AMS Assembly

Thursday, September 19thth, 2019

6:30pm – Wallace Hall

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Agenda Assembly

1. Motion #1 – That AMS Assembly approve the Agenda of the meeting of September 19th, 2019

2. Motion #2 – That AMS Assembly approve the minutes of the April 9th, 2019 Assembly 3. Speaker’s Business

a. Land Acknowledgement 4. Guest Speaker

a. Parker Quast – Head Student Constable b. OUSA – Cat Dunne, Eddy Avila, Crystal Mak

5. President’s Report: President Auston Pierce 6. Vice-President’s Report

a. Operations: Jessica Dahanayake b. University Affairs: William Greene

7. Board of Director’s Report: Board Chair Liam Tharp 8. Undergraduate Student Trustee’s Report: Trustee Tyler Macintyre 9. Student Senator’s Report: Chairperson David Niddam-Dent 10. Rector’s Report: Rector Alex Da Silva 11. Statements by Students 12. Question Period 13. Business Arising from the Minutes

a. Motion #3 – That AMS Assembly approve the agenda for the May 30th, 2019 President Caucus

b. Motion #4 - That AMS Assembly approve the agenda for the June 27th, 2019 President Caucus

c. Motion #5- That AMS Assembly approve the agenda for the July 24th, 2019 President Caucus

d. Motion #6- That AMS Assembly approve the agenda for the August 22nd, 2019 President Caucus

14. New Business a. Motion #5 – That AMS Assembly ratify Bruce Baker, Laura Devenny, Tenzin

Shomar, and Callum Robertson as Elections Deputies. b. Motion #6 – That AMS Assembly approve the elections dates as seen in

Appendix: Elections c. Motion #7 – That AMS Assembly approve the elections spending limits as seen

in Appendix: Spend

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d. Motion #8 – That AMS Assembly approve the OUSA budget as seen in Appendix: OUSA

e. Motion #9 – That AMS Assembly approve the External Advocacy Commission budget as seen in Appendix: CEA

i. Please see appendix: CEA Goal Plan for supporting information f. Motion #10 – That AMS Assembly approve the Campus Activities Commission

Budget as seen in Appendix: CAC i. Please see appendix: CAC Goal Plan for supporting information

g. Motion #11 – That AMS Assembly approve the Clubs Office budget as seen in Appendix: CLUB

i. Please see appendix: CLUB Goal Plan for supporting information h. Motion #12 – That AMS Assembly approve the VPUA Budget as seen in

Appendix: VPUA i. Motion #13 – That AMS Assembly approve the Secretariat Budget seen in

Appendix: SEC i. Please see Appendix: SEC Goal Plan for supporting information

j. Motion #14 – That AMS Assembly approve the Social Issues Commission Budget seen in Appendix: SIC

i. Please see Appendix: SIC Goal Plan for supporting information k. Motion #15 – That AMS Assembly approve the changes to Clubs Policy as seen

in Appendix: Clubs Policy l. Motion #16 – That AMS Assembly approve the changes to the AMS Constitution

as seen in Appendix: AMS Constitution m. Motion #17 – That AMS Assembly approve the new Non-Academic Policies and

Procedures as seen in Appendix: NAM n. Motion #18 - That AMS Assembly approve the new Policy infringement protocol

and Procedures as seen in Appendix: PIP 15. Discussion Period

a. Summer in Review b. Platform Discussion c. Student Choice Initiative d. JDUC e. Alcohol Policy (Appendix Alcohol)

16. Adjournment

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Motion Sheet 1. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the Agenda of the meeting of September 19th, 2019.”

2. Moved by: Lucas Borchenko Seconded by: Auston Pierce “That AMS Assembly approve the agenda for the May 30th, 2019 President Caucus.”

3. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the agenda for the June 27th, 2019 President Caucus.”

4. Moved by: Lucas Borchenko Seconded by: Auston Pierce “That AMS Assembly approve the agenda for the July 24th, 2019 President Caucus.”

5. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the agenda for the August 22nd, 2019 President Caucus.”

6. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly ratify Bruce Baker, Laura Devenny, Tenzin Shomar, and Callum Robertson as Elections Deputies..”

7. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the elections dates as seen in Appendix: Elections.”

8. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the elections spending limits as seen in Appendix: Spend”

9. Moved by: Will Greene Seconded by: David Bath

“That AMS Assembly approve the OUSA budget as seen in Appendix: OUSA”

10. Moved by: Will Greene Seconded by: David Bath “That AMS Assembly approve the External Advocacy Commission budget as seen in Appendix: CEA”

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11. Moved by: Will Greene Seconded by: Alexia Henriques “That AMS Assembly approve the Campus Activities Commission Budget as seen in Appendix: CAC”

12. Moved by: Will Greene Seconded by: Scott Schrempf

“That AMS Assembly approve the Clubs Office budget as seen in Appendix: CLUB”

13. Moved by: Will Greene Seconded by: Auston Pierce

“That AMS Assembly approve the VPUA Budget as seen in Appendix: VPUA”

14. Moved by: Auston Pierce Seconded by: Lucas Borchenko

“That AMS Assembly approve the Secretariat Budget seen in Appendix: SEC”

15. Moved by: Will Greene Seconded by: Bunisha Samuals

“That AMS Assembly approve the Social Issues Commission Budget seen in Appendix: SIC”

16. Moved by: Scott Schrempf Seconded by: Lucas Borchenko

“That AMS Assembly approve the changes to Clubs Policy as seen in Appendix: Clubs Policy”

17. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the changes to the AMS Constitution as seen in Appendix: AMS Constitution”

18. Moved by: Lucas Borchenko Seconded by: Auston Pierce “That AMS Assembly approve the new Non-Academic Policies and Procedures as seen in Appendix: NAM”

19. Moved by: Lucas Borchenko Seconded by: Auston Pierce

“That AMS Assembly approve the new Policy infringement protocol and Procedures as seen in Appendix: PIP”

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President of the Alma Mater Society Report to Assembly Auston Pierce September 19th, 2019 president@ams.queensu.ca Dear AMS Assembly, In 2019, we find ourselves in a unique and challenging year, and as students we find ourselves in the middle of a tumultuous environment for education in our province. We have seen the Student Choice Initiative erode at governance structures, eliminate student jobs, and impact the financial supports available to students through the AMS. We have also seen significant OSAP cuts that threaten social mobility in our society, and we see a substantial decline in the student experience on our campus. We also face the challenges created by the state of mental health in our community, rising food insecurity, the Kingston housing crisis, and concerns about our environment. We find ourselves in a year in which together we will set the direction of the future of student life at Queen’s. Therefore, it is important that everyone has their voice heard, that everyone collaborates to tackle these problems, and that we all reach outside of our individual bubbles to listen to other perspectives so we can drive positive change in our community. In the past there have been divides on our campus, but this year we cannot afford to be anything but united. We all have an incredible opportunity this year to work together to address some of the most important questions and challenges that we face in our community and in our province. Our door is always open, and we invite all Assembly members to engage with us not just here, but also at our public office hours. Student Choice Initiative (SCI) The Student Choice Initiative is without question the largest threat faced by students and the AMS in recent memory. The SCI has resulted in substantial job losses within the AMS, has destroyed the governance structures of student societies, has threatened advocacy in our community and within the province, threatens the state of the free press, and has put vital student and community supports at risk of collapsing. Not only does the SCI force students to make a choice about representation to legislative bodies such as faculty societies and the AMS, it limits students’ abilities to find important supports and services such as legal aid. This government directive has effectively uprooted student life as we know it on our campus and has pressured many of the traditions, supports, and democratic processes that we rely on to help people within our community. At the AMS we have lost hundreds of jobs, volunteers, and experiential learning opportunities that strengthened student voices and strove to do good within our community. Over the summer most of my time was dedicated to the SCI and its implementation at Queen’s. After seeing how the SCI was implemented at other Universities within the province and realizing many of the logistical problems that this directive posed, we established the SCI Roundtable with all of the Faculty Society President’s or executive members. We met weekly to inform everyone of the advocacy work we were conducting

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and together we worked through many of the questions that were not previously considered by the SCI. Working closely with the SGPS and with support and significant input from Faculty Societies we fought for a more transparent opt-out system, re-bundled necessary fees, negotiated sharing agreements, collected fee descriptions, fought to continue to administer elections, advocated for support of the Journal, and did everything possible to ensure we were not in contravention of our respective constitutions. We drafted numerous versions of our budgets to coincide with potential opt-out rates, we established weekly reporting throughout the opt-out period, established an appeal process for students, drafted a report on Senate elections to support faculty societies, developed a section on the AMS website to inform students, worked to educate registrar’s office front line staff, delivered presentations to key stakeholders, established the AMS Membership Bursary to eliminate financial barriers to engaging in student life (clubs, bursaries, jobs), launched an advancement campaign to support the AMS Membership Bursary, took countless interviews with national and local news outlets, and the Communications Office developed a robust marketing strategy to inform and educate students about the SCI and what it means for our campus. Our goal for the upcoming year is to negotiate the mandated agreements with the University, successfully administer elections, protect as many jobs as possible, preserve and build up as many of the affected bursaries as possible, advocate for a more transparent opt-out system, and to make as many beneficial adjustments to the fee slate as we can for students. Mental Health Since our consultations during the campaign period last January, Mental Health along with student engagement and sustainability has been one of our main priorities. For years, students on our campus have complained of long wait times for counselling appointments and have shared their own stories about not getting the support they need, having to drive vast distances to receive professional help, and feelings of hopelessness. We made it our mission to reduce wait times and barriers for students who want to access counselling and have since introduced a brand-new mental health service called Empower Me. Empower Me is a free inter-faith counselling service available to all Queen’s students 24/7 and in 30 different languages. Students are now able to access the service online, in-person, over the telephone, or through secure video. Every person you speak to from Empower Me is a counsellor with at least a master’s degree in social work, psychology, or a related field and all have previous experience working in a post-secondary clinic. The AMS is paying for the service and has received tentative financial support from the University for 50% of the total cost. We have also gotten the SGPS on board, meaning that all students on our campus have access to this resource for free. Our hope is that Empower Me will allow all students to access professional support at anytime and therefore reduce wait times at Student Wellness Services. This program has been incredibly successful at other institutions in our country like at the University of British Columbia, and we hope that this is just the first step in taking action on Mental Health at Queen’s. We have been

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working with clubs, Student Wellness Services, Student Care, and ResLife to inform as many students as possible about this program. OSAP Announced at the same time as the Student Choice Initiative and the 10% reduction in tuition, the Provincial Government announced cuts to OSAP and changes in the way loans and grants operate for students. To understand what the impacts of these changes have on our peers we have had conversations with the University and have launched our own survey to ask students how these OSAP changes have affected them. From our responses, students report an average 50% reduction in the amount of student assistance received from the government. We also heard stories from this survey about the impact these changes have on students’ lives and on their families. Based on these responses we expect to see food insecurity increase putting more burden on the AMS Food Bank which was reverted back to an optional fee part way through the summer. To help address some of the impact these changes have had on undergraduates at Queen’s we hope to increase the amount we are able to offer through our AMS Membership Bursary, and have partnered with Students for Students to raise money for those of us most impacted by these changes. Through the month of October, we will be raising money for the Students for Students bursary through events and special items at our AMS services. We hope to limit the negative consequences of these cuts as much as possible and will continue to advocate ourselves and through our partners at OUSA for a provincial support system that reduces barriers to education in our province. Much like sustainability, mental health, and the Student Choice Initiative, our only hope to address this challenge is if students here at Queen’s work together to support and advocate for one another. We have to follow the traditions of cooperation, and action that has been long practiced at our University by the generations of Queen’s students who have come before us. I look forward to a great year working alongside you all, and I invite every member of assembly to engage and do all you can to make a positive impact on our campus.

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Vice-President (Operations) & CEO Report to Board of Directors Jessica Dahanayake September 19th, 2019 VPOPS@ams.queensu.ca Dear Members of Assembly, Everything that I’ve been working on during the summer has started to come to fruition and it’s very exciting! Here are the updates that I have: Revamped Event Sanctioning Process | The Event Sanctioning Process has 2 purposes: to ensure that event organizers are considering the relevant factors of their events to ensure it’s safe for participants, and to get their event insured by the AMS so they won’t be held personally liable in case they get sued for an incident that occurred at that event. All faculty societies, AMS ratified clubs, and clubs ratified under faculty societies have access to the AMS insurance if they successfully go through the Event Sanctioning Process. The Event Sanctioning Process now has 2 elements to it: the Event Sanctioning Form and the Event Sanctioning Resource Guide. The form has been revamped to include the relevant fields that we need to ensure that there is less email correspondence back and forth to get all of the required information. Ideally on the user end, the form should be filled and there should only be 1-2 if not zero email correspondence needed to sanction the event. The resource guide is linked at the very beginning of the form, and its purpose is to ensure that the form is filled out correctly in the first place. It should be read in conjunction with filling out the form to ensure that the fields have the correct and right amount of detail. Due to the nature of Event Sanctioning, the form and resource guide are by no means a final version. They will – and need to be – updated based on your feedback and as we realise common misinterpretations that they present on the user end. This is why it is crucial to let us know your feedback on the process afterwards, as we do not want there to be any surprises if there are extra conditions to sanction an event, or if an event cannot be sanctioned. Budgeting | The appropriate services and offices with an optional fee have planned accordingly for 3 opt-out scenarios – 30%, 50%, and 90%. The AMS and its services will adjust its budgets accordingly should the Student Activity Fee Revenue line change with enrollment or opt-out rate. Services | I would like to recognize and appreciate the Head Managers: Gretha Conrads, Jordan Greene, Andie Rexdiemer, Parker Quast, Andry Asoh, Keshan Surendran, Evan Gage, Nicole Langfield, Bilal Shaikh, Aidan Chalmers, Meredith Wilson-Smith and Iain Sherriff-Scott for being so dedicated, talented, and resilient over the summer. They got faced with one of the hardest years for the AMS services and despite that, has gone above and beyond to improving their respective services. This year I had the services focus on 5 elements: Financial and Environmental Efficiency, Consistency, Sustainability and Relevancy. As a result, each of their goals and initiatives are working towards these areas. Until next time, Jessica Dahanayake

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Vice-President (University Affairs) Report to Assembly William Greene September 19th, 2019 vpua@ams.queensu.ca Dear AMS Assembly, I would like to first of all say what a privilege it is to get to work with each of you this year. Although we are faced with significant challenges (SCI, OSAP cuts, etc.) this year, I do believe that we can work together to meet any and all obstacles thrown our way. With that being said, I look forward to building relationships with each of you to further strengthen our overall ability to represent students to the administration, city, and Provincial Government. Orientation Week 2019 I am happy to say that Orientation Week 2019 was a tremendous success. Thanks to the strength and dedication of both ORT and Faculty Society Orientation teams, we were able to make it through the week without any major problems. Overall, I am confident in a number of takeaways. One, there has been a noticeable improvement in relationships and communication between the AMS, University, City, deans and designates, and faculty orientation teams in advance of this year’s O-Week. Alexia and I will continue to work with all stakeholders to assess areas for further improvement, so as to make life easier on future faculty and ORT teams. Second, we have collected a good amount of raw data for our sustainable orientation review. For any outstanding events that weren’t reviewed, we hope to sit down with faculty societies to learn about events and how we can provide recommendations to improve. Please bare with us as we organize the data before presenting to faculties. Third, Alexia and I are very interested in working with each of you to understand how you feel orientation week is trending overall. We recognize there have been several changes handed down from the University, and it is important that we get your feedback, so as to prevent any loss to the integrity of your weeks. With a new principle who is significantly interested in hearing from students, we do have an opportunity to represent how you feel. Student engagement is of the utmost importance to us and orientation week is where that begins with every incoming student. Sustainability Over the summer, I have worked to focus on multiple sustainability projects. First, I wanted to address fundamental problems regarding waste diversion in the Queen’s Centre and JDUC. That is why I have worked with the Common Ground and TAPS to have their serving products tested through the Sustainability Office. We are proud to say that most of our products are fully compostable in both services. With the data we have collected, three deliverables have been made possible. First, we introduced a sustainability training to each of those services, so as to properly train all staff on what items are compostable and which aren’t. Second, we are now able to conduct a report on the receptacle stations around QC

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and the JDUC, so that we can request that PPS update labelling to better inform students (they have already committed to doing so). Third, we now have data to focus on the few areas of product lines to phase out in order to make our services 100% compostable. In addition to testing of products, we will also be conducting the AMS’ waste audit on October 2nd in partnership with the Sustainability Office and Waste Management. We will be auditing QP, CoGro, and the AMS Offices. Data collected will be used to set targets for improving waste management. In the coming months we will also be establishing a Sustainable Events Certification. In partnership with QBACC, Queen’s Event Services, and the Sustainability Office, we will be developing a form for clubs and conferences to incentivize sustainability targets for events. Overall, if a certain threshold is met for an event (elimination of waste, local options, energy usage), event organizers will be eligible to receive a number of AMS and Hospitality Service discounts. Medical Amnesty Policy After we have finished our work with the DSA on Alcohol Policy, we are looking to bring a proposal forward to implement a medical amnesty exemption into the student code of conduct. Over the summer, we consulted with the Director of Campus Security and have taken his comments back to the Queen’s Chapter of Canadian Students for Sensible Drug Policy. In collaboration with Lucas Borchenko, David Bath, and Aaron Bailey, we are hoping to have an evidence-based proposal to the DSA before the end of the semester. Before approaching the DSA, we would like to consult with all faculty societies, get their feedback, and hopefully have full faculty society support. Out goal is to move the needle towards harm reduction and student safety overall. Alcohol Policy Throughout the summer, the President and I have worked hard to represent the student voice to the Alcohol Working Group. In particular, we have found issue with one section of the policy in particular, section 4.2.2. This section restricts patrons in on-campus pubs to one shot per person, per visit to the facility. Not only do we see this as not feasible, it is also significantly limiting a students’ ability to choose. Over the past decade, the AMS and the Engineering Society have been proud to run pubs that are controlled, safe, and inclusive. Although we have some of the most stringent rules in the city, we are proud that those controls have created an environment free from the binge-drinking and unsafe culture exhibited elsewhere in our community. Therefore, we feel as though the policy is putting too much emphasis on the wrong environment. Instead of attempting to address high risk areas, restrictions are being placed on the safest environments. We fear that these controls will deter students from our establishments and put them in more unsafe positions in the University District and Hub. We do not operate our pubs for profit. We do not operate our pubs to facilitate unsafe drinking. We operate pubs to provide experiential learning opportunities and a safe and inclusive environment for all who choose to consume or not.

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Club Engagement As we spoke of back in January, student engagement is our number one priority. There is no greater driver of the student experience than our 290+ clubs. That is why we are putting a significant emphasis on empowering the voices of clubs and bringing them into the priority-setting fold of the AMS. We plan to do this in three ways. First, we want to provide clubs with as many resources as possible. That is why we are hosting our first clubs caucus at the Isabel, to showcase the venue, our services, and a number of other community resources that can be utilized to strengthen their events and projects. We are also looking to have a reformed clubs manual ready for second semester to better serve executives. Second, we want to bring club advocacy into the fold. Since January, clubs have been helping us create our priorities and objectives for the year. They have valuable expertise and ideas, and it is important that we use our platform to project their voice. Third, we want to work with clubs to market out initiatives that are important for students to be aware of. This includes working with mental health advocates to spread awareness of Empower Me, working with sustainability focused clubs to market our goals of shifting the culture, and any other projects that are introduced this year.

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Hello everyone, My name is Alexia Henriques, and I am so excited and grateful to be the Incoming Campus Activities Commissioner for the 2019-20 year. Welcome back, I hope you each had a fantastic and productive summer. It has been a very eventful summer in the Campus Activities office. Orientation Week was a huge success, and I would like to thank all of you and your teams of student volunteers for their hard work. A few notable items include a new sustainability review of Orientation week events – organized by AMS VPUA Will Greene and ORT Systems and Support Director Georgia Hacker – as well as a new process for vehicle rentals and incident reporting. This summer, the position of ORT Coordinator was reinstated and passed by the AMS Board of Directors. This decision was not taken lightly, and we hope to transition the incoming ORT Coordinator and their team and begin working proactively with both internal and external stakeholders to improve Orientation Week 2020. I am excited to work with the Queen’s Model Parliament Co-Chairs and their committee to learn more about their roles and begin planning the year ahead. We will be continuing to hire the remaining positions on their executive committee, and will resume planning for the January 2020 conference in Ottawa. The Event Sanctioning process has been greatly improved thanks to the hard work put in by AMS VPUA Jess Dahanayake. With all on-campus clubs and organizations having access to the new, continuously updated event planning resource guide, we hope that the event sanctioning process can be expedited for all groups. I am extremely passionate about working to improve the student experience here at Queens’s, and I feel as though I am prepared for the challenges to come. I cannot wait to get to know all of you in the coming months and learn more about your visions for your respective portfolios and teams. Cheers, Alexia Henriques (she/her/hers) Campus Activities Commissioner 2019/20

Commission of Campus Activities Report to Assembly Alexia Henriques September 19th, 2019 cac@ams.queensu.ca

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Hello Assembly! The Commission of External Affairs has had a very eventful summer, and is now ready to take on the upcoming school year, and execute the plans identified in the Commission’s goal plan. The highlights, and most important information for September will be identified in this report. The first and most prominent item right now is our work surrounding the federal election in October. We organized a series of short interviews with the candidates from the five major parties for Kingston and the Islands. We worked in conjunction with the Queen’s Journal to ask questions which we identified to be most important to students. After the completion of filming, we will enter the editing process with Studio Q to release the videos the week of the 23rd on the AMS social media accounts. In addition to this, the AMS is exploring the opportunity to partner with QBAC to host a debate on Queen’s Campus in early October. These items are aimed to allow students to become familiar with the candidates of each party, and make an informed decision come election time. Another objective identified by the AMS was to implement a Good Samaritan policy at Queen’s, where individuals who seek emergency assistance in alcohol/drug related circumstances will not be subjected to non-academic misconduct under the Queen’s code of conduct. The hope with this is that students will not be deterred from seeking help in emergency situations out of fear of punishment. A lot of research into the practices of other schools who have this policy has been done, and we have also evaluated their effectiveness in addressing the issue. The next step is to begin meeting with administration to implement this policy. The Commissioner has also been working with University Academic Administration to give a student perspective on the changes to Academic Accommodations and Considerations. These changes are the product of several meetings with stakeholders from faculties and administration to make the process of Academic Accommodations and Considerations more accessible to students, and easier for the faculty to manage. The changes will still reflect the principles of good faith, but will give students easier access to further resources. The exact changes will most likely be released by the University by the end of September. As for the HRC and AGC, Amanda and Anja are currently planning the training for the officers, including both mandatory AMS volunteer trainings, and also additional service-specific training given by University staff. As of right now, the services are set to open for the end of September. Finally, on the OUSA front, we have now launched our OSAP campaign to reject the changes made by the provincial government. Home office has had several meetings with those in the MTCU’s office to advocate on student’s behalf for tangible, positive changes to student financial aid and OSAP. In addition a video speaking to the stories gathered by students from our home institutions has been launched, and will soon be shared on the AMS Facebook page. As of right now, you can watch that video on OUSA’s Facebook or Instagram pages. I encourage you to watch it, and share it on your own channels! Also, there is a letter writing campaign to compliment this, where students across the province are encouraged to write a letter to their

Commission of External Advocay Report to Assembly David Bath September 19th, 2019 external.advocacy@ams.queensu.ca

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MPP, the Minister, or the Premier, explaining how the changes have affected their access to post-secondary education. This is just a sample of the things the commission is taking on at the moment, so let me know if you have any further questions, or want to give any comments/suggestions my door is always open for my friends in Assembly. Sincerely, David A. Bath Commissioner of External Affairs

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Dear Members of Assembly,

Hope you all had a fantastic summer and that we are all excited for the wonderful year

ahead! I have spent the last few months familiarizing myself with various university and AMS

documents, policies, reports, and working groups. In addition to meeting with a variety of stake

holders on campus. In order to effectively advocate both internally within the AMS, and to the

University administration there was a great deal of planning and research to be done.

Subsequently, as you look over the Social Issue Commission’s budget you will see some of the

great work that we hope to accomplish addressing a variety of gaps that are available within

Environmental Sustainability, and support for marginalized and disenfranchised student groups

on-campus.

