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Publication Credits

Editor-in-Chief: Taylor Mann Thanks To : Tristan Lee Rob Gamble Annette Bergeron Greg McKellar Doug Johnson Mira Dineen Lyn Parry Janice Kirkpatrick The Publishing & Copy Centre

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Alma Mater Society John Deutsch University Centre Queen’s University Kingston, Ontario K7L 3N6 Tel: (613) 533-3001 Fax: (613) 533-3002 Website: www.myAMS.org

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Alma Mater Society

Editor’s Note

The Alma Mater Society of Queen’s University, or AMS for short, is no ordinary organization. The AMS is one of the most engaged, vibrant, and active student governments in Canada. Representing the needs of over 14,000 undergraduate students at Queen’s University, the AMS has an annual operating budget of over $14 million and is the only exclusively student-run organization of its kind in the country. This report represents the hard work of over 1,000 volunteers and 500 paid staff, who collectively have complete oversight of the Society’s activities. Included within are overviews of the operations and activities of all the commissions, offices, and corporate services of the AMS, as well as explanations of the AMS’ governance structure, mission and mandate, and strategic goals. Although the focus of the Annual Report is to review the previous year, this document also looks forward to the ambitions and demands of the coming year.

Annual Report 2011-2012

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Alma Mater Society Annual Report 2011-12 Annual Report 2011-2012 5 .

Table of Contents 08 21 30 38 48 56 Society Commissions Offices Services Financials Society Directory 2011-2012 6 Alma Mater Society .

• to speak for or against any motion. The Society’s highest legislative body is the AMS Assembly which consists of representatives from all of the following AMS member societies: Arts & Science Undergraduate Society Engineering Society Aesculapian Society Physical & Health Education and Kinesiology Students’ Association Nursing Science Society MBA Students’ Society Commerce Society Concurrent Education Students’ Association Computing Students Association The voting members of the AMS Assembly also comprise the voting members of the Corporation. • to move or second motions at such meetings.Overview of the Society The Queen’s University’s Alma Mater Society (AMS) was founded in 1858 and is the oldest student government in Canada. and more broadly. • to vote at Society Annual Meetings or Society Special General Meetings. • to attend meetings of the Society subject to the rules of procedure as prescribed by the AMS Constitution. and who have paid the full slate of AMS mandatory student activity fees. AMS members enjoy the right: • to vote in all Society elections and referenda. The AMS was incorporated in 1969 as a non-profit organization without share capital. Membership in the AMS is automatically extended to all students of the University who are enrolled in at least one course in one of the member faculties/programs listed above. and in this capacity annually elect a Board of Directors. Each student normally belongs to a member society as well as the AMS and enjoys the rights and privileges of both societies. as outlined by Assembly and/or Board Policy. for ensuring the financial viability of the Society. This board is responsible for overseeing the management of the Alma Mater Society’s corporate services and associated financial affairs. • to hold offices or positions within the Society. • to gain admission to and/or actively participate in any Society sponsored event and/or program subject to any restrictions of the particular event and/or program. Annual Report 2011-2012 7 . The Alma Mater Society’s constitution takes priority over all other student societies and organizations to which its members may belong. subject to the restriction of the office or position.

SOCIETY 8 Alma Mater Society .

10 11 15 18 19 20 Mission Statement & Mandate Brief History of the AMS AMS Assembly Board of Directors Student Life Centre The AMS Executive Annual Report 2011-2012 9 .

4. AMS Mandate 1. 10 Alma Mater Society . To cultivate a sense of social awareness and responsibility in its membership. as well as to act in a facilitating role for services and activities where appropriate. 2. To provide services and activities to students. giving particular concern to representation on issues related to education. To represent Queen’s University students within the university and externally by working to further the best interests of the members of the AMS. To serve as a liaison between the various affiliated student societies. 3.Mission Statement & Mandate AMS Mission Statement To serve and represent the diversity of students at Queen’s University.

The 1930s brought one highly significant development. In 1948. and at least one of the three vice-presidents had to live outside of Kingston. Nevertheless. The Alma Mater Society had now begun to assume its modern role of having full responsibility for administering and financing the large number of special interest student societies that had emerged on campus. Growing out of the old Dialectic Society. passed a stillin-effect motion “forbidding students who register at the University to form or to become members of any chapter of any externally-affiliated fraternity or sorority at or near Kingston. the promotion and encouragement of learning. In fact. But in late 1934. in response to the strong AMS stance. One of the most important developments in AMS history also transpired in 1898. Previously this responsibility was held by the Senate under the Royal Charter that created Queen’s. Later. Beginning in the early 1920s there was persistent discussion surrounding the introduction to Queen’s of the fraternities and sororities that were so popular in the United States. This was the official delegation of responsibility for non-academic discipline to the Alma Mater Society and its new “AMS Court” (now known as the AMS Judicial Committee). however. the AMS introduced a system of student constables to maintain order at student functions. and for representing the views of students to the Senate. and the furtherance of the general interests of the University. and was based primarily on the concern that loyalty to fraternities would diminish loyalty to Queen’s and that the very nature of fraternities and the exclusivity of their membership might jeopardize Queen’s democratic traditions.Brief History The Alma Mater Society is the oldest student association in Canada and. Respecting students’ right to self-government. In 1877. The original objectives of the society were the defense of students’ rights. the constitution was amended to require the AMS President to be a student. The AMS was in the forefront of these discussions and in 1930-31 revised its constitution to ban fraternities. in 1936-37. the facilitation of discussion. the Senate had remained relatively quiet throughout the issue. the AMS was established as the central student government at Queen’s in 1858. By the turn of the century. and the publication of the Queen’s Journal. The opposition to them was strong. during this period the AMS president was required to be either a Queen’s graduate or a professor. The AMS primary purposes were now the cultivation of literary.” Annual Report 2011-2012 11 . provided they were in their final year of study. during the 1860s the AMS was responsible for securing a study week prior to examinations and for securing some space for athletic activity. scientific and musical tastes. conducting weekly meetings where essays were read and debates took place after any official business was conducted. Until virtually the end of the 19th century the AMS remained essentially a debating society. Both of these essential elements in student life remain to this day. a debating group founded in 1943. the encouragement of athletics. Interestingly. a new constitution was created which reflected the importance to the AMS of preserving the attachment of alumni to the University and maintaining the bond between all members of the University. the AMS constitution had been amended to underscore the shift toward the on-campus constituency and away from the 1877 emphasis on alumni. in fact. it was not until 1920 that the AMS President could be a student. is nine years older than Canada itself. the AMS had been delegated increasing jurisdiction in this area throughout the 1880s. although informally.

travel and used book retail service known as the Tricolour Outlet. It has since been relocated to 190 University Avenue to make room for the Queen’s Centre. In 2005. The primary reason for the service was more student friendly handling of traditional landlord/tenant issues. were Education. Chief among these modifications were the creation of the Academic Affairs Commission in 1991 in order to house responsibility for both learning environment issues and external funding/tuition/student aid lobbying issues in one place. Alfie’s Pub (originally known as the Underground) was created in 1976 and constituted a substantial expansion and relocation of the first AMS-run pub. the Used Book Store in 1994. and staff left Queen’s to fight in the war with 164 not returning. The original commissions. Inner Council and Outer Council are now respectively known as Council and Assembly. In the early 1990s. The AMS established a Housing Service in 1968 which operated throughout the 1970s until the AMS pulled out in 1982. arranging for repairs and running an annual housing lottery. External Affairs. alumni. The commission system continues to thrive today. Campus Activities. founded in 1969. When the AMS pulled out it oversaw 56 housing units serving hundreds of students. The AMS administered all aspects of owning a house including collecting rent. and Budget and Finance. comprised of representatives from all the faculty societies. The commissioners. comprised what was then known as Inner Council which carried out the basic day-to-day work of the AMS.000 AMS members. the AMS began establishing and operating significant commercial services on behalf of its members. over 3. By way of a contractual agreement with Queen’s University the AMS sublet a number of university owned houses and apartments and acted as a landlord. Alma Mater Society . This proved to be a lasting change and that commission has been renamed ‘Social Issues. The AMS levied a dance tax to raise money for the War and sold corsages for the Arts formal. and The Common Ground eatery/nightspot in 2000.Brief History During World War II. In the mid-1970s. was known as the Outer Council. In response to longstanding requests from The Queen’s Journal for new and separate space. Services. Judicial. Alfie’s was soon followed by the Queen’s Pub (then the McLaughlin Room) in 1978. in 1990-91 the AMS purchased a house on Earl Street in which to relocate the newspaper’s operations. The AMS legislative body. the AMS operated primarily as an amalgam of standing and ad hoc committees but in response to the rapidly expanding scope of its activities. Additional major new services followed with the creation of the Publishing & Copy Centre and Walkhome in 1988. and the creation of the Municipal Affairs Commission in 1994 in recognition of the important and diverse nature of student interaction with the Kingston community. the focus of the Education Commission gradually shifted away from academic issues and towards a wide range social justice and equity issues. It was at this time that the commission system was created. Throughout most of the 1900s. it underwent a major restructuring in 1969. During WWII. the AMS purchased a longstanding card and stationary store in the JDUC which evolved into the creation of a major clothing. along with the AMS president and vice-president.’ In recognition of the growing concern among students re a wide range of environmental issues both on and off campus. in early 2011 the AMS 12 established the Commission of the Environment & Sustainability. designed to carve up AMS activity into distinct spheres. albeit with many modifications from its original form. the AMS established a war aid commission to raise money for the war and other war related activities.

