Académique Documents
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Simply put, students are at the heart of our university. Together, we contribute to the Queens and Kingston communities in a variety of ways, fostering the spirit and passion that make our institution unique. But we are not done. It is the responsibility of the AMS to develop concrete plans that will improve the student experience and enhance student life at Queens. Our passion, dedication, and love of working with students have given us the skills and the drive to see this through. It wont be easy, but we firmly believe that todays challenges are tomorrows opportunities. And were up for the challenge.
We are Team WRL, comprised of Presidential Candidate Allison Williams, Vice President (Operations) Candidate Justin Reekie, and Vice President (University Affairs) Candidate Philip Lloyd, and we are committed to providing students with an unmatched university experience. There are many issues that we, as students, face: the rising cost of education, an increasingly competitive job market, and campus infrastructure and resources that are failing to keep up. Team WRL is not afraid to be the driver of change as we fight to address each of these challenges. Equipped with proven leadership and advocacy skills, we are ready to make progress on the issues that are the most important to you. Team WRL recognizes that many students do not feel the AMS has an impact on their Queens experience. We believe in taking a proactive approach to understanding the diverse needs of students, and we will adjust our operations throughout the year to ensure we are providing value to our members. We want to work with students across all disciplines through greater interaction and mechanisms for effective
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feedback. By acknowledging the diversity on campus, we will strive to have the AMS serve the needs of all students. Queens is the gold-standard for student engagement, participation, and initiative. Yet as our campus continues to grow and the demands of education shift, the AMS needs an executive that is willing to raise the standard for academic and extra-curricular achievement. Team WRL will provide students with a positive, engaging, and impactful university experience. Ultimately, we want to ensure you get the most out of your time at Queens.
Table of Contents
Pillar 1: Broader Learning Environment .............................................................. 10 Tricolour Festival ............................................................................................. 11 Improved Distribution Process for Homecoming Tickets ................................. 12 Liaising more Effectively with Clubs on Campus ............................................. 13 Fostering an Inclusive, Supportive, and Spirited Orientation Week ................. 14 Tricolour Sponsorship with Athletics and Recreation ...................................... 16 Improved Arts Council ..................................................................................... 17 Campus Pub Crawl ......................................................................................... 18 Pillar 2: Health, Wellness, and Safety ................................................................. 19 Bringing a Walk-in Clinic to DrugSmart Pharmacy .......................................... 20 Peer Support Centre ....................................................................................... 21 Accessibility of Walkhome to Faculty Societies ............................................... 23 Integrating the Marketing of Telephone Aid Line Kingston and Walkhome ..... 24 Gluten Free at The Brew by Common Ground .. Error! Bookmark not defined. Tricolour Fitness App ...................................................................................... 25 Promoting Safety and Security in Student Housing ......................................... 26 Gluten Free Options at The Brew by Common Ground ................................... 27 Grocery Delivery from the Grocery Checkout .................................................. 28 Health and Dental Plan Communication Strategy ........................................... 29 Pillar 3: Academics and Professional Development ............................................ 30 Expanded Summer Courses ........................................................................... 31 SOLUS ............................................................................................................ 32 Establishment of Courses Without Prerequisites............................................. 33 Electronic Coursepacks ................................................................................... 34 Library Text-It .................................................................................................. 35 Yearbook and Design Services Workshops .................................................... 36 Career Services for Entrepreneurs .................................................................. 37 Innovation Crowdfunding Platform .................................................................. 38 Pillar 4: Infrastructure and Campus Resources .................................................. 39 Via Rail ............................................................................................................ 40 Queens-Wide Energy Management Strategy ................................................. 41 8
Open Government ........................................................................................... 42 Cell Phone Boosters........................................................................................ 43 Bringing Two New Services to the JDUC ........................................................ 44 Dynamic Furniture/Charging Stations.............................................................. 45 Transportation to the Isabel Bader Centre for the Performing Arts.................. 46 Pop-Up Shops at Tricolour Outlet.................................................................... 47 AMS Advancement Officer .............................................................................. 48 Pillar 5: Engagement and Collaboration .............................................................. 49 Commission Reviews .......................................................................................... 51 Academic Affairs Commission ......................................................................... 52 Campus Activities Commission ....................................................................... 53 Commission of the Environment and Sustainability ......................................... 55 Commission of Internal Affairs......................................................................... 57 Municipal Affairs Commission ......................................................................... 59 Social Issues Commission .............................................................................. 61 Service Reviews ................................................................................................. 63 Hospitality and Safety Services ....................................................................... 