judicial Committee hearing.

III. The Judicial Committee Chair shall peruse briefings to determine if any issues require

outside consultation before the hearing. The Chair may opt to distribute the briefing to

other members of the Committee in advance of the hearing.

IV. Details of briefings shall be confidential; however, the Chair shall have the discretion to

discuss the briefing with authorized/relevant individuals for the purposes of securing

necessary advice or counsel. Members of the Committee shall not discuss briefings

before the hearing. Any concerns of Committee members about potential issues relating

to a case shall be discussed exclusively with the Chair.

F. NOTICE

I. Form 5 shall be sent to:

a. the Judicial Committee;

b. the Judicial Affairs Office; and

c. all the parties to the proceeding.

II. A Notice of Proceedings (Form 5) shall be served at no later than 10 business days after

Form 4 is filed with receipt of Form 4 by the Judicial Clerk, and at least 10 business days

prior to a non-settlement hearing. A hearing may be held sooner upon agreement by all

the parties to the proceedings.

a. Settlement hearings may be heard as soon as the Committee sees fit, as both all

parties have agreed to the terms of the settlement, thus making the respondent’s

presence unnecessary. However, as all parties have a right to attend a hearing

even in the event of a settlement, the Judicial Committee Chair shall take

reasonable steps to enable parties to attend if they so choose.

III. All parties to a proceeding shall be given a package which shall include:

a. a copy of the previously filed Form 5;

b. a warning that if the party notified does not attend the hearing, the Committee

may proceed in his/her that party’s absence;

c. a copy of the Judicial Committee Rules of Procedure, or the link to where this

policy may be accessed online;

d. a list of the possible sanctions which may be imposed by the Committee, though

this list shall serve only as a guideline for the parties involved and shall not

serve to restrict the Judicial Affairs Office or Judicial Committee in proposing or

assigning sanctions;

e. a statement of the time and location place of the hearing; and

f. a notice that the respondent may obtain counsel to represent them. This shall be

accompanied by the number of Queen’s Legal Aid.

IV. Where notice of a hearing has been given to a party to any proceedings in accordance

with these Rules, and the party does not attend the hearing without reasonable cause, the

Committee may proceed in his/her that party’s absence.

V. All notices given pursuant to Section 6(F) subsection 6-F shall be sufficiently given if

either delivered personally by the Judicial Clerk, if sent by mail to the school address of

the appropriate person as listed in the records of the University Registrar, or if sent by

electronic mail to the Queen’s email address or AMS email address of the appropriate

person, or if sent by facsimile to the offices of the respondent or the respondent’s counsel

(where this has been previously agreed upon).

a. Any notice sent by registered mail shall be deemed to have been given on the

third business day following the date of such mailing.

b. If sent by electronic mail, notice shall be deemed to have been received on the

day on which it was sent.

Notice may also be sent by facsimile to the offices of the respondent or the

respondent’s counsel (where this has been previously agreed on).

c. If sent by facsimile, nNotice shall be deemed to have been received on the day

of the fax transmission, provided that a written copy is sent afterwards by mail.

VI. In the instance of an open hearing, notice shall be sent to the Queen’s Journal through the

form of a press release detailing the name of the respondent as well as and the date, time,

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and location place of the respondent’s hearing. In the instance of a closed hearing, no

press release shall be sent.

VII. A party to a proceeding may formally request that proceedings before the Judicial

Committee be delayed by submitting a signed Form 6 to the Judicial Clerk. The approval

of this request will be subject to the discretion of the Judicial Committee Chair.

G. HEARING

I. A hearing shall be closed to the public except where a respondent party to the proceeding

has requested that it be open to the public, in which case the Chair will consider the

nature of the matters to be discussed and determine whether the hearing will be open or

not. Members of the Queen’s Journal shall be notified of any open hearings by the

Judicial Clerk.

II. The Committee may make such rulings at a hearing as it considers reasonable and

necessary in the circumstances to maintain order and expedite the hearing of the matter

while remaining in keeping with principles of fairness and natural justice.