Workshops

The summer was great period of time to create some new content within the Social Issues

Commission. Two particular trainings that I created are:

• 3rd Party Harassment Toolkit Workshop – aims to provide adequate knowledge on what

harassment can entail, and how to react, respond, and intervene in incidents of harassment

involving individuals that are external to a service/the AMS (ex. patrons, service providers,

etc.

• Discrimination Workshop – formally defines discrimination and addresses the different

forms it exists within both social and professional settings on-campus.

In addition, the summer was a great opportunity for me to work off the Anti-Oppression

training created by Ramna Safeer (Commissioner of Social Issues 2017-18), to create a new

Anti-Oppression training workshop that addresses additional topics, such as:

• Micro-aggressions

• Erasure

• Gaslighting

Commission of Social Issues Report to Assembly Bunisha Samuals September 19th, 2019 sic@ams.queensu.ca

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While incorporating contemporary issues occurring within a North American and global

context.

Student Support

One of the mains goals of the Social Issues Commission is to serve and support various

marginalized and disenfranchised segments of our student population. As a result, through the

summer I worked with various partners to finalize the following:

• PSC x CARED – aims to provide peer to peer support for racialized undergraduate students

on-campus and serve as an opportunity to fill one of the gaps posed by a lack of

institutionalized peer to peer support mechanisms for marginalized students. This project

was created and operationalized in collaboration with Andie Rexdiemer (Peer Support

Centre Head Manager) based on our predecessors’ initial examinations and proposal.

• Council of Indigenous Initiatives (CII) – Acknowledging the recommendations of

Queen’s Truth and Reconciliation Committee (TRC), the Council of Indigenous

Initiatives (CII) will work to advocate, endorse, and implement programming, initiatives,

conversations and policy relating, but not limited, to:

o Building support for Indigenous students and committees on campus

o Acknowledging and addressing historical and modern-day relationships between

Indigenous and non-Indigenous communities

o Facilitate and promote Indigenous education

o Indigenizing various spheres within Queen’s

o Recognition and promotion of Indigenous cultures and traditions

• SIC Initiative Weeks, in collaboration with the Clubs Office, that target the following

topics:

o Cultural Appreciation (not Appropriation)

o SVPR

o Wellness & Mental Health

o Sustainability

Environmentalism

It our hope and aim this year to provide environmentalism and sustainability with a

permanent/sustainable home in the AMS within the Social Issues Commission through the joint

efforts of the Commissioner of Social Issues (SIC) and Deputy SIC – Environmental Affairs. As

such, throughout the summer, both I and our Deputy SIC – Environmental Affairs, Angela Sahi,

have:

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• Constructed and collaborated with different groups on programming for Queen’s

upcoming Sustainability Week (our Room of Requirement – Clothing Exchange & our

Lifestyle Challenge)

• A new Environmental & Sustainability Round Table that we will be hosting to bring

together various stakeholders and individuals that are passionate about Environmental

Justice to create recommendations and implement initiatives on a campus-wide level

• Our Sustainability Week for the Social Issues Commission, in collaboration with the

Clubs Office

This is a very brief summary highlighting some of what has been planned within the Social Issues Commission over the summer. If any of you have any questions, want to discuss and/or collaborate on any of the initiatives above, I am always more than happy to do so!

Warmest regards, Buni Samuels

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Hi Everyone, Thank you very much for reading my report. I’m looking forward to working with you all over the next 8 months in Assembly. This summer I have been working on policy, internal organizational tasks, and preparing for the year ahead. My office now includes the Judicial Affairs Office. Much of my summer was spent organizing what that office will look like for the next year along with establishing relationships with the many folks who work in Student Conduct at Queen’s. We are confident with the team and are looking forward to an uneventful year. The elections team was recently completed with two hires being added this month. We are in the middle of receiving validation packages from different clubs and organizations for Triennial review. So far uneventful. Policy has been a large focus of mine this summer. With major changes coming to the constitution, PM 2, NAM, PIP, and more. It will be an exciting transition year for policy in the AMS. Stay tuned and please give me any ideas you have! All the best, Lucas Borchenko

AMS Secretary of Internal Affairs Report to Assembly Lucas Borchenko September 19th, 2019 secretariat@ams.queensu.ca

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Good Evening Assembly, Report for Assembly – Club’s Office Hello Members of Assembly, My name is Scott Schrempf and I am the Director of Clubs for the 2019-2020 school year. First, I would like to say that I hope you have all enjoyed your summer break and you are ready for the year to come. I am excited to update you on what has been going on in the Club’s Office over the summer. The beginning of the summer was spent orienting myself to the clubs office and learning about the 275+ clubs that we oversee. A lot of the work for my position involves administrative work, so having some time over the summer before clubs returned helped me to prepare for the year to come. In June, we reopened re-ratification for clubs that failed to do so in March and opened up the Summer Clubs Experience Grant. As March is typically a busy time for students and also a time when club execs are changing over, Munro and Regina discussed giving clubs another chance to reratify before having to apply as a new club in the Fall. In addition, we allocated funds to clubs through the Summer Clubs Experience Grant in order to help club plan their various initiatives and reduce the barriers to Orientation Week involvement. In July, I spent much of my time working with Will on my goal plan and my budget for the 2019-2020 school year (which we will go over today). August was spent working on the Tricolour Open House clubs fair and Will and I started to plan the first Clubs’ Caucus at the Isabel Bader Centre for the Performing Arts. In addition, there have been some projects that I have worked on all summer. One project that Regina had started last year and I have continued with over the summer is the Clubs Map. This tool was implemented to aid stidents with navigating the much more complicated Clubs Directory and provide an easier way to find clubs based on their interests. This summer we tested it on different platforms and received club feedback and are very excited to launch the new tool this fall. I also worked with several members of the AMS Senior Management team on updating the website and making it more accessible. I specifically worked on the Clubs portion of the website, with the idea in mind that everything a club needs should be able to be accessed from the main clubs page. With Orientation Week, I was not in my office much at the beginning of September so I have been catching up on emails and meeting with clubs. In addition, Fall Ratification and the Fall Clubs Experience Grant both will be open for the month of September. I look forward to meeting with all of the prospective clubs and ratifying some of them in October. Best, Scott Schrempf – Director of Clubs

This upcoming Friday and Saturday, the Board of Trustees will be meeting on campus for

Director of Clubs Report to Assembly Schott Schrempf September 19th, 2019 clubs.manager@ams.queensu.ca

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here Hello Everyone,

My name is David, and I’ll be serving as your Student Senate Caucus Chair this year. I’m a second-year student in Politics, Philosophy, and Economics, and I’m very excited to get to work this year. I come to AMS Assembly via ASUS, where I was an intern last year, and was elected a Senator in January. In terms of Senate business, our first meeting will be on October 1st. If you’re not familiar with the Senate, it is a body comprised of students, faculty, and administrators, responsible for the University’s Academic policies. I will be meeting with the Student Senate Caucus shortly in preparation for that October 1st meeting. If you have any input on Senate business throughout the year, please don’t hesitate to reach out. All the best,

David Niddam-Dent and I welcome anyone interested to

Student Senate Caucus Chair Report to Assembly David Niddam-Dent September 19th, 2019 sscc@ams.queensu.ca

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take a look! I will provide you in this report with a preliminary overview of selected key topics to be discussed during the open session of Board, and I

Good evening assembly, I hope that you have all had a productive and enjoyable summer, and I’m looking forward to assembly with you over the course of this academic year. I am the undergraduate trustee, the representative for undergraduate students to the Queen’s University Board of Trustees. The board is one of three governing bodies of the university, the others being the senate and the university council. The board of trustees oversees the operations of the university, including finances, property, and administrative appointments. The board is also involved in things as different as new sexual violence policy, tuition and fees, and compliance with the laws the university must abide by. In the past year, the JDUC redevelopment was approved, the university’s internationalization strategy was evaluated, and several typos were pointed out. Since the incoming assembly I sat in on the May 10th and 11th meeting of the board, where the board approved multiple new research chairs, amended the pension policy, discussed the university’s role in Asia, and reviewed the school’s admissions processes. I also attended the board of trustee’s retreat in Toronto this July. The retreat is a biennial event where the board meets to evaluate the strategic position of the university and look towards taking on tomorrows problems today. Governance at Queen’s can be difficult to understand, if you have any questions about my role, governance at Queen’s, or the Board please feel free to ask me after assembly, or on University street between classes, or by emailing me at trustee@ams.queensu.ca. Respectfully submitted, --Tyler Macintyre

Undergraduate Student Trustee Report to Assembly Tyler Macintyre September 19th, 2019 trustee@ams.queensu.ca

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I hope all enjoyed a fulfilling summer with some time reserved for rest and pleasure. I personally am feeling energized and inspired by the success of another delightful Orientation Week and the presence of another class of bright minds on our campus. I have no doubt that the Class of 2022 will do magnificent things and I look forward to awing over their impact on our campus. Office Organization and Structure | I have committed a great deal of my summer months to the solidification of some structural/organizational changes to the Office of the Rector. As it stands, an office of one, the Office of the Rector has truly come to feel the burden of it’s isolation and, with the turn over of student leaders, a lack of consistency or institutional memory. The development of a significant transition manual and supporting documents along with a more careful structure office “archives” will be the foundation for this change. My intention is that the development of these manuals will help to more clearly define roles and relationships which have previously been so ambiguous that no one, sometimes not even the sitting Rector, knows quite what they are. It will also create an archive of experiences to document precedent and aid future Rectors in navigating complex situations. These internal changes will be accompanied by the launch of a new Rector website, clearly defining the role, very much in alignment with the changes we have seen with the role of the university Ombuds.

Alcohol Policy | It has been an absolute pleasure to be involved thus far, in the updating of our campus Alcohol Policy. The application of best practices learned from other institutions, to our own campus, will certainly shape the culture of alcohol consumption on our campus and contribute to long term improvements in feelings of safety and inclusion. Immense amounts of work have gone into this and the job is not yet done. The policy draft is quickly approaching a semi-finalized stage and will promptly go out for public consultation. I draw assembly’s attention to this public consultation period as there are a few outstanding items on which there has been significant dissent between stakeholders and I believe these consultations can hold the key to revealing our best path forward. I am confident that our university will make decisions that prioritize student safety above all else, and do so while continuing to engage and include students. Student Wellness Website | Progress on the Universal Wellness Resource that I have mentioned many times continues to be promising and exciting. The tool with be in close alignment with the Campus Wellness Project and will be aimed at serving students, staff and faculty alike. Having completed preparatory work over the summer the project is now moved into the stage of being programmed and the site will go out for a consultation like, soft launch shortly. --

University Rector Report to Assembly Alex Da Silva September 19th, 2019 rector@queensu.ca

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Princeps Servesque Es Alex da Silva 36th Rector of Queen’s University

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Dear Members of the Assembly,

I hope that you all had a restful summer and found some time to relax. Over the summer ResSoc worked on several initiatives and is looking forward too many things in the upcoming month: Orientation Week Events: orientation and training planning were my main two projects over the summer and it was so rewarding to see how well they both turned out. Over the summer we worked with ResLife and the SEO and took a collaborative approach to orientation week. Taking this alternate route to orientation week really helped ResSoc have greater involvement with orientation as we were included in the ORT manuals, were able to have our own events included in the master schedule and had opportunities to collaborate with campus partners. Overall we had about a 22% attendance rate, which is nearly 1500 students. Laundry Bursary: This program was introduced last March and we hope to continue with it and have it up and running early in the semester. ResSoc strongly believes that living in Residence is integral component of the Queen’s experience. Recognizing that laundry expenses fall outside of Residence Fees, the ResSoc Laundry Bursary seeks to alleviate some of the financial barriers associated with successfully transitioning into the university environment. Applications will be accepted on a rolling basis throughout the semester. Intern hiring/ Floor Rep elections: We are currently in the midst of floor representative elections as well as intern hiring both ending on the 14th. We are very excited to announce new engaging ways for first year students to get involved in student government. We have introduced a variety of new paid intern positions that are overseen by various executive members as well as a new floor representative “training”. House Clothing: ResSoc acknowledges that our fee is amongst one of the highest fees that students pay. We are pleased to announce that we were able to lower our fee from $115 to $109 this year and we want to continue with this by finding alternate revenue sources. A potential revenue source that we are exploring is the selling of house clothing that has become standardized across residences. These items have been for sale since move in day and we hope to continue with sales over the next two weeks. I cannot say enough good things about this year’s team, they have all worked so hard already and pulled things off that I did not think we were capable of. Safe to say, I am beyond excited to see what the upcoming year has in store for us. Thank you, and as always please do not hesitate to reach out. Respectfully Submitted, Madison Scott

Residence Society President Report to Assembly Madison Scott September 19th, 2019 president@ressoc.queensu.ca

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Arts and Science Undergraduate Society President Report to Assembly Chayce Perkins September 19th, 2019 president@asus.queensu.ca

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Hello Assembly! I’m excited to see everyone back from summer and settling into their courses! Hopefully you’re all ready for an exciting and productive year! Orientation Week Engineering had a great orientation week, everything went quite smoothly! Congratulations to Sci ’23 for becoming a year (climbing the grease pole)! We have already started hiring our new Orientation Chair, who will soon start hiring their committee! We will be hiring our Sci ’23 rep soon but for the mean time we will be bringing a proxy! Student Choice Initiative Outcomes Following the Student Choice Initiative, the Engineering Society has seen a change in its fees. Most specifically, a referendum was held to increase the total fee to $80 last winter. Following approval of this, the SCI prompted us to break our fee into a mandatory ($23.31) and an optional portion ($56.69). The nature of Engineering Society membership, however, has not changed and as usual, all full-time undergraduate engineering students are members and can participate fully in our events, positions, and elections. That said, we still offer many positions that are open to non-members! We have been advertising our fee with the slogan #WeAreQueensEng and encourage anyone who is able to consider paying to support our traditions! First EngSoc Council We have started up our councils for the year. Our first was on Thursday the 12th last week! Along with this, we are busy electing members to our yearly committees and our Directors and Managers are excitedly getting their portfolios rolling after much prep work this summer! CFES President’s Meeting 2019 The Engineering Society is planning to send our Director of External Relations, Jonah Opler, to the Canadian Federation of Engineering Students’ 2019 President’s Meeting in BC! This will serve as a great advocacy opportunity as well as a chance to connect with other societies who may have great insight on operations! Social Issues! Finally, this is the first year of our new directorship, Social Issues, which was previously the Equity Officer. This role is filled by Abbey Ford-King this year and we are looking to grow the portfolio significantly in the coming months. As such, please reach out if you have EDI or Sustainability initiatives or positions that we can help out with! All the best, Delaney

Engineering Society President Report to Assembly Delaney Benoit September 19th, 2019 president@asus.queensu.ca

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Hello Members of Assembly, I can’t be more excited that September is upon us and the 2019-20 school year has begun! It’s been a very busy summer with lots of learning being done on my end. On behalf of Brynn, Olivia, and the rest of the PHEKSA Assembly, I would like to wish everyone the best for the upcoming academic year. Here are a few of the things that PHEKSA has been working on: PHEKSA Assembly Our assembly had our first meeting of the academic year on September 9th, and we are excited to report that we are already busy working on our individual roles and responsibilities for the semester. Our next meeting will be September 16th. Elections for unfilled positions Our Internal Affairs Commissioner, Nicole, has been busy organizing for hiring our unfilled positions as well as for elections. We had many interested first year Kinesiology students which is exciting, so we look forward to seeing the student engagement on this! Orientation Week 2019 Orientation Week at Camp Oconto was a very fun time for the Coaches, PKOC, Vets, and most importantly the first-year students. We had a record high enrollment this year with approximately 198 incoming students. I was lucky enough to have a role as a fourth year Vet and got to introduce myself and network with the first-year students a bit more, gauging their interest in student politics and attempting to inform them on the Student Choice Initiative. A huge job-well-done goes to PKOC: Julia (Head Coach), Anna, Ryan, Abbey, Niel, and Jacob! Another congratulations can also be sent out to our amazing Orientation Round Table Executive, as they did a PHEnomenal job. I am very excited to be able to spend the year with the rest of the AMS Assembly to better our students’ experience and engage in productive discussion and look forward to what we get up to this year. Please don’t be afraid to reach out to me with any questions or concerns as I am always available to chat! Warm Regards, Jared den Otter PHEKSA President

Physical Education and Kinesiology Students’ Association President Report to Assembly Jared Den Otter September 19th, 2019 president@pheksa.queensu.ca

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Hi everyone, My name is Jathorsan Lingarajan. I am the Vice-President of External Affairs within the Concurrent Education Students’ Association. I hope you all had a great summer and have made a lot of memories. My summer was a combination of working and the student choice initiative. Really fun stuff. Here is a quick recap of some of the projects that CESA has been working on, this summer.

1) Branding: As many of you may know, the logo of CESA is an apple, BUT did you know that the CESA colours are teal, red and silver? Probably not! The Marketing Team along with myself have been working on changing and revamping all of our templates, emails and all branding materials to consist of a lot of teal, red and silver. We are hoping that more individuals will notice that we are just more than the apple.

2) Mentorship Project: CESA has released their mentorship program which allows first year students to be paired off with upper years for not just one day event but for the entire academic year. The Academics Commissioner along with the Year Reps have been mapping out some fun events for mentors and mentees to reunite on a monthly basis.

3) CESA Website: The website has been revamped 200%. There are more features to the CESA website that we never had before. Now, students can access a variety of resources, check out policy documents, and be up to date with CESA events using the calendar feature.

4) O-Week Event: CESA normally has a booth at the sidewalk sale, Queen’s in the Park, and sponsors an event for Con-Ed Orientation Week. This year, the executive only sponsored an event at Con-Ed O-Week. The team has been working a lot on revamping that event to include speeches, free food and merch sales. We sold a lot of merch that day and profited over $1500.

5) Con-Ed Camp: The Vice President of Internal Affairs has been working on Con-Ed Camp. This staple event will take place next week where 140 Con-Ed students will take over Camp Otterdale.

6) Professional Development Week: This is a new initiative that the CESA Exec has been working on alongside the Alumni Coordinators. The goal of this week is to enhance students’ resume writing skills, cover letter skills, and gaining more exposure on networking.

7) Mental Health week: The goal of this week is to ensure that students learn useful tips on how to manage school, extracurriculars and other factors. The week aims to teach Con-Ed students, as future educators on they can help their future students in regards to mental health.

8) Student Choice Initiative: I saved the best for last! The executive team has reduced the budget by 35% in preparation for the Student Choice Initiative. We are hoping that we won’t need to go that low. EVERYONE, please do not opt out.

Concurrent Education Students’ Association President Report to Assembly Jathorsan Lingarajan September 19th, 2019 vpexternal@cesa.queensu.ca

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It has been a pretty busy summer for us this year. We hope you all have a great start to the academic year and have a successful term in your respective positions. If you have any questions or thoughts on anything regarding to CESA, please contact me at vpexternal@cesa.queensu.ca Thank you, All the best, Jathorsan Lingarajan

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Dear AMS Assembly, I hope you are all having a successful start to the school year and that you enjoyed your summers! The Nursing Science Society (NSS) is hard at work and we’re pleased to present the following updates: NSS Assembly Our Assembly will be meeting for the first time on September 11th and we look forward to brainstorming for the upcoming year and sharing what we have been up to this summer. Things are off to a busy start, and we look forward to an exciting semester ahead. Orientation Week 2019 OWeek was such an incredible time! Our students, leaders, and orientation committee members thoroughly enjoyed the week and we could not be more proud. Our executive team were able to circulate around most events and interact with incoming students, which was definitely a highlight. Congratulations to the amazing team that lead the way: Mackenzie (Head Cape), Caitlin, Baylie, Helen, Kienna, Stephanie, Nicole, Ali, Georgia, Alana, Leigh and Christine.

First Year Interns & Year 1 Class Council Elections Our First Year Intern and Year 1 (AST/4 year) class council applications are up and out for first years to apply. We look forward to the upcoming elections and hiring in the next few weeks and welcoming some new faces to our council. CNSA Associate Delegate and Speaker Application We have two other applications out for nursing students in other years to apply to. We’re thrilled with the interest from nursing students and look forward to continuing to provide unique opportunities for students to be involved in. NSS Summer Student Highlights During the summer, we had nursing students submit photos/descriptions of what they were up to this summer. We were so thrilled with all the support from our nursing community and hearing all the incredible things students were up to. Student Choice Initiative Our executive team has been busy campaigning, sending newsletters and giving class talks to nursing students regarding the student choice initiative in order to inform students of what our society is and what it offers. It has been a time intensive process

Nursing Science Society President Report to Assembly Julia Kruizinga September 19th, 2019 president@nss.queensu.ca

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but we believe it is essential for students to be aware and engaged with our society during this time. That’s all for now. Looking forward to seeing you all at assembly. Warm Regards, Julia Kruizinga

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Computing Students’ Association President Report to Assembly Nana Boateng September 19th, 2019 president@compsa.queensu.ca

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MBA Students President Report to Assembly Joanna Bitharas j.bitharas@queensu.ca

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Appendices

Appendix: Elections Elections Timeline: Fall: Friday September 20th (Validation Packages Due for fall referendum) Monday September 30th (Referendum info session) Wednesday October 2nd (Nomination Period opens) Monday October 7th (Nomination period closes) Monday October 14th (Campaign period opens) Monday October 21st (Campaign Period ends) Tuesday October 22nd – Wednesday October 23rd (Voting days) Winter: Tuesday January 7th (Winter Referendum all-candidates meeting) Wednesday January 8th (Trustee/Executive/Rector info session) Friday January 10th (Nomination period opens) Tuesday January 14th (Nomination Period closes) Thursday January 16th (Trustee/exec/rector all-Candidates meeting) Monday January 20th (Campaign Period opens) Monday January 27th (Campaign Period closes) Tuesday January 28th – Wednesday January 29th (Voting days / online campaigning allowed)

Appendix: Spend Campaign Spending Limits. These limits have not changed from previous years. $50 – per club during referendum $800 – per executive team (plus a $150 food credit) $300 – per rector candidate

Appendix: OUSA Alma Mater Society of Queen's University IncorporatedOUS: O.U.S.A.Unaudited Statement of Operations12 Months Ended April 30, 2020

BUDGET ACTUAL BUDGET ACTUAL BUDGETZS Account Project 2020 2019 2019 2018 2018

~Totals Revenue30000 STUDENT ACTIVITY FEES - A.M.S. 51,982.70 56,749.87 54,251.12 53,880.56 52,425.0637850 ALLOCATION FROM ASSEMBLY 11,386.00 18,351.00 18,350.88 16,656.60 16,656.60

~Totals Total Revenues 63,368.70 75,100.87 72,602.00 70,537.16 69,081.66

~Totals ExpensesZ 50740 CONFERENCE FEES 0.00 0.00 0.00 0.00 0.00Z 52000 MISCELLANEOUS 0.00 233.90 0.00 0.00 0.00Z 54720 SPECIAL PROJECTS 0.00 0.00 0.00 0.00 0.00

54830 ACCOMMODATION & MEALS 830.00 2,102.12 1,070.00 718.96 120.0054840 TAXIS / TRAVEL 480.00 4,393.78 3,580.00 1,550.11 510.0065100 MEMBERSHIP FEES 51,982.70 56,661.33 54,610.00 53,725.92 52,425.06

53,292.70 63,391.13 59,260.00 55,994.99 53,055.06GNASY General Assembly

50740 GNASY CONFERENCE FEES 2,292.00 1,284.43 2,322.00 1,659.90 2,208.0052000 GNASY MISCELLANEOUS 0.00 0.00 0.00 0.00 0.0054830 GNASY ACCOMMODATION & MEALS 1,800.00 3,490.42 3,000.00 3,421.30 2,600.0054840 GNASY TAXIS / TRAVEL 900.00 1,248.53 2,000.00 2,520.16 1,381.00

GNASY 4,992.00 6,023.38 7,322.00 7,601.36 6,189.00LOBBY Lobby Conference

50740 LOBBY CONFERENCE FEES 265.00 234.83 518.00 421.44 510.0054830 LOBBY ACCOMMODATION & MEALS 500.00 524.06 900.00 979.71 600.0054840 LOBBY TAXIS / TRAVEL 115.00 111.49 70.00 162.07 400.00

