Team WRL ran on comprehensive platform covering the pillars of: Broader Learning Environment; Health, Wellness, and Safety; Academic and Professional Development; and Infrastructure and Campus Resources.
PILLAR 1: BROADER LEARNING ENVIRONMENT Tricolour Festival
The ReUnion Street Festival occurred on October 18th, the Saturday night of Homecoming weekend. The event was a tremendous success, with an estimated 10,000 attendees. Students and alumni connected in an informal setting, and city partners were extremely supportive of the result. The AMS is putting forward a student fee at tonights AGM to secure the future continuation of this event.
Improved Distribution Process for Homecoming Tickets
Following difficulties with Homecoming football ticket distribution last year, the AMS communicated extensively with
Complete in a revised form
Athletics and Recreation to ensure distribution methods were fair and clear. After examining the issues that arose last year, it became clear that the issue arose as a result of miscommunication around the mechanism for ticket distribution. As such, the AMS partnered with Athletics and Recreation to ensure students were aware of the process, resulting in a much smoother distribution period. Beyond this, the AMS lobbied to ensure students would not be charged for football tickets in the new Richardson Stadium. Following questions around revenue generation for the capital project, the AMS was engaged in discussions that ended in assurances that the current student activity fee for Athletics and Recreation would continue to cover ticket costs as long as it is in effect.
Liaising more Effectively with Clubs on Campus
The Clubs Office went through a complete overhaul this year, with policy changes addressing the inadequate support and guidance provided to that Office. New procedures for ratification, grant allocation, and administrative accountability will ensure greater effectiveness of the AMS and its relationship with clubs. The addition of an Assistant Clubs Manager dedicated to financial and space auditing and overseeing the event-sanctioning process will undoubtedly fill a glaring hole in the AMSs fiscal,
legal, and insurance responsibilities. All changes were completed with a desire to improve the level of customer service provided to clubs on campus. The newly formatted club executive workshop was well attended and the Tricolour Open House ran more smoothly this year, taking into account past feedback.
Fostering an Inclusive, Supportive, and Spirited Orientation Week
Orientation was once again a highlight of the academic calendar. The newly created Leadership Director position proved instrumental to ensure high quality leader training and support to benefit the incoming class. There continued to be strong collaboration and cooperation amongst the various weeks and an effort to share best practices. Students played an integral role implementing the changes made to the new policy governing the Senate Orientation Activities Review Board, and have proactively addressed concerns that arose this year, including developing a more effective communication framework to ensure that all information disseminated is timely and accurate.
Tricolour Sponsorship with Athletics and Recreation
On March 26th, all proceeds from sales at Tricolour Outlet will go to the Varsity Leadership Council in support for student athletes.
Improved Arts Council
Arts Council improved incredibly useful to foster a strong relationship with the new Isabel Bader Centre for the Performing Arts. Concerns surrounding the initial management
of the Isabel were raised through the Arts Council in a professional way and led to a number of productive and effective discussions. Arts Council will continue to serve as a valuable resource for the Commission as it begins to play a larger role in the performances that take place at the Isabel.
Campus Pub Crawl
This year, the AMS introduced QPop! Music Festival in the Fall Semester, with a follow-up event occurring in the Winter. This music festival brought together Clark Hall Pub, The Underground, Grad Club, and Common Ground Coffeehouse into a one-weekend event showcasing campus venues and local talent. The AMS will be institutionalizing QPop! as an annual event under the Campus Activities Commission.
PILLAR 2: HEALTH, WELLNESS, AND SAFETY Walk-In Clinic
The AMS has been engaged in discussions with DrugSmart pharmacy and several units across the university on an ongoing basis since February 2014. Given the unique challenges posed by introducing a clinic onto campus that operates independently from the university, we have spent a great deal of time with legal council, the Director of Risk Management, and experts in the public health field. We are currently in the process of finalizing a potential model that could be applied in the space, and look forward to updating Assembly
once a decision has been made. In addition, the AMS has been involved in discussions surrounding the redevelopment of the Physical Education Centre as a student health and wellness centre. Our hope is that this could provide a new home for HCDS as well as other health-related services, further enhancing the supports available on campus and near the University District.
Peer Support Centre Enhancement
The Peer Support Centre hit a record for the number of students it has supported this year. Marketing & Outreach for the Centre proved extremely successful, with Queens TALKS and PSC CARES Week attracting lots of positive attention. ASIST (Assisted Suicide Intervention & Skills Training) was expanded to include all the PSC managers this year and CoGro gift cards were provided to volunteers to grab coffee and a muffin while on shift.
Accessibility of Walkhome to Faculty Societies
This year, Faculty Societies were provided with information about Walkhome and how it can provide satellite sites at their events. A mechanism was established to request Walkhome at faculty society events and was distributed at the beginning of the year.
Integrating the Marketing of Telephone Aid Line Kingston and Walkhome
Marketing for Telephone Aid Line Kingston (TALK) was integrated into service provision at Walkhome through the distribution of pamphlets at the kiosk at any time the service was open, and through staff training
around what the service could offer. Gluten Free at The Brew
The management team at Common Ground undertook a testing period to decide which gluten free options were most desirable for students. Based off of the results, gluten free banana loaf and quinoa salad were added to the menu. A product survey followed to ensure students continue to receive gluten free options that meet their needs.
Tricolour Fitness App
After a number of discussions around creating a responsive website that would provide information around capacity, fitness classes, fitness tips, and the Gaels schedule, difficulties in integrating the varsity and recreation back ends of the website with the provider, Sidearm, were prohibitive. At present time, the AMS is waiting on a quote from a different developer to solve some of the challenges with feeding information from the 2 website structure.
Promoting Safety and Security in Student Housing
The Housing Grievance Centre is now equipped with light timers, for sale at cost. The Municipal Affairs Commissioner has been an active member of the Campus Safety Working Group, prioritizing more effective marketing and communication methods. The University District Brite Program, developed by the MAC and the Commission of the Environment & Sustainability, will work to install new energy efficient light bulbs across 100 porches in the UD which will simultaneously allow for the
streets to be better lit at night. Grocery Delivery Service
Grocery Checkout is ready to implement their grocery delivery service in the University District next Fall. At present time, we are finalizing an outstanding space requirement with the objective of allowing them to begin trials over the summer.
Health and Dental Plan Communication Strategy
A couple years ago, the AMS decided that Studentcare would take over all marketing and communications of the plan with a small cost per plan. This year, Studentcare will be implementing a survey to understand how students view and interact with the plan, with no cost to the AMS. From this analysis, we will be able to guide Studentcares communication strategy in future students in a way that works for Queens students in particular. Essentially, this will create a custom communication plan for Queens.
PILLAR 3: ACADEMICS AND PROFESSIONAL DEVELOPMENT
Expanded Summer Courses
The number of summer courses offered at Queens has increased from 37 in 2013, 44 in 2014, and 46 for 2015, with 10 of those courses significantly redeveloped. Credit is due to the Faculty of Arts & Science, Jill Scott, Vice Provost (Teaching and Learning), with strong advocacy by our Academic Affairs Commission.
SOLUS has undergone system updates to enhance its ability to meet student needs. Moving forward, the AMS will continue to work with the
Registrars Office to make the course registration process as simple as possible.
Establishment of Courses without Prerequisites
Under the universitys new budget model, many departments and faculties are looking to introduce new courses or certificates that can be taken by students across the university without the requirement of program-specific prerequis