a not-for-profit organization incorporated in 1973 to provide discount travel. which it left in 1995 only to rejoin in 2000. However. This secession was extremely amicable and grew out of a gradual. the AMS had represented all students attending Queen’s University. the Education Students Society voted to depart the AMS. In 20092010. Annual Report 2011-2012 13 . the AMS has seen both the Theological Society and the Law Students’ Society depart for membership within the GSS. overseeing Model Parliament since 1946. in essence the AMS is servant to student needs • Represent . long-term. The AMS conducted a comprehensive examination of the entirety of its operations in 1995-96 through a cross-section of student leadership known as Vision 2000. however. nor its predecessor. Since its inception. the Grey House (51 Bader Lane) and the non-athletic student life space within the new Queen’s Centre. voted by referendum to secede from the AMS.Throughout its evolution and growth. sexual orientations and socio-economic levels. MacgillivrayBrown Hall. In 2009. The AMS did. the AMS held observer status in the Canadian Alliance of Student Associations (CASA) a federal student lobby group. the National Union of Students that operated from 1972 to 1981. This group was responsible for creating the current AMS Mission Statement which is: “To serve and represent the diversity of students at Queen’s. 2011. the AMS has maintained its longstanding commitment to traditional activities central to student life by facilitating Orientation. the AMS also created a corporation without share capital under the name of “Alma Mater Society of Queen’s University Incorporated. known now as the Society for Graduate and Professional Students (SGPS). become a member of the Association of Student Councils. ages. that changed in 1981 when the Graduate Students’ Society. faculties. established in 1981. an AMS member society formed in 1962. mutual recognition by the AMS and GSS that graduate students should have separate and autonomous representation. the AMS began discussions with the University administration designed to fulfill its decades-old desire to assume responsibility for operating and managing the student life space on campus. It has never been a member of the current Canadian Federation of Students. administrative control over this important space. Effective May 1.” One of the most significant structural developments over the past two decades has been the evolution of the role of the AMS Board of Directors in overseeing AMS services and managing the financial affairs of the corporation. the AMS became a member of the Ontario Federation of Students in 1974 and maintained that membership until 1992 when Queen’s students voted to leave.in representing students the AMS is acting as their agent – articulating their views to groups both inside and outside the university • Diversity – underscores an AMS organizational imperative to serve and represent students of different ethnic backgrounds. the Rehabilitation Therapy Society departed for the SGPS when that program evolved into a graduate program. In 2006.” The Vision 2000 group identified three words critical to the AMS mission statement: • Serve – reminding us that at all times we are working for students. The AMS subsequently became a founding member of the Ontario Undergraduate Student Alliance. The AMS decided to not align federally. AMS participation in federal external student federations has been limited. With the completion in 2009 of the initial component of the Queen’s Centre project. These discussions became serious negotiations over the 2010-11 academic year and culminated in an historic operating and management agreement signed in early 2011 that would transfer from the University to the AMS. the AMS would now oversee the John Deutsch University Centre. and overseeing Model United Nations since 1987. Provincially. Subsequently. In 1969.

hospitality and media services employing over 500 students.000 student volunteers participating in advocacy. the Alma Mater Society remains true to its roots. 14 Alma Mater Society . and six commissions with over 1. Relying entirely upon the extraordinary efforts and talent of a singularly dedicated student body.Brief History (cont’d) Currently the AMS represents roughly 14. event organizing and charitable efforts.200 students. It has grown to operate a wide range of retail. working diligently on enhancing both the academic and extra-curricular experience of its members while fostering important connections with the surrounding community.

Internally.5 million. the Assembly unanimously granted historic approval of a Memorandum of Understanding between the AMS and the University that established the conditions attached to the cessation of the AMS contribution to the unfinished Queen’s Centre project. It is comprised of roughly 40 representatives from the member societies. The presentation received a very mixed response from the Assembly which posed a number of critical questions. 15 Annual Report 2011-2012 . This body would now serve to consider how remaining student fee monies allocated to the Queen’s Centre could best enhance student life space and to oversee the management of any planned renovation projects. Council or Board of Directors as they carry out their duties consistent with the best interests of AMS members. the Assembly approved changes to the mandate of the Queen’s Centre Student Working Group. In September. the Assembly heard a detailed presentation from the Dean of Student Affairs Office setting out its proposal to establish a university-operated Co-Curricular Record to track intentional out-of classroom learning. originally set at $25. In February. the contribution. recommendations and motions as submitted by Council. and a complete overhaul of policy governing the election of the Rector. the Assembly approved the creation of two new committees within the fledgling Commission of Environmental Sustainability. the Assembly approved the efforts of the Municipal Affairs Commission to rebrand the student housing area adjacent to the University. In light of this development. and reflective of the newly transferred responsibility to the AMS for full administrative oversight of student life space on campus.6 million with $1 million to be reinvested in the JDUC. All AMS members are welcome to attend the biweekly Assemblies and submit motions. Recognizing that roughly two-thirds of the construction project was indefinitely suspended. was capped at approximately $10. the creation of a Community Opportunities Facilitator position to enhance student employment in Kingston. which arose from a comprehensive document review conducted by the Executive. or any individual AMS member. AMS Council. and the Undergraduate Trustee. the Faculty Societies. the Chair of the Board of Directors. a restructuring of the committees within the Campus Activities Commission.AMS Assembly Assembly is the highest legislative and decision-making body for the undergraduate student government at Queen’s University. the DSA decided not to pursue implementation of the Record based on a lack of support. Occasionally referenced as the “Student Village”. the Rector. The Assembly fulfils its mandate by debating reports. The 2011-12 Assembly was notable for approving a large number of amendments to the AMS constitution and policy manuals. this area would henceforth be known as the “University District” in AMS communications. Later in the year. It is constitutionally empowered to direct the Executive. In January. the creation of the Student Maintenance and Resource Team. a ground breaking service to be administered under the Municipal Affairs Commission.

Assembly exercised its oversight responsibilities by conducting a comprehensive midyear review of the commissions. the turnout fell far short of quorum. the Assembly recognized the substantial growth of the Human Resources Office.to assist with the workload. a meeting during which all AMS members may vote. Nevertheless. Rector and Judicial Affairs Director were very well received and all three concluded with the message to incoming student leadership that it must be active and vigilant in order to maintain traditional levels of responsibility and autonomy enjoyed on campus by students and the AMS. 16 Alma Mater Society . by approving a new salaried position – the Opportunities and Outreach Coordinator . the Assembly approved the creation of new AMS policy in the areas of virtualization in the classroom and cooperative education programs. and the demand for its services. The Assembly did not appoint an Honorary President for the Society nor did it grant any Honorary Life Memberships in the Society. those members in attendance did confirm a $1.66 increase in the Queen’s Student Constables student activity fee to $10. Unfortunately.AMS Assembly (cont’d) After considerable discussion. the agenda was limited to a single motion and despite good efforts by the Communications Office to promote attendance. At the end of March. Quorum for the AGM. The AMS Annual General Meeting took place on March 20. 2012 and was once again held in Ban Righ Hall. In February. Presentations by the Executive. had been increased the previous year from 1% to 2% of the AMS student body.

Note that not all Assembly members have a vote on motions.President Jean Royce Hall Council President Other Ex-Officios Undergraduate Student Trustee* Queen’s Rector* Student Senate Caucus Chair* Board of Directors Chair* President Vice-President Concurrent Education Students’ Association President 3 Elected Representatives Annual Report 2011-2012 17 . Those who do not have voting privileges are marked by an asterisk. Alma Mater Society President VP (Operations) VP (University Affairs) Academic Affairs Commissioner* Campus Activities Commissioner* Commissioner of Internal Affairs* Municipal Affairs Commissioner* Commissioner of the Environment and Sustainability* Social Issues Commissioner* Hospitality & Safety Services Director* Retail Services Director* Media Services Director* Nursing Science Society President Vice-President Engineering Society President VP (Student Development) 4 Elected Representatives Commerce Society President VP (External) VP (Internal) 2 Elected Representatives Arts & Sciences Undergraduate Society President Vice-President 8 Elected Representatives Aesculapian Society President 2 Elected Representatives Computing Students’ Association Physical & Health Education & Kinesiology Students’ Association President VP (Operations) VP (University Affairs) MBA Students’ Society President Vice-President Main Campus Residence Council President Vice.AMS Assembly (cont’d) The AMS Assembly is comprised of the members listed below.

such as new flooring at Queen’s Pub and new tables for Common Ground. Throughout the year. the Board approved a variety of capital expenditures deemed necessary for the long-term viability of AMS services. Board of Directors is the body that has been entrusted to manage the affairs of the Corporation by its members. The Board will continue to monitor the progress of the Corporation. using these documents as a base. This year was also the first that the AMS had operational control of the Student Life Centre. which resulted in an extensive update of the Board of Directors Policy Manual. It is the Board’s intention to see that this prudent financial management continues well into the future. This first year was very successful. The following are three key roles that the Board fulfills: a strategic management role.Board of Directors The Alma Mater Society of Queen’s University Inc. modernizing and streamlining many of the Board’s practices and procedures. Queen’s University and the SGPS. 18 Alma Mater Society . and the Board of Directors looks forward to maintaining a good relationship with the SLC management partners. and a support role. there will be a heavy emphasis on revising the corporate strategic plan and conducting a thorough remuneration review of the entire organization. The Board also undertook a governance review during the year. a financial role. keeping long-term objectives in mind. In addition to this. the Board and its committees monitored the financial and strategic progress of each of the services. The audited financial statements contained within this report illustrate the positive financial foundation that has been established through the Board of Directors diligent management work and collaboration. creating a whole new dimension of corporate oversight and adding over one million dollars to the AMS’ overall operations budget. The 2011-2012 fiscal year started off with the presentation and approval of corporate service goal plans and budget drafts. We will strive to continue making our decisions to best reflect the core values of the AMS as an institution to serve students’ interests. In 2012-2013.