LOBBY 880.00 870.38 1,488.00 1,563.22 1,510.00#REF! PRTNR Partners Dinner

54830 PRTNR ACCOMMODATION & MEALS 150.00 0.00 1,000.00 1,301.41 1,000.0054840 PRTNR TAXIS / TRAVEL 170.00 503.93 200.00 193.38 200.00

#REF! PRTNR 320.00 503.93 1,200.00 1,494.79 1,200.00STEER Steering Committee

54830 STEER ACCOMMODATION & MEALS 360.00 0.00 300.00 210.02 640.0054840 STEER TAXIS / TRAVEL 800.00 0.00 240.00 3,570.23 3,100.00

STEER 1,160.00 0.00 540.00 3,780.25 3,740.00STRAT Strategic Planning Retreat

50740 STRAT CONFERENCE FEES 584.00 863.24 1,142.00 1,080.38 1,122.0054840 STRAT TAXIS / TRAVEL 120.00 335.13 300.00 265.28 360.35

STRAT 704.00 1,198.37 1,442.00 1,345.66 1,482.35TRANS Transition Conference

50740 TRANS CONFERENCE FEES 612.00 0.00 600.00 705.25 705.2554830 TRANS ACCOMMODATION & MEALS 100.00 64.89 500.00 1,154.06 800.0054840 TRANS TAXIS / TRAVEL 480.00 562.74 250.00 165.98 400.00

TRANS 1,192.00 627.63 1,350.00 2,025.29 1,905.25WELCO Welcome

50740 WELCO CONFERENCE FEES 318.00 569.19 0.00 0.00 0.0054830 WELCO ACCOMMODATION & MEALS 270.00 268.65 0.00 0.00 0.0054840 WELCO TAXIS / TRAVEL 240.00 11.50 0.00 0.00 0.00

828.00 849.34 0.00 0.00 0.00~Totals~Totals Total Expenses 63,368.70 73,464.16 72,602.00 73,805.56 69,081.66~Totals~Totals Net Surplus (Deficit) 0.00 1,636.71 0.00 -3,268.40 0.00

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Appendix: CEA Budget Alma Mater Society of Queen's University IncorporatedEAD : EXTERNAL ADVOCACY COMMISSIONUnaudited Statement of Operations12 Months Ended April 30, 2020

BUDGET ACTUAL BUDGET ACTUALZS Account Project 2020 2019 2019 2018

~Totals Revenue37850 ALLOCATION FROM ASSEMBLY 46,000.00 119,351.88 119,352.07 106,378.0830000 STUDENT ACTIVITY FEE 16,720.55 0.00 0.00 0.00

GRANTS 6,000.00 6,000.00 0.00 5,000.00EVENT REVENUE 0.00 565.65 800.00 807.38

46,000.00 125,917.53 120,152.07 112,185.46

Z HOUGC Housing Resouce CentreZ 31400 HOUGC GRANT 0.00 0.00 5,000.00 0.00Z 38000 HOUGC MERCHANDISE SALES 0.00 -75.00 0.00 0.00Z HOUGC 0.00 -75.00 5,000.00 0.00Z UDIST University DistrictZ 38000 UDIST MERCHANDISE SALES 0.00 200.00 0.00 0.00Z UDIST 0.00 200.00 0.00 0.00

~Totals Total Revenues 46,000.00 126,042.53 125,152.07 112,185.46

~Totals Expenses50000 ADVERTISING 650.00 645.27 480.00 0.0051500 FUNDRAISING/EVENT EXPENSES 550.00 429.78 700.00 646.75

Z 52000 MISCELLANEOUS 120.00 196.15 67.05 0.0053100 OFFICE OPERATING 0.00 335.38 710.00 370.9253700 PRINTING 100.00 750.37 240.00 76.6153920 PUBLIC RELATIONS 180.00 2,072.67 2,673.07 629.5953930 AWARDS AND CERTIFICATES 700.00 624.33 60.00 0.00

Z 54495 ROOM RENTAL 600.00 0.00 0.00 0.00Z 54720 SPECIAL PROJECTS 861.50 0.00 310.00 0.00

54840 TAXIS / TRAVEL 400.00 1,055.10 1,200.00 1,242.0054860 TELEPHONE 0.00 410.02 660.00 647.4560000 SALARIES 31,446.50 81,313.62 72,684.00 60,058.4660500 HEALTH & WELLNESS BONUS 0.00 0.00 0.00 2,598.6662000 HONOURARIUM 1,000.00 3,815.66 4,000.00 4,246.7464000 VOLUNTEER APPRECIATION 900.00 963.64 1,514.13 782.2266000 TRAINING 0.00 143.88 0.00 0.0067000 UNIFORMS 0.00 0.00 0.00 0.00

37,508.00 92,755.87 85,298.25 71,299.40ACGRC Academic Grievance Centre

50000 ACGRC ADVERTISING 0.00 122.99 400.00 412.4751790 ACGRC MARKETING AND PROMOTION 0.00 955.63 1,180.00 1,287.7853100 ACGRC OFFICE OPERATING 3,006.77 0.00 0.00 29.6566000 ACGRC TRAINING 0.00 0.00 200.00 0.00

Z 67000 ACGRC UNIFORMS 0.00 0.00 0.00 0.00ACGRC 3,006.77 1,078.62 1,780.00 1,729.90CDSUM AMS Community Development Summit

50620 CDSUM CONFERENCE FOOD & BEVERAGE 700.00 1,988.80 1,700.00 1,479.09Z 51500 CDSUM FUNDRAISING/EVENT EXPENSES 1,250.00 229.80 0.00 0.00

53300 CDSUM OPERATING EXPENSES 0.00 2,654.90 1,700.00 1,709.4053920 CDSUM PUBLIC RELATIONS 100.00 67.22 600.00 282.5054495 CDSUM ROOM RENTAL 0.00 565.00 1,524.30 1,279.85

CDSUM 2,050.00 5,505.72 5,524.30 4,750.84CHALL Assembly at City Hall

50620 CHALL CONFERENCE FOOD & BEVERAGE 0.00 0.00 975.00 900.0051400 CHALL EQUIPMENT RENTAL 0.00 0.00 120.00 118.01

CHALL 0.00 0.00 1,095.00 1,018.01GOLDK Golden Key

53930 GOLDK AWARDS AND CERTIFICATES 15.00 14.12 15.00 0.00GOLDK 15.00 14.12 15.00 0.00HCHEK Housecheck Program Expenses

61000 HCHEK WAGES 0.00 2,687.26 1,000.00 4,550.5762000 HCHEK HONOURARIUM 0.00 0.00 1,000.00 500.00

HCHEK 0.00 2,687.26 2,000.00 5,050.57HOUGC Housing Resource Centre

52000 HOUGC MISCELLANEOUS 0.00 0.00 50.00 0.0053300 HOUGC OPERATING EXPENSES 240.00 548.36 350.00 191.4453920 HOUGC PUBLIC RELATIONS 420.00 978.64 1,000.00 654.0060000 HOUGC SALARIES 9,047.00 211.79 0.00 1,720.1161000 HOUGC WAGES 3,000.00 696.56 4,900.00 0.0064000 HOUGC VOLUNTEER APPRECIATION 120.00 0.00 300.00 0.00

Z 66000 HOUGC TRAINING 150.00 135.15 150.00 0.00HOUGC 12,977.00 2,570.50 6,750.00 2,565.55

Z KCCOM Chamber MembershipZ 50740 KCCOM CONFERENCE FEES 0.00 0.00 0.00 0.00Z 65100 KCCOM MEMBERSHIP FEES 0.00 0.00 0.00 0.00Z KCCOM 0.00 0.00 0.00 0.00

UDIST University District50620 UDIST CONFERENCE FOOD AND BEVERAGE 0.00 0.00 0.00 0.0053300 UDIST OPERATING EXPENSES 0.00 -120.00 0.00 0.0053920 UDIST PUBLIC RELATIONS 100.00 0.00 0.00 150.0054495 UDIST ROOM RENTAL 0.00 0.00 0.00 438.72

UDIST 100.00 -120.00 0.00 588.72~Totals~Totals Total Expenses 55,656.77 104,492.09 102,462.55 87,002.99~Totals~Totals Net Surplus (Deficit) -9,656.77 21,550.44 22,689.52 25,182.47

Appendix: CEA Goal Plan

Commission of External Affairs

Goal Plan 2019-2020

Prepared by: David Andrew Bath Prepared for: AMS Assembly

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Executive Summary:

The Commission of External Affairs (CEA) plays a critical role in bridging the

gap between the undergraduate student population, and those who make the decisions

which affect their lives as students and community members. In the 2019-2020 year,

which is also the pilot year for the Commission, the CEA will focus on: (1) developing

an identity for the commission and transferring all Municipal Affairs and Academic

Affairs Commission assets to the new position, (2) improving the quality of life for

students living in the Queen’s Community, and (3) advocating for the interests of all

students to the City, University, and the Federal/Provincial Governments. This goal

plan will outline the Commission’s plan for the 2019-2020 year including identifying

threats and opportunities before translating the SWOT analysis into 3 concise goals for

the year.

A major focus of this year will be to establish a cohesive mandate, priorities, and

best practices for the Commission as it enters its first year. The first goal of the goal plan

will focus on create a “brand identity” for the commission and transferring all

relationships that were formerly held by the MAC and AAC to the CEA. Moreover, to

identify the key aspects of the MAC and AAC mandate which will be transferred into

the new commission.

Another focus for the upcoming year will be to improve the quality of life in the

university district. As you walk through the UD, it becomes apparent that there is a

waste management issue which needs to be addressed. As the City of Kingston moves

towards a two-stream recycling process, it is vital that the AMS express its support for

this change. Moreover, it is important to establish a solution for the waste created from

moveout/movein day at the end of April. The AMS should work to establish a drop-off

2

station for used furniture which can be used by other students. Furthermore, the CEA

will work to get the sidewalks in the UD salted in the winter to make commutes to

school easier, quicker, and more accessible.

The final goal identified in this goal plan will be to ensure that a Queen’s

University education is affordable to students and valued by employers. This includes

continuing the project of implementing Co-Curricular records which would officially

recognize the work students do outside the classroom. The second aspect of this goal is

the continue advocating for open educational resources (OERs) which would greatly

reduce the cost of textbooks on students. The third aspect of this is remove the fee

associated with academic appeals. Not only is it greatly expensive to file an appeal, it is

also a right of students to question grades, and barriers regarding this should be

removed.

In closing, the pilot year of the CEA will draw from the former projects and

mandate of the MAC and AAC while simultaneously cultivating a new identity for the

Commission.

A. Preliminary Review & Statements

1. Situation Analysis

i. Commission/Office Mandate

Simply put, The mandate of the Commissioner of External Advocacy is to

advocate on behalf of student interests to various institutional and governmental

bodies. In terms of protection of student interests, this includes, but is not limited to,

ensuring students have access to a safe, accessible, and fair experience in both their

academic and broader university lives. Overall, the CEA advocates to four main

institutional bodies for improvements to student academics and life beyond the

classroom. The first being the University which primarily focuses on issues pertaining

to academics and student life. Examples of the past include Online Educational

3

Resources, experiential learning, and teaching evaluations. The second is the municipal

government which primarily deals with town-gown relations including Homecoming

communications, waste management, and issues of housing. The third and fourth being

the provincial and federal governments in which the CEA advocates, through OUSA

and UCRU respectively, for common issues faced by Post-Secondary undergraduate

students. Examples of the past include student financial aid, open learning, experiential

opportunities. In addition to the external facing role of the commission, there is also an

managerial role which the commission plays. The CEA manages two services which

work toward assisting students. The first is the Housing Resource Centre (HRC). The

Housing Resource Centre (HRC) is a peer-to-peer support service that offers housing

information to students and community members living in the University District. In

addition, the HRC performs house inspections to report issues to Kingston Property

Standards as well as disseminating valuable information on waste disposal. The second

is the Academic Grievance Centre (AGC). This student-run service offers guidance on

anything related to academic. This includes, but is not limited to, issues related to

appeals, accommodations, and considerations.

ii. Past Year Review

Entering its first year as a commission of the AMS, the CEA adopted the former

responsibilities of the Municipal Affairs Commission (MAC) and the Academic Affairs

Commission (AAC). The Student Choice Initiative brought about many cuts to these

commissions, specifically in terms of the internal facing, managerial role of the

Commissions. However, as we enter the 2019-2020 year, the advocacy priorities of the

former commissions will remain consistent, and the goals of this advocacy will be

categorically the same. For the purpose of this past-year review, I will separate the

evaluations of the 2018-2019 year by the two commissions and their distinct

responsibilities.

4

In the 2018-2019 year, Julia Gollner, the Academic Affairs Commissioner, had

three primary focuses in addition to her regular responsibilities. The first was her role in

the Ontario Undergraduate Student Alliance (OUSA), which is our lobbying

organization to the provincial government. As the Vice-President of Human Resources

and Administration for OUSA, Julia spent a significant amount of time working on

hiring. In addition to her role in OUSA, Julia worked closely with the Centre for

Teaching and Learning to help improve the teacher evaluation system, and to

implement an Undergraduate Student Advisory Council which would offer teaching

advice and feedback from a student perspective to faculty members. The third major

focus of Julia’s tenure as AAC was experiential learning, with a particular emphasis on

the implementation of Co-Curricular records. Julia worked alongside the Provost and

Registrar’s office to implement a certificate to be included on students’ transcripts to

recognize the professional experience they are receiving outside of the classroom, and

in their extra-curricular activities. Due to the magnitude of this project, and the number

of stakeholders involved, this will be a multiyear project, and not one Julia could’ve

done on her own. Julia laid the foundation and cultivated the relationships within the

University which are required to implement this in the years to come.

As for the Municipal Affairs Commission, Soren’s main goals for the 2018-2019

year were to strengthen relationships with the city of Kingston, and increase the quality

of life in the University District. To begin, there were two major events which greatly

affected Soren’s mandate as MAC. The first being the implementation of the University

District Safety Initiative by the City of Kingston. Regardless of the AMS’ official

position, it was Soren’s responsibility to communicate the changes of the bylaw to

students through the Party-Safe initiative. This program sought to educate students on

the law and the consequences of breaking it. The second major event was the Municipal

election in which Soren’s organized a Town hall on Queen’s campus for prospective

candidates. In addition, he was responsible for relaying information to students about

5

the election. This information included where and how to vote, portfolios on the

candidates, and updates on the main issues discussed during the campaign. Outside of

the events that were unique to the 2018-2019 year, Soren sought to the increase the

quality of life in the University District through the implementation of Community

Service Agents, and the continuation of the Community Development Summit. Funded

through a $5000 grant from the City of Kingston, Soren introduced Community Service

Agents which worked to clean up the UD following Homecoming and St. Patrick ’s

Day. Previously, it was solely done on a volunteer basis, whereas the implementation of

the agents formalized the process and guaranteed a complete cleanup of the area

following the street parties. As for the Community Development Summit, Soren

expanded the event to include stakeholders from every relevant organization. The event

sought to better ties between the student population and the outside community

through identifying common interests and threats. The event was a major success, but

funding may need to be reformed if it is to continue in future years.

6

iii. SWOT Analsysis

Strengths

• The benefit of amalgamating the

MAC and AAC is that it can evaluate

the strengths and weaknesses of the

two to create a new portfolio that

reflects best of each

• Over the course of the past few terms,

the Academic Affairs Commission –

and the commissioner in particular –

has developed very strong

relationships with relevant

administration in the Centre for

Teaching and Learning, the Library,

and career services. This has been

beneficial for the internal advocacy

efforts of the AAC, as the

administration can often act as an ally

when lobbying to the University.

• City of Kingston-AMS relations are

exceptionally high

o Always have a seat at the table

Weaknesses

• All previous relationships were built

under either the MAC or AAC.

Because of the rebranding, it is

important that the CEA transfers

those relationships to the new

commission without losing potential

partnerships

• Past troubles with ensuring volunteer

commitment, which can burden the

efforts of committees and community

organizations

• Perception of weak/adversarial

relationship between Queens and

Kingston (city and non-student

community members) despite the

reality of the situation

• Marketing for the HRC and AGC

have been low in previous years and

have led to underutilization of the

services

7

o Greater bargaining power

• Proactive Property Standards

Program serves as an educational tool

for students and sets new precedents

for AMS-City partnerships through

addressing housing issues on their

behalf

• University District Housing Fair has

been well-attended by high-volume

landlords and property management

companies

• Another major strength of the CEA is

its ability to advocate to the provincial

government on student facing issues

through Queen’s membership in

OUSA. With two voices at the

Steering Committee table, the CEA

and VPUA can clearly convey its

priorities and translate them to the

provincial level.

• Because of yearly turnover it is hard

to maintain multiyear projects with

the university such as Co-Curricular

Records

• Conservative Provincial

government who does not student

financial aid or assisting student

unions as a priority

Opportunities

• The city has set a major priority on

climate action, which opens doors for

partnership between the AMS and

City to create more sustainable

practices for our organization

Threats

• A threat to the CEA is the clarity in its

mandate and responsibilities. Because

the AAC and MAC had very different

portfolios, the mandate of the CEA is

broad and varying.

8

• New incoming Principal which allows

the CEA to form a positive early

relationship with Patrick Dean’s office

to ensure that relevant student issues

are on his agenda

• The CEA adopted association with a

wide number of subcommittees and

working groups from the AAC – each

of which offer a unique opportunity

to the commission to the university

• The Strategic Documents Renewal

Committee provides the CEA with an

opportunity to ensure issues being

expressed by students are included in

the official documented priorities of

the University. This year the Strategic

Mandate Agreement will be revised,

meaning the CEA will ideally be able

to contribute to that conversation,

advocating for more accessible,

accountable, and affordable

education.

• With the success of the Community

Service Agents in the previous year,

there is amble room to expand the

clean ups into other weeks such as

Orientation Week or Frost Week

• Obvious threat is the SCI which will

greatly reduce funds available to

pursue new initiatives and

programming

• With the elimination of several

committees who were formerly under

the MAC, our relationship with

several community partners is under

threat

• The AGC head manager position

became volunteer, and HRC

manager’s position had a salary

reduction which threatens incentives

for engagement and commitment to

the services

• Excessive student partying can create

substantial public relations difficulties

• Legality behind the HRC giving

technical and legal aid, because we

may be held liable is legal advice is

given

• Potential elimination of the

Community Development Summit is

a threat to our relationship with

stakeholders in the city and Kingston

community

9

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

Objective 1:

Goals Strategies Measures

Make individuals and

organizations aware of the

changes to the Commission

1. Meet with all external

stakeholders from the MAC

and AAC transition manuals

to explain the changes and

familiarize them with the

mandate of the new

Commission

2. Continue relationships with

former MAC and AAC

committees and continue to

offer them AMS support

despite not funding the

committees any longer

1. Implement bi-weekly meeting

with all former committees of

the AAC and MAC to ensure

the AMS is still supporting

them in any capacity, and to

ensure they are fulfilling their

goals

Construct a new social media page

for the Commission in place of

the AAC and MAC pages

1. Construct an Instagram and

Facebook page for the

commission which will

elaborate on the

Commission’s advocacy work

2. Promote initiatives which are

relevant and exciting to

students

1. Direct followers of old MAC

and AAC pages to ones which

represent the new

commission

2. Build up 500 followers on the

Commission Instagram page

3. Get 1000 likes on the

Commission’s FB page

4. Match the success of last

year’s “Save our Paws”

Construct a new identity for the Commission of External Affairs

10

Objective 2:

campaign by developing a

video with 30,000 views

Rebrand AGC and HRC to reflect

the changes to the Commission

1. Increase collaboration within

the Commission to avoid the

services and deputies

becoming individual silos

2. Change all former marketing

for the services to reflect the

changes within the AMS

1. Hold weekly Commission

meetings in which all of my

deputies and managers will

be present to offer updates

and discuss room for

collaboration

2. Revisit Social media pages

and change language

surrounding MAC or AAC

3. Buy a new promotional

banner for the AGC and HRC

with the CEA logo for

boothing shifts

Goals Strategies Measures

Revisit Waste Management

Solutions

1. Encourage City to move to a

two-stream recycling process

2. Make Recycling and

composting options on campus

more accessible

3. Solve the waste issue

surrounding move-out day in

April

1. Educate ourselves on the current

process, if a two-stream could even

be feasible, and if not – work to

establish a relevant and improved

waste management strategy

2. Meet with stakeholders to

understand current practices and

provide feedback on how the

Improve Quality of Life in the University District

11

system could be adjusted to

improve waste management, but

also fit with the student lifestyle.

3. Meet with the Mayor in the

Summer to express the AMS’s

support for implementing a 2-

stream process

4. Create an executive brief on why

it is wise to switch to a 2 stream

process

5. Implement compost and

recycling options amongst the

outdoor garbage cans on campus,

specifically, on University Avenue

6. Host a furniture drop-off in Vic

Park where people can drop off

usable furniture which can be used

second hand

7. Offer large dumpsters

throughout the UD for students to

drop off garbage

Advocate for the introduction of

UD sidewalk salting from the City

1. First point of contact will be

Damon Wells, Director of Public

Works. If Damon Wells fails to

accept our proposition, lobby for

support from Sydenham and

Williamsville City Councilors.

1.Gain positive feedback from

Damon Wells. If this is not

successful, have City Councilors

lobby City Hall have prioritized

sidewalks salted on major UD

sidewalks to improve accessibility

in Winter months

12

Objective 3:

2. Research current salting practices

Collect information from student

body on occupied and inhabited

dwellings in UD and surrounding

area. This data can be used to help

the city propose new student

housing locations in the UD and

beyond.

Work with Dr. David Gordon,

and the registrar’s office to get

form on Solus

• Publish information in

report along with SURP to

show desperate need for

appropriate development in

UD

• Ensure respondents are

statistically significant

sample

Goals Strategies Measures

Continue to work with the EL

Hub to develop the concept of

Experiential Learning and Co-

Curricular records.

1. Work on how experiential

learning outside of the

traditional internship can

be quantified and

legitimized at Queen’s.

This will be best executed

through the Co-Curricular

record route.

See that the Experiential

Learning conversation is

elevated to students.

1. Develop a plan to have

Experiential Learning be as

quantifiable as the QUIP

internship by pushing for

the development of a Co-

Curricular record where

relevant and intensive

work experience is

recognized as adding

value to the degree.

2. See to EL being as

legitimized as the QUIP

Ensure that the University education is valued, and is financially accessible

13

internship on a degree via

the Co-Curricular record.

3. Organize at least two events

on EL to let students know what is

happening. Fun arc events, games,

where we have videos taken.

Contribute to the prolonged

development of OERS on Queen’s

Campus.

1. Maintain an advocacy

presence on the Open and

Affordable Course

Materials Implementation

Committee, and a strong

relationship with ECampus

Ontario.

2. Participate in Digital

Planning targeted at

Faculty to adopt open and

accessible course materials.

Eliminating barriers for

students and increasing the

accessibility and

affordability of a Queen’s

degree.

3. Assist the Digital Library

group on the development

of their Digital Learning

Symposium planned for

this fall.

1. Attend all meetings of the

committee possible,

advocating for the

prioritization of

development of OERS and

the adoption into Queen’s

syllabi.

2. Recruit a 10% student base

to the technology-based

learning symposium

planned for the fall.

Attract 70 students to the summit

on OER’s and their status.

14

4. Organize a summit in

conjunction with the

symposium specifically for

students to be caught up to

speed with what is

happening in the

development of free

textbooks and open

educational resources.

Utilize SFRC opportunity to

encourage development of

OERs to faculty and introduce

them to students who are

interested in the process as

well.

Remove the 50$ appeal fee for

Arts and Science students.

1. Meet with Joanne Benard to

revisit the current fifty-

dollar charge for a formal

appeal in arts and science.

Research all other faculties to

consider the “effect” the 50$

appeal truly has. Devote one

week to preparing a report on the

financial barrier it imposes on

students and that it does not

actually achieve what it is

intended to do. Have this

1. Arrange a meeting by mid-

July to discuss the strategy

to revisit this barrier. Firm

hand is necessary, as my

predecessors have warned

me.

The dean’s office will sometimes

argue the fee is a necessary

disincentive for students not to

abuse the appeals process. This is

false. It would be possible to

research and record the data on

how many students in faculties

15

C. Supporting Documents

Timeline

June 2019

• Meet with Innovate Kingston to determine possibilities for student job creation /

implementation

Goal #1

• Send out Goal Plan materials for HRC Manager, AGC Manager, and Deputies (receive before

July 1)

Goal #1

• Finish introductory meetings with relevant University and City administration. Goal #1

• Reach out to all faculty society heads and academic caucus members. Goal #1

• Attend OUSA Strategic Conference, policy authors chosen.