64 The AMS Pub Services ................................................................................ 64 Common Ground Coffeehouse .................................................................... 65 Queens Student Constables ....................................................................... 66 Campus Services ............................................................................................ 67 Walkhome .................................................................................................... 67 Queens TV .................................................................................................. 68 Queens Journal........................................................................................... 69 Retail and Design Services ............................................................................. 70 Yearbook and Design Services.................................................................... 70 Tricolour Outlet ............................................................................................ 71 Publishing and Copy Centre ........................................................................ 72 Office Reviews .................................................................................................... 73 Marketing and Communications ...................................................................... 74 Information Technology Office......................................................................... 75 Human Resources Office ................................................................................ 76 Student Centre Officer..................................................................................... 77
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Tricolour Festival
With the return of Homecoming in 2013, students were once again given with the opportunity to join our alumni in celebration of their time at Queens. Homecoming was largely heralded as a success and students are optimistic that we will be able to welcome our alumni back to campus again this Fall. With only minor student-oriented programming, the university failed to provide a meaningful venue for student-alumni interaction. Team WRL believes that Homecoming is a chance for alumni both current and future to come together in celebration of our university and community. As such, our team is committed to creating the Tricolour Festival: a largescale, sanctioned event put on by the University and the AMS with the objective of engaging alumni and students alike. We hope to host this event on University Avenue, providing ample space for interaction and celebration at the heart of campus. This event would take place on a Friday or Saturday evening and would encompass a range of attractions, ranging from food vendors and beer stands to music and entertainment. The AMS would operate as a partner with the University in financing the event. Team WRL plans to work with the new Advancement Officer to raise the start-up funding and title sponsors required to make the festival a success, with the hope that the event could eventually transition towards a self-sustaining funding model. In addition, our team believes it is important to introduce a charitable component to this event. In doing so, we would aim to commit a portion of event proceeds towards initiatives in the Kingston community, ensuring the festival is able to operate as a positive platform for interaction with our City. Fundamentally, it is important that we create avenues for student-alumni interaction over Homecoming. This flagship event acknowledges the important role students play in welcoming our alumni back to campus and supports initiatives across Kingston; we could create a powerful vehicle for uniting the many facets of the Queens community.
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Finally, we will consult with club executives more directly on the logistics surrounding the Tricolour Open House. We want every club to feel like they are given a fair chance to advertise their club to students at large, and are committed to providing the resources and support necessary to enable them to do so.
jurisdiction. We will develop a stronger working relationship based on trust and understanding. We will be transparent with concerns that have arisen, yet will refuse to make changes without a fair and respectful deliberation process. We understand the powerful role faculty societies play in developing unique orientation weeks, and we are committed to protecting this role. We will encourage ORT to take a more unified approach between faculty societies when addressing issues with the administration. Finally, and most importantly, we will remain dedicated in having orientation week be a positive experience for all students.
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12 managers devote dozens of hours each month to manage volunteers, develop new outreach initiatives, and assist in the daily operations of the Centre. We also realize, and appreciate, that managers are often placed in highly stressful of emotional situations. We intend to work with the PSC to discuss a specific form of volunteer appreciation for PSC managers.
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SOLUS
Team WRL is aware of the difficulties students face in navigating the process of course registration every year. The challenges associated with finding and enrolling in a full complement of classes are augmented by a lagging system that frequently crashes during periods of high traffic. Team WRL is committed to enhancing the performance of SOLUS by working with the Office of the University Registrar to implement a series of hardware and software updates that would expand its capacity. These changes will optimize the functionality of the program to ensure the process of course registration is supported, and not hindered, by our technological infrastructure. In the end, our team believes that you should be able to compile a timetable that meets your needs without having to hit the refresh button or restart your computer.
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Electronic Coursepacks
The Publishing & Copy Centre is a valued service on campus, and has been instrumental in providing custom-made course packs to students. As technology becomes a defining element of the learning experience, it is important that students are able to access course material through a variety of modern mediums. Team WRL believes in the importance of providing a diverse selection of products to meet student needs. As such, we will investigate the possibility of offering electronic versions of course packs sold through the Publishing & Copy Center. To bring this idea to fruition, we would procure one time use electronic course packs from an external publication source to be sold as a complement to P&CCs traditional product line. We would also look into revising our contract with Access Copyright, the provider of our copyrighted materials, to ensure electronic offerings can be accommodated. This would allow our students to interact with their learning materials in new ways, and would provide an additional avenue for professors to support our student-run services.