Some related changes in this structure include: the addition of two Student Life Assistant Manager (SLAM) positions. these buildings provide tens of thousands of square metres of assignable space and facilities for student community governance and operations and constitute the principal location for the essential programs and services offered by students for students. The AMS governs.2012.000 of which the most significant portion was the AMS’ 50. cultural. Annual Report 2011-2012 19 . In 2011 . and various student-focused student organizations and University administrative offices. Collectively. including: faculty societies. The Student Life Centre is comprised of the John Deutsch University Centre (JDUC).431.8% contribution. greater Queen’s and Kingston community programs. the Student Life Centre operated as an AMS service (rather than under the Department of Student Affairs). entertainment and recreational activities. and broader learning and development out-of-classroom experiences. On May 1 2011. the Queen’s Centre. and provide and support the campus focus for the student-directed social. student clubs and organizations. a wide range of entertainment and retail products and services.Student Life Centre The Student Life Centre (SLC) buildings provide a home for the Queen’s student community. 51 Bader Lane (the “Grey House”). manages and operates these facilities directly or in partnership with the University and/or with the Society of Graduate and Professional Students. as well as MacgillivrayBrown Hall for increased student activity use and initiating a relationship with Athletics & Recreation for a renovation of the gymnasium level. and Macgillivray-Brown Hall. This success came after years of lengthy negotiations centred on the proposal that AMS management of student life space would yield the best programming and economic results. who is responsible for managing the reservation requests for all bookable spaces in the Student Life Centre buildings. SLC facility initiatives in 2011-2012 focused primarily on upgrading and renovating the JDUC. In 2011-2012. There is also a Reservations Coordinator. the Student Life Centre facility operations had a budget of $1. the Management and Operations Agreement came into effect. transferring management control of the Student Life Centre buildings to the AMS. specializing in Administration and Operations.

and the Vice-President University Affairs. In light of this highly successful undertaking and its significant improvement of the student recreation experience. Internally. The AMS website was completely revamped. the Executive introduced a number of changes and controls to improve financial oversight and to facilitate a more transparent budgeting process for commissions and offices. offering an exceptionally diverse range of competitively priced packaged and fresh products. it is likely that the AMS and A & R will jointly invest in future renovations. Roughly a month after the grocery store opened. This agreement was enthusiastically and unanimously approved by the AMS Assembly in the winter term. overseeing a year of excellence in student advocacy and government activity. they are elected in the winter term and are responsible for representing the interests of all AMS members and for the day-to-day management of the Society. The first of these centred on responding to a March Board of Trustees motion which had established a deadline for determining what should constitute the final student contribution to the capital costs of the Queen’s Centre in light of the University’s acknowledged inability to fund Phases 2 and 3 of the project. which recommended that insofar as only one third of the original project vision was delivered. In agreeing to a contribution slightly more than one third. This constituted a contribution significantly less than the Board sought from students. an underutilized building located on Barrie Street that is part of the student life space under AMS management. that the student contribution should be capped at one third of the originally approved $25.2 million of the last year of student funding would be committed by the University to improving student life space in the JDUC. Simultaneously. After months of detailed planning and negotiations with the University. VPOPs Ashley Eagan and VPUA Kieran Slobodin focused their attention on a wide variety of projects. but after negotiations the Board aquised.5 million contribution. on the student life front. The 2011-12 Executive. These renovations were concluded in late fall and now provide important recreation space for A & R with whom the AMS will be signing a contract making the space available for intramurals. the Executive overcame numerous obstacles to fill previously unused commercial space in the Queen’s Centre with the very first campus grocery store. As the 2011-12 Executive took office they faced three critical initiatives relating to student life space on campus. The store received an immediate and overwhelmingly positive response from students and has been consistently busy. Grocery Checkout 20 opened its doors on February 14. the City of Kingston and commercial retailers. a comprehensive review of the AMS constitution and policy manuals was conducted which led to the approval of a large number of amendments and updates to these critically important documents. 2012. Drug Smart Pharmacy opened in the Queen’s Centre.AMS Executive The three-person AMS Executive is comprised of the President. and the reinvestment of capital in AMS services and programming to enhance both their current and long term capacity to better serve students. Together. occupying yet another unfilled commercial space. accompanied by a timeline of the project’s history. the Vice-President Operations. indications were that students found the new site far easier to navigate and were successfully access- Alma Mater Society . President Morgan Campbell. the Executive had successfully delivered two commercial tenants to the new student life centre. The Executive authored a detailed report. Finally. the Executive first secured the condition that $1. and although this was not the first time it had undergone a significant redesign over the past decade. Through the summer months. The Executive partnered with the Queen’s University Information Security Office to conduct a full review of AMS IT security policy and the physical security of IT assets. the Executive entered into a partnership with Queen’s Athletics and Recreation to undertake significant renovations to MacGillivray Brown Hall.

the Bus-It program. ensuring the fulfilment of the Society’s mandate and mission.AMS Executive ing its regular updates and relevant content. the Office of Advancement. and media services of the AMS. This widely read piece consisted of a very candid assessment of what they depicted as an erosion of respect for student leadership by the University’s senior administration and the increasing exclusion of students from meaningful participation in governance and on critical issues affecting them. The VP University Affairs oversees the commissions and serves as one of two AMS representatives (along with the Academic Affairs Commissioner) on the Ontario Undergraduate Student Alliance (OUSA) Steering Committee. Additionally. wherein Queen’s would now become far more hands-on in students’ lives. completely new policy was written in this area that had to be coordinated with the Society of Graduate and Professional Students. Annual Report 2011-2012 21 . These latter initiatives were made possible by the Executive’s revitalization of the Communications Office and the emergence of the Marketing Office. Negotiations were successfully concluded with Queen’s Athletics and the AMS Health Plan provider. Student Care Network. hospitality. The President is responsible for the external representation of the Society and is ultimately accountable for the Society. internal academic issues. resulting in the imposition of a number of sanctions on the Bands that included a temporary suspension of their activities which extended to the Bands annual participation in the John Orr Dinner and Toronto Santa Claus Parade. the VP (Operations) administers and facilitates student activity fees. The VP (Operations) oversees the three directors who in turn supervise the retail. and university administration affairs. Two other accomplishments are noteworthy. The issue was resolved positively when the Bands recognized the need for change and were fully reinstated in January. “in the place of a parent”. The Executive concluded the year by writing an oped that appeared in the last issue of The Journal. the AMS Health & Dental Plan. an approach historically rejected by Queen’s. the Executive addressed a highly controversial issue surrounding the reveal that the Queen’s Bands pamphlets and official Songbook contained some very offensive content. Late in the fall term. In response to the lack of clarity surrounding the process for the election and/or removal of the student holding the position of Rector. The 2011-2012 President also directly oversaw the Communications Officer. The President also acts as the Chief Executive Officer of the Corporation and thus has a fiduciary responsibility to oversee the governance of the Society and its annual budget. The Executive enabled both of these offices to come to play central roles in support of virtually all AMS government and services undertakings. research and policy development. Describing an administration that has become excessively risk averse and out of touch with the longstanding Queen’s tradition of affording its students genuine responsibility in many critical areas of student life. The Executive undertook extensive consultation with the Dean of Student Affairs Office. having satisfied all sanctions and conditions. safety. and Queen’s Athletics. Referencing dramatic changes to campus alcohol policy and non-academic discipline that had been unilaterally proposed by the University. The Vice-President of Operations is responsible for all day-to-day operational and financial matters of The Vice-President of University Affairs is responsible for all political and educational matters of the society. to expand AMS Health Plan coverage to include athletic therapy. and the consolidated budget for the Society. the Executive identified what it believed was the current administration’s apparent adoption of the philosophy of acting in loco parentis. trust and mutual respect that have traditionally defined its relationships with the University administration. the Executive delivered a compelling cautionary note about the challenges that lie ahead for the AMS as it seeks to retain the collegiality.

COMMISSIONS
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Academic Affairs Campus Activities Internal Affairs Municipal Affairs Social Issues

Annual Report 2011-2012

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Academic Affairs Commission
The Academic Affairs Commission was created in 1991 when its functions were separated from the Education Commission which was renamed the Social Issues Commission in 1996. The Academic Affairs Commission is responsible for educating students on relevant post-secondary issues, advocating on behalf of students both internally and externally, and facilitating student needs through our various committees, coordinators, and services. The Academic Affairs Commission faced a number of challenges in 2011-12 during which many academic changes approved by Queen’s in past years, were implemented. SOLUS, the new student administrative system, went through the first round of registration over the summer of 2011. Unfortunately, communication about SOLUS was inadequate and many students struggled in adjusting to the new system. At the peak of course registration, the threat of a faculty strike in the fall emerged. The Commission encouraged the AMS to remain neutral during a heated and public dialogue between the administration and QUFA, advocating that both parties keep students’ best interests in mind and seek a quick resolution.This was also the first year that the tuition deadline change was implemented, requiring students to pay tuition in full by September 1st, instead of September 30th. Students were unable to validate their student cards if they had not paid their tuition in full, leading to concerns that students may be unable to access libraries, cafeterias, or the ARC. Regular communication with the Registrar was critical throughout these challenges. The GPA system was implemented on May 1, 2011, as was the practice of noting courses dropped after Open Enrollment on students’ transcripts with the notation of “DR”. The Commission was able to successfully reverse the latter policy with united support from student Senators, AMS Assembly, and faculty societies, which led to SCAP and Senate passing policy to retroactively remove “DR” notations from students’ transcripts. The GPA system, however, proved to be more challenging. Students’ concerns increased as the year continued, with frustration peaking in February and March of 2012 24 as students who were applying to graduate school, jobs, or external funding felt disadvantaged by the GPA system. The academic year ended with the Provost promising to continue to investigate how to address students’ concerns while maintaining best practices and standards. Several institution-wide planning processes were completed during the 2011-2012 year. The Strategic Research Plan process took much of the year, but the final draft incorporated sections of an AMS submission to the Plan, recognizing and prioritizing the value of undergraduate research opportunities. The Teaching Awards Committee switched to online nomination forms and received an unprecedented number of nominations – almost 100 in the fall semester alone. The Frank Knox Award was given to Leo Jonker and Alan Ableson. The Christopher Knapper Award was given to Christian Rojas and MaryAnne Laurico. At OUSA’s Partners in Higher Education Dinner in April 2012, the AMS recognized Dr. Eleanor MacDonald with the OUSA Excellence in Teaching Award for her contributions to the quality of undergraduate education. Following the constitutional change regarding external membership approval, the Assembly-appointed Special Committee on External Affiliation was to meet frequently to discuss the OUSA-AMS partnership. Unfortunately, the committee did not meet frequently and failed to submit a report. In response to the provincial election scheduled for October 6, 2011, the Commission launched a large-scale awareness campaign under the banner “VOTE: It’s a Big F#@%in’ Deal!” to encourage students to get engaged and to vote. The AMS hosted an on-campus debate with candidates from the four main political parties and organized three days of advance polls in the JDUC. The campaign was met with positive response from students, staff, faculty, and community members alike. The new Ontario government launched the Ontario Tuition Grant in January 2012 as a result of OUSA lobbying.