July 2019

• Meet with Mayor Patterson to discuss AMS support for the two-stream waste disposal Goal #2

• Acquire Proactive Property Standards Program cheque and schedule 2018-19 training

Goal #2

• Review NPB Flow Chart with Lacricia (Licensing and Enforcement) Goal #2

• Continue work with City-Central Infill & Growth Strategy public working group Goal #2

• Begin finalizing Sustainability Week partnerships Goal #2

• Meet with Adam Mueller to organize bin giveaway Goal #2

prepared before I meet with

administration to revisit the issue.

without fees utilize the process.

Drawing a comparison on the

number of appeals in faculties

without the fee versus with will

highlight the true effect.

16

• Reach out to Res Soc and SEO to promote the HRC to Frosh Goal #1

• Finalize budget with info from goal plans Goal #1

• Order any relevant promotional materials for O-Week Goal #1

• Meet with Career services to discuss and lay out barriers for services EL and QUIP. Goal #3

• Build new social media pages for CEA Goal #1

August 2019

• Begin organizing recycling bin giveaways Goal #2

• Meet with City’s Cross-Institutional Partnerships office to finalize the cross-institutional

partnership between the AMS and City

Goal #1/2

• Introductory meeting with Kingston Police, CEA, and Communications—frosh week/move-

in day strategies

Goal #1

• Plan Marketing for committee and HRC initiatives for September Goal #1

• Develop presentation for O-Week Goal #1

• Begin meetings with administration to develop a plan on the Co-Curricular record for the

upcoming year.

Goal #3

• Meet with CTL to outline specifics on SCOT program, how it will be executed, marketing,

logistics, etc.

Goal #3

September 2019

• Welcome all volunteers to the CEA Goal #1

• Begin planning for HRC housing fair in early November Goal #1

• Orientation Week presentations for Frosh leaders Goal #1/2

• Homecoming communications strategy with Kingston Police Goal #1/2

• Complete fall hiring for Community Service Agents Goal #2

• First academic caucus meeting. Goal #1

Goal #7

17

October 2019

• Throw Recycling Bin & Compost Giveaway Goal #2

• HRC Officer training Goal #1

• Choose professors for the Last Lecture Series for the SFRC

• Consult Academic Caucus, Student Senate Caucus, Presidents Caucus, and Assembly for

policies for OUSA GA.

November 2019

• HRC Residence talks Goal #1

• Throw HRC Housing Fair Goal #1/2

• Launch Development Survey through MarComm Goal #2

• Nominations, audits, and award selection for Teaching Awards Committee. Goal #1

• Attend OUSA LobbyCon

• OUSA Fall GA

December 2019

• Volunteer Apreciation for HRC manager, AGC manager, and deputies

• Celebrate Christ’s Birthday

• Do a Mid-Year review of Goal-Plan Goal #1,2,3

January 2020

• Marketing for Mayor’s innovation challenge

February 2020

• Begin marketing the Golden Key & Civic Responsibility Awards (Golden Cockroach!?!!?!) Goal #1

• Begin transitioning the incoming CEA

18

March 2020

• Review awards submissions and make presentation at Assembly

• Host City Hall Assembly Goal #1

• Work on St. Patrick’s Day preparation (water tent, granola bars) Goal #1/2

• Introductory Meetings for new CEA

• Plan Waste Drop-off with City Goal #2

• OUSA GA Goal #5

April 2020

• Host Waste Drop off at end of April Goal #2

• Marketing strategies for move-out day (at City Hall) Goal #1/2

• Wrap-up OUSA with PiHed dinner, and final SC meeting

• Conclude Transition and go-on with my life

19

Appendix: CAC Budget

20

$78,525.00 $58,786.75 $76,900.00 $56,551.17 $63,330.00Queen's Model ParliamentSPONSORSHIP $0.00 $7,400.00 $0.00 $4,120.00 $13,961.50DONATIONS $0.00 $1,710.00 $60.00 $60.00 $0.00EVENT REVENUE $0.00 $81,536.63 $93,254.94 $93,254.94 $103,310.00

$0.00 $90,646.63 $93,314.94 $97,434.94 $117,271.50

Total Revenues $128,729.11 $233,727.36 $256,901.39 $229,491.11 $255,188.63

ExpensesADVERTISING $0.00 $0.00 $0.00 $0.00 $0.00FUNDRAISING/EVENT EXPENSES $0.00 $0.00 $0.00 $0.00 $0.00MARKETING AND PROMOTION $0.00 $421.76 $100.00 $89.00 $0.00MISCELLANEOUS $0.00 $84.62 $160.00 $197.56 $0.00OFFICE OPERATING $0.00 $312.64 $0.00 $8.02 $0.00OFFICE SUPPLIES & EXPENSES $0.00 $512.05 $80.00 $15.75 $165.44AWARDS AND CERTIFICATES $0.00 $0.00 $0.00 $0.00 $750.00PRINTING $100.00 $471.31 $0.00 $9.10 $0.00SPECIAL PROJECTS $0.00 $0.00 $0.00 $0.00 $0.00TAXIS / TRAVEL $50.00 $25.10 $80.00 $66.50 $50.00TELEPHONE $0.00 $208.47 $700.00 $749.19 $600.00WEBSITE $0.00 $0.00 $0.00 $14.27 $0.00GRANTS AND BURSARIES DISBURSED $11,000.00 $2,044.88 $8,700.00 $5,800.00 $8,500.00SALARIES $28,290.80 $33,519.73 $36,342.00 $28,948.15 $29,574.34HEALTH & WELLNESS BONUS $0.00 $0.00 $0.00 $1,299.33 $1,391.01WAGES $0.00 $0.00 $0.00 $0.00 $0.00HONOURARIUM $1,000.00 $500.00 $1,500.00 $2,500.00 $2,000.00VOLUNTEER APPRECIATION $100.00 $126.12 $400.00 $88.38 $200.00TRAINING $0.00 $0.00 $0.00 $0.00 $100.00UNIFORMS $0.00 $2,919.76 $0.00 $0.00 $0.00

$40,540.80 $41,146.44 $48,062.00 $39,785.25 $43,330.79AMS ReunionCONFERENCE FOOD & BEVERAGE $0.00 $0.00 $0.00 $0.00SECURITY (CONSTABLES) $0.00 $0.00 $0.00 $0.00 $0.00MISCELLANEOUS $0.00 $0.00 $0.00 $0.00 $0.00ROOM RENTAL $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00FYNIRCONFERENCE FOOD & BEVERAGE $1,329.38 $1,392.91 $850.00 $1,263.60 $4,917.00SECURITY (CONSTABLES) $160.00 $0.00 $0.00 $0.00 $0.00ENTERTAINMENT $727.91 $200.00 $200.00 $0.00 $200.00EQUIPMENT RENTAL $118.00 $0.00 $0.00 $0.00 $0.00FUNDRAISING/EVENT EXPENSES $206.79 $10,973.54 $9,970.50 $6,723.52 $5,070.07MARKETING AND PROMOTION $265.61 $134.47 $150.00 $295.00 $425.00OFFICE SUPPLIES & EXPENSES $0.00 $0.00 $0.00 $0.00 $0.00PRINTING $140.50 $68.70 $50.00 $311.76 $75.00AWARDS AND CERTIFICATES $160.00 $0.00 $0.00 $0.00 $0.00ROOM RENTAL $7,595.00 $0.00 $0.00 $141.25 $0.00TAXIS / TRAVEL $0.00 $41.71 $70.00 $59.03 $50.00UNIFORMS $995.72 $1,120.28 $500.00 $2,517.13 $800.00

$11,698.91 $13,931.61 $11,790.50 $11,311.29 $11,537.07New Events GrantPRINTING $0.00 $0.00 $100.00 ($146.07) $2,000.00AWARDS AND CERTIFICATES $0.00 $800.00 $2,000.00 $0.00 $0.00

$0.00 $800.00 $2,100.00 ($146.07) $2,000.00NEWTSCONFERENCE FOOD & BEVERAGE $28,190.00 $15,604.20 $24,385.20 $21,849.03 $25,310.35SECURITY (CONSTABLES) $1,300.00 $0.00 $0.00 $0.00 $0.00ENTERTAINMENT $350.00 $886.00 $286.00 $150.00 $386.00EQUIPMENT RENTAL $4,970.00 $2,478.00 $388.69 $360.00 $388.69FUNDRAISING/EVENT EXPENSES $35,634.50 $57,057.26 $36,949.00 $32,092.09 $25,213.20MARKETING AND PROMOTION $1,700.00 $0.00 $0.00 $0.00 $0.00PRINTING $500.00 $414.75 $0.00 $46.19 $900.00ROOM RENTAL $1,445.00 $7,382.24 $11,950.00 $9,614.33 $9,445.25TAXIS / TRAVEL $0.00 $1,420.91 $3,780.00 $1,586.98 $1,025.80WEBSITE $0.00 $0.00 $0.00 $0.00 $0.00UNIFORMS $2,399.90 $991.86 $2,660.00 $3,451.73 $3,349.73

$76,489.40 $86,235.22 $80,398.89 $69,150.35 $66,019.02Queen's Model ParliamentCONFERENCE FOOD & BEVERAGE $0.00 $90,534.42 $33,600.00 $45,824.34 $34,476.50SECURITY (CONSTABLES) $0.00 $0.00 $3,000.00 $2,396.00 $3,000.00ENTERTAINMENT $0.00 $0.00 $0.00 $0.00 $0.00EQUIPMENT RENTAL $0.00 ($1,890.21) $0.00 $4,084.39 $1,500.00FUNDRAISING/EVENT EXPENSES $0.00 $5,362.27 $2,820.00 $2,697.09 $2,640.00MARKETING AND PROMOTION $0.00 $249.00 $4,700.00 $134.00 $245.00PRINTING $0.00 $2,828.39 $450.00 $4,589.21 $2,010.00AWARDS AND CERTIFICATES $0.00 $0.00 $0.00 $346.64 $250.00ROOM RENTAL $0.00 $7,573.65 $51,475.00 $69,205.52 $58,500.00TAXIS / TRAVEL $0.00 $15,466.95 $15,000.00 $15,259.85 $14,650.00WEBSITE $0.00 $2,324.52 $0.00 $913.26 $0.00

$0.00 $122,448.99 $111,045.00 $145,450.30 $117,271.50

Total Expenses $128,729.11 $264,562.26 $253,396.39 $265,551.12 $240,158.38

Net Surplus (Deficit) $0.00 ($30,834.90) $3,505.00 ($36,060.01) $15,030.25

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Appendix: CAC Goal Plan

Campus Activities Commission Goal Plan 2019-2020

Prepared by: Alexia Henriques, Campus Activities Commissioner Prepared for: Will Greene, Vice President (University Affairs)

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Executive Summary:

The Campus Activities Commission (CAC) is a unique and engaging commission that strives to provide opportunities for all students to get involved within and outside of the Queen’s community. The CAC has undergone many changes in the past year with the cuts to multiple components of its portfolio. With these cuts comes an opportunity to shift the focus of the CAC to become more immersed in the planning and execution of its events.

An overarching goal of mine will be to focus on working with the Orientation

Roundtable (ORT) Directors, Queen’s Model Parliament (QMP) Co-chairs, as well as both the New, Worldly, Exchange and Transfer Students (NEWTS) and First Years Not in Residence (FYNIRS) executive teams to ensure that all of their needs are being met.. I will prioritize transparency, open communication, and setting timelines to increase accountability. I hope that my working knowledge and experience planning large scale events will help me assist these groups in implementing their goals and maintain a smooth flow of event sanctioning and approval throughout the year.

I hope to work with the QMP Co-chairs, their committee members, and the

VPUA to ensure the long-term financial and logistical sustainability of the QMP conference. This can be done by increasing the fundraising and sponsorship, and by working on new and modern ways to advertise and recruit delegates to participate and attend QMP. I also hope to improve the overall work flow and effectiveness of the ORT Event form approval process in order to improve all Orientation Week events. This can be done by evaluating past event forms for the purpose of constructing a new event form that is not only more effective, but can be reviewed in a more efficient and purposeful way.

The CAC has the potential to affect a majority of students and their experiences

from the day they start as a member of the Queen’s community. It is thus extremely important that we work towards improving the efficiency and sustainability of all CAC events, especially in their planning and implementation.

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D. Preliminary Review & Statements

1. Situation Analysis i. Commission/Office Mandate

The Campus Activities Commission (CAC) serves the unique purpose of engaging students from the start of their undergraduate journey until they graduate. The mandate of the Campus Activities Commission is to enhance the student experience by allowing all students to get involved with a variety of events from the multitude of Queen’s clubs, as well as within organizations and services from the Kingston Community and beyond. This commission works with students to help ensure that their events run as smoothly and as equitably as possible. A key objective of the Campus Activities Commission is to help foster positive relationships between all Queen’s students through their involvement in engaging and accessible events throughout the year.

ii. Past Year Review The past year has come with several changes within the Campus Activities Commission. The CAC focused primarily on increasing engagement in all aspects of the portfolio. It was the aim of the past Commissioner to increase the success of Queen’s Model Parliament and the Reunion Street festival, increase the number of registrants and participants for both the NEWTS and FYNIRS Orientation Week activity, and increase the number of applications to all CAC grants and bursaries. The previous Commissioner was somewhat successful in these goals, however many of the initiatives and committees within the CAC struggled last year due to an overarching lack of communication and an overall disjointedness between the CAC, co-chairs, and volunteers. This caused a lack of transparency and decreased accountability, which negatively affected the ability for committees to remain organized and manage their tasks in accordance to their timelines. The CAC saw many structural changes towards the end of the year, with several roles and duties being altered as a result of the general restructuring of the Alma Mater Society. The main change came with the removal of multiple positions within the CAC – the Deputy, and the Reunion Street Manager. This unfortunately placed a burden on the success of the Queen’s Model Parliament co-chairs billing and reconciliation, and their transitions out of their roles. It also placed a strain on the attainment of sponsorship for

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Orientation Week. A recent change is the return of the ORT Coordinator position, which was approved by the AMS Board of Directors during Summer 2019. This change will positively impact the efficiency of the Orientation Week structure, and will help us continue to advocate for a student run event.

iii. SWOT Analsysis Strengths

• The Campus Activities Commission is validated by many Faculty and Administrative members throughout the university. This has allowed for a more influential voice when advocating for the student led experience.

• The merging of event sanctioning and the pre-existing CAC portfolio allows for a more integrated, efficient event sanctioning process. My experience with event planning and organizing will prove to be quite beneficial when critically reviewing all requests for events to be sanctioned by the AMS.

• Helps build relationships with internal and external parties including the City of Kingston, Faculty Societies, Queen’s Administration, and other community stakeholders.

Weaknesses • The new structure of the roles and

positions within the CAC could negatively affect the team dynamic and thus its effectiveness to work cohesively. There is no longer a deputy CAC, who used to provide assistance to not only the CAC, but the QMP co-chairs.

• There is one less support system for the Orientation Roundtable Directors as well as the heads of both the FYNIRS and NEWTS Orientation committees. The CAC typically was able to focus more on supporting the two Orientation committees prior to, during, and following Orientation Week.

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Opportunities • In past years, the events and

conferences under the CAC portfolio have experienced difficulties securing ample sponsorship and partnerships from alumni and external companies. Through the merging of the CAC and former-advancement offices, there is a greater possibility of obtaining sponsorship for both Orientation week and QMP.

• The addition of event sanctioning to the CAC portfolio allows for a critical analysis of the Orientation event form process and its functionality. Meaning, the CAC can work with the Clubs Office and Student Constables to modify the Orientation Week event form workflow and online platform in comparison to the Formstack platform used for event sanctioning.

• With less programming, there is a unique opportunity to strengthen current ventures including enhancing grants and bursaries, Orientation Week, and Queen’s Model Parliament.

Threats • The financial burden of QMP on the

Alma Mater Society cannot be overlooked. The lack of an efficient and balanced budget, organized and detailed timeline, and motivation to fundraise and obtain external sponsorship puts QMP at a sever risk of no longer being sustainable.

• The Dean of Student Affairs office’s continued interest in orientation Week combined with the SOARB Policy Manual threatens the autonomy of a student led Orientation Week.

• There is a new organizational structure of the CAC, and with that comes a few risks. Without broader committees and a deputy, we risk remaining contained and recycling ideas.

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

Objective:

Goals Strategies Measures Increase the amount of monetary sponsorship obtained to help reduce delegate fees and ensure the conference expenses do not exceed the estimated budget.

Work with the co-chairs and their committee to directly reach out to external partners in order to secure sponsorship. Work with the Director of Alumni and Sponsorship to tap into the alumni network of past QMP delegates who might be interested in sponsoring a component of the conference. Analyze the previous year’s QMP Sponsorship package and work with the co-chairs and Studio Q to improve the overall look as well as the different sponsorship options and packages.

Complete the QMP Sponsorship package by the end of July 2019 in order to begin distributing it to a variety of sponsors and businesses. Distribute the sponsorship to a minimum of 50 companies and businesses by the end of October 2019. Send out a mass email to at least 50 alumni to advocate for the various sponsorship opportunities available.

Increase the sponsorship obtained by 10%.

Increase the amount of money fundraised through various initiatives and campaigns run by the co-chairs, committee members, and delegates.

Work with the QMP Co-chairs to organize innovative and new committee-run fundraisers. Use these school-wide fundraising events to recruit delegates from all communities within Queen’s.

Fundraise a minimum of $2,500 through various initiatives and events over the fall semester.

Increase the number of first year delegates in the hopes of increasing attendance retention.

Meet with the Student Experience Office and Residence Life to coordinate a campaign to target first year students living in residence.

Aim for a minimum of 25% of all delegates to be in their first year of their undergraduate degree.

Reserve a quarter of all delegate tickets for first year students.

To ensure the financial sustainability and longevity of the Queen’s Model

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Objective:

Improve the overall branding and social media presence of QMP.

Work with the QMP Co-chairs and their committee to create a social media strategy. Work with the QMP Co-chairs and their committee to increase their social media presence and update all of their accounts. Meet with the Marketing and Communications office to assess the QMP social media accounts and past advertisement campaigns. Develop a branding/marketing strategy for diverse audiences in order to recruit and expand our delegate demographics.

Increase the QMP social media following by 25%. Create a calendar outlining a bi-weekly posting schedule for QMP on all of their social media platforms.

Improve the relationship between alumni and potential partners to improve the sustainability and longevity of QMP.

Work with the Director of Alumni and Sponsorship and QMP Co-chairs to establish a year-to-year timeline to guide sponsorship and fundraising endeavors. Work with the QMP Co-chairs in conjunction with Studio Q to create a fundraising and sponsorship manual. Begin accumulating a master list of QMP alumni and past sponsors to build a network of QMP supporters and potential partners.

Create a sponsorship manual and timeline by the end of October 2019, and update it post-conference in Winter 2020. Create a master list of QMP alumni and relevant contact information by the end of October 2019 to be utilized prior to the conference.

Goals Strategies Measures

To improve the ORT Orientation Week event form approval process and work flow.

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F. Supporting Documents

June 2019 Work with the Director of Alumni and Sponsorship to tap into the alumni network of past QMP delegates who might be interested in sponsoring a component of the conference.

Goal #1

Open registration for NEWTS and FYNIRS Orientation Weeks. Goal #2

Increase the efficiency of the ORT event approval process.

Meet with each of the outgoing and incoming heads to debrief on their event approval process and recommend that all groups and faculties hire the incoming executive teams by the end of October. Work with the Deans & Designates group to take suggestions on how to best approach the event form redevelopment. Update the event forms in conjunction with the Orientation Risk Working Groups suggestions. Reduce the work flow so that only one Dean or Designate will have access and approval rights.

Set the event form final approval deadline to 2 months before the events are set to occur. Set the initial event form submission deadline to the end of December. Implement a new event form satisfaction survey for both executive teams that complete the forms, and the stakeholders who review them for approval. Work with Queen’s Administration to have an updated Event Form by the end of October 2019.

Find an improved platform for event form approvals that is more user friendly than the eRez pORTal.

Meet with the AMS Director of IT to discuss the other platforms that have the capacity to be used for event form approvals. Assess the platform used by the CAC for event sanctioning – Formstack – to see if it might be adequate for ORT event form approvals.

Complete an analysis comparing the capabilities of both eRez, Formstack, and other unknown platforms.

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Meet with the AMS Director of IT to discuss the other platforms that have the capacity to be used for event form approvals.

Goal #3

Submit all park permit applications. Goal #4 Submit all health permit applications. Goal #5 Submit all t-shirt and water bottle orders. Goal #6 Meet with the QMP Co-chairs to discuss their goals for sponsorship and fundraising. Goal #7

July 2019 Analyze the previous year’s QMP Sponsorship package and work with the co-chairs and Studio Q to improve the overall look as well as the different sponsorship options and packages.

Goal #1

Meet with the Marketing and Communications office to assess the QMP social media accounts and past advertisement campaigns.

Goal #2

Work with the Deans & Designates group to take suggestions on how to best approach the event form redevelopment.

Goal #3

Update the event forms in conjunction with the Orientation Risk Working Groups suggestions. Goal #4 Confirm all park and room bookings. Goal #5

August 2019 Work with the QMP Co-chairs and their committee to create a social media strategy. Goal #1 Work with the QMP Co-chairs and their committee to increase their social media presence and update all of their accounts.

Goal #2

Assess the platform used by the CAC for event sanctioning – Formstack – to see if it might be adequate for ORT event form approvals.

Goal #3

Finalize the plan and timeline for ORT Director hiring. Goal #4

Finish all Specific Days Sales Applications for Orientation week. Goal #5

September 2019 Work with the co-chairs and their committee to directly reach out to external partners in order to secure sponsorship.

Goal #1

Work with the QMP Co-chairs to organize innovative and new committee-run fundraisers. Use these school-wide fundraising events to recruit delegates from all communities within Queen’s.

Goal #2

Meet with each of the outgoing and incoming heads to debrief on their event approval process, and recommend that all groups and faculties hire the incoming executive teams by the end of October.

Goal #3

Reduce the ORT event form work flow so that only one Dean or Designate will have access and approval rights.

Goal #4

Complete billing and invoicing for all Orientation Week groups. Goal #5 Review applications and hire for the position of ORT Coordinator, and begin transitioning them into their role.

Goal #6

October 2019

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Meet with the Student Experience Office and Residence Life to coordinate a campaign to target first year students living in residence.

Goal #1

Hire ORT Directors and begin transitioning them into their roles. Goal #2 Hire the FYNIRS and NEWTS heads and their committees. Goal #3 Execute the first QMP fundraising campaign. Goal #4 Meet with all incoming Orientation heads to break down the new event form process and platform. Goal #5

November 2019 Have all QMP sponsorship finalized and secured this month. Goal #1 Execute the second QMP fundraiser event. Goal #2

Prepare Orientation Week executives for event form approval with the event planning caucus. Goal #3

December 2019 Assist QMP Co-chairs and their executive team in final planning and logistical work for the QMP conference.

Goal #1

Begin editing and approving all initial submissions of the Orientation Week event forms. Goal #2 Meet with the Deans or Designates from each Orientation Week group in order to update them on the status of their group and next steps.