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Library Text-It
Team WRL is committed to making it easier for you to conduct library research. Modeled after the University of Victoria, we plan to install a text me this code function on the library website to help you navigate the Dewy Decimal System. This would allow students to collect research materials without having to write down a lengthy call number, and it will provide you with directions to the material you are looking for. While browsing, you can just type in your cellphone number and you will be sent the title, call number, and location in which the resource can be found.
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Open Government
Team WRL recognizes the importance of an open and transparent student government. Particularly with the advent of market research in the AMS, our team is passionate about making our resources available to you. Team WRL intends to adopt an open data philosophy, ensuring our information is readily accessible for student use in the creation of apps, completion of research projects, or for personal interest. This will provide a new avenue for students to improve their university, and will allow our members to benefit more widely from their AMS. Furthermore, as an Executive we would lobby the administration to make university data available in a similar manner. As an institution that collects information in every area of its operations, this will allow students to assist in developing real solutions to the problems facing our University. This mentality is already increasingly present in our library system through open access to published works, and we would like to see it expanded into every facet of our institution.
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That being said, Team WRL believes that this process should ultimately be responsive to you. At the end of the day, we are committed to ensuring the consultative process results in the additional of 2 new services that are driven by student needs.
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President will endeavour to have at least one meeting, either in person or over the phone, with each Faculty Society Executive during their first month of office. This meeting will be used to introduce one another, discuss their respective goals for the year, and brainstorm ways in which they could work together. On the last Friday of each month, the AMS Executive will host a morning show, designed to share our thoughts on the events of the year, promote upcoming activities, and showcase the work being completed by members of the Queens community. We intend to feature guests on each show to highlight the unique initiatives they are engaged with. At the second-last AMS Assembly meeting in November, we will distribute mid-year reviews, whereby every member of Assembly will be required to outline the strengths, weaknesses, and suggests areas of improvement for the Executive. While this process is done amongst AMS Council, we intend to expand this process to include all of Assembly. Feedback, including constructive criticism, is crucial if you intend to govern effectively. WRL is passionate about working with students to make their university experience this best it can be. Through these initiatives and an openness to new ideas, we intend to make it happen.
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Commission Reviews
The AMS is comprised of six Commissions: the Academic Affairs Commission; the Campus Activities Commission; the Commission on the Environment and Sustainability; the Commission of Internal Affairs; the Municipal Affairs Commission; and the Social Issues Commission. Each one is responsible for organizing events, distributing resources, providing support, and advocating on behalf of students in different areas of university life. Team WRL has recognized areas of strength, areas of improvement, and long-term goals for each of the Commissions.
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Acknowledging the success of the tree planting initiative during Homecoming 2013, Team WRL intends to explore other areas on campus where trees could be planted. Team WRL is dedicated to having every AMS commission, office, and service feature one environmentally friendly change they will make to their respective entity. This change will be outlined in their goal plan at the beginning of the year.
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relics of the universitys history. The Archives Assistant will work to add Queens memorabilia to the hub of student life. Team WRL is committed to working protecting the AMSs authority over nonacademic discipline (NAD). In recent years, the administration has questioned the AMSs jurisdiction with regards to NAD, while attempting to alter its fundamental principles. NAD was established in 1898 after both students and faculty recognized the benefits of peer-to-peer discipline. NAD is built on valuing a holistic and non-adversarial approach to settling conflict, with an emphasis on restorative, as opposed to punitive, sanctions. Team WRL is open to working with the administration to critically analyze and improve various elements of NAD without altering its core principles.
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Government Affairs and campus political groups to get students involved. We will organize a candidates forum on campus, where students can pose questions to the candidates. In addition, we will work with faculty societies to determine where and when to erect polling stations that would engage a maximum number of students.
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make addressing mental health issues a priority in our term. We will foster a more effective relationship with Health, Counseling, and Disability Services, equip the Peer Support Centre with the training necessary to reach out to students across all faculties, and support the work of both organized clubs and students at large with mental health initiatives on campus. We will also extend the mental health awareness budget to include specific projects. Finally, by strengthening the role the social issues deputies, including volunteer recruitment and marketing, Team WRL will ensure that the Commissioner has sufficient time for accessibility advocacy throughout Queens.