III. At the prescribed time for the hearing, the following procedure shall be followed:

a. introduction of the Committee members and a preamble by the Chairperson

outlining the right of the Committee to exist and to consider and act on matters

such as are before the Committee. The Chairperson shall also issue a statement

that the Committee shall not entertain any questions related to its jurisdiction

authority or legitimacy;

b. explanation of the reason for the hearing and reading of the applicable charge or

complaint by the Chairperson of the hearing;

c. opportunity for the respondent to admit or deny the allegation(s) in whole or in

part;

d. opening statement by the A.M.S. Judicial Affairs Representative a representative

of the AMS Judicial Affairs Office (including, but without limiting, a summary

of the facts and what is intended to be proven);

e. opening statement by the respondent (including, but without limiting, the basis

of the defence);

f. presentation of the Judicial Affairs Representative’s Office’s case, including

calling witnesses, entering evidence, and cross-examination of the

Representative’s Office’s witnesses by the respondent;

g. presentation of the respondent’s case, including calling witnesses, entering

evidence, and cross-examination of the respondent’s witnesses by the Judicial

Affairs Office;

h. closing submissions of the Judicial Affairs Representative’s Office; and

i. closing submissions of the respondent.

IV. The Committee will retire to make its decision or adjourn to deliberate and render its

decision at a later date.

V. Members of the Committee are permitted to question any of the parties to or witnesses at

the hearing during the proceedings in order to clarify any point, submission, or fact put

before the Committee, or to acquire additional information as is necessary and

appropriate to reach a decision.

VI. In all hearings, the function of the Committee shall be to act as a final check on the

powers and authorities of the Judicial Affairs Office.

H. SETTLEMENT HEARINGS

I. Where the Judicial Affairs Office has reached a settlement with the respondent, the

representative from the Judicial Affairs Office will present the case before a closed

hearing of the Judicial Committee. The respondent, if he or she so wishes they so wish,

may make a statement to the Committee, but the regular proceedings as outlined above

shall be condensed seeing as an agreement has already been reached.

II. Evidence and/or testimony to be presented by the Judicial Affairs Office shall include:

a. Form 3 Five (properly signed);

b. a statement of the agreed-upon facts;

c. an evaluation of the party’s/parties or parties’ attitudes negotiations during the

investigatory and settlement negotiation processes;

d. a summation of the reasons behind the proposed settlement; and

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e. any other document or thing that the representative of the Judicial Affairs Office

Judicial Affairs Representative deems relevant.

III. The representative of the Judicial Affairs Office Judicial Affairs Representative shall

answer any questions posed by Committee members.

IV. The Committee shall then convene amongst themselves to discuss the proposal.

V. The Committee shall retain the authority to:

a. reject the proposed settlement and call for a full Committee hearing if the

Committee thinks the case warrants substantially greater sanctions upon the

implicated party/parties and/or if the Committee believes the facts of the case

are as not being self-evident enough to justify an out-of-committee settlement.

This authority should only be exercised if the Judicial Committee feels that a

miscarriage of justice has occurred during the investigation or there was a

significant error in procedure;

b. reject the proposed settlement and call for the Judicial Affairs Office to try to

reach a more appropriate settlement if the Committee thinks the case warrants

substantially greater sanctions upon the implicated party/parties. This authority

should only be exercised if the Judicial Committee feels that a miscarriage of

justice has occurred during the investigation or there was a significant error in

procedure;

c. reduce any proposed settlement without resort to a full Committee hearing; and

d. set a deadline for the completion of the sanctions as it sees fit.

VI. The Committee shall not release the details of any settlement hearing to the press or

public, except with explicit written authorization of the parties to the proceeding.

VII. In all hearings, the function of the Committee shall be to act as a final check on the

powers and authorities of the Judicial Affairs Office.

I. ADMISSIBILITY OF EVIDENCE

I. The Committee may admit as evidence at a hearing, whether or not it may be admissible

evidence in civil or criminal court:

a. any oral testimony; and

b. any document, film or digital recording, or other object, which is relevant to the

subject matter of the proceedings.

2. The Committee may duly act on such evidence, but may exclude anything unduly

repetitious.

II. Where the Committee is satisfied as to the authenticity of a copy of a document or other

piece of evidence project, such a copy or copies may be admitted as evidence at a

hearing.

J. RIGHTS OF PARTIES

I. A party to a proceeding has the right at a hearing to:

a. be represented by counsel or an agent;

b. call and examine witnesses; and

c. present his/her their own arguments and submissions; and

d. conduct such cross-examination of witnesses as is reasonably required for a full

and fair disclosure of the facts relevant to the matter before the Committee.

II. The Committee may reasonably limit the examination and cross-examination of a witness

where it is satisfied that the examination or cross-examination has been sufficient to

disclose fully and fairly the facts in relation to which he/she the witness has given

evidence.

III. Where a party to the proceedings intends to make detailed submissions or refer to lengthy

documents, a copy of the submissions or documents, as the case may be, shall be

delivered to the Judicial Clerk at least three (3) business days prior to the hearing, and

shall then be delivered to the Committee by the Judicial Clerk at least two (2) business

days prior to the hearing.