Goal #3

January 2020 QMP conference runs. Goal #1

Give back initial comments and edits on all Orientation Week event forms for groups to review. Goal #2 Begin working with ORT, NEWTS, FYNIRS on starting the creation of their budgets. Goal #3

February 2020 Release Gecko and Landlord Applications. Goal #1 Hire all Geckos and Landlords for Orientation Week 2020. Goal #2 Submit event forms to Deans and Designates for initial approval. Goal #3 Work with ORT Directors to ensure a smooth transition with the incoming CAC. Goal #4 ORT Winter Executive training. Goal #5 Work with QMP Co-chairs on consolidating their billing and invoices. Goal #6

March 2020 Finalize ORT/ NEWTS/ FYNIRS Budgets Goal #1 ORT Spring leader training. Goal #2 Begin transitioning incoming CAC. Goal #3 Work with NEWTS and FYNIRS teams to ensure a smooth transition with the incoming CAC. Goal #4 Work with QMP Co-chairs to ensure a smooth transition with the incoming CAC. Goal #5

April 2020 Continue transitioning new CAC. Goal #1

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Work with ORT to finalize plan for Summer 2020. Goal #2

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Appendix: CLUBAlma Mater Society of Queen's University Incorporated

Clubs OfficeStatement of Earnings

12 Months Ended 4/30/2020

Current 2019 2019 2018 2018 2017 Budget ACTUALS BUDGET ACTUALS BUDGET ACTUALS

RevenueGRANTS 0.00 10,000.00 300.00 297.07 5,000.00 20,848.00SPONSORSHIP 7,500.00 0.00 1,400.00 11,734.32 0.00 23,095.83ALLOCATION FROM ASSEMBLY 78,500.00 102,444.96 102,445.24 94,218.96 94,218.96 52,593.00

Total Revenues 86,000.00 112,444.96 104,145.24 106,250.35 99,218.96 96,536.83

ExpensesCONFERENCE FOOD & BEVERAGE 2,062.20 838.46 1,265.00 1,322.67 1,300.00 562.39EQUIPMENT RENTAL 0.00 0.00 0.00 0.00 300.00 299.45MARKETING AND PROMOTION 62.00 62.50 815.00 0.00 600.00 560.29CLUB OUTREACH 2,225.00 2,201.38 630.00 425.74 1,045.00 536.03OPERATING EXPENSES 3,038.00 1,807.75 1,865.00 2,015.33 1,616.50 0.00PRINTING 90.00 178.29 150.00 315.84 115.26 9.80ROOM RENTAL 312.00 259.90 1,665.00 935.51 1,070.00 1,061.58SPECIAL PROJECTS 58.53 0.00 0.00 0.00 0.00 2,985.82TELEPHONE 592.32 592.11 1,100.04 963.89 480.00 1,335.41WEBSITE 0.00 0.00 0.00 0.00 0.00 0.00GRANTS AND BURSARIES DISBURSED 42,754.93 40,962.30 45,220.00 36,647.59 45,015.00 42,348.57STUDENT CONSTABLE BURSARIES 0.00 1,575.00 10,000.00 652.00 10,000.00 0.00SALARIES 34,305.03 40,309.78 40,435.20 36,043.62 35,537.21 33,496.21HEALTH & WELLNESS BONUS 0.00 0.00 0.00 2,632.33 2,139.99 2,382.67HONOURARIUM 500.00 500.00 1,000.00 0.00 0.00 1,750.00

Total Expenses 86,000.01 89,287.47 104,145.24 81,954.52 99,218.96 87,328.22

Net Surplus (Deficit) -0.00 23,157.49 0.00 24,295.83 0.00 9,208.61

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Appendix: CLUB Goal Plan

Clubs Office Goal Plan 2019-2020

Prepared by: Scott Schrempf, clubs@ams.queensu.ca

Prepared for: AMS Assembly

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Executive Summary:

Hello! Thank you for taking the time to read the Clubs Office Goal Plan for the 2019-2020 year. I hope this goal plan provides a thorough description of what the Clubs Office hopes to achieve and what I see as the most important steps to take this year.

The Clubs Office oversees over 275 clubs and works to provide them with support

and resources through space, grants and bursaries, and marketing. The Office oversees a diverse community of undergraduate and graduate students due to a merger between the AMS and SGPS.

The past year review goes over the triumphs of the Clubs Office that I hope to

continue this year. These include the development of Clubs Map and the development of a more personal relationship with the clubs community. Some shortcomings include the Winter Tricolour Open House, and the lack of clubs space (an ongoing issue).

The SWOT analysis of the Office includes the elements to consider for the coming

year. Some of these include: the reach that the Office has, our relationship with the SLC, the resources we provide to clubs, the opportunity of the JDUC redevelopment, the opportunity to collaborate with clubs and other offices around the university. This year the Clubs Office hopes to establish an even stronger relationship between the AMS and clubs on campus.

Finally, my goal plan outlines my objectives, goals and timeline for the coming year.

This year we hope to continue to ensure that clubs are using their space, finalize the development of the Clubs Map, use club knowledge in establishing policy and procedure, and enhance the relationship between clubs and the Clubs Office as well as the AMS as a whole. I feel that these goals will all benefit the Clubs Office over the coming year and hopefully can be built upon for years to come.

Over the past year, the Clubs Office has seen several improvements and triumphs

and I hope that this goal plan will continue to strengthen the Office. The Office may be small, however we are looking forward to working with the 300+ clubs and 11,000+ students over the coming year. Scott Schrempf Director of Clubs, 2019-2020

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G. Preliminary Review & Statements

1. Situation Analysis

i. Office Mandate

The Clubs Office acts as a branch between over 270 clubs on campus – totaling over 11,000 students – and the Alma Mater Society. This office strives to increase overall student engagement on campus through increasing the prominence of student organizations on campus by decreasing barriers clubs face by providing centralized resources and support for these groups. The office provides several resources for clubs including access to the Tricolour Open House, Clubs Caucus, grants and bursaries and club space. The clubs office hopes to create a personal and professional relationship to help further the AMS and SGPS community.

ii. Past Year Review This past year the Clubs Office had a lot of triumphs, but there were also some shortcomings. One major way in which the clubs office succeeded was with the development of the Clubs Map. This project was taken on by Regina and Jess and consisted of creating a quiz-type way to navigate the complicated and outdated clubs directory based on a person’s interests. In doing this, they created an easy way for people to find clubs they may be interested in rather than having to navigate the club’s directory. This project will have huge benefits to student engagement and involvement with clubs over the years to come. Another triumph experienced by the Clubs Office this year was the regaining of a more personal relationship with the clubs community. Regina worked to maintain a constant presence and consistent office hours for clubs and worked to establish a better relationship from her predecessor. This year I hope to take this one step further and use clubs as a resource to make the student community/AMS better, which in turn will allow them to feel heard by the AMS. One shortcoming experienced this year was the Winter Tricolour Open House. In discussion with Regina, this event was poorly attended and as a result the WTOH didn’t seem to fill its purpose (to help clubs gain membership). While Regina tried to partner with A&R on this event, she was unsuccessful and as a result I believe that this year this event should be contingent on A&R partnership. In addition, this event is typically hosted in January, but if we moved the event to align with when club execs are hiring we may see higher turnout. Another ongoing issue is the lack of club spaces, as we currently do not have the space to accommodate all of our clubs. This year I look forward to working with Chloe on

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club spaces in the new JDUC building and working with the University on spaces such as Mac Brown and the Yellow House.

iii. SWOT Analysis Identifying these areas can allow us to focus our efforts over the coming year. You need to understand how your commission/office is situated to be able to make a goal plan that takes advantage of what it is doing right, and acts on where we need to improve. Strengths

• Access to over 250 clubs allows the office and the AMS with the ability to work with a diverse group of individuals to collaborate with. From this access, the Clubs Office is able to collaborate through other offices, such as Alumni Relations, to become more integrated.

• The relationship with the SLC makes allocating our limited space to clubs easier. The SLC is able to provide statistics on how many clubs get space and what type of space they receive. In addition, the event space that the SLC provides is pivotal to Club event planning.

• Another strength of the Clubs Office is marketing. Due to the large reach of the Clubs Office, we are able to promote several events, grants, opportunities, etc. Working more with the other Offices/Commissions may help to give more information and updates to clubs in order to be engaged with the AMS

Weaknesses • Due to the number of clubs, there

is an absence of a personal relationship/interactions

• Difficult to give timely responses due to the volume of club inquiries

• Clubs directory is difficult to navigate

• The clubs manual is long, difficult to navigate, hard to read, not visually attractive and at some points isn’t fully relevant to clubs

• Information lost due to large number of inquiries

• Small Office with only one salaried staff makes it difficult to delegate

• Clubs caucus is not seen as useful and is not well attended.

Opportunities • Due to the large reach, to people

that are very passionate about what they’re involved with, I really want to tap into their knowledge and work with them to

Threats • Space, while an opportunity, is at

the current moment a major threat to the Clubs Office

• Club autonomy, while good overall, can also be a threat to the

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improve the AMS and student community

• We can continue to work with Alumni Relations and QSAA in order to facilitate club involvement in Homecoming in established events (Meet & Greet, Spirit Corner) and to help clubs make reunions of their own using the Advanced Web

• The JDUC Renovation is an opportunity for us to enhance club spaces. While we typically look at this as office spaces, we also need to maintain spaces for events and storage spaces as well. Over the coming years, the Clubs Office must advocate for club needs in the JDUC Renovation.

• Clubs Caucus is an opportunity for the Clubs Office to provide speakers and information that will help clubs thrive. Whether it is for new clubs or old clubs, the Office must find ways to provide relevant information and get guest speakers that the clubs want to hear from.

• One of the big worries with the Student Choice Initiative is the services bottom lines. I believe one opportunity we have is to encourage clubs to access our services. This provides business to our services while also provides resources to clubs.

Office. Due to autonomy, it is difficult to balance it with ensuring that clubs are following the rules. It also creates a problem when Clubs have internal issues, as our AMS HDV Policy does not apply. This makes it difficult as an Office when approached by clubs with HR issues.

• The student choice initiative threatens my ability to reduce financial barriers for clubs, mainly through grants and bursaries. In addition, it threatens me from having an AMS presence at club events due to a lack of funding. This makes the AMS seem less personable to clubs.

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

Objective:

Goals Strategies Measures Show support for club initiatives by attending events

Attend events (both big and small) so that the Clubs Office is more present with clubs. While we are here to provide resources to help clubs, we also want to get out and support the amazing things that they do on campus. Attend as many events as we can. Continue the Week at a Glance series where clubs can submit their events and the Office can post about them on our social media.

Post on social media accounts 2-3x per week leading up to and during the school year. Attend at least one event per week and have each member of senior management (or just the exec) come out to 5-10 events a year which allows for 90-180 events attended by senior management (will email all staff list with events of the week and track using a feedback form) Post Week at a Glance on Mondays

Maintain upbeat, interactive and consistent social media content

Create more personal and relatable content to maintain a consistent, fun and interactive presence on social media (utilize the amount of club content that Studio Q has when creating graphics) Maintain a brand identity within club marketing and club logos and ensure that logos are consistent with Queen’s Trademarking. If a club wishes to use the Clubs Office’s resources, they must use both the AMS and Clubs logo in their event. Assign the marketing deputy portfolio to the Deputy Director of Clubs

Post on social media 2-3x per week Run a brand perception survey at the beginning, middle and end of the year to see how the Clubs Office is perceived and how that perception changes over the year

Continue to strengthen and personalize relationship of clubs with the Clubs Office.

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Make Clubs Caucus a better resource for clubs

Invite members of the AMS team to come talk to clubs and share what services they can provide clubs (and why they should use them) Invite guest speakers outside of the AMS (Nicolas Senn – budgeting, Gareth Cunningham – using the ARC, SEO, etc.). Allow for time to have constructive conversations with clubs about what they need from the AMS and the Clubs Office in order to feel better supported.

Take attendance at Clubs Caucus Bring the services out to Clubs Caucus once per semester to demonstrate what the AMS can offer to clubs Survey club executives to see what subjects they have difficulties with and what they want discussed at caucus One guest speaker per caucus One workshop per semester (budget, get sponsorship)

Maintain consistent communication with clubs

The Clubs Director will email clubs weekly with updates on what’s going on and opportunities that they can get involved with

Email clubs every Friday with relevant information and reminders Ask club executives what the best way to communicate with them is (whether they read my weekly emails, what content they would like to see in them, what platform they would like info delivered)

Establish Club weeks to advertise club initiatives

The Clubs Director will work with the SIC and Sustainability Office in order to plan events with clubs surrounding specific themes (Cultural Appreciation, Sexual Violence Prevention and Response, Mental Health and Sustainability)

Create a greater clubs presence during the SIC run Cultural Appreciation, not Appropriation Campaign and increase the intersectional focus (involve at least two clubs that may not be ‘cultural’ in their mandate) Establish a March Sustainability Week in conjunction with the SIC where we put the focus on the systemic issues associated with sustainability, rather than the behaviours addressed during Fall Sustainability Week.

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Objective:

Work with the HRO on their SVPR week to establish a greater presence of clubs and a greater platform for these important discussions We will judge effectiveness of these weeks by the number of “attending” on Facebook as well as by gaining feedback from clubs themselves on whether they liked how we ran the weeks and what improvements should be implemented next year

Goals Strategies Measures Encourage the use of AMS-provided services by determining how to make these services convenient for club use

Meet with services and offices in order to determine what unique service they can offer to clubs and why clubs should use them

Add these aspects of the service to the Clubs Manual to advertise to clubs Meet with service head managers to create a resource document for me to help refer to clubs to our resources and add this to the clubs manual Work with each service in order to evaluate what ways we could encourage clubs to use our services that benefits both parties (eg; using Undies for events, Cogro donating a portion of sales to the club, etc.)

Tap into club knowledge in order to better the AMS/student community

Work with clubs in evaluating the AMS as an organization and determine ways that we can improve (environmentally, socially, entrepreneurship)

Block off 2 hours per day as office hours that clubs can come by and I will be there

Increase Club engagement with the AMS

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Objective:

Represent clubs on the creation of new policy by engaging with them/determining what they would want to see Hold consistent office hours for clubs to come by and discuss ideas they have

Before every policy meeting/assembly, ask clubs for their input and what they want me advocating for Ensure that ideas from clubs move up to the exec and that clubs hear feedback

Work with the SLC x Peer Support Centre to help new clubs

Keep open line of communication between clubs and SLC/PSC Ensure clubs are aware of the opportunity and what can be offered (marketing and help with event planning)

Hold monthly meetings between Director of Clubs, SLC and PSC in order to discuss strategy

Goals Strategies Measures Ensure clubs are sharing, using and respecting their space

Maintain consistent auditing in order to keep clubs accountable The Deputy Director of Clubs and the SLC Ops Manager will go on biweekly audits. They will report back to the Director with need to know information and the Director will email clubs if there are any issues with their space. Be critical in space allocation based off space audits, giving space to those that used their space.

Perform biweekly space audits (SLC Operations, Deputy Director) Director will go on one audit a month to stay in the loop Record how clubs are using their spaces and if there are complaints

Work with the University more with University-allocated spaces

Increase communication with the University surrounding Mac Brown and the Yellow House

Create an agreement stating the role of the University and the AMS Clubs office with regards to University allocated club space

Create an understanding between the Office and clubs on the scarcity of space

43

Reach out to Teri Shearer with VPUA to re-establish a relationship with the office

Work with the Student Life Centre to establish new club spaces

Reach out to Andry Asoh to work on increasing club spaces in the Grey House

Add a fire door and fire alarm to the first floor of the Grey House so that QFA can be moved to the first floor. This would allow for four other clubs to be allocated space in the top floor of the Grey House

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I. Supporting Documents

May 2019 Learn about clubs I oversee Goal #1 Meet with VPUA and discuss the Yellow House Goal #2 Meet with Alumni and Relations to establish a connection for clubs to Homecoming events Goal #3 Perform space audit with SLC OPS to see which clubs have moved (or not) out of/into their new spaces

Goal #4

Meet with Debra Easter to discuss Queen’s Trademarking and how it pertains to club logos Goal #5 Update website- relevant names, dates, forms and applications Goal #6 Continue working with Kingston Web Works (KWW) on the Clubs Map Goal #7 Open re-ratification (May 27) – as discussed with Munro and Gina Goal #8

June 2019 Open re-ratification (Round 2) – email all clubs that failed to re-ratify Goal #1 Send out Summer Grant Application, Report form and Budget Template (June 10 Goal #2 Meet with Mike Hermer (Sport Club Coordinator) from Athletics and Recreation to discuss plans for Tricolour Open House

Goal #3

Perform space audit with SLC OPS to see which clubs have moved (or not) out of/into their new spaces

Goal #4

Finish Goal Plan Goal #5 Begin discussing ways to improve the Clubs website Goal #6 Continue working on the Clubs Map with KWW Goal #7 Close re-ratification (June 17) Goal #8 Close Summer Grant (June 28) Goal #9 Email clubs to begin thinking about problems that they have had come up/may need help with – start to establish topics to discuss in Caucus

Goal #10

Talk to Bunisha Samuels (SIC) about clubs weeks – promote club initiative within a themed week

Goal #11

July 2019 Finish Budget Goal #1 Meet with the Grant Allocation Committee - July 2 Goal #2 Confirm Tricolour Open House logistics with Athletics and Recreation and finalize the marketing strategy - begin

Goal #3

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Discuss the possibility of collaborating with Athletics and Recreation again for the Winter Tricolour Open House

Goal #4

Continue to work on the Clubs Map with KWW Goal #5 Discuss/Facetime Deputy Director of Clubs about what goals they have for the coming year Goal #6 Re-vamp Clubs Manual Goal #7 Meet with each service to discuss how we can make AMS services more appealing for clubs to use/what they can offer clubs

Goal #8

Meet with Brand Manager about how the Clubs Booth will operate during O-week – what will be handed out, set-up and ipad use/clubs map

Goal #7

Meet with Bunisha Samuels (SIC) – discuss logistics of Clubs Weeks Begin planning for Sustainability Week (Rachel Wooten and VPUA)

Goal #8

Begin planning for Sustainability Week (Rachel Wooten and VPUA) Goal#9 Continue working on website Goal #10

August 2019 Finalize the Clubs Map so that it can be used during O-week promotion of clubs Goal #1 Continue to get clubs to sign up for TOH Goal #2 Prepare Emma for arrival back to campus Goal #3 Introduce Emma to the rest of the AMS staff Goal #4 Finalize marketing with A&R and make Facebook event mid-August for people to go to Goal #5 Begin planning first clubs caucus – invite AJW, SLC OPS, Advancement, CAC and possibly Gareth Cunningham (A&R) and/or Nicolas Senn (Scotiabank) -use to discuss that I want clubs to find value in this/want to discuss topics of use -BOOK A BIG ROOM

Goal #6

Meet with individuals speaking at clubs caucus – discuss what they want to cover -make agenda for the evening

Goal #7

Finalize website Goal #8 Work with SIC on doing a SIC x Clubs Training Night with HRO Goal #9

September 2019 Send clubs their booth number, set up/take down times and the floor plan for Tricolour Open House

Goal #1

Orientation Week – focus on creating an open, fun and enthusiastic presence – talk to incoming students about how they can get involved

Goal #2

Tricolour Open House – Make sure Clubs Team is available to answer questions and circulate/talk to clubs throughout the event (September 5th, 5-8PM)

Goal #3

Hold meeting with Emma to update her and discuss timelines, expectations, events, responsibilities and goals

Goal #4

Release Fall Grant Application (2nd week) Goal #5 Release New Club Ratification (2nd week) – upload to AMS website Goal #6

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Host first Clubs Caucus (3rd/4th week) Goal #7 Sustainability Week – help facilitate club involvement (Clubs week/initiative) Goal #8

October 2019 Close New Club Applications and review them with the Ratification Committee (Director of Clubs, Deputy Director of Clubs, VPUA, GM)

Goal #1

Close Club Grant Applications and review them with the Granting Committee (Director of Clubs, Deputy Director of Clubs, VPUA, GM)

Goal #2

Schedule and conduct interviews within two weeks of New Club Application deadline Goal #3 Oversee the involvement of Clubs during Homecoming 2018 and provide help with events where necessary -have awareness campaign table for how SCI affects clubs

Goal #4

Update assembly of newly ratified clubs Goal #5 Notify Clubs of their success/failure of being ratified Goal #6 New Clubs Caucus – 3rd/4th week of October Goal #7 Help Clubs get involved with Cultural Appreciation Goal #8

November 2019 Release New Clubs Grant Goal #1 Catch up on projects/plan for winter Clubs weeks Goal #2 Hold Clubs Caucus – updates, plans for next semester, guest speaker? Goal #3 Close New Clubs Grant Goal #4 Meet with Granting Committee to administer grants Goal #5 Notify new clubs of their granting status Goal #6

December 2019 Prepare for Winter Grant Applications, New Club Applications and plan for the semester (first clubs week)

Goal #1

Catch up on clubs inquiries Goal #2

January 2020 Release Winter Grant applications and New Clubs Applications and plans for Winter Goal #1 Hold Winter Tricolour Open House (tentative on A&R involvement) Goal #2 Hold Clubs Caucus Goal #3 Close Winter Grant Applications and meet with Granting committee Goal #4 Close New Clubs applications and meet with Ratification Committee and notify clubs of their status (send list to be ratified at assembly)

Goal #5

Begin planning for Club Appreciation Night Goal #6

February 2020

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Release Club Award Applications Goal #1 Begin transition with the Incoming Clubs Director Goal #2 Hold New Clubs Caucus Goal #3 Release New Clubs Grant, meet with Granting Committee and notify clubs Goal #4 Release re-ratification and space allocation Goal #5

March 2020 Hold a Transition Workshop for Club Executives that goes over hiring, best interview practices, important information they need to know (transferring bank signing authorities, mailboxes, stewardship agreement for keys, NPO status, etc.) - Last Clubs Caucus (Early March)

Goal #1

Meet with Club Awards Committee to select recipients and finalize plans for Clubs Appreciation Night (Agnes or the Isabel)

Goal #2

Continue transition with successor Goal #3 Close re-ratification and space allocation Goal #4 Meet with ratification committee to discuss clubs ratified for the 2020-2021 year Goal #5

April 2020 Meet with Space Allocation Committee Goal #1 Finish transition with successor Goal #2 Finish Transition Manual II Goal #3 WE DONE Goal #4

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Appendix: VPUA Budget Alma Mater Society of Queen's University IncorporatedVPU: VICE PRESIDENT UNIVERSITY AFFAIRSUnaudited Statement of Operations12 Months Ended April 30, 2020

BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUALZS Account Project 2020 2019 2019 2018 2018 2017

~Totals Revenue37850 ALLOCATION FROM ASSEMBLY 5,000.00 8,349.96 8,350.00 13,749.96 13,750.00 14,350.08 39890 Sustainability fund 42,806.98 8,350.00 23,250.00 25,752.74 22,838.64 -

~Totals 39,502.70 36,588.64 14,350.08 ~Totals Total Revenues 47,806.98 16,699.96 31,600.00 79,005.40 73,177.28 28,700.16 ~Totals~Totals Expenses

53700 PRINTING - 13.53 - - - - 54720 SPECIAL PROJECTS 4,400.00 1,503.18 9,000.00 9,035.87 13,000.00 7,461.43 56100 GRANTS AND BURSARIES DISBURSED 42,806.98 8,350.00 22,000.00 25,065.10 22,838.60 - 64000 VOLUNTEER APPRECIATION 600.00 568.30 600.00 460.95 750.00 564.69

~Totals Total Expenses 47,806.98 10,435.01 31,600.00 34,561.92 36,588.60 8,026.12 ~Totals~Totals Net Surplus (Deficit) - 6,264.95 - 4,940.78 0.04 6,323.96

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Appendix: SEC Budget

50

Alma Mater Society of Queen's University IncorporatedSecretariat

Statement of Earnings12 Months Ended 4/30/2020

2,020.00$ 2018-2019 2018-2019 2017-2018 Budget Actual Budget Actual

RevenueGRANTS 666.00$ -$ -$ 0.00EVENT REVENUE 825.00$ -$ -$ 0.00ALLOCATION FROM ASSEMBLY 58,300.35$ 62,357.88$ 62,357.90$ 22,048.20

59,791.35$ 62,357.88$ 62,357.90$ 22,048.20Referenda & ElectionsEVENT REVENUE -$ -$ 1,300.00$ 1,579.37

-$ -$ 1,300.00$ 1,579.37

Total Revenues 59,791.35$ 62,357.88$ 63,657.90$ 23,627.57

ExpensesADVERTISING -$ -$ 100.00$ 633.00CONFERENCE FOOD AND BEVERAGE -$ -$ 50.00$ 740.90EQUIPMENT RENTAL -$ -$ -$ 0.00MARKETING AND PROMOTION 132.60$ -$ 160.00$ 1.65OFFICE OPERATING 50.00$ 1,435.20$ 280.00$ 262.25PRINTING 357.51$ 110.40$ 200.00$ 192.63AWARDS AND CERTIFICATES -$ -$ -$ 0.00ROOM RENTALS -$ 299.70$ -$ TAXIS / TRAVEL 20.00$ 10.10$ 35.00$ 9.00TELEPHONE 300.00$ -$ 300.00$ 0.00SALARIES 42,603.00$ 17,343.79$ 18,792.00$ 6,789.78HEALTH & WELLNESS BONUS -$ -$ -$ 0.00WAGES 880.00$ 867.94$ 915.00$ 859.30HONOURARIUM 3,250.00$ 750.00$ 500.00$ 1,250.00VOLUNTEER APPRECIATION 760.00$ 119.67$ 450.00$ 601.44

48,353.11$ 20,936.80$ 21,782.00$ 11,339.95Assembly OperationsADVERTISING 50.00$ -$ -$ 0.00CONFERENCE FOOD & BEVERAGE 1,040.00$ -$ 440.00$ 2,473.61ENTERTAINMENT 240.00$ 2,695.74$ 2,340.00$ 67.83EQUIPMENT RENTAL -$ -$ 60.00$ 0.00MISCELLANEOUS -$ 500.00$ -$ 80.90PRINTING -$ -$ -$ 42.52ROOM RENTAL 400.00$ 560.72$ 70.00$ 0.00WEBSITE -$ -$ 170.00$ 0.00

1,730.00$ 3,756.46$ 3,080.00$ 2,664.86Referenda & ElectionsADVERTISING 250.00$ 250.00$ 550.00$ 613.37EQUIPMENT RENTAL 5,378.24$ 5,700.93$ 4,912.12$ 4,912.12MARKETING AND PROMOTION -$ -$ -$ 150.00MISCELLANEOUS -$ -$ -$ 0.00OFFICE OPERATING 3,900.00$ 555.16$ 4,300.00$ 3,890.44PRINTING -$ -$ -$ 102.00ROOM RENTAL -$ -$ 170.00$ 0.00

9,528.24$ 6,506.09$ 9,932.12$ 9,667.93

Judicial Affairs OfficeCONFERENCE FOOD & BEVERAGE -$ -$ 450.00$ 0.00MARKETING AND PROMOTION -$ 1,939.10$ 2,780.00$ 1,099.50MISCELLANEOUS -$ 732.00$ 436.78$ 0.00Office Operating 100.00$ 211.61$ 355.00$ 127.52PRINTING 80.00$ 133.86$ 150.00$ 163.97TELEPHONE -$ -$ 400.00$ 0.00SALARIES -$ 21,668.79$ 21,492.00$ 16,153.51HEALTH & WELLNESS BONUS -$ -$ -$ 666.00HONOURARIUM -$ 2,490.14$ 2,500.00$ 3,000.00VOLUNTEER APPRECIATION -$ 254.53$ 300.00$ 523.75

180.00$ 27,430.03$ 28,863.78$ 21,734.25$

Total Expenses 59,791.35$ 58,629.38$ 63,657.90$ 45,406.99$

Net Surplus (Deficit) 0.00-$ 3,728.50$ -$ -45.17

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Appendix: SEC Goal Plan

Secretariat Goal Plan 2019-2020

Prepared by: Lucas Borchenko Prepared for: President Auston Pierce

Secretariat@ams.queensu.ca

52

Executive Summary: This goal plan is ambitious in trying to follow policy and create a healthy governance environment. Our goals are to increase engagement with assembly, have a contested election, and overhaul many of the important policies. The Secretariat has found new life with the Secretary of Internal Affairs now being a full-time year long position. This goal plan addresses the threats that are being faced from the Student Choice Initiative and focuses on reasonable improvement.