Alma Mater Society

and consistent record keeping between committees. The Commissioner took the budget template created by the VPUA and tailored it to the needs of the CAC committees. and Queen’s Model United Nations created a website that allowed delegates to engage with the conference online in real time. Charity Ball rebranded its Genie Auction fundraiser into Clarktion (a live auction that raised over $3000. changes to many CAC events enhanced their quality. highlighted by the introduction of many improvements to past practices. In addition to building internal strength. Although some committees still ran deficits (often due to receiving less sponsorship than anticipated). a culture of financial accountability was established throughout the Commission with sound templates in place for the future. which increased safety. The University District Hockey League was also established as an event hosted by the CAC. In some cases. enhancing outreach to student groups planning events. the CAC had several external goals for 2011/2012. Its largest accomplishment was bringing the Orientation Concert back to campus. Overall. Other internal achievements included the enhancement and clarification of the three Deputy positions. Overall. This is a significant achievement for a Commission that has faced perennial criticism for making inefficient or unnecessary use of student dollars. These included: establishing a Passport to Athletics program with Athletics & Recreation. reduced costs. the CAC’s events ran operationally smoothly and its volunteers had positive experiences. held at Clark Hall). The Deputies were given greater autonomy and responsibility for the decisions and spending of the committees they oversaw. The CAC’s biggest achievement was the review and improvement of its financial activities. and operational changes in certain events. Financial training and a written guide to the Commission’s financial processes were provided to volunteers. and facilitated community building. The Orientation Round Table (ORT) enjoyed a strong year as well. Secondly. Annual Report 2011-2012 25 . Athletics and Recreation decided against the Passport to Athletics program due to concerns over competition for sponsorship). The internal events also demanded more attention than anticipated. These goals were not met for a variety of reasons. and reform of the Senate Orientation Activities Review Board (SOARB) to be more representative of students. forming a network of community partners that provide programming aimed at students. This allowed for detailed tracking of expenses and revenues. resulting in more fulfilling volunteer experiences and a decreased demand on the Commissioner. leaving less time for external projects. the CAC developed sound internal processes that will allow it to grow both internally and externally in future years.Campus Activities Commission The CAC had a positive year in 2011/2012. external factors created limitations (for example.

it became necessary for the Commissioner to work with the VPUA to completely overhaul existing policies regarding both the election and removal of the Rector. The Commissioner also participated in a thorough AMS policy and document review that culminated in the approval of a large number of amendments by the Assembly. the Commissioner and the Judicial Affairs Director attended a large number of meetings with senior Queen’s administrators on this issue. The AMS Elections Team functioned well in both the fall and winter terms. Strongly supported by the AMS Executive.Commission of Internal Affairs The Commission of Internal Affairs (CIA) oversees matters relating to the internal operations of the AMS Assembly. In addition to the large number of student fee questions appearing on both referenda. new sanctions were made available through the provision of alcohol workshops. The Judicial Affairs Office performed very well. 26 Alma Mater Society . handling just over 80 cases. Ultimately. This effort was necessarily coordinated with the SGPS and was successfully concluded in the fall term. elections and referenda. The flagship Clubs Night events were returned to the JDUC and were well attended. standing steadfast on their insistence on the retention of a genuine peer-based system. The winter term brought a threeteam campaign in the AMS Executive election and a highly contentious NO campaign launched against the OPIRG fee facing its triennial review. The Clubs portfolio enjoyed another productive year delivering a range of resource based services for the growing number of campus clubs which by year’s end totalled roughly 250. Towards the end of year a comprehensive report delineating the AMS position was submitted to the University. the Committee produced a thoughtful and lengthy ruling that rejected the appeal. In an effort to address the role of alcohol in student violations of the Code of Conduct. the fall term saw the Elections Team very effectively presiding over a six-candidate Rector election. the student-run undergraduate discipline system. This was the third year of the salaried Clubs Manager working out of the CIA Office and this arrangement continued to prove effective. In response to the efforts to impeach the Rector in 2010-11 and the emergent lack of clarity in Queen’s University Council guidelines in terms of how to implement an impeachment. A major focus for the entire year lay in crafting a response to the University’s review of non-academic discipline. The latter resulted in a one-sided vote against the OPIRG fee which led to an appeal by OPIRG to the AMS Judicial Committee. and the administration of over 200 clubs and extracurricular organizations.

The Commission’s operating statement for this year was “To incorporate an action/student service oriented approach into the existing lobbying base of the Municipal Affairs Commission. The MAC has continued to lobby the City of Kingston and the university administration for improvements in the quality of life for students in the University District. The notable increases within the budget include the introduction of the Volunteer Opportunities Facilitator and the associated $1000 honorarium. rather than only lobbying important stakeholders. in terms of the number of volunteers. Overall there was a discernible increase in the awareness and visibility of the MAC in local media. the MAC succeeded in the creation of the University District Hockey League (UDHL).250 increase in the commission’s advertising budget. the University. The MAC increased its budget from $68. the introduction of the SMART Coordinator and the associated $1000 honorarium. the Summer House Check program. and the students. The failure to facilitate the installation of adequate University District signage was one of the very few unsuccessful initiatives for the MAC.” Consequently. the Commission has also been playing a key role in Town-Gown relations as it is the primary student representative for Queen’s students in the City of Kingston.000. the largest of the 6 AMS Commissions. the MAC attempted to directly affect the issues which chronically affect the strength of the relationship between the City. Annual Report 2011-2012 27 . as was the creation and use by students of an Interactive Housing Map. Moreover. The success of the committees under the Information and Advocacy Portfolio (SPADE. Breakfast Club) was notable. It is anticipated that next year the MAC budget will increase significantly to account for Summer House Check and SMART’s full time head manager. The rebranding of the “Student Village” to “University District” was approved by AMS Assembly and the MAC subsequently created the Student Maintenance and Resource Team (SMART) to help maintain the community. For 18 years. and a good start to the year. the MAC took on a different approach to the issues surrounding Town-Gown relations than it had in previous years. and operating expenses. United Way.000 (2010-2011) to $77. staff.Municipal Affairs Commission The Municipal Affairs Commission (MAC) is. the strengthening of the Golden Key Award for good landlords and the elimination of the Golden Cockroach Award for bad landlords. Additionally. The “Let Me Come Home” video and the non-existent Aberdeen Street Party were considered a success. and a $3. The MAC saw many highlights in 2011-12.

which left them with a surplus. including the Alternate Payment Arrangement with the Academic Affairs Commissioner. Anti-oppression sessions throughout the year were tailored to each group in attendance leading to an elevated amount of positive feedback and student engagement. up from around 100 total visits from 2010-11. which in past years have been anywhere for 1. The Ontario Public Interest Research Group received $1500. The PSC had a very successful marketing campaign throughout the year. The Commission also allocated Equity Grants this year to several groups that demonstrated a genuine commitment to equity and displayed a financial need to complete a specific project. Many committees had various aspects of their events donated or supplied by members.000 over budget. Finally. and the Queen’s Coalition Against Racial and Ethnic Discrimination received $750. Regrettably the Commission received no nominations for potential recipients of the Robert Sutherland Award or the AMS Anti-Oppression Award. The Food Centre also saw many students utilize its resources. There was a great increase in visitors. All publications were given a strict budget of either $5000 or $4000 and many of them came in under budget. education and resources. 28 Alma Mater Society .000 to upwards of 3. was created in 1969. The SIC enjoyed success in several areas. Women In Science and Engineering received $500. The completion of the Gender Neutral Bathroom Audit over the summer led to several bathrooms being switched to gender neutral facilities by the university. The mandate of the SIC is to work with issues of equity and oppression at Queen’s.Social Issues Commission The AMS Social Issues Commission. One of the greatest improvements this year was by far the publications. through awareness. a part of the Education Commission until 1996. Financially. with over 300 by the end of the year. The Peer Support Centre had a successful year. Both of these government side services stayed close to their budget assisted their bringing in many donations in order to supplement their costs. The committees all successfully held events. with none of them going over. the SIC worked with other commissions on projects. most of which were well attended and well received. while providing safe spaces for our students. most of the committees came in under budget.

and marketing and volunteer appreciation line items were also increased to meet the needs of the growing commission. Newly created in 2011-12. the CES evolved from the Sustainability Office. a $2 opt-outable fee that amounted to approximately $20. but became singularly popular and successful it did open in early March.000.000 and is used to fund student based sustainability projects on campus. Overall. internal and external lobbying. The allocation from AMS Assembly increased from $32. a QIDC conference.000 to $93. The commission achieves these goals through raising awareness. The transition to a commission reflects the growing importance attached to environmental concerns and the expansion of AMS service and programming in this critically important area. the Food Centre. Youth Mentoring Youth and the Bike Shop were also new additions with the majority of the latter’s expenses funded through a previous AMS Board of Director’s allocation. There were a number of encouraging developments. A large portion of this was attributable to the rollover of unexpended Sustainability Action Fund student fee revenue from 2010/2011. These grants funded the Queen’s Solar Design Team. a move out project. The CES oversees the Sustainability Action Fund. The CES faced many challenges in its first year beginning with the creation of a recognizable brand a commission largely unknown to students. only $6.000. and offering opportunities for students to get involved with sustainability initiatives.000. The Sustainability Assessment Team struggled throughout the entire year due largely to a lack of volunteers. the CES delivered a high level of both financial responsibility and promising new programming in its first year of operations. In terms of other increases. The Fund looks to support projects that have an environmental goal and include an aspect of community involvement or education. This year. In 2010-11. which was created in 2006 to address a growing concern over the environment. The Bike Shop took longer than expected to become operational. a biology final project.000 to $46. both at Queen’s and within the AMS. Greenovations was successful. Youth Mentoring Youth was introduced as a new initiative and it quickly established its value by facilitating four classes totaling over 100 elementary school students receiving valuable instruction. the CES gave out over $18. There were significant changes made to the CES budget including a substantial increase from $55. the salary of the commissioner saw an increase from the previous officer salary. The CES also received a $2. Lastly.000 of the grant was distributed. Annual Report 2011-2012 29 . Queen’s Fuel Cell Team and a company called Carbon Savings. retrofitting more houses than ever before and exchanging hundreds of light bulbs.Commission of the Environment and Sustainability The Commission of the Environment and Sustainability(CES) works to create a culture of sustainability and environmental consciousness. STRIVE hosted its second annual conference on water and it was very well attended.000 grant from Coca-Cola to help fund the community gardens. the backyard garden project oversaw the successful installation of three gardens.

OFFICES 30 Alma Mater Society .

32 33 34 35 36 37 Communications Human Resources Information Technology Marketing Student Centre Sustainabiliy Annual Report 2011-2012 31 .