K. SUMMONSES

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I. IV. The Committee may require the attendance of any member of the AMS A.M.S.,

including a party to the proceeding, by summons, or may request the presence of any

member of the public:

a. to give evidence on oath or affirmation at a hearing; and

b. to produce in evidence at a hearing documents and/or other things specified by

the Committee, relevant to the subject matter of the proceedings and admissible

at the a hearing.

II. V. A party to a proceeding may request that the Committee summon a witness to comply

with Section 6(K).I 1 and/or 2 of subsection 6-K-IV. Such a request shall be made by

written notice, or via Queen’s email at least three (3) business days prior to the hearing.

III. VI. A summons issued under Section 6(K).I or 6(K).II subsection 6-K-IV or V shall:

a. be called Form 7 (Summons to a Witness Before the AMS Judicial Committee);

b. contain the witness’s name;

c. state the time, date, and location place of the hearing;

d. mention any documents or other evidence to be produced at the hearing by the

witness;

e. be authorized by the Committee Chairperson or Alternate Chairperson (or

Alternate or Extraordinary Chair, as the case may be) or the Judicial Affairs

Manager; and

f. be served electronically to the witness by the Judicial Clerk, either via written

notice or electronically to a valid Queen’s email or AMS email, at least three (3)

days two (2) days prior to the hearing the Judicial Clerk.; and

g. and shall require the witness to sign a confidentiality agreement.

IV. VII. Any member of the AMS A.M.S. who has been issued a summons pursuant to these

Rules and who, without reasonable cause, subsequently fails to attend and give evidence

at the hearing, or to produce the documents and items specified, without reasonable

cause, may be found liable for contempt and subject to a fine at the Committee’s

discretion.

L. REFERRAL TO APPROPRIATE BODY

I. The Committee may, at its own discretion, refuse to hear a matter if it becomes aware

that a more appropriate body exists to hear the case.

II. Appropriate bodies A more appropriate body shall include, but are not limited to without

limiation, the University Student Appeals Board (USAB) and the Student Conduct

Office.

M. ADJOURNMENT

I. The Committee shall retain the right to adjourn a hearing and set a date to reconvene.

Every effort shall be made to reconvene the case as soon as possible.

N. DECISION

I. The Committee shall give its decision and order, if any, of any proceedings in writing and

shall include reasons supporting the decision.

II. The decision and order, if any, of the proceedings, together with the reasons thereafter,

shall by signed by the Chair or Vice-Chair Chairperson or the Alternate Chairperson of

the Committee and distributed by the Judicial Clerk to:

a. each of the parties to of the proceedings;

b. the A.M.S. Commissioner of Internal Affairs; the AMS Secretariat; and

c. the Queen’s Journal, in the case of an open hearing.;

d. the complainant, no later than fourteen (14) days from the date of the hearing.

III. In the instance that a case is deemed to have significant public interest to the Queen’s or

and Kingston community, or knowledge of the proceedings is deemed to be beneficial to

the student population by the Judicial Committee Chairperson, and Judicial Affairs

Manager Director and the Commissioner of Internal Affairs, a notice of the redacted

proceedings and any sanctions shall be forwarded to the Queen’s Journal.

IV. A decision of the Committee shall be deemed to be distributed if delivered personally by

the Judicial Committee Chair Clerk, sent by registered mail to the school address of the

appropriate person as listed in the records of the University Registrar, or if sent by

electronic mail to the Queen’s or AMS email address of the appropriate person. Any

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decision sent by registered mail shall be deemed to be distributed on the third business

day following the date of such mailing.

V. If the Committee gives oral judgment, the decision shall be deemed to be effective or

released on the date of the hearing. A written decision shall be distributed to relevant

parties pursuant to Sectiosn 6(N).II and 6(N).IV Subsection 6-N-II within 72 hours of the

oral decision. This may be waived at the discretion of the Committee Chair. If the

Committee reserves judgment and produces written reasons, the decision shall be

considered released when the copies, signed and typed, are distributed pursuant to

Sections 6(N).II and 6(N).IV Subsection 6-N-II.

VI. All Judicial Committee decisions requiring the completion of community service hours

will be accompanied by the distribution of a Form 8 (Community Service Verification

Form) by the Judicial Clerk within 72 hours of the decision by the Judicial Clerk.

Community service hours will not be deemed completed unless a Form 8 is completed in

its entirety and submitted by the prescribed date.