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J. Preliminary Review & Statements 1. Situation Analysis

i. The Secretariat facilitates the operation of the rules and policies of the AMS as they guide the direction of the society as a whole. The Secretariat oversees all matters concerning AMS Assembly, judicial affairs, elections, and referenda. The Secretariat Office is managed by the Secretary of Internal Affairs. The Secretariat was formed after the dissolution of the Commission of Internal Affairs in 2015-2016. The CIA was split into the clubs office and the Secretariat. Over the years the Secretariat has been increasing its hours and workload as policy has become outdated without someone dedicated to it fulltime. The creation of the Secretary of Internal Affairs position, which is 30 hours a week compared to 20 hours a week, allows for better management of the Internal Affairs of the AMS. Furthermore, the Secretary of Internal Affairs now oversees the Judicial Affairs Office. Many students may never know the work or the benefits that the Secretariat office provides. From keeping policy in order, to running elections, to ensuring the continuation of a student run conduct office, the Secretary of Internal Affairs is working behind the scenes to keep good governance.

ii. Past Year Review With a considerable number of hours being used for issues not directly related to the Secretariat portfolio, the ability of my predecessor to complete their goals was greatly diminished. With that being said here is a further breakdown of goals from the past year and how they were accomplished. Elections and Referenda: We have now had two years of the revamped elections policies. These policies streamlined and clarified the election process, while also setting a process for dissolved elections. The 2017 AMS executive election saw a 43.68% election turnout, 2018 saw a large drop from the dissolved election and only 30% turnout for the referenda, 2019 was also a low turnout year with 30.1% turnout for the executive election. It was evident that the creation of a salaried CEO position was a smart decision , as last year’s election was managed very well compared to years previous, although, it was another year of uncontested elections around Queen’s. This speaks to a larger problem of student involvement on campus. Policy: Due to time sink that was the JAO this past year, for which the Secretary provides oversight in certain situations, there were few important policies passed. My predecessor did leave me with a considerable amount of policies which were almost finished. There was not enough time to pass them this past year. Assembly: Assembly has become more of a checkmark than an area of important discussion and meaningful debate. The President and I are looking to revive assembly and marketing was done sparingly in the past. Judicial Affairs: This took a considerable amount of timebetween the hiring and firing, appointments, and controversy. The oversight of this body is now handled by the Secretary of Internal Affairs and should mean a smoother year.

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iii. SWOT Analsysis

Strengths

• Detailed policies and procedures • Strong passionate team

Weaknesses • Low elections turnout • Low Assembly turnout • Low Assembly engagement • Election engagement relies on a

contested election Opportunities

• The Student Choice initiative is causing many problems in regard to governance and policy. I view these as opportunities to reengage people.

• With 30 hour work weeks in the summer, there is a large opportunity to get a serious policy rewrite completed for the majority of the outdated AMS Policies.

Threats • The Student Choice initiative

threatens to complicate elections and referenda.

• Student Choice initiative has created policy issues which need to be worked out.

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

Objective: Assembly

Objective: Elections

Goals Strategies Measures Have exciting guests . There are a lot of AMS Alumni, or

relevant people within our community who could present and re-engage assembly and students at large. I will be reaching out to these people to get exciting guests from all walks of life.

Reach out to folks in the AMS and contacts outside of the AMS to get exciting guests such as the mayor, MP, MPP, and notable alumni.

Member at Large inclusion Create member at large placards with the rules of order on the back to make it easier for members at large to speak on motions. Cut off discussion later, instead of when no more voting assembly members wish to speak.

Print placards. Have a distribution method so as cards are not reprinted every week. Instruct speaker to have more relaxed rules for members at large so everyone feels comfortable and can have a proper voice at Assembly.

Comprehensive Marketing campaign Assembly can be a useful place for discussion and engagement. There needs to be an interesting reason for students to be at assembly.

Market motions, market guests, market discussion topics.

Goals Strategies Measures Have more than one team run in the AMS executive elections, and Rector elections.

Work with the Communications Office and other divisions of the AMS to promote the elections. We must commit to candidate recruiting, including reaching out to those interested and giving them information to help them make a decision.

Coordinate a full-fledged marketing plan for the AMS elections with the Communications Office.

Enable the teams to raise voter turnout In federal, provincial, and municipal elections it is not the job of the body running the election to pull out voters on the voting days. It is up to the campaigns to do this. Increasing the ability for candidates to reach

Lower campaign restrictions and allow for campaigns to use creative solutions and increase their turnout. Allow for increased outreach on voting days.

To increase student engagement with the AMS Assembly

Having a contested and productive election

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Objective: Policy Rewrite

L. Supporting Documents Timeline

voters on voting days to pull their votes can increase turnout.

Voting booths on campus Have voting booths on campus where people can vote in the elections.

People Having a physical presence will remind students to vote and will entice them to submit their ballots right there. Working with the SLC to confirm booking space and the elections team to have a booth in residence and in the Queen’s Centre.

Goals Strategies Measures Rewrite the constitution Observe how the student choice

initiative will impact the constitution and what should be changed.

Keep a watchful eye on sections of policy that could be overhauled. (composition of assembly, membership requirements)

Rewrite Policy Manual 2 Policy Manual 2 is outdated and messy. Using the template we can completely overhaul it.

Consult every commission, and office to determine what is still around and what needs to be removed

Rewrite Judicial Policy and Procedures Consult with university Admin, past JAO members, and keep in line with the agency agreement.

Ensure proper consultation. Reach out and meet with those who should be consulted

Monitor Elections Policy Keep an eye on how this year’s election turns out with the Student Choice Initiative

Tracking data on voter turnout, data on membership rates, data on discontent with inability to vote from not being and AMS member.

Completely overhaul the policy manuals and consolidate the Constitution

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May 2019 Learn the ropes Goal #1 Policy Rewrite (Identify issues) Goal #2

June 2019 Nominating Committee Goal #1 Policy Rewrite (consultations) Goal #1 Student Choice Initiative research / roundtable Goal #1

July 2019 Marketing plans (Assembly / Elections) Goal #1 Studio Q live streaming contract Goal #1 Prepare any changes to assembly Goal #1 Policy Rewrite (Writing / additional consultation) Goal #1

August 2019 Organize NAM training Goal #1 Ensure budget is accurate Goal #1 Get marketing ready for referenda Goal #1 Policy Rewrite (Edits) Goal #1

September 2019 Advertise for open position Goal #1 Pass the policy which has been worked on all summer Goal #1 Implement marketing plan for elections and referenda Goal #1 Book rooms for January election Goal #1 Advertise on SLC tv’s Goal #1 Book Board of Directors rooms Goal #2

October 2019 Student Fee Committee / fee approvals for ballots Goal #1 Market election Goal #1 Prepare how to run guide for AMS executive Goal #1

November 2019 Mid Year review! Goal #1 Setup live stream dates with Studio Q Goal #1 Plan CSGM Goal #1 Prepare for the AMS Elections in January Goal #1

December 2019 Prepare for AMS Elections in January Goal #1 Review how policies are playing out with Student Choice Initiative Goal #1

January 2020

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Run the election! Goal #1 Marketing is key Goal #1 Prepare fail safes for problematic election Goal #1

February 2020 Advertise AGM Goal #1 Review Policies for how they played out in elections and other aspects Goal #1

March 2020 Transition! Goal #1 Review templates and update them accordingly Goal #1 Clean up file server Goal #1

April 2020 Complete Transition and say goodbye! Goal #1

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Appendix: Clubs Policy Policy Addition or Amendment

Submission Form Policy Document(s): Clubs Policy Section(s): Section 4: De-Ratification subsection b

Mover Seconder

Name: Scott Schrempf Name: Will Greene

Position: Director of Clubs Position: VPUA

Email: clubs@ams.queensu.ca Email: VPUA@ams.queensu.ca

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. We are copying a section from the Finance Section of Clubs Policy and including it under this section. We find it necessary to include it here so that when informing clubs of the consequences of de-ratification, all of the information is available to them in one place. This will ensure consistent communication with clubs between different Directors as it is clearly outlined under De-ratification. Link to Policy change: https://www.dropbox.com/s/zx60boc4hh3tzif/Clubs%20Policy%20Change.docx?dl=0

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Appendix: AMS Constitution Policy Addition or Amendment

Submission Form Policy Document(s): AMS Constitution Section(s): 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 13, 14.02, 15, 16, 17, 18

Mover Seconder

Name: Lucas Borchenko Name: Auston Pierce

Position: Secretary of Internal Affairs Position: President

Email: secretariat@ams.queensu.ca Email: President@ams.queensu.ca

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. Title changes, realigning policy with internal practice, merging AAC and MAC, removal of council and addition of “Senior Management”. Removed old positions. Minor grammatical changes. Removal of Aesculapian Society. Updating of NAD to NAM. Clarification of AMS Membership. Link to policy change: https://www.dropbox.com/s/pvvcq2khct64syj/Constitution-20190917.pdf?dl=0

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Appendix: SIC

62

Alma Mater Society of Queen's University IncorporatedSIC: SOCIAL ISSUES COMMISSIONUnaudited Statement of Operations12 Months Ended April 30, 2020

Budget Actuals Budget Actual Budget ActualZS Account Project 2020 2019 2019 2018 2018 2017

~Totals REVENUE31700 DONATIONS 0.00 1,700.00 2,000.00 0.00 500.00 2,653.0037850 ALLOCATION FROM ASSEMBLY 55,766.00 82,374.00 82,373.55 118,398.84 118,398.91 104,914.92

55,766.00 84,074.00 84,373.55 118,398.84 118,898.91 107,567.92CARED CARED

31900 CARED EVENT REVENUE 0.00 0.00 0.00 700.00 0.00 100.00CARED 0.00 0.00 0.00 700.00 0.00 100.00

Z CINDI COUNCIL FOR INDIGENOUS INITIATIVESZ 31900 CINDI EVENT REVENUE 0.00 0.00 0.00 0.00 0.00 0.00Z CINDI 0.00 0.00 0.00 0.00 0.00 0.00Z EQUIP EQUIPZ 31900 EQUIP EVENT REVENUE 0.00 0.00 0.00 0.00 0.00 0.00Z EQUIP 0.00 0.00 0.00 0.00 0.00 0.00Z PUBLS PublicationsZ 31900 PUBLS EVENT REVENUE 0.00 0.00 0.00 0.00 0.00 0.00Z PUBLS 0.00 0.00 0.00 0.00 0.00 0.00

~Totals~Totals Total Revenues 55,766.00 84,074.00 84,373.55 119,098.84 118,898.91 107,667.92~Totals~Totals EXPENSES

50000 ADVERTISING 174.33 610.34 770.00 44.77 203.00 1,268.7550620 CONFERENCE FOOD & BEVERAGE 715.00 1,062.20 760.00 236.66 300.00 0.0050740 CONFERENCE FEES 0.00 -350.00 0.00 0.00 0.00 292.8152000 MISCELLANEOUS 175.00 0.00 0.00 0.00 0.00 0.0053100 OFFICE OPERATING 41.79 41.79 700.00 722.32 63.31 713.9253200 OFFICE SUPPLIES & EXPENSES 100.00 0.00 400.00 424.18 300.00 0.0053700 PRINTING 1,340.00 4,824.81 3,715.00 2,255.26 2,646.88 5,271.5253920 PUBLIC RELATIONS 125.00 21.25 120.00 380.53 350.00 540.0054495 ROOM RENTAL 0.00 113.00 275.00 0.00 128.25 1,767.6454720 SPECIAL PROJECTS 2,790.00 639.41 1,550.00 0.00 0.00 256.4854840 TAXIS / TRAVEL 395.94 397.80 585.55 583.35 220.00 33.2454860 TELEPHONE 0.00 575.16 780.00 774.29 780.00 1,151.0456100 GRANTS AND BURSARIES DISBURSED 6,460.00 7,936.00 8,000.00 8,000.00 7,000.00 4,190.3760000 SALARIES 31,337.50 37,010.10 44,874.00 67,557.34 68,936.18 51,780.9960500 HEALTH & WELLNESS BONUS 0.00 0.00 0.00 3,565.33 3,423.99 2,598.6762000 HONOURARIUM 3,000.00 1,500.00 2,000.00 2,598.75 4,500.00 2,015.7364000 VOLUNTEER APPRECIATION 520.00 715.30 810.00 773.92 1,040.00 650.4266000 TRAINING 395.00 432.91 400.00 379.64 343.86 451.35

47,569.56 55,530.07 65,739.55 88,296.34 90,235.47 72,982.93CARED CARED

50000 CARED ADVERTISING 230.28 188.42 130.00 40.58 160.00 30.0050620 CARED CONFERENCE FOOD & BEVERAGE 361.00 1,198.64 570.00 855.75 250.00 67.9751400 CARED EQUIPMENT RENTAL 50.00 85.04 0.00 0.00 78.25 -41.5653100 CARED OFFICE OPERATING 0.00 0.00 0.00 0.00 0.00 0.00

Z 52000 CARED MISCELLANEOUS 65.00 0.00 100.00 0.00 0.00 0.0053920 CARED PUBLIC RELATIONS 105.00 109.72 50.00 15.22 100.00 0.0054495 CARED ROOM RENTAL 110.00 276.85 110.00 0.00 110.00 130.5564000 CARED VOLUNTEER APPRECIATION 150.00 93.42 200.00 60.58 300.00 0.00

CARED 1,071.28 1,952.09 1,160.00 972.13 998.25 186.96CINDI COUNCIL OF INDIGENOUS INITIATIVES

50000 CINDI ADVERTISING 25.00 0.00 0.00 0.00 0.00 0.0050620 CINDI CONFERENCE FOOD & BEVERAGE 0.00 0.00 0.00 0.00 0.00 0.0051400 CINDI EQUIPMENT RENTAL 0.00 0.00 0.00 0.00 0.00 0.00

Z 52000 CINDI MISCELLANEOUS 425.00 0.00 0.00 0.00 0.00 0.0053100 CINDI OFFICE OPERATING 0.00 0.00 0.00 0.00 0.00 0.0054495 CINDI ROOM RENTAL 0.00 0.00 0.00 0.00 0.00 0.0064000 CINDI VOLUNTEER APPRECIATION 0.00 0.00 0.00 0.00 0.00 0.00

CINDI 450.00 0.00 0.00 0.00 0.00 0.00EQUIP EQUIP

50000 EQUIP ADVERTISING 230.28 162.20 290.00 162.00 130.00 214.2750620 EQUIP CONFERENCE FOOD & BEVERAGE 315.00 241.09 915.00 395.12 450.00 230.9551400 EQUIP EQUIPMENT RENTAL 45.00 0.00 0.00 100.85 300.00 0.00

Z 52000 EQUIP MISCELLANEOUS 270.00 0.00 140.00 0.00 0.00 0.0053100 EQUIP OFFICE OPERATING 0.00 24.58 170.00 622.58 400.00 0.0054495 EQUIP ROOM RENTAL 0.00 84.75 50.00 0.00 110.00 0.0064000 EQUIP VOLUNTEER APPRECIATION 150.00 50.00 200.00 341.82 225.00 297.7467000 EQUIP UNIFORMS 0.00 0.00 100.00 0.00 0.00 0.00

EQUIP 1,010.28 562.62 1,865.00 1,622.37 1,615.00 742.96CLLRF COLLECTIVE REFLECTIONS

50000 CLLRF ADVERTISING 200.00 24.11 200.00 0.00 217.54 0.0050620 CLLRF CONFERENCE FOOD AND BEVERAGE 525.00 476.64 610.00 0.00 500.00 0.0051400 CLLRF EQUIPMENT RENTAL 30.00 31.41 30.00 0.00 60.00 0.00

Z 52000 CLLRF MISCELLANEOUS 359.88 0.00 0.00 0.00 0.00 0.0053700 CLLRF PRINTING 5,000.00 10,998.75 11,000.00 0.00 11,000.00 0.0054495 CLLRF ROOM RENTAL 0.00 118.00 300.00 0.00 50.00 0.00

CLLRF 6,114.88 11,648.91 12,140.00 0.00 11,827.54 0.00~Totals~Totals Total Expenses 55,766.00 69,693.69 80,904.55 90,890.84 104,676.26 73,912.85~Totals~Totals Net Surplus (Deficit) 0.00 14,380.31 3,469.00 28,208.00 14,222.65 33,755.07

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Appendix: SIC Goal Plan

-------------- Goal Plan 2019-2020

Prepared by: Bunisha Samuels, Commissioner of Social Issues Prepared for: Will Greene, Vice-President (University Affairs)

social.issues@ams.queensu.ca

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Executive Summary: The Social Issues Commission (SIC) exists to actively challenge and eliminate all facets of oppression on campus, while also promoting and engaging with the student body on areas of equity and anti-oppression. In the 2019-2020 term, the SIC will seek to fulfill this mandate by continuously practicing four overarching principles, by:

• Representing the diversity of Queen’s students by intersectionally challenging oppression and paving safer spaces for marginalized students

• Increasing student engagement with equity and foster an environment of education regarding social issues

• Lobbying the University to challenge and change the institutional oppression embedded in its system

• Re-integrating environmental initiatives and sustainability into the SIC

Challenging oppressive environments and fostering safer spaces for disenfranchised groups is a twofold endeavor. Firstly, grassroots advocacy through campaigns and projects allows for marginalized students to see themselves reflected in sensitive, inclusive and accessible programming, while also working to engage the student body in tangible conversations about equity and anti-oppression. For instance, the facilitation of a Sexual Violence Awareness Week, in which programming uses discussion, art and speaker events to challenge stigma and complacency around sexual violence while also generating safer and more accountable spaces for survivors of sexual violence. The second aspect of this objective to challenge oppression and foster safer spaces for students is through the AMS’s own structure and institution. By implementing and laying a systemic foundation for long-term support for vulnerable populations and publicizing this support, such as in a Black History Month fund offered to student groups planning relevant programming, the AMS as an institution is able to question past failures to offer such support and move forward in a way that generates a more inclusive environment for those impacted by this history. Increasing student engagement around social issues and more effectively educating about equity is also a twofold objective. Firstly, this will be approached through the creation and maintenance of inclusive, accessible and sensitive training practices that provide student leaders and student groups with tangible anti-oppressive skills in major areas such as anti-hazing and anti-racism work. Training frameworks ensure that the AMS and Queen’s is on par with equity resource standards set by other major Canadian institutions and ensure that differences in experience and prior learning do not impede the ability to advocate for social change. Secondly, increasing student engagement with social issues will also be approached at the grassroots level, by ensuring that services and committees are reaching their utmost potential in directly

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interacting with students and paving safer spaces in accessible and engaging ways, such as through a #NoHateThisHalloween anti-cultural appropriation campaign that builds dialogue about cultural sensitivity through active student engagement via social media. In lobbying the University to move towards social change by questioning its own institutionalized oppression, the foremost approach is in calling for accountability. A major advocacy goal for the SIC at the institutional level this year will be in continuously pushing the University administration to pursue the recommendations detailed in the Principal’s Implementation Committee on Race, Diversity and Inclusion Report (PICRDI), and the Truth and Reconciliation Commission Task Force Final Report. This will be done by meeting with relevant administration throughout the year, pinpointing certain priorities in the report that the AMS can take the lead on, while also completing the AMS’s own Committee on Inclusion Report and Recommendations in part to put pressure on the University to hold itself accountable to much-needed and long-awaited work in anti-racism. Another primary example of lobbying for change at the institutional level will be through ongoing discussion with Student Wellness Services to add a new counselor position focusing on support to marginalized students, which also aligns with the broader framework of accountability. Finally, the SIC aims to re-integrate the significance of environmental sustainability into its office, acknowledging the intersection between environmental degradation and concerns and the impact it has on marginalized communities. This will be done through the SIC’s sustainability week, environmental caucus and on-campus collaborations with advocates from Indigenous and marginalized communities. Through sustainability week, we aim to bring together various student and administrative stakeholders in events, campaigns and discussions, etc. targeting topics, like: sustainable practices, environmental racism, and eco-consumerism, core and periphery exploitation and environmental degradation, that are often in sustainability campaigns and weeks organized by the university. The environmental caucus or committee will serve to be a support, communication and implementation system that will work under the SIC to foster greater knowledge on the topic of sustainability and environmentalism. Ultimately, through collaborating with various voices on campus, particularly those that have been disenfranchised, the SIC aims to make the conversation of sustainability inclusive to a variety of individuals and disengage from the oppressive and repressive nuances that can often occur when engaging with environmentalism on campus.