The innovative new Blogs portion of the Campus News section allowed AMS staff a chance to connect with students on important issues . the creation of a Campus News section. Marketing Officer and VPUA to create a new website. the new site received over 800. A new myAMS. Using Facebook. Twitter and Youtube generated many new followers. and governments. thereby providing better and more expedient service to student needs. targeted posters. a campus calendar.and that decisions arising from those events were clearly communicated via a combination of live-tweets. a Contact Us form. Improved analytics allowed the CO to track successful content and learn how to improve communications from the AMS.000 views. created in 2010-11 to relieve the Communications Officer of the market research and branding portfolios. From the time of the website launch through the end April 2012. The priority of the CO was to work with the Information Technology Officer. Significant steps were taken this year to better define the role of the Marketing and Communications Offices through the creation and editing of several policies (notably Visual Identity Standards) but efforts must continue to ensure that AMS policy remains current and embraces rapidly changing communication and media technologies. press releases and blogs. it will nevertheless be critical for the CO to continue to evaluate new initiatives and introduce changes where necessary. and increasing boothing and other outreach opportunities.org launched in early August 2011 and received immediate tremendous feedback. productivity and accessibility of both offices dramatically improved and this was duly noted by students and university staff. 32 Alma Mater Society . an essential financial accountability document that had not been printed for the previous three years and through advertising decisionmaking events . The impact. as well as some marketing/advertising responsibilities. The Marketing Office. and centrally tracking student concerns. The Campus News section facilitated a significant increase in the issuance of AMS press releases to an average one per week. The second goal was achieved through publishing the Annual Report. the bi-weekly AMS Bulletin in the Journal and Golden Words. the broader campus and municipal communities. The Contact Us form proved to be a singularly effective tool for collecting feedback. Strategies in support of this mandate have been subject to considerable change over the last decade as the Office itself changed structurally and profound changes in media technology have occurred. enjoyed its first full-time twelve-month term. and increasing dissemination of information on important decisions/processes to increase AMS transparency. where previously this was achieved in person or through much less accessible social media profiles. The first was achieved through more frequent and effective use of social media. the website. and an eye-catching rotator for advertising events and news on the front page. facilitating response to urgent questions.Communications Office The Communications Office (CO) is responsible for facilitating communications between the AMS and its undergraduate constituency. Although the coming year begins with a sound foundation. The CO consistently focussed on two broad themes: increasing knowledge of AMS resources and opportunities to increase AMS accessibility. Important new features included a much more intuitive organization of information. The AMS also expanded its presence on social media by creating a Flickr account.AMS Assembly/ University Senate/ Board of Trustees/AMS Board of Directors .

the development of the AMS visual identity. enabling even smaller organizations within the AMS to tailor effective and efficient marketing and outreach campaigns. The Marketing Office serves. growing into its responsibilities and developing new areas of interest and attention. Some of the responsibilities entrusted to the Marketing Office include the undertaking of comprehensive market research initiatives. has been an effective and worthwhile use of time and resources. the AMS corporate services. the direction and organization of marketing caucus. creating a distinct entity that deals with critical operations in the AMS. and will emphasize the office’s role in the marketing of the AMS services. Further responsibilities were added to the position. and has effectively fulfilled its mandate over the past 12 months. and the AMS brand. The office was created in the year previous to assist in the mandate of the AMS Executive to increase the efficiency and proficiency of communication between the AMS’ government and services. and by all accounts. and the AMS elections and referenda. and the protection of the integrity of the AMS visual theme. informational and marketing campaigns. conducted and subsequently analysed. to the benefit of the AMS and many of its subsidiaries including the MHAC.Marketing Office The Marketing Office serves as a resource for the Commissions and Services within the AMS. the design and procurement of new promotional materials. the launch of the two new retailers in the Queen’s Centre (DrugSmart Pharmacy and GroceryCheckout). the AMS Food Centre campaign. Many surveys were designed. 33 Annual Report 2011-2012 . Its role is to assist in the creation of promotional material and advertising campaigns while conducting market research and ensuring the primacy and consistency of the AMS visual identity standards. The Marketing Office has also expanded on its mandate to conduct market research initiatives. Towards this end. The Marketing Office was also a key player in many wide-reaching awareness. The sheer complexity and number of duties which once fell under Communications meant that a significant portion of them were neglected from year to year. The Marketing Office will continue to grow off of this year’s successes. the Marketing Office grew quickly in this past year. as well as its professional visual presentation. The Marketing Office also serves as a consultative resource for any and all AMS subsidiary groups. including the Ontario Provincial Election GOTV campaign. thereby facilitating communication between the AMS and its constituent members. and the students of Queen’s University. The redesign and restructuring of the AMS brand visual representation was a key component to this year’s efforts. The AMS has dramatically increased its ability to communicate. The office has grown greatly from its origins in 2010/2011. in part. to reduce the quantity of responsibilities that were once under the purview of the Communications Office. The 2011-2012 academic year saw a significant amount of growth in the operations of the Marketing Office.

on which virtually all aspects of AMS activity are dependent. a new and comprehensive policy was written and approved at year end by the Board of Directors. Efforts in this area are likely to continue in the coming year. To enhance security it was decided to move virtually all workstations to the Windows 7 operating system. 34 Alma Mater Society .Information Technology Office The Information Technology Office (ITO) works to support the IT infrastructure. The ITO has continued to grow in recent years in terms of both employees and the range of services and support it offers. This project has been well received by students and will require ongoing maintenance and support from the ITO although the basic data will be generated by the MAC. Queen’s University IT lent valuable assistance to this process. In a significant development. The response from students to the new site was overwhelmingly positive and this was supported by a report was released by the AMS Marketing Office. Efforts will continue to enhance the website’s capacity to allow AMS services to sell or distribute products online. New workstations were purchased this year and a number of older workstations were formatted in order to eliminate all of the Windows XP computers. an external company contracted to create the new site. One important policy area related to security issues and in particular the treatment of confidential information. Although there remain some internal administrative matters to smooth out. consisting of both equipment and services. Another significant development was the establishment of a new audio and visual rental service operated through the ITO. Capacity strains and security considerations in this essential area of AMS activity warrant careful exploration of the best options to meet growing needs. The success of this project has been limited with not all new stations fully deployed as other IT priorities arose. The creation and launch of a new AMS website was one of the year’s major projects and entailed the ITO supporting the development efforts of Envision Online. initial indications have been very positive with revenue in excess of $6500 having been generated by the end of the year. The ITO also enjoyed great success in its collaboration with the Municipal Affairs Commission in creating an interactive online housing map. contracting out some services and an optimal personnel structure are all expected to be reviewed in the coming year. Though the course of the year it became apparent that existing policy covering IT considerations had become largely obsolete. A final initiative deserving mention is a service level agreement reached by ITO with the Engineering Society outlining the responsibilities of each side in terms of IT infrastructure and support. Agreements with Queen’s IT.

Megan Stanley (CAC Politics Deputy). training. Recruitment methods including structured boothing and rebranded materials such as pamphlets. the HR Office had the opportunity to develop a new “Jobs and Volunteering” section of the AMS website. the progressive discipline system as it relates to the service/office demerit system was examined and adjusted to more effectively allow these processes to assist part-time employees in the future. Municipal Affairs Commission. Volunteer of the Year Awards were given as follows.Human Resources Office The Human Resources Office serves as a support for both the corporate and government branches of the AMS.Corey Lablans.Evette Yassa (Peer Support Centre Marketing & Outreach Coordinator). the Opportunities and Outreach Coordinator. Campus Activities Commission. This position will also serve to alleviate the strain on the HR office during hiring season. The Human Resources Office works closely with all AMS managers through HR Caucus to ensure that discipline. In 2011-2012.Courtney Wilson (Breakfast Club Chair). Additionally. this office has facilitated the recruitment. defining very specific timelines and requirements for submitted manuals and implementing the “exit interview” for the first time. Volunteer of the Year Involvement. Social Issues Commission. The creation of the first salaried position under the Human Resources Officer was approved in the winter term. will begin in 2012-13 and is expected to allow for a continuous focus on recruitment throughout the year. a primary focus of the Human Resources Office will be to implement online applications for the Fall 2012 hiring season in association with the IT Office. It also flushed out the process of transition for full-time staff during 2011-2012.Troy Sherman (MAC Information & Advocacy Deputy). Yearbook & Design Services. Queen’s TV. Commission of the Environment & Sustainability. This position. Volunteer of the Year Community. hiring.Thompson Hamilton (Judicial Committee Chair). Looking to 2012-2013. In its eleven years of operation. Volunteer of the Year Camaraderie. banner bugs and an AMS video were utilised for pan AMS recruitment. This Office also coordinates with the Communications and Marketing Offices to advertise AMS hiring deadlines. and volunteers.Tyvon Greene (Sports Deputy & ORT Director). wage positions. Commission of Internal Affairs. promote involvement and demonstrate public appreciation to the amazing staff and volunteers that are essential to the functioning of the AMS. development and record keeping for all salaried positions.Liza Couse. Other areas of attention will lie in seeking consistency across AMS services and offices and the development of standardized policy on honoraria and performance evaluations.Chuk Odenigbo and Erin Blanchard (Greenovations Chairs). and appreciation practices across the services are universal and fair to all AMS employees. The HR Office continued to develop a complete record of job descriptions for all AMS positions as a separate document to applications. The idea of online applications was explored further and set up during Spring transition as a project to be implemented during the 2012-2013 school year. Work on the yearly database of all AMS employees and volunteers continued and a strong compilation of statistics records on service and volunteer position applicants was undertaken. Academic Affairs Commission. appreciation. hiring.Asad Chishti (YDS Photographer).Laura Skellet and Clayton Lee (External Advocacy Coordinators). Incorporated into this was the Opportunities Database created as a tool for applicants in the previous year. Annual Report 2011-2012 35 .

and increasing traffic and programming in the JDUC and Queen’s Centre. the nature of its utilization improved dramatically. A major challenge arose during the fall term when issues arose surrounding areas defined as “Shared Space” . The Queen’s Centre has been. Efforts were begun to establish a mechanism whereby disagreements regarding the administration of this space might be resolved. 36 Alma Mater Society . and the Queen’s Centre. specifically upgrades to MacGillivray-Brown Hall. Queen’s Centre. 51 Bader Lane (the “Grey House”). These buildings encompass a variety of services and spaces open to all members of the Queen’s and the larger Kingston communities. The transition was very smooth and assisted by the addition in the winter term of two new commercial businesses .Student Centre Office The Student Centre Officer (SCO) duties are primarily centred on supporting the activities of the John Deutsch University Centre (JDUC). The SCO’s job is to ensure the vibrant. defined as space allocated for the shared use of the AMS and SGPS. while ensuring that these investments are not unduly limiting of potential future use of space. This led to the hiring of an additional new AMS permanent staff member. the Facilities Manager. The priorities for 2011-2012 included improvements to club space. This was a watershed year for the SCO insofar as it was the first year of implementation of the Management and Operations Agreement signed with the University and SGPS whereby the AMS assumed administrative control of the Student Life Centre. Although MacGillivray-Brown Hall continued to pose challenges due to its location and common perception. and an expansion of the student staff all falling under the supervision of the SCO. The Student Centre Office directed its attention to the programming and exposure of MacGillivrayBrown Hall.a grocery store and pharmacy . programming in the JDUC. while simultaneously raising the aesthetic of the building. These spaces serve as venues for student events. Additionally. and offices for campus groups.in the Queen’s Centre. MacGillivrayBrown Hall. faculty meeting spaces. effective use of the various Student Life Centre buildings. and will continue to be developed to more fully and accurately reflect the diverse communities at Queen’s. MacGillivray-Brown Hall have been heavily centred on student initiatives providing clubs and AMS member societies the opportunity to gain as much exposure as possible.