VII. If a Rrespondent is required to complete one or more letters of apology, the Judicial Clerk

will distribute a Form 12 (Letter of Apology Guidelines) within 72 hours of the Judicial

Committee decision.

O. RECORD OF PROCEEDINGS

I. The Committee shall compile a record of any proceedings in which a hearing has been

held which shall include:

a. any application, complaint, incident report, reference, or other document, if any,

by which the proceedings were commenced;

b. the notice of the hearing;

c. a copy of all documentary evidence filed with the Committee; and

d. the decision of the Committee and the reasons therefore.

II. The record of the proceedings, compiled under Section 6(O).I subsection 6-O I, shall be

filed by the Judicial Clerk in the Judicial Affairs Office office of the Commissioner of

Internal Affairs and shall be kept on file for seven five years after the date of the incident

decision by the Judicial Committee, after which time the record shall be destroyed. or

three years after the individuals membership in the AMS has expired, whichever comes

first.

P. APPEALS

I. A decision of the Committee may be appealed by any of the parties to the proceeding to

the University Student Appeals Board (USAB), on application, by written notice in

writing within two (2) weeks of the distribution of the written decision of the Committee.

II. A notice of intention to appeal under Section 6(P).I subsection 6-P-I shall conform to the

procedures set out in the Queen’s University Senate Policy on Student Appeals, Rights &

Discipline and be submitted to the University Ombudsman Coordinator of Dispute

Resolution Mechanisms within the two (2) week period specified in 6(P).I 6-P-I). This

notice of intention of appeal will include the submission of a signed Form 9 (Notice of

Intent to Appeal) to the AMS Secretariat Form 3 to the Commissioner of Internal Affairs

within the two (2) week period specified in 6(P).I. 6-P-I

III. Where the Committee makes a decision which requires action by the Senate, the avenue

of appeal of the decision should be clearly set out in the decision itself (as per the Senate

Statement on Grievance, Discipline and Related Matters).

Q. END OF PROCEEDINGS

I. To end proceedings once a Form 4 has been filed with the Judicial Committee, Aa

Formal Notice of End of Proceedings (Form 11) must be submitted to the Judicial

Committee Chair. Reasons for formally ending proceedings may include, but are not

limited to,; withdrawal of the complaint, the discovery of new evidence, or the

completion of all sanctions.

6. 2. CONFIDENTIALITY

A. The AMS Non-Academic Misconduct Discipline system shall should endeavour to the best of its

ability to keep specific details of investigations confidential, and all members shall sign a

confidentiality agreement upon assuming their position.

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B. Notwithstanding the generality of the aforementioned clause, the AMS Judicial Affairs Office

shall endeavour to hold private meetings when conducting his/her investigations.

C. To ensure transparency, electronic recordings of all meetings will be made whenever possible;

however, the contents of these meetings, whether recorded electronically or in writing, will not be

released to the general public unless used at an open hearing.

D. If a respondent declines to have an electronic recording made, the respondent shall sign a Form 2

(Acknowledgement of Refusal of Recording) signaling their refusal.

E. Representatives of the Non-Academic Misconduct Discipline Ssystem and any other individual(s)

involved in the case shall neither disclose nor discuss ongoing investigations with members of the

general public.

F. In all settlement hearings, any personal or identifying information shall The results of all

settlement hearings should be kept confidential and their contents kept private from the general

public and the media.

G. Members of the Judicial Committee shall not disclose or discuss the contents and details of their

deliberations with any members of the general public or the media.

H. Notwithstanding the need for confidentiality, it may be necessary for representatives of the

Judicial Affairs Office or the Judicial Committee Chairperson to discuss details of a specific case

with certain individuals, including, but not limited to, the AMS Secretariat, the Vice-President

(University Affairs), and the University Ombudsman. Commissioner of Internal Affairs and the

University Coordinator of Dispute Resolutions Mechanisms.

1. CONFIDENTIALITY

Talk to SGPS about Clubs AJC, and putting their JCOMM Chair (in effect, their Speaker) on the AJC? Perhaps only

for cases in which one of the designated representatives or named parties is an SGPS member? (If the latter, perhaps

even look into having half the AJC be SGPS; i.e. JCOMM Chair, Vice-Chair, +1, and then three SGPS including

their Chair/Speaker and Vice-Chair and one more, plus the Clubs Manager or delegate.)

In the event that the respondent or complainant have concerns that there may be a reasonable apprehension of bias in

one or more of the appointed members, such appointments may be appealed to the AMS Assembly

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