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M. Preliminary Review & Statements

1. Situation Analysis

i. Commission/Office Mandate

The Social Issues Commission works towards three main goals on campus. The first one is providing the necessary services and support to all students, while being mindful of the specific and intersecting barriers and difficulties that impact members from marginalized groups on campus. This aspect is primarily executed by:

• providing a safe space for students to share their concerns and experiences, • receive the support that they need, • and empower them and their allies with the tools needed to combat oppression and

work towards greater equity in the university. This is achieved through offering services such as the Food Bank, as well as by having the commissioner serve as a resource and advisor for students. The Social Issues Commission also serves as a support for student groups wishing to advance diversity and inclusion on campus, whether it be through collaboration with them, or through the allocation of grants, such as the Black History Month Grant, Accessibility Queen’s or Equity Grant. In addition, when situations arise on campus that threaten the comfort, safety and inclusion of members within the Queen’s community, the SIC does its best to provide support, alternatives and solutions, while also assisting in amplifying the voices and concerns of marginalized students. Second, the SIC acts to advocate on behalf of students to make sure that students’ needs and concerns are being considered in every area of the university, in order to thrive for institutional change that will create a more inclusive campus environment. The commissioner, the project-focused deputies as well as a few co-chairs sit on a variety of committees and working groups at the administration level in order to bring forwards students’ voices and perspectives, encouraging the university to adopt measures that will improve the experiences of members of the Queen’s community. They also serve to hold the university accountable to its previous commitments and ensure that steps are been taken to meet goals and recommendations coming from reports. Third, the Social Commission serves to spread awareness, sensitize and educate the student body on a variety of social issues. Committees under the SIC are major contributors to this goal. Multiple campaigns, trainings, workshops, open discussions and conferences addressing a variety of social justice topics and the intersections between them, are put together every year to engage the student body. An annual anti-

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oppression publication made from creative pieces coming from Queen’s students, also serves as a means of expression and a way to engage and inspire students towards equity, using arts as a vehicle.

ii. Past Year Review

Over the past year, a lot of the work of the commission has focused on three main aspects: anti-racism, sexual violence awareness and response, as well as the expansion, restructuring and professionalization of the Food Bank. With the publication of the PICRDI&TRC reports in 2017, as well as the campus climate surrounding racial and ethnic discrimination, the commission also focused a lot of efforts on the fight against racism on campus, and the implementation of the reports’ recommendations. As a result, the SIC was able to extend its Appreciation not Appropriation Campaign to encompass a week of activities and events aimed at fostering cross-cultural awareness and respect on campus through educational and interactive means. An anti-racism infographic was also created and distributed for orientation week. In addition, the SIC began to host workshops on Intervention and Awareness that discusses stereotypes, prejudices, discrimination, oppression, as well as micro-aggressions and their consequences, while also discussing ways to intervene and aid in putting a stop to some of the uncomfortable situations that marginalized individual encounter. As a means of combatting sexual violence awareness and response, the SIC hosted a Sexual Violence Awareness Week, aimed at empowering survivors, while also drawing awareness to the impacts and presence of Sexual Violence on campus. The SIC also released a video series addressing the intersections between experiences of sexual violence and gender identity, that spoke on topics such as masculinity and sexual violence, male allyship, and male survivorship. Committees like CARED and EQUIP continued to grow their presences on campus through CARED’s annual conference and EQUIP’s weekly discussions, first Solidarity 101 event and community socials. Accessibility Queens has also worked to continue to establish its presence on campus, although it has not garnered as much recognition and still struggles to find engagement opportunities from the student body. Services The Peer Support Center underwent a lot of changes over the last year, and will now be operating as a service under the Vice-President (Operations), rather than the Social Issues Commission. The Food Bank was able to successfully grow and expand itself throughout 2018-19. For the first time since its opening in 1996, the Food Bank eliminated the paper trail of patron identities and switched to a digital system that can be used for its intakes, Good Food Box program and Food Requests. In addition to partaking in events, such as

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Sustainability Week, the Food Bank also hosted its own event, such as its Food for Thought Campaign, Community Dinners, and cooking nights (ex. the PSC TALKS Mug Cake Nights) and Study Snackz event. The Food Bank has worked tirelessly to work towards decreasing the stigma surrounding Food Insecurity on campus. However, while many students are well aware and feel comfortable using the service, a lot are also still unaware of the AMS Food Bank, or are prevented from coming to the Food Bank due to the attached stigma, as well as the now option Food Bank Fee.

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iii. SWOT Analsysis Strengths

• Able to generate conversations about equity and social issues that balance the responsibility (often) placed on marginalized communities to advocate

• Able to assess gaps in learning and accessibility when facilitating discussions, conversations, workshops, events, etc.

• Uniquely able to pave an accountable space for those who are vulnerable, as well as those with gaps in learning, through training that is available to any student group or through open forum discussions that welcome questions, reflexivity and self-critique.

• Able to generate campaigns that are educational, engaging, and sustainable for individuals both within and outside of the active social justice community on campus.

• Benefits from a certain amount of visibility both on campus and within administration. Even when people are not aware of the commissioner directly, individuals are aware of its services, like the Food Bank, or committees, like CARED or EQUIP, and use that visibility to support and work with other advocacy groups on campus, ex. ACSA, QBAS, Levana, etc.

• Successfully bring together different stakeholders into conversations (ex. those wishing to learn more and actively engage with social issues, while also making sure to provide space to empower members from marginalized groups)

• Thanks to its numerous members, the SIC is able to effectively maintain grassroots advocacy and an active presence within the student body, while simultaneously advocating at the administration level

Weaknesses • Engagement with environmental

sustainability and its intersection with marginalized communities

• Diversity management within outreach, to ensure that everyone is represented and involved within the commission. Often, those who tend to engage with the commission, are those who have personal or first-hand experiences with social marginalization. Moreover, many faculties tend to be underrepresented within the commission. Gender diversity is also currently lacking, with female-identified individuals forming the majority of the commission, as well as attendance at SIC events

• Initiatives targeting the Indigenization and Indigenous support on Queen’s Campus

• The Social Issues Commission is sometimes met with a sense of disillusionment and weariness by the social justice community because of previous gaps in advocacy and prior leniency around equity issues.

• There is a disparity in the breadth of some committees in comparison to others.

• Lack of centralized branding and marketing within the SIC

• Lack of awareness and knowledge of the Social Issues Commission. This could mean that students who are struggling with equity issues on campus are unaware of avenues to turn, particularly if they have concerns about where they belong and where to go for certain sensitive issues. This also means lesser engagement and event attendance in the more internal aspects of the commission, such as the publication and smaller committees.

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• Support and generate awareness towards anti-racism rhetoric, sexual violence awareness and prevention, and financial accessibility

• Acts as a conduit and support mechanism for clubs and students groups on campus

• Allyship

• Collective Reflections visibility and recognition

• Lack of institutionalized human resources dedicated exclusively to environmental work and Indigenous representation within the AMS

Opportunities • Unique structure of the SIC allows for a

holistic and multilateral approach to tackling larger issues, through means like: University lobbying and grassroots advocacy.

• There are certain social issues that are really at the forefront of student attention at the moment, both at the university scale and in the larger popular culture. Contextually, it’s racism and sexual violence. On a larger scale of relevant studies, it’s also things like food insecurity and mental health resources. The SIC has the ability to capitalize these shifts in engagement and use it to the commission’s advantage, whether that’s through using relevant studies and larger conversations outside Queen’s as support and resources for our own advocacy with the University, or using it to plan events and campaigns strategically on the grassroots level.

• Engage with platforms and organizations beyond Queen’s University to create a unified front towards targeting oppression.

Threats • On a general scale, the community of

people who are invested in campaigns and events and advocacy around equity issues are often ones who are personally impacted by them. Conversations around social issues often attract marginalized communities and this is an even heightened reality at Queen’s – it’s tough to navigate talking about race and racism in a predominantly white university that struggles with a culture of whiteness, for instance. It’s tough to walk the line between diluting the message and making it accessible to different audiences.

• In institutional bodies like the AMS and, on the larger scale, the Queen’s administration, there’s an idea of bureaucratic elements like policy and constitution being permanent and unchangeable. This poses a threat in that some of these policies can change over time to pose systemic barriers for vulnerable communities or are inherently problematic. Sometimes, encouragement towards social change to better suit student needs in a more holistic way are met with the argument that certain practices are written hard and fast into certain documents. This can pose a threat in slowing social change and further generating disillusionment among vulnerable student bodies.

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• Certain committees, mainly Accessibility Queen’s, is still struggling to establish themselves.

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

Objective (1):

Objective (2):

Goals Strategies Measures 1. Collaborate with the Deputy of

Environmental Affairs on a project that focuses on the intersection between sustainability and Indigeneity

• Consultation with the Deputy of EA on how Indigenous issues heavily overlap with environmental issues

• Have them set up meetings with 4D about ideas for events/projects surrounding the intersection of these two issues

• Possible considerations: Sustainability Week to include Indigenous issues and meet with 4D to discuss how sustainability can be mindful of Indigenous land

• Complete an intersectional project that engaged with at least 50 students in some way (if event, 50 attendees; if poster campaign, 50 shares on Facebook)

• Shared on social media by major sustainability/Indigenous affairs bodies on campus, including QNSA, Sustainability Week, etc.

2. Collaborate with the Deputy of

Environmental Affairs and Clubs Director on an Environmental Sustainability Week that also addresses environmental racism, eco-consumerism, and core vs. periphery rhetoric

• Consult with the Deputy EA and Clubs Director to plan out an Environmental Sustainability week that incorporates clubs

• Include workshops, round table discussions, activities, lessons on sustainable practices, and week long social media campaign, etc.

• Reach out to departments and sustainable practitioners on campus for collaboration

• Reach out to AMS and EngSoc engaged in sustainability initiatives for collaboration

• Participation from at least 5 clubs • Engagement with at least 150

students (ex. Event attendance, facebook shares, ig re-shares, likes, etc.)

3. Environmental Caucus that works to support the Deputy of Environmental Affairs

• Consult with the Deputy EA and VPUA to generate a body that will aim to advise, provide recommendations for and plan initiatives for AMS sustainability

• Examine Equity Caucus • Invite non-AMS sustainability

stakeholders for consultation and to join the group

• Establish mandate (ensuring that recognizes the significance of environmental racism)

• Approved by Board/Assembly • Active attendance from at least

70% of prescribed members throughout the year

• At least 1 initiative planned or supported

Goals Strategies Measures

Engage with Environmental Sustainability from an Intersectional Perspective

Sexual Violence Prevention and Response

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1. Continue the Sexual Violence Awareness Week

• Meet with Barb Lotan to discuss current plans for the week

• Reach out to the Bystander Intervention Program Coordinator, as well as SHRC to brainstorm ideas for the upcoming year

• Approach different student groups on campus such as QNSA, QFTB, EQuIP, etc. to make sure that the intersections of sexual violence with other areas of identity are being discussed during the week. Could take the form of documentary screening, guest speaker, panel discussion during the week

• Work with MHAC and PSC to make sure that the survivor-centric focus from last year is also present this year, as well as trigger booths.

• Develop an advocacy strategy to try to get the sexual violence survey concrete data from the MTCU. This data is needed to inform where some of the gaps exist on-campus and will prove to be quite useful for informing our next steps, both within the AMS and the University.

•

• Secure at least one guest speaker or group of panelists for the week by November

• Collaboration with at least 2 groups on campus

• Over 100 attendees engage with the events altogether, throughout the week

2. Continue social media campaign featuring male-identified students discussing male allies and survivors in the context of sexual violence

• Reach out to Queen’s for the Boys, SHRC, the Sexual Violence Bystander Intervention Program and the Athletic council to collaborate, and find individuals interested in being a part of the video

• Reach out to Barb Lotan to discuss aspects to include in the video

• Write the script in collaboration with the groups willing to contribute and have the script reviewed by Barb Lotan

• Reach out to Studio Q to film the video, and the MarComm office to discuss how to go about launching and spreading the word about the project

• Have at least 2 student groups willing to collaborate on the project.

• Have at least 5 male-identified individuals willing to be featured in the project.

• Release 1st video before end of September

3. Continue to lobby the university for the implementation of a sexual violence prevention and response center

• Review the steps taken by my predecessors, and the next steps highlighted

• Make sure to frequently ask for updates during meetings with the administration and the Sexual Violence Prevention and Response Working group

• Consult with organizations on campus working in the area of sexual violence prevention and response (eg: consensual humans, SHRC, Levana,etc) and bring forward their

• Successful collection of feedbacks from students working in the area of SVPR on campus

• By the of April 2020, the university commits to the creation of a center or at the least the hiring of an administrative assistant to work alongside Barb Lotan

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Objective (3):

feedbacks regarding the need for a center on campus

4. Create workshops addressing the intersection between sexuality or sexual violence within marginalized communities

• Consult with Barb & Lavie to discuss • Approach different student groups

on campus such as QNSA, ACSA, QBAS, QSAA, QISA, etc. to make sure that the intersections of sexual violence with other areas of racial and ethnic identity are being discussed during the week.

• Work with Bystander to make sure that the survivor-centric focus is apparent.

• Engagement with at least 50 students (ex. Event attendance, facebook shares, ig re-shares, likes, etc.)

5. Deconstruct prevalent myths surrounding sexual violence and rape culture on campus through a myth-buster project.

• Discuss possible styles and structures with Studio Q and Barb

• Research other similar campaigns, e.g. Humber College “Take the Pledge” campaign on sexual violence

• Meet with Barb to discuss sensitive wording and prevalent ideas meant to be engaging

• Meet with Corinna about how she can help ensure that the project is shared to as many students as possible, especially first-years (dons showing to their students in residence)

• Pass script or overview through Barb • If successful, continue campaign to

create videos for other myths • Incorporate clubs and activist voices

on campus from different marginalized groups

• Share it through all SIC, AMS, PSC SGPS, and Bystander social media

• Reach 1000 views if video • Reach engagement level of at

least 50 people (via. social media or event attendance, if an event)

Goals Strategies Measures

Increase student engagement and outreach of the Social Issues Commission

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1. Create SIC social media channels • Plan out social media plan on month by month basis, in collaboration with Deputy of Education

• Utilize SIC calendar to highlight special days and month

• Engage with external content

• Average of at least 30-50 likes per post

• At least 150-200 followers • At least 10-20 re-tweets by end of

yr

2. Re-structure of Equity Caucus • Consult with executive about the details of this element of their platform

• In consultation with the executive, edit the current Equity Caucus mandate to respond to prevalent equity issues on campus and streamlined advise to the AMS

• Organize first Equity Caucus meeting of the fall semester and bring forward mandate changes

• Discuss with members of Equity Caucus on best way to compile the discussion papers, e.g. as working documents of ideas to be compiled by one member?

• Work with MarComm and executive on making discussion papers open and accessible to student body as representation of Equity student leaders’ thoughts on prevalent issues

• Expand equity caucus to include clubs and other student stakeholders

• Effectively change Equity Caucus mandate to reflect changes

• Compile and publicize one discussion paper per semester

• Support or facilitate one initiative per semester

3. Increase outreach to faculties that are currently underrepresented within the commission, as well as to the commission’s events

• Set up individual meetings with the Equity commissioners or equivalent in ASUS, SGPS, etc to discuss ways to work together outside of the equity caucus

• Contact outreach coordinators of faculty societies to discuss ways in which the SIC can cater more and consider the experiences of students within different faculties

• Start the year by providing SIC deputies and committee co-chairs with resources and information surrounding the various equity clubs and committees that exist on campus, including those that are faculty-specific, to facilitate inter-faculties collaboration

• Establish a successful community outreach collaboration between committees under the SIC and other equity commissions to increase the visibility and the scope of outreach of the respective commissions

•

• A 10% increase in the number of applications for SIC-related positions, made by students outside of the Arts and Science Faculty

• A greater diversity of faculties being represented at the SIC events

• At least one collaborative event for each MAC and SIC committees that have been paired together

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4. Rebrand Collective Reflections to increase awareness and engagement with student body

• Purchase a website domain for Collective Reflections

• Ensure that all issues are online in accessible formats, beginning with the most recent issue

• Rethink social media presence, with more focus on digital media, e.g. “CoRe Spotlight” video series in featuring a diverse artist on campus and social media campaigns

• Work with Editor in Chief to better market submission to relevant groups, e.g. send out to departmental mailing lists

• Better market launch events/party, rent out an accessible location such as Tea Room or Cogro, with readings of work and art show

• Utilization of guerilla marketing tactics to increase visibility

• Collective Reflections website up and running by October

• Most recent issues of CoRe available on the website in accessible formats

• Regular content uploaded on site and rebranded social media, with 50% increase in engagement with social media material

• 20% increase in submissions

5. What and where is the Food Bank video

• Discuss possible styles and structures with Studio Q

• Include where the food bank is, structure, who it is open to and services provided within the food bank

• Share on AMS, SGPS, SIC and Food Bank social media

• At least 100 re-shares via social media

• 10% increase in patron visitors • Video to be completed and released

before Thanksgiving Weekend

6. Put together proposal for new Deputy of Indigenous Affairs, an honoraria deputy position as a direct report to the SIC

• Further discuss the details of this recommendation with the members of the Committee on Inclusion & Aboriginal Committee

• Consult with Will, Auston and HR • Write proposal for this position • Present proposal to Board • Find alternate sources of funding

outside of AMS • Create support system for position

that allows for Deputy of Indigenous Affairs to be retained throughout academic year

• Conduct research on similar positions and frameworks external to Queen’s

• Proposal for Council of Indigenous Initiatives is passed at Board, to come into effect in the 2019-2020 term

• Deputy SICs within CII to be retained in position throughout the year

7. Social Media campaign organized in collaboration with all 3 SIC committee co-chairs

• Brainstorm with AQ, EQUIP, and CARED co-chairs to come up with theme

• Each group will take on a different lens in addressing the centralized theme (event, sub-campaign, poster, etc.)

• Work on branding strategy with Deputy Education and co-chairs

• 70 people engage with the hashtag portion of the campaign

• Event engagement of at least 20 people

8. Increased promotion of Food Bank on campus

• Plan Food Bank outreach and event/ marketing plan with Food Bank manager and coordinators

• Hold at least 3 events for the year • Collaborate with at least one club • Have at least 1 marketing

campaign

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Objective (4):

Goals Strategies Measures

1. Have members of assembly undergo Equity trainings

• Meet with the AMS Secretary, and other faculties to evaluate the current information and tools student representatives are being given to understand and consider the diversity of experiences and needs of their constituents

• Work in collaboration with the AMS, other faculties and student groups on campus to look at Equity trainings such as Anti-oppression, Cultural Safety, etc

• Establish a comprehensive list of diversity and inclusion trainings that members of assembly should go through, and look into the possibility of having it mandated into AMS policy

• Discuss the logistics of receiving the trainings

• All members of both AMS, and faculty-specific assemblies receiving the established trainings starting in the Fall of 2019 at the latest

• Gather feedback from assembly members to improve or adjust training for future years

2. Re-format and update anti-hazing training that is mandated for all senior service staff and service directors

• Conduct research on best practices in other anti-hazing training frameworks external to Queen’s

• Consult with A&R representatives and ask them for a copy of their own anti-hazing training in varsity context / feedback on how to shift it

• Write script • Shift training to reflect feedback • Compile anti-hazing toolkit/questions

handout to offer to all attendees of a training session – e.g. “Questions to ask yourself when planning a social”, as well as within SIC page on AMS website

• Look at policy to ensure that all service directors and senior management are mandated to receive the training

• Give training to all service managers in September + book individual ones with HR Managers

• Complete a final script and presentation for anti-hazing training

• AMS service directors and all service senior management receive anti-hazing training

Increase student engagement with equity and foster an environment of education, regarding social issues both internal and external to the AMS.

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3. Reformat anti-racism infographic/resource sheet for Orientation and a long-term anti-racism training framework

• Send infographic/resource card to ORT to distribute in frosh week bags

• Consult with Arunima (Cross-cultural councilor at SWS) to discuss sensitivity in the training

• Work with executive to mandate that all AMS executive staff take anti-racism training

• Advertise that the training can be booked by clubs/committees (like anti-o)

• Distribute resource sheet amongst administration and faculty departments, as well as residence buildings

• Complete a final script and presentation for an anti-racism training

• AMS executive team and CARED committee co-chairs/members receive training early Fall 2019

4. Develop workshop addressing burn-out for students from an intersectional perspective, that is open to all students – with a particular focus on the additional contributing factors that impact marginalized communities

• Consult with Arunima, Lavie, Corinna and SWS to develop content

• Conduct research on best practices in other burn out training frameworks external to Queen’s

• Compile toolkit/questions handout to offer to all attendees

• Write script and create presentation

• Complete final script and presentation

• All SIC committee members to receive training in September

5. Continue the Cultural Appreciation not Appropriation Campaign

• Create new or use old posters of several examples of cultural appropriation that often surface during Halloween (e.g. blackface, Native headdresses, Arab sheikh)

• Work in collaboration with the QUIC to increase involvement of Int’l students in campaign

• Work in collaboration with the Director of Clubs and cultural clubs on campus to create a cultural appreciation night during the campaign

• Send marketing emails out to faculty societies to also share the campaign and encourage students to participate

• Distribute posters in residences, lecture halls and in AMS services

• work in collaboration with CARED, and Levana to hold a panel discussion

• Reach out to the Queen’s Journal and individuals on campus that would be interested in writing articles in the Queen’s Journal, sharing their perspectives on the significance of cultural appreciation and appropriation

• Meet with Deputy Ed and Brand Manager to discuss new ways of promote and advertise the campaign

• Posters are distributed in all AMS services and residences

• 200 people like the online version of the poster campaign

• 10% increase in the number of people taking the appreciation not appropriation pledge this year

• Successful cultural appreciation night

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6. SIC Internal and External Calendar

• Conduct research on significant holidays, heritage/themed months, days. Etc

• Compile list of dates for calendar • Reach out to HRO office, clubs,

advocacy and cultural groups on and off campus to see if there are a list of dates that they would like to also be included within calendar

• Design calendar

• Print and Online version completed by last week of August

• Internal AMS (online) version posted online and shared through relevant social media channels

• External/print version to be distributed to dons, administration, faculty and within AMS offices

7. Increase quantity and quality of support for students who face concerns surrounding substance use concerns.

• Conduct preliminary -research into current best practices in terms of peer support (eg: reports from Addiction and Mental Health Ontario)

• Aim to re-establish contact with the SARC (substance abuse resource center) team, to receive feedbacks and advices in terms of aspects that would help improve support

• Creating training module to be available on request, for groups like PSC volunteers, EQUIP, etc., in order to be able to provide appropriate support and service referral to students who come in with drugs and alcohol-related concerns.

• Work with SWS to look into the creation of a support group for students with substance use concerns

• Hold an open discussion surrounding alcohol and drug culture among youth, and existing stigma surrounding addiction

• PSC volunteers receiving at least one on-going training session on providing support in cases of substance use concerns by the end of 2019

• Successfully establishing contact with the inaugural SARC team

• Open discussion held by March 2020

• Pilot student support group established in collaboration with SWS by the end of April 2020

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Objective (5):

Objective (6):

Goals Strategies Measures

1. PSC x CARED Collaboration • Select PSC volunteers and CARED Committee Members, through an application and interview to be PSC x CARED specific volunteers

• Advertise support system through PSC, CARED, SIC, and AMS social media. In addition to, promoting through cultural and social justice clubs on campus.

• Volunteers to receive both CARED and PSC training, while reporting to both PSC head manager and SIC

• The volunteers in this role will be non-hierarchical (ex. Co-chairs and deputy education are equivalent to committee members, or any other PSC volunteer)

• Have at least 30 students utilize the service throughout the year

• Promotion through social media, track engagement of at least 20-30 likes and/or re-shares

2. Continue to work on AMS commitment to Indigenous Initiatives and advocacy for Indigenous Students

• Work in collaboration with the Office of Indigenous Initiative and 4D to re-name rooms in the Queen’s center with words from various Aboriginal Languages

• Promote use of Land Acknowledgements before every AMS related event

• Work with the Office of Indigenous affairs to have their workshop on Land Acknowledgements, Recognitions and Welcomes presented to all Senior Exec members, and senior government members.

• Unveiling of Indigenous Art piece in Food Bank

• Complete Indigenous Art Competition by October 2019

• Indigenization of Queen’s Center completed by April 2020 with at least 2 rooms re-named

• Office of Indigenous Affairs presentation attended and completed by September 2019

• At least 2 more Indigenous pieces of Arts, and a plaque explaining the significance being displayed in the Student spaces overseen by the AMS, by the end of the 2019-20 school year

• Unveiling of Indigenous Art piece in Food Bank

3. Improve the accessibility of AMS

Services, as well as the JDUC • Work with the Queen’s administration to

address the recommendations from the 2014 Built Environment working group, and advocate for the implementation of the Queen’s Facilities Accessibility Design Standards(QFADS), in order to have it in place prior to the beginning of the JDUC revitalization

• Research accessibility measures in place in other universities (eg: Brock University)

• Work in collaboration with the Accessibility Queen’s co-chairs to make an audit of the current accessibility of AMS services and suggest/recommend methods to make the services more accessible to the managers.