Annual Report 2011-2012 37 .

SERVICES 38 Alma Mater Society .

40 41 42 43 Retail Hospitality Safety Media Annual Report 2011-2012 39 .

which made the used editions in the store obsolete. making them more accessible to students. Increases in course pack sales.Retail Services Publishing & Copy Centre 2011/2012 was dedicated to improving customer service and reducing waste at the Publishing & Copy Centre. accessible doors. Tricolour Outlet Tricolour Outlet was formed at the end of 2009-2010 from the amalgamation of the AMS Merchandise Services (TAMS. Tricolour Express ticket sales have been on a downward trend. and new. This year the P&CC made strategic investments that allowed it to overhaul the way in which it does cutting and business cards. This strong brand identity and recognition helped Tricolour Outlet increase its visibility on campus. something that both staff and customers are very excited for. enabling the service to offer lower prices and faster turnaround times. In its first year of operations. Another important focus for this year’s management team was the Tricolour Express. The P&CC always has and will continue to strive to provide excellent services at competitive prices for students at Queen’s University and the Kingston Community. the P&CC has had a very successful year with a strong financial showing. and wide-format sales demonstrate the service’s importance to the Queen’s community and the value it provides to students. In 2010/2011. Looking to the future. 40 Alma Mater Society . and the service will continue to emphasize its prominence in the Queen’s Community. Over the last 24 years the P&CC has grown from a small-scale copy centre into the production facility that it is today. Consignment sales were successful but not on par with previous years. demonstrating the importance students place on this service. Halting this decline and reversing this trend was an important challenge for the service. Tricolour Outlet succeeded in reducing its operating costs by 19% through streamlining of the staff and management teams and reductions in allocated expenses. Financially. a fresh coat of paint. The introduction of a new colour printer will enable the P&CC to cut colour prices next year as well. Tricolour Outlet has had a successful year. the Tricolour Express saw an increase in revenue of 5%. leading to a substantial cost savings. staff. This can be partly attributed to the influx of new editions of textbooks. Since 2009. Renovations will occur in early May and will include a new counter and expanded backshop area. furthering its importance to the Queen’s student body. Tricolour Outlet exceeded expectations by becoming the number one AMS recognized brand on campus as part of a Marketing Office poll. operating the Used Bookstore and Tricolour Outfitters) and Destinations. This has led to a nearly 400% increase in the number of wide-format posters sold. Procedures to reclaim expired consignments and payouts were revived. This year’s focus was increased recognition from Queen’s students. and faculty. In September. wide-format poster prices were cut in half. with a 35% decline last year. constantly expanding and improving on the services that it offers to the Queen’s community. Overall. This increase can be largely attributed to an extensive marketing campaign. black and white and colour printing. Many great strides have been made in this fiscal year to improve the financial situation of Tricolour Outlet. the Publishing & Copy Centre will be undergoing a major overhaul this summer to keep up with demand and trends observed over the last 5 years. its overall brand recognition and place within the Queen’s Community.

bouyed by the addition of premade sandwiches to the menu. Common Ground had increases in overall revenue and a general decrease in the service’s operating deficit. The Monday night event. This year the TAPS Head Manager became a part of a new group on campus. The expansion of the front section added ten more tables and approximately 40 more seats for patrons during the lunch and dinner rushes. This year. Common Ground’s marketing has become standardized. The creation of visual identity standards will help further the CoGro brand. The Lounge started off really well but declined in the second semester. The Hoe. The many challenges that the service faced were overcome and many successes were had. contributing to increased sales. Along with the service’s Director. The service is comprised of two establishmentsAlfie’s Nightclub and the Queen’s Pub. The 2011-2012 Common Ground staff built upon the success of the previous year. Record sales for food have been broken and sales overall have increased each month.Down (country themed). Annual Report 2011-2012 41 . TAPS has had a successful year. Common Ground implemented a back of house composting system that hopefully be expanded in future years. Much of the Events Portfolio attention was placed on this event but high sales proved hard to achieve. seeking improvements to the overall efficiency and consistency. the facilities portfolio had the large challenge of dealing with nearly bi-weekly equipment failure. The AMS Pub Services The AMS Pub Services (TAPS) provides a safe environment on campus for all students to experience quality service. CoGro Express sales continued to increase. Unlike other on-campus food service providers. affordable prices. Additionally. Common Ground offers a unique experience to all customers in that it is students serving students. In addition to Classic Rock. The Campus Alcohol Working Group. Financially. The management team strived to create a more comprehensive training week for the staff in August. As a result. Overall. Many of the policies that were discussed by the group could potentially hinder the service’s business. the construction of the new front section has tremendously increased sales. and OldSchool Hip Hop were added to the Friday night rotation. This is still an ongoing issue and the incoming Head Manager will now sit on a sub-committee. a focus was placed on premade sandwich sales and the marketing of CoGro Express as a viable alternative to Common Ground. concerned solely with licensed establishments on campus and how these polices can be best practiced and enforced. and the spirit of Queen’s tradition. TAPS experienced a successful year. the Head Manager had to attend monthly meetings in order to lobby for the well-being of the service. sales have been a bit more challenging. The staff were trained efficiently to ensure they could accommodate the new patronage. repairs and maintenance charges were over budget. At Alfie’s.Hospitality Services Common Ground Coffeehouse Common Ground Coffeehouse was created in 2000 to serve the Queen’s student body by providing students with consistent products of high quality at reasonable prices. At the Queen’s Pub.

For the first time in several years. this year’s consistency and quality of service provided by QSC was an improvement over last year but there were still some discrepancies amongst how the Senior Constables managed their shifts and about different expectations that TAPS and Clark managers held of the Constables. the 2011-12 Queen’s Student Constables created a service marketing plan. Student Constables can be found working at The Queen’s Pub. Discrepancies between different MOD’s were usually resolved by discussions with the Head Managers of these services. This drastically helped the image of QSC and made it more approachable to students. Overall. QSC strives to provide high quality peer supervision and support that ensures a safe social environment for all Queen’s students. These advertising campaigns were well received by the Queen’s community. Improved customer service is an ongoing goal of QSC that will continue into future years. Clark Hall Pub. promotional activities during Orientation Week and coverage by different media outlets on campus to promote the service and to recruit new staff for the 2012-13 year.Safety Services Queen’s Student Constables The Queen’s Student Constables (QSC) have been an important support resource to students since 1936. increase consistency among staff. This plan included monthly Journal ads. while upholding AMS and University regulations. semi-formals. Alfie’s. and many other events at Queen’s University. 42 Alma Mater Society . athletic events. The QSC Executive also actively worked to improve relationships with the other organizations they work with. clearly delineating their expectations of the service. orientation events. During the 2011-12 year the Queen’s Student Constables set out to improve their image. Mandatory customer service training was a large part of the service this year. and to be more accessible to students.

and is the only safe walk service in Ontario that pays its staff members. Walkhome held its second Walk-a-thon event and surpassed the first event with 523 walks. something that it will continue to pride itself on. an affiliate of Habitat for Humanity. Each year Walkhome organizes two Walk-a-thon events. One of the biggest accomplishments within the service this year was the change in management structure that will take effect in 2012-13. and has since grown to become the most used safe walk program in Canada. one of Walkhome’s biggest goals was financial responsibility. The addition of an Assistant Manager to the service will result in a smoother and more reliable operation. providing safe walks home to all students at Queen’s. By closely examining the ways in which the service spends money and the ways in which it handles student dollars. and increasing success in community outreach initiatives. the service was able to maximize its operational output while maintaining a fairly neutral budget output. it had a record breaking 514 walks in one night. Walkhome averages about 12. This year Walkhome saw increasing walk numbers. Looking ahead to 2012-13 Walkhome will continue to endeavour for increased visibility on campus. a number that continued to grow during the 2011-2012 academic year. and donated over $2000 to Queen’s Cares. Additionally. At the first Walk-a-thon event in November. putting less stress on the service in peak periods. Annual Report 2011-2012 43 . Queen’s Walkhome is also the only safe walk program that is completely anonymous. This position will also allow more time for marketing initiatives. In March. increased level of service use. whereby Walkhome donates $1 to a charitable organization within the Queens or the Kingston Community for each walk in an evening. raising Walkhome’s profile in the Queen’s Community. and a professional yet fun environment for the staff and patrons.Walkhome Walkhome was created in 1988. It employs 150 student staff members.000 walks each year.

2011-2012 saw a lot of new Focus Programming delivered by the station. and underground music. diverse opinions. Job Creation Partnerships. including Pride. Flying V Productions. 2003-2006 saw a transfer of operations of CFRC from Queen’s University to the Alma Mater Society. as well as speeches given by honorary degree recipients and special guests at the University’s convocation ceremonies. 44 Alma Mater Society . Community Foundation for Kingston and Area and the Community Investment Fund.ca. $3925 in Sports Sponsorship and $6845 in advertising were secured. CFRC broadcasts Queen’s Gaels football.9FM CFRC 101.Media Services CFRC 101. Financial successes in 2011-12 include greater advertising revenue. The station broadcasts 24/7 on 101. In 2011-12 the AMS and CFRC signed a Memorandum of Understanding (MOU) regarding CFRC’s separation from the AMS by 2014. Almost all of CFRC’s programming is produced by more than 150 active volunteers overseen and assisted by five paid staff. in order to comply with new CRTC regulations. Ale House. City of Kingston Arts Fund. In addition we were finally able to use the data from a recent listenership survey for ad sales and grants. helping raise our profile in the community. two Radio Art Pieces and two Radio Documentaries. OPIRG Kingston.9FM is Kingston. CFRC will work diligently to meet these challenges and to create a sustainable business model. Other successes include strengthening our existing partnerships with local non-profits. Going forward. Financial challenges this year included running out of allotted budget for items such as printing. Sleepless Goat Cafe. hockey and basketball games.9FM and online at cfrc. CFRC also received grants from the Community Radio Fund of Canada. Prisoners’ Justice Day. CFRC also purchased a tent and a flag used for outreach events. In the 1980s CFRC incorporated under its own non-profit entity Radio Queens University (RQU). broadcasting from Queen’s University since 1922. International Women’s Day and Aboriginal Awareness Week. CFRC also delivered three original Radio Residencies featuring two Radio Dramas. Black History Month. Ontario’s only campus-community radio station. etc. honoraria and marketing due to last minute successful grant applications and planning for the National Campus Community Radio Conference and 90th anniversary. along with debate on student issues that are not being covered by other media in Kingston. music promoters and local businesses such as OPIRG Kingston. offering alternative news. with more revenue still to come this month.

The Journal also recognizes the work of Gabe King. While Gabe will be missed. Volume 139 was a successful volume. editors. While Local revenue was not as stellar as last years’. the Journal has seen over 500 app downloads and its first mobile-advertising revenue. JPEGS. These boxes represent a new vision for the Journal’s distribution and will generate more visibility in both the University District and the rest of the Queen’s community. The Journal will continue to create innovative ways to reach both students and the greater Kingston community with information that is important to them. the Journal is excited to welcome Genevieve Cairns as the Journal’s Administrative Assistant. the growth of online revenue will continue to become more important in the future. and online content. introducing mobile app revenue as well. Throughout Volume 139. and online revenue. the Journal has gone from cutting and pasting on paper to PDFs. The Journal is proud to have many famous alumni doing great work in journalism and other fields. Starting from scratch. Moving forward in 2012-2013. This project had been in the works for a couple of years but was finally brought to the public. who has worked at the Journal for 28 years. The Journal strived to achieve these goals. Since its inception. the Journal will continue to uphold the high standards of journalistic integrity that it has brought to the campus over the past 139 volumes. In 2011-12 the Journal managed to increase national. with the slogan “Byte-sized Journal”. However.The Queen’s Journal The Journal’s mandate is to provide news relevant to Queen’s University and to provide opportunities for students to learn the various skills of journalism. The Journal was formed in 1873.000 surplus. The Journal ended the fiscal year with a $6. the Journal’s proposed outdoor news display boxes were approved by Journal Board and the AMS Board of Directors. demonstrating that the Journal’s paper publication is still strong among advertisers. local. we believe that the new incoming team will form solid relationships with the community of Kingston and will be able to improve upon the 2011-12 year. In addition to the mobile app. The app is designed to bring the Journal to students’ fingertips. One of the major achievements includes the introduction of the Journal’s mobile app to the Apple and Android markets. Annual Report 2011-2012 45 . and writers have worked at the Journal. Many of Canada’s great reporters.

The mandate of the service is to act as source of information and entertainment to the student audience. sports. With lower than expected expenses. QTV finished the year significantly ahead of its anticipated budget. interviews. With news. music. a national online network for university sports coverage. and one of the most advanced live streaming university sports programs in Canada. and in general the calibre of content significantly improved over previous years. The broadcast was a major success and received over 58. QTV will continue to strengthen its business model while expanding service in the Queen’s community. and live sketch comedy shows. QTV hoped to offer something for everyone. a weekly television show on TVCogeco 13. all while finding a sustainable business model that would facilitate the much needed growth of the service. QTV’s operating budget was able to expand and facilitate new projects such as live streaming. With these new sources in revenue. In addition the service launched a major partnership with Queen’s Athletics and Recreation to offer live webcasts of Queen’s Gaels sporting events. 46 Alma Mater Society . For the first time in the service’s history.000 views over the course of the weekend. QTV attempted to expand its news coverage as much as possible under the current format. while also providing professional experience in all aspects of television production. which represented over 73% of the service’s 2010-11 budget while representing less than 45% of the 2011-12 budget. QTV is leader among Canadian student television programs. the majority of the QTV’s revenue was not derived from student fees. and the strength of VideoFactory. to facilitate distribution of the stream. This year was also the first to feature a second salaried manager with the addition of a paid business manager. Financial growth is anticipated to continue as we renew existing partnerships and form new ones using the strong foundation of this year VideoFactory portfolio. with the 2012 AMS Elections being a noticeable high-point. Show Producers were given expanded autonomy to produce their own shows. The 2011-2012 Season featured five weekly shows consistently airing on a different day of the week. With daily content at QueensTV. The focus of the 2011-2012 season was to shift our primary distribution model from being a weekly cable show to daily online content. This year has been a remarkable step forward for the service and its future is very bright. with non-student fee revenue growing by more than 400%. All-in-all. This project culminated in the broadcast of the three day. The new position of Live Production Manager will ensure that live coverage of Queen’s Gaels sports continues to expand. The 2012-2013 season will see a massive expansion of our news coverage with the addition of a News Director and an additional news segment producer.ca. a restructuring in 2008 marked the start of a long process to make Queen’s TV a competitive and financially sustainable campus service. Unfortunately a lack of resources and a dedicated team made the expanded news coverage unrealistic on a weekly basis. eleven game broadcast of the Men’s CIS Volleyball Championships. While the service has existed since 1980. This new position was essential to the growth of QTV’s VideoFactory paid production services division.Media Services (cont’d) Queen’s TV (QTV) Queen’s TV is a student run television production service. QTV produced the championship coverage and partnered with SSN. and had its lowest deficit since adding a salaried manager in 2008.

YDS is a student-run service with the objective of creating high-quality publications. Despite several operational challenges.Yearbook & Design Services In 2011. which has since been produced continuously in 85 separate volumes. Annual Report 2011-2012 47 . streamline book distribution procedures and continue fostering a sense of tradition within the Queen’s community. Yearbook distribution also increased relative to its levels in previous years. YDS had to deal with several challenges of operating a newly formed service. Moving forward. Tricolour Yearbook. The earliest version of YDS came in the form of the 1928 Tricolour. YDS would like to engage with more students over social media. Yearbook distribution also slowly tailed off over the course of the year. Its core offerings remain the same: the Tricolour Agenda. and photography for the Queen’s student community. the service experienced a successful year. In 2011-2012. Visibility and engagement has also increased as demonstrated by interactions on social media and brand awareness surveys. Tricolour Publication Services was rebranded to form the current Yearbook & Design Services (YDS). and visual services. design. Expanding the operating structure through the addition of a marketing team also led to issues related to forming procedures and policies that would managed the group and it to succeed. Having a new name meant that the service would need to be marketed heavily within the first weeks of students returning. organizing graduate photography. This has been the first year in recent memory where the service has operated at a surplus.

FINANCIALS 48 Alma Mater Society .

48 49 50 52 53 54 55 Awards & Bursaries Funds & Other Operations Financial Statement Guide Balance Sheet Statement of Operations Statement of Changes in Net Assets Schedule of Internally Restricted Funds Annual Report 2011-2012 49 .

PI. scholarships are awarded to a refugee student and the scholarship is renewable for up to four years. the capital account balance of the fund as at April 30. 2012 was $339. 2012 was $10. Funds have been donated through student activity fees and raised through Project Millennium. 2012 was $163. 2012 . Funding derives from interest on capital held by the AMS and from interest earned on the loans to students. with a projected market value of $281.350 with a projected market value of $333. Selection is based on academic standing and/or financial need.710 .695 the income account balance in the fund as at April 30. One eligible recipient was identified in 2011-2012. etc. Agnes Benidickson. With 2011-2012 awards of $46. With awards of $500. transportation costs .874 . 50 Alma Mater Society . The Agnes Benidickson Bursary An endowed fund established by the AMS in honour of the Chancellor Emeritus. M. The bursary will help with the costs associated with adaptive technology. The income account balance of the fund as at April 30.242 with a projected market value of $23.787 Disabled Students’ Bursaries An endowed fund established by the AMS and Arts and Science ’82. “Students Taking Responsible Initiatives for a Viable Environment” (STRIVE). STRIVE Awards in Environmental Studies An expendable fund established by the AMS Committee. 2012 was $913. Bursaries are awarded on the basis of need. an eligible recipient was identified in 2011-2012.00.401.443 in 20112012 AMS Sesquicentennial Bursaries An endowed fund established by the AMS in 1990. With 2011-2012 awards of $2.800 the capital balance of the fund as at April 30.AMS Awards and Bursaries Alma Mater Society Accessibility Queen’s Bursary An endowed fund established by the AMS in September 2007 from funds accumulated in the Accessibility Queen’s Fund and awarded on the basis of financial need to students with disabilities who are registered with Queen’s Disability Services and who are not eligible for funding through the OSAP Bursary for Students with Disabilities.763. Awarded to an undergraduate student in financial need in any year of any faculty or school at Queen’s. With 2011-2012 awards of $12. Funded from annual AMS student activity fee donations. ’83. Bursaries are awarded to students in any faculty or school with preference to single parents with daycare expenses. 2012 was $140. the income account balance in the fund was $41.779. The capital account balance of the fund as at April 30. The Ida Mmari Scholarship for Refugee Students An expendable fund established by students of Queen’s University in memory of Ida Mmari of Tanzania.800 the capital account balance of the fund as at April 30.900 .156 . Funding is from annual AMS student activity fee donations. to assist disabled students attending Queen’s.688. and awarded to any undergraduate student at queen’s who combines environmental volunteer work with academic achievement. 2012 was $1. Work Bursary Programme An expendable fund established to cover the operating costs of a joint government/AMS sponsored program providing employment to financially constrained students. Funding for the programme from annual AMS student activity fees amounted to $75. As at April 30.065 the capital account balance of the fund as at April 30.637 with a projected market value of $1. 2012 was $2.027. The AMS Native Student Awards An endowed fund established in 1990 by the AMS and awarded to native students entering first year in any faculty or school at Queen’s with preference given to undergraduate students. Student Loans Programme An expendable fund established by resolution of the AMS Board of Directors in 1976 for the purpose of providing short-term loans to Queen’s Students. With 2011-2012 awards of $50. With 2011-2012 awards of $7625 the income account balance of the fund as at April 30.158 Queen’s International Student’s Association Bursary An expendable fund established by the Queen’s International Students Association (an AMS Club).566 with a projected market value of $64. With 2011-2012 awards of $1. 2012 was $37.