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Service Reviews
As businesses managed and operated entirely by students, the AMS corporate services are unique and Canada. They provide a diverse range of opportunities to students, from flexible part-time work to management positions. Further, they occupy an important place in the Queens community, enhancing student life through the provision of unique services.
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Campus Services
Walkhome
Walkhome is an anonymous, confidential, and non-judgmental safe walk service for Queens students and members of the Kingston community. Walkhome will walk a patron from one location to another location within general boundaries of the city, ensuring a patron gets to their destination safely. Each Walkhome team carries a radio so they can easily communicate to necessary bodies, the kiosk, Queens First Aid, and Campus Security, and Emergency Services. Queens Walkhome is the most used safe walk service in all of Canada. This year, Walkhome has made to a priority to ensure the service as patroncentric as possible. It is important to recognize that Walkhomes revenue comes from a student fee and grants, therefore Walkhome must commit to utilizing each dollar responsibly. Initiatives undertaken to move toward a patron-centric service include moving all the service staff away from the kiosk to keep the kiosk as approachable as possible. Walkhome eliminated volunteers working the service to ensure we are providing a consistent and accountable service that students are paying for. Walkhome must strive to continue making the service as patron-centric as possible and remain fiscally responsible.
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Queens TV
Queens TV affords students to the opportunity to write, produce, edit, and broadcast quality videos. This television service provides Queens and the Kingston community with content that is created completely by students. This year, Queens TV has developed a new brand and website to lever themselves as a more professional media service for students. They have shifted toward more news-orientated programming, and have provided a diverse array of content. An extended Athletics contract has allowed Queens TV to add live broadcasting to its services, which allows new opportunities for volunteers to get involved with the service. Queens TV has continued to expand their Video Factory Projects, capitalizing on this additional source of revenue. The Queens TV Business Manager has been establishing connections regarding avenues for potential revenue from advertisements, which included an advertisement negotiation with Queens Athletics and Recreation. Queens TV must continue to grow as a professional media service on campus to eventually offer the best play-to-view news updates on campus.
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Queens Journal
The Queens Journal provides experience for students interested in the journalism industry, and keeps the Queens community informed through articles and reporting surrounding news and events affecting campus. The Queens Journal is one of the oldest campus newspapers in Canada and operates as a non-academic journalism program, providing the hands-on experience necessary to pursue a career in the industry. The Queens Journal provides a voice for students and also keeps groups accountable and transparent. It is this editorial autonomy that must be preserved, as the Queens Journal is an integral part of Queens life. Team WRL understands the financial and operational pressures the Queens Journal faces in terms of increasing their digital media presence as well as advertising revenues. Team WRL believes that we need to work closely with the AMS Board of Directors and Journal Board to develop a long-term strategy to ensure the financial stability of this essential service.
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Tricolour Outlet
Tricolour Outlet is your one stop shop for everything Queens. This service has integrated itself in a variety of areas relating to student life, offering used books, school supplies, travel tickets, and merchandise. While Tricolour Outlet experienced incredible success in 2012-13, this year focused on refining its operations. Tricolour Outlet streamlined the operations of its inventory system and storage rooms within the store to increase accessibility and improve the overall operations. In addition to this, a custom-made Point of Sale system was installed in the service to account for the unique transactions surrounding the consignment of textbooks. Team WRL, in collaboration with the Tricolour management team, would like to capitalize on the financial success by investing in long term capital projects of the service. In consultation with CREO Solutions, Team WRL would like to work towards the integration of an online store recognizing the increasing demand for Tricolour products. Team WRL would also like to create the Gaels Line, a line of merchandise where a percentage of the proceeds would go directly to Queens Athletics and Recreation to support our athletes. Team WRL will also pursue negotiations with Ticketmaster to partner with Tricolour Outlet to become the sole provider of Ticketmaster in Kingston.
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Office Reviews
Within the AMS, there are 5 Offices providing a diverse range of internal supports which service the Society as a whole. This year, the Offices have undergone a variety of changes; they have all been moved under the President in recognizing their pan-AMS focus, they have been restructured and re-mandated, and they have seen additions and deletions in staff members. Ultimately, the Offices support the entirety of the AMS operations. They are the only entities in the AMS that interact will all employees and volunteers within the Society in some capacity, and supporting and enhancing these bodies is vital to the organizations success.
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