• Create proposal and accessibility guidelines for the AMS to utilize towards publications, service standards, etc by January 2020

• Accessibility audit to be completed by end of November 2019 at the latest

Ensure necessary and effective supports for every students, while working to create a safe and more accessible campus for marginalized students.

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Goals Strategies Measures

1. Lobby Student Wellness Services to increase counsellor training and awareness regarding support for marginalized students

• Set up a meeting with and Jenn Dods to discuss relationship with SWS

• Write up a brief detailing the need for counselor who are able to meets the needs of racialized minorities at Queen’s, citing PICRDI recommendation

• Meet with Arunima (Cross-cultural Counselor at SWS) to discuss this idea and how this position would differ from hers and the change in title

• Follow up with SWS at Mental Health Working Group meetings

• SWS agrees to incorporate additional training mechanisms that are aimed towards providing specific support for marginalized students

• The training is incorporated into SWS by September 2020

2. Work with the university to ensure advances in the PIRCDI&TRC Report recommendations, as well as continue to work towards the elimination of racial and ethnic discrimination on campus, and the promotion of inclusion and diversity

• Read through each of the documents and establish areas of focus for the upcoming year

• Meet with Four directions, and the executive, to discuss potential arising from the Four Directions expansion, to which the AMS and the SIC could contribute

• Ensure frequent meetings with the administration (Deputy Provost, Assistant Dean of Student Affairs, etc)

• Attend related meetings and working groups(UCARE)

• Ensure student perspective and contribution in the implementation of the recommendations

• Actively follow and participate the development of the Alfie Pierce Social Justice center

• Establishment of an Orientation week working group under UCARE to review Orientation’s week current programming aimed at providing o-week leaders and First year students with the necessary information to address racial and ethnic discrimination

• At least 2 more recommendations from the PIRCDI report being implemented by April 2020

• At least 2 more recommendations from the TRC report being implemented by April 2020

To lobby the University and larger institutions to challenge institutional oppression embedded in its system and move towards social change, as a means of creating a safe and more

accessible campus for marginalized students..

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O. Supporting Documents Timeline Attached excel spreadsheet.

Appendix: Alcohol

Alcohol Policy Revisions 2018-2019

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Attached are draft revisions for considerations on the university’s Alcohol Policy. These draft revisions have been compiled by a sub-committee of the Alcohol Working Group comprised of the University Rector, Executive Director Risk and Safety, Executive Director Housing and Ancillary Services, Health Promotions Coordinator, Associate Director Event Services and the Assistant Dean of Support Services and Community Engagement. The sub-committee met frequently from July 2, 2018 to September 5, 2018 to develop initial draft then began consultations listed below.

Proposed revisions to the policy have considered best practices supported by research and institutional practices.

Draft revisions will be taken to the following groups for consultation prior to a public consultation. We welcome the input of these key stakeholders prior to finalizing a draft for input from the wider university community

AMS Executive Date(s): Nov 27/18, Dec 14/18, April 10/19, June 14/19, July 8/19

SGPS Executive Date(s): Nov 27/18. Dec14/18 Pub management/operations Date: Jan 29/19, April 10/19 Athletics & Recreation Date: Feb 26/19, Mar 11/19 Campus Security and Emergency Services Date: March 15, 2019 Career Services Date: March 21, 2019 Communications Date: April 4, 2019 Legal Counsel Date: April 9, 2019 Alcohol Working Group Date: April 25/19/ May 10/19 Provost Office Date: TBD

Approval Process:

Alcohol Working Group to put forward final draft Date: PSAC Date: XX, 2019 Public Consultation two weeks Dates: TBD ORC? (TBD) VPOC for approval Date: TBD

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POLICY TEMPLATE

ALCOHOL POLICY

Category: Administration and Operations Approval: VPOC

Responsibility: Vice-Provost and Dean of Student Affairs

Date: Last Approved Date 2012: Revised on July 10, 2019: (V20)

Definitions:

Alcohol and Gaming Commission of Ontario (AGCO): is an arm’s length regulatory Agency of the Government of Ontario. It reports to the Ontario Ministry of the Attorney General and has responsibly for the administration of the Liquor Licence Act and sections of the Liquor Control Act.

Alcohol Working Group (AWG): is the working group on campus reviews and recommends enhancements to policies, practices, and initiatives around responsible alcohol use on campus. The AWG includes both campus and community stakeholders and is under the portfolio of Student Affairs. The AWG may establish sub-committees to develop or oversee responsible alcohol use initiatives on campus. Where applicable, terms of reference for these sub-committees will be created and approved by the AWG.

AGCO Compliance Officer: is the individual appointed by the AGCO who interprets and enforces regulatory liquor laws; assesses public interest issues related to liquor and/or gaming complaints/violations; participates in and conducts investigations under the LLA; undertakes corrective action and maintains effective liaisons and working partnerships and provides guidance and advice to licencees and other stakeholders.

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Athletics & Recreation Guidelines for Student Athletes: outlines behavioural expectations for student athletes.

Authorized Bodies: include those organizations who have authority to sanction events affiliated with Queen’s in approved designated locations (e.g. AMS or SGPS).

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High Risk Alcohol Event: An event that is considered to be higher risk and requires additional security. Criteria for evaluating the risk level of an event will include but is not limited to i)nature of the venue, ii) type of beverage service (e.g. served vs self-served), iii) anticipated attendance numbers, iv) previous history (e.g. of event, sponsor,

etc…), v) target audience and vi)nature of event. The evaluation of risk for an event is determined by the appropriate event sanctioning policies and procedures.

Liquor Licence Holder Delegate: A Liquor Licence Holder Delegate(LLHD) is an individual who is designated by the university or other authorized Liquor Licence Holder operating on University Property and acts on behalf of the Liquor Licence Holder for the purposes of accountability and compliance with the Liquor Licence Act (LLA), sale and service of alcohol on University Property and expectations under this policy. Any authorized Liquor Licence Holder operating on University Property is required to identify an LLHD. The Primary LLHD for the University’s licences is typically the Executive Director Housing and Ancillary Services.

Liquor Licence Act (LLA): is a provincial law in Ontario dealing with licencing and possession of alcohol.

Sanctioned Event/Activity: an activity that has been approved by the university (through a university administrator authorized to do so), or by one of the university’s Authorized Bodies (e.g. AMS, SGPS).

Special Occasion Permit (SOP): is a permit issued by the AGCO that allows for alcohol to be served for occasional, special events taking place in a public place other than a licensed establishment. SOPs are not intended to be used on university property as an alternative to the liquor sales licences held by the University.

Student Code of Conduct: is the document that outlines the kinds of activities and behaviour that constitute non-academic student misconduct and associated outcomes, and is ultimately approved by the university’s Board of Trustees.

Residence Community Standards: is the document that outlines residence rules, standards, and expectations for behaviour within a residence environment for residents.

Publisher: is defined as producers of Queen’s University-associated media platforms.

University Property: means property owned, rented or otherwise used by the University, with the exception of university owned property rented pursuant to the Residential Tendencies Act (RTA) and the Bader International Study Centre (BISC).

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Purpose/Reason for Policy:

Queen’s University is committed to fostering a safe and secure campus environment that supports health, safety, well-being, and success. This Policy reflects a commitment to harm reduction, risk mitigation, intervention, and enforcement strategies as outlined by the Postsecondary Education Partnership-Alcohol Harms (PEP-AH) Framework that seeks to address high-risk drinking and alcohol harm reduction. The purpose of this Policy is to support a healthy educational environment and healthy decisions related to alcohol use by all members of the Queen’s community.

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This Policy is intended to:

• Promote best practice related to alcohol harms and use on University Property; • Address high-risk alcohol related behaviours and practices; • Provide harm mitigation strategies for alcohol sales, service, and management of High Risk Alcohol Events; • Encourage education, training, and awareness around responsible alcohol use; • Outline legal and university requirements and responsibilities regarding the provision and sale of alcohol; • Outline restrictions related to alcohol advertising, promotions and sponsorships etc.; • Identify related university policies and procedures; • Contribute to the university’s overall strategy for alcohol related issues.

Scope of this Policy:

This Policy is applicable to all members of the Queen’s University community on University Property or off campus at a Sanctioned Activity. The Queen’s University community may include students, employees, alumni, visitors and guests. Additionally, Student Groups and/or their leaders may be held responsible, collectively, and/or individually, for violations of this Policy by their members or by participants in their Group’s activities, whether sanctioned or not, and whether on or off University Property, if the leaders gave encouragement or consent for the misconduct, or if they knew of, or could have reasonably foreseen, the misconduct and failed to take steps to discourage or prevent it or advise Campus Security and Emergency Services or appropriate authority.

This Policy applies to all licences issued by the AGCO and held by the University and to any other Liquor Licence Holders operating on university property.

This Policy is not intended to cover behaviour resulting from the use of alcohol. Student behaviour contrary to non- academic behaviour expectations and standards may be addressed through the university’s non-academic misconduct system (e.g. Student Code of Conduct). Visitor, alumni, and/or employees problematic behaviour resulting from the use of alcohol is addressed through Campus Security and Emergency Services and/or Human Resources/Faculty Relations.

Applicable Legislation and Policies:

Liquor Licence Act Occupiers Liability Act

Queen’s Pub Management Agreements Queen’s Student Code of Conduct

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Queen’s Alcohol Service Practice Manuals Special Events on Campus Procedure

Off Campus Activity Safety Policy and Procedures (OCASP) Residence Community Standards

Athletic & Recreation Non-Academic Misconduct Policy Fitness for Work Guideline

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Policy Statement:

The university is committed to providing all members of our community with access to appropriate education related to the responsible and healthy consumption and service of alcohol. As part of this commitment the university continually strives to implement best practices with respect to alcohol related behaviours and practices.

A. Responsibilities:

1. The Liquor Licence Holder Delegate has responsibility for compliance with the Liquor License Act and related matters under the Occupiers’ Liability Act. In addition, the LLHD has responsibility for the renewal/extension of the university’s liquor licenses in collaboration with the University’s Legal Counsel; and for the sale, service and compliance with this Policy. In collaboration with the AGCO Compliance Officer, the LLHD is responsible for oversight and compliance of training related to legislative requirements for alcohol sales and service on campus.

2. The Alcohol Working Group is responsible for reviewing this policy, practices, and initiatives in support of the responsible use of alcohol on campus and make recommendations to senior leadership as appropriate.

3. The Vice-Provost and Dean of Student Affairs (or delegate) has responsibility for the review and maintenance of the Alcohol Policy and direct oversight of the departments who have responsibility for alcohol use and management on campus.

4. The Director of Campus Security and Emergency Services (or delegate) has responsibility to terminate any on- campus function where the possession, consumption, or sale of alcoholic beverages is being conducted in violation of this policy, or in violation of the laws and regulations of Ontario.

B. General Regulations and Restrictions

All servicing, sale, advertising, and consumption of alcohol must be in accordance with Alcohol and Gaming Commission of Ontario, the Liquor Licence Act of Ontario, Liquor Control Act, and this Policy.

1. Training

A LLHD has responsibility for ensuring the delivery of annual training related to legislative and policy requirements for alcohol sales and service on campus. A LLHD will ensure that all persons involved in the provision of alcohol sales

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and service on campus under the university’s licence will complete the mandatory training required under the LLA for responsible alcohol service and additional training at their discretion.

Additional training is provided to individuals on campus by those groups/departments who hold responsibility for educating, advising, or enforcing policies, procedures or rules related to alcohol. All training on campus will include information on the responsible use of alcohol and strategies to reduce alcohol related harms. Those involved in

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additional alcohol training include: Residence Life Staff, Campus Security and Emergency Services, Hired Security staff, Non-Academic Misconduct Units, Orientation Leaders, Event Planners, Pub Staff, AMS Executive, SGPS Executive, and other Student Leaders.

Queen’s Service Practice Manuals will be reviewed yearly by the LLHD and the respective student associations, pursuant to provisions outlined in the Pub Management Agreements.

2. Orientation Week

2.1 Orientation Week events for all students are dry and substance free, meaning that events and activities associated with Orientation Week on campus and those off campus Sanctioned Events are not permitted to provide, serve, or encourage the consumption of alcohol or substances such as cannabis.

2.2 Organizers of events during Orientation Week that are open to the broader Kingston community, will take measures to maintain a substance free environment for student participants in consultation with the Vice-Provost and Dean of Student Affairs (or designate) and/or the Executive Director Risk and Safety Services (or designate). Additional approvals may be required for events during Orientation Week.

3. Alcohol Related Events

3.1 On campus events The provision of alcoholic beverages and service for all on-campus events may only be provided by Queen’s Event Services, unless otherwise approved by the Executive Director, Housing and Ancillary Services in consultation with senior leadership as appropriate. The university may provide licensed service on University Property, as long as the area meets the standards and requirements set out in the LLA and only after approval from Queen’s Event Services.

3.2 Special Occasion Permit (SOP)/Caterer’s Endorsement

i) Typically, on campus events are held under the University’s licence and not through an SOP application. No person or organization may apply for a SOP or use a Caterer’s Endorsement on campus without the written approval of the University’s LLHD. Requests for approval shall be made a minimum of 90 days prior to the event. The University’s LLHD will determine whether an on-campus event/occasion will be approved for an SOP or use a Caterer’s Endorsement depending on the nature of the event and having regard for recommendations from the AGCO.

ii) Special Occasion Permits for Tailgating are not permitted on University property.

3.3 Off campus events

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i) In keeping with the purpose and scope of this Policy, all off campus Sanctioned Events involving alcohol must adhere to applicable policies and procedures. In the sanctioning process, event organizers must consider options for events and venues that would be fully inclusive of those who choose not to consume alcohol. Organizers are expected to take all reasonable steps to comply with the risk and harm reduction strategies outlined in section 4.1 and section 5.

ii) The university or Authorized Bodies who sanction events affiliated with Queen’s or reasonably perceived to be representing Queen’s, will not sanction events where the primary purpose or focus of the event is the consumption

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of alcohol. Meaning, where there is reasonable potential for high volume consumption of alcohol or where an event could be seen to be compelling or socially pressuring a person to consume alcohol in order to gain or maintain membership in; the acceptance of/ or association with, any group or organization. This includes but is not limited to bar crawls or nightclub bar socials.

iii) Buses or similar type vehicles will not be permitted on University Property for the purposes of transporting individuals to an event not sanctioned by the university or Authorized Body of the university, where alcohol will be served.

4. Sale and Service of Alcohol

4.1 The service regulations prescribed for venues licenced in Ontario are set out in the Liquor Licence Act (LLA). All licenced facilities on campus shall only serve alcohol in compliance with this legislation and any applicable university policies, procedures, or agreements.

4.2 Selling and/or delivering alcohol on campus except as arranged by the LLHD is strictly prohibited. The university stipulates certain additional service practices for the on-campus licenced facilities to promote responsible alcohol consumption and to reduce risk of harm. These stipulations include but are not limited to the following:

4.2.1 No individual will be served more than two alcoholic beverages, per order and in accordance with any exception listed below;

4.2.2 Alcoholic drinks served in containers that hold only 1-2 ounce of product (i.e shots, shooters) are only available at the bar of any licensed facilities (i.e. no table service and supervised by bar staff) and are limited to one per customer, per visit to licenced facility;

4.2.3 No alcoholic drink containing spirits will contain more than 2 ounces of alcohol;

4.2.4 Pitchers of beer and/or a bottle of wine will not be served to less than two customers;

4.2.5 Sale of hard liquor by the bottle is strictly prohibited;

4.2.6 Service shall be limited to one drink per person after notification that service will end for the evening; facility wide last call announcements are not permitted;1

4.2.7 No admittance to licenced facilities within ½ hour before scheduled closing;

4.2.8 On-campus licenced facilities shall provide and advertise that individuals who identify as a designated driver or sober designate should receive on request non-alcoholic beverages for free;

4.2.9 Alcoholic drinks included in the admission price of an event or function must be in the form of a

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ticket. No more than two free drink tickets for alcoholic beverages may be provided as part of admission to an event. Queen’s University Event Services may permit exceptions to this if appropriate for the type of event or function;

1 Pub operation staff should refer to pub operation manuals for additional information on managing last service

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4.2.10 Licenced facilities on campus may not offer free alcoholic beverages2;

4.2.11 Licenced facilities on campus and at any Sanctioned Event where alcohol is being served, food will be offered, available, and promoted.

5. Advertising. Promotion and Sponsorship

5.1 All advertising in campus licenced establishments must conform to the regulations set out in the Liquor Licence Act of Ontario, guidelines issued by the AGCO, and within applicable university policies and guidelines such as Queen’s University Trademark Licensing Program, Queen’s Signage Policy, Queen’s Student Code of Conduct, Residence Community Standards, and Athletics & Recreation Policies.

5.2 The university’s name, logo(s), or other trademarks shall not be associated with any manufacturers or representatives of alcoholic beverages without the direct and explicit permission of the Queen’s University Trademark Licensing Program.

5.3 Advertising (in any medium) of any licenced event or location shall not promote drink specials or promotions that explicitly encourages alcohol consumption. On campus licenced facilities will submit an annual promotions plan for approval by the Liquor Licence Holder Delegate.

5.4 Signage reflecting manufacturers, providers, or representatives of alcoholic beverages is not permitted on University Property, except in designated on-campus licenced establishments, licenced area, or as part of a university sponsored event where this signage is related to legitimate service provisions (e.g. job fairs).

5.5 Obvious promotion of alcohol as the focus for the event or promotion which encourages mass, excessive or rapid consumption of alcohol (e.g. drunk, bash, booze up) is prohibited. The University will remove any promotional material that contravenes this Policy and any other University policy, or negatively impacts the learning, living, or working environment on campus.

5.6 Any reference to transportation that is sponsored by manufactures or representatives of alcoholic beverages or by off-campus establishments, to events where alcoholic consumption could reasonably be considered the primary purpose of the event are not permitted on campus and associated transportation are not permitted on University Property.

5.7 Advertising, promotions, or sponsorship related to alcohol shall not: i) coerce3 any individual into consuming alcohol;

ii) depict individuals consuming alcohol; iii) depict a person who is intoxicated; iv) refer to the price of alcohol (when posted outside of a licensed area); v) directly target individuals underage or is displayed in areas that are mostly visited by minors.

5.8 The Publishers of Queen’s University-associated media platforms (e.g. newspapers, books, magazines,

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2 This does not prevent a licence facility from offering a replacement beverage at no additional charge in response to a server error. 3 Advertising is considered coercive if it promotes the irresponsible or illegal use of alcohol, associates alcohol with social or personal achievement, requires consumption for contests or promotional requirements or implies that people “love” or “live for” (or have similar attachment) to the product.(referenced from the Advertising Standards Canada Alcoholic Beverage Advertising Clearance Guide)

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newsletters, brochures, leaflets, posters, stickers, media broadcast, social media animation, outdoor displays, digital advertising) must adhere to this Policy and reject, discontinue or cancel, any advertisement that violates this Policy.

5.9 Advertising on campus or through Queen’s associated media platforms of an off campus licenced establishment must adhere to applicable university policies and advertising guidelines.

5.10 Sponsorship by the manufacturers or representatives of alcoholic beverages (either through goods or monetary sponsorship) must be in accordance with university sponsorship guidelines and policies. Sponsored goods or products that explicitly promote the consumption of alcohol through the branding, imagery/text, or nature of the good (e.g. flasks) is strictly prohibited.

5.11 Alcohol products are not permitted to be donated for consumption at events or activities affiliated with Queen’s. This does not prevent event organizers from purchasing alcohol from Event Services and providing to event attendees free of charge in accordance with established service guidelines and restrictions.

6. Alcohol Deliveries

Alcohol deliveries to an individual(s) are strictly prohibited on campus and shall not be accepted at any delivery receiving location (i.e. mail room, residence desk, office area).

7. Behavioural Expectations with Respect to Alcohol

7.1 All students are required to adhere to the Student Code of Conduct, specifically as it relates to alcohol use and possession.

7.2 In addition to 8.1, those students living in residence are required to adhere to the Residence Community Standards as it related to alcohol use and possession.

7.3 In addition to 8.1 and 8.2, all student athletes are required to adhere to the Athletic & Recreation Student Non- Academic Misconduct Policy and Guidelines.

7.4 Hazing activities, as defined by the Student Code of Conduct and specifically those that involve alcohol are strictly prohibited.

7.5 All faculty and staff are required to adhere to their respective responsibilities as outlined by the Fitness to Work Guidelines.

7.6 Except in designated licenced areas, alcohol may not be consumed in public areas of the campus.

8. Policy Violations

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In addition to actions applied under the LLA, any violation of this Policy shall be referred to the appropriate body for further action under the applicable policy/procedures (i.e. adjudication, sanctioning). Reports from these bodies may be requested by the Alcohol Working Group for the purposes of the annual review or policy revisions.

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Questions regarding this Policy or for concerns related to potential violations of this Policy should be directed to the first point of contact as follows:

Alcohol Policy Content Examples First Point of Contact

Liquor Licence Compliance Sales or service of alcohol

Special Occasion Permits

On Campus Pub Operations

On Campus Pub Training

Executive Director Housing and Ancillary Services

Off Campus Events with Alcohol

Off Campus Event Approval Process

Bus Transportation to Off Campus

Executive Director Risk and Safety Services

On Campus Event Planning with alcohol

Questions related to the planning of an event on campus involving alcohol

Associate Director, Event Services

On Campus Events

Concerns for alcohol related behaviour

Alcohol Deliveries on Campus

Response to on campus violations around possession, consumption, sale, or law regarding alcohol.

Response to alcohol delivery service on University Property.

To report a concern around alcohol 24/7.

Campus Security and Emergency Services (available 24/7)

Alcohol Working Group General questions around the Alcohol Policy

Questions around the university’s inventory of policies, programs, services and informational resources available to students at Queen’s

Chair, Alcohol Working Group (Office of the Vice Provost and Dean of Student Affairs)

Advertising, Promotion & Solicitation

Trademark and Licensing

Questions around the use of the university’s trademark.

Advertising Concerns

Office of the Vice Provost and Dean of Student Affairs or University Communications

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Alcohol Education & Training

General questions around the education of alcohol on campus.

General questions around the training available around alcohol.

Manager, Health Promotion, Student Wellness Services

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Contact Officer Chair Alcohol Working Group Policy Review Body VPOC Liquor Licence Holder Queens University Authorization Ann Tierney, Vice Provost and Dean of Student

Affairs Date for Next Review 2022/05/01 Related Policies, Procedures and Guidelines Student Code of Conduct

Residence Community Standards

Athletics & Recreation Non-Academic Misconduct Policy

Beverage Service and Operating Procedure

Off Campus Activity Safety Policy

Special Events on Campus Procedure

Events Requirement Bus Transportation

Guidelines for Execution of Advertising Where Alcohol is Involved

Fitness for Work Guidelines

Agreement with Alcohol Sale Providers Policies Superseded by This Policy Alcohol Policy 2012

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Appendix: NAM Policy Addition or Amendment

Submission Form Policy Document(s): NAM Policy and Procedures Section(s): New Policy

Mover Seconder

Name: Lucas Borchenko Name: Auston Pierce

Position: Secretary of Internal Affairs Position: President

Email: secretariat@ams.queensu.ca Email: President@ams.queensu.ca

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. Splitting of NAM and PIP. Changes to the appeal board. Removal of separate sections for GNAM and NAM. Clarified language. Position changes. Simplified language. Link to policy change: https://www.dropbox.com/s/0w9qul65w1mfd02/NAM%20Policy.pdf?dl=0

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Appendix: PIP Policy Addition or Amendment

Submission Form Policy Document(s): PIP Policy and Procedures Section(s): New Policy

Mover Seconder

Name: Lucas Borchenko Name: Auston Pierce

Position: Secretary of Internal Affairs Position: President

Email: secretariat@ams.queensu.ca Email: President@ams.queensu.ca

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. Splitting of NAM and PIP. Changes to the appeal board. Removal of separate sections for GPIP and PIP. Link to policy change: https://www.dropbox.com/s/e4akgkhbt0whouc/PIP%20Policy.pdf?dl=0