This agreement requires the establishment of a capital and operating reserve in support of the Student Life Centre facility costs. The balance of the fund as at April 30.384.5 million to support the capital costs of the Queen’s Centre project.071. The balance in the fund as of April 30. Transfers from the fund to the operating fund are made monthly at a rate fixed by the Board of Directors and are recorded as interfund transfers. The market value of these investments as at April 30. The balance of this fund as at April 30.000 Queen’s Intl’l Development Conference: $1. Queen’s Centre Fund The AMS had entered into an agreement with Queen’s University which sets out the terms and conditions relating to the AMS’s financial commitment of $25. It is composed of short-term money-market and equity securities.021.000 Annual Report 2011-2012 51 . 2012 is $1. 2012 was approximately $4. In 2012. Student Centre Fund The Student Centre Fund was established in 1991 to receive revenue from the AMS student centre activity fee and from Services’ space cost allocations.000 Queen’s Music Club: $4. Effective May 2011. These grants are allocated by a subcommittee of the AMS Board of Directors and is chaired by the Vice-President University Affairs.000 Queen’s Project on Int’l Development (QPID): $750 Kinetiq Hip Hop Appreciation Club: $630 Kingston’s Writer Festival: $4. 2012 was $205.063. 2012 of $546. Special Project Grants The following is a list of recipients of the AMS Special Projects Grants from 2011-12. • • • • • • • • Queen’s Health Outreach: $2.000 Queen’s Media and Journalism Conference: $1.AMS Funds and Other Operations Accessibility Queen’s Funds The Accessibility Queens’ Fund was created by referendum in 1988 to support the capital needs of Queen’s community members with disabilities on campus.5 million. the AMS. Accessibility Queen’s Committee directed expenses cover those arising from accessibility capital projects and also include annual ongoing accessibility programs and services. Health and Dental Plans Fund The Health and Dental Plans Fund was created by the AMS Board of Directors in 2001 to provide accountability and visibility of surpluses and deficits arising from the previous year’s actual benefits claimed as compared to the budgeted amount and to ensure that surpluses and deficits do not subsidize or draw on other areas of the AMS operations.872 in the fund as at April 30. Queen’s University and The Society of Graduate and Professional Students entered into the Management and Operations Agreement which provides for a sharing of costs associated with certain facilities referred to as the Student Life Centre such that surpluses and deficits arising from these costs will no longer be funded by the Student Centre Fund. Queen’s acknowledged that they were unable to complete the original project and therefore a new Agreement was negotiated. Student Life Centre Fund The AMS entered into an agreement with Queen’s University and The Society of Graduate and Professional Students as referred to above in the Student Centre Fund. As part of this new agreement the AMS is holding $500.870.272. The fund expenses included the AMS partnership portion of JDUC Council’s facility operations costs and in addition facility costs for MacGillivray-Grown Hall. Accumulated surpluses are to be used by the AMS to fund student centre facility based projects and improvements. 2012. There is a balance of $106.000 Ralph Nader Organizational Committee: $1. 2012 was $137. The funds balance as at April 30. Advantage Fund The Advantage Fund was created by the Board of Directors in 1997.000 plus interest earned on payments held which results in a balance in the fund as at April 30. 2012 was $489.

A review of the AMS balance sheet shows a high level of assets held in the form of cash or near-cash items. liabilities and net assets. Certain financial statements are included here to highlight the financial position and results of operations of the AMS. 52 Alma Mater Society . The operating fund represents the accumulated profits and losses from operations of the AMS over its history. The balance sheet is divided into 3 main sections: assets. The key here is “material error”. or the balance sheet as also known. As with assets. is a snapshot of the financial position of the AMS as at April 30th. the statement of financial position as at April 30th. An audit involves performing procedures. cash flows and internally restricted funds for the year ended April 30th and notes which comprise a summary of significant accounting policies and other explanatory information. it represents the “net worth” of the company. Assets are listed on a balance sheet in order of liquidity (i. a brief synopsis of terms and definitions follow to assist in the understanding of the financial statements and serve as a guide to the inexperienced reader. There may be errors but not significant to impact decisions made by users of the financial statements. and ultimately obtaining evidence to support reasonable assurance that the financial statements are free from material error. Net assets: Equity is the residual after deducting liabilities from assets. liabilities are segmented between obligations which will come due in the short-term (current liabilities) and those which will come due in the long-term. STATEMENT OF FINANCIAL POSITION The statement of financial position. A clean or unreserved audit opinion means that the auditors were able to satisfy themselves that the above conditions were met. In essence. The liabilities of the AMS consist only of short term amounts due to suppliers. the AMS has established internally restricted funds to handle the flow of money through projects outside normal operations (the Accessibility Queen’s Fund. These are known as reserves and are disclosed in the equity section of the balance sheet. Advantage Fund. Liabilities: A liability is something which entails future obligation. reviewing accounting estimates. The report describes both management’s responsibility and the auditor’s responsibility for the financial statements. Capital assets are recorded at historical cost and are depreciated (charged to operations) over a period of time determined by the Board of Directors. Assets: An asset is something which is expected to provide benefit to the firm now or in the future. The equity section of the AMS balance sheet is divided into a number of components. It is increased (or decreased) annually by the net income (or loss) from the operation of AMS services and commissions. changes in net assets. Over the years the Society has appropriated funds for specific services or projects.Financial Statement Guide INTRODUCTION The Alma Mater Society of Queen’s University Incorporated (“AMS”) prepares financial statements on an annual basis which are audited by an independent public accounting firm approved annually by Assembly. The financial statements are comprised of. assessing accounting principles used in constructing the financial data. ease with which the asset can be converted into cash). The Net Asset position of the AMS reflects the financial health of the AMS and its ability to meet its obligations at April 30th. AUDITOR’S REPORT An Auditor’s Report is provided to the stakeholders of the AMS on completion of an audit by an independent public accounting firm. The current auditors of the AMS are KPMG LLP. In addition. Copies of the audited financial statements including the Auditors’ Report may be obtained from the AMS general office.e. Finally. the statements of operations. government agencies and amounts held by the AMS on behalf of other non-AMS groups.

Financial Statement Guide money through projects outside normal operations (the Accessibility Queen’s Fund. Health and Dental Plans Fund. identifying an increase or decrease in cash and cash equivalents during the year.545. or revenue less expenses. the cash flow statement is concerned with the flow of cash in and out of the business. Advantage Fund.000 after interfund transfers. Schedules of Service. Also reported in the AMS statement of operations is the net activity during the year for the internally restricted funds. for a corporation for a given period. Notes to financial statements help explain specific accounting policies used by the AMS and additional details required for the assessment of the AMS’s financial condition.000 after interfund transfers for the 12 months ended April 30. The reported balance represents the amounts segregated by the AMS to be used for those specific purposes. which is a reduction of $2. Essentially. The majority of this reduction results from the payment by the AMS to Queens of the 2011 and 2012 Queens Centre project fees. STATEMENT OF OPERATIONS The statement of operations reports the results of operations. STATEMENT OF CASH FLOWS The statement of cash flows shows how changes in balance sheet accounts and excess of revenue over expenses affect cash and cash equivalents and breaks the analysis down between operations and investment activities. STATEMENT OF CHANGES IN NET ASSETS The statement of changes in net assets provides a continuity of the opening balance of each equity component and the ending balance for the 12 months ended April 30th. The composition of this number can be seen on the Statement of Internally Restricted Funds. and the Student Centre Fund). The breakdown of this number can be seen on schedules provided as follows. 2012. and Government Revenue Expenses and Interfund Transfers. Annual Report 2011-2012 53 . NOTES TO FINANCIAL STATEMENTS Notes to financial statements are additional information added to the end of the financial statements. The AMS reported a net surplus from operations of approximately $313. Other Corporate.

Net assets: Equity is the residual after deducting liabilities from assets. The liabilities of the AMS consist only of short term amounts due to suppliers. it represents the “net worth” of the company.Financial Statement Guide INTRODUCTION The Alma Mater Society of Queen’s University Incorporated (“AMS”) prepares financial statements on an annual basis which are audited by an independent public accounting firm approved annually by Assembly. ease with which the asset can be converted into cash). liabilities and net assets. liabilities are segmented between obligations which will come due in the short-term (current liabilities) and those which will come due in the long-term. 52 Alma Mater Society . Assets: An asset is something which is expected to provide benefit to the firm now or in the future. government agencies and amounts held by the AMS on behalf of other non-AMS groups. In essence. Over the years the Society has appropriated funds for specific services or projects. An audit involves performing procedures. The financial statements are comprised of. AUDITOR’S REPORT An Auditor’s Report is provided to the stakeholders of the AMS on completion of an audit by an independent public accounting firm. There may be errors but not significant to impact decisions made by users of the financial statements. The equity section of the AMS balance sheet is divided into a number of components. the statements of operations. is a snapshot of the financial position of the AMS as at April 30th. Certain financial statements are included here to highlight the financial position and results of operations of the AMS. assessing accounting principles used in constructing the financial data. The operating fund represents the accumulated profits and losses from operations of the AMS over its history. Copies of the audited financial statements including the Auditors’ Report may be obtained from the AMS general office. The Net Asset position of the AMS reflects the financial health of the AMS and its ability to meet its obligations at April 30th. In addition. A clean or unreserved audit opinion means that the auditors were able to satisfy themselves that the above conditions were met. changes in net assets. Advantage Fund. the AMS has established internally restricted funds to handle the flow of money through projects outside normal operations (the Accessibility Queen’s Fund. the statement of financial position as at April 30th. a brief synopsis of terms and definitions follow to assist in the understanding of the financial statements and serve as a guide to the inexperienced reader. Finally. Capital assets are recorded at historical cost and are depreciated (charged to operations) over a period of time determined by the Board of Directors. The balance sheet is divided into 3 main sections: assets. It is increased (or decreased) annually by the net income (or loss) from the operation of AMS services and commissions. Liabilities: A liability is something which entails future obligation. and ultimately obtaining evidence to support reasonable assurance that the financial statements are free from material error. reviewing accounting estimates. Assets are listed on a balance sheet in order of liquidity (i. These are known as reserves and are disclosed in the equity section of the balance sheet. The report describes both management’s responsibility and the auditor’s responsibility for the financial statements. cash flows and internally restricted funds for the year ended April 30th and notes which comprise a summary of significant accounting policies and other explanatory information. As with assets. A review of the AMS balance sheet shows a high level of assets held in the form of cash or near-cash items. STATEMENT OF FINANCIAL POSITION The statement of financial position. or the balance sheet as also known. The key here is “material error”. The current auditors of the AMS are KPMG LLP.e.

Essentially. The AMS reported a net surplus from operations of approximately $313. Advantage Fund. The breakdown of this number can be seen on schedules provided as follows. which is a reduction of $2. for a corporation for a given period. NOTES TO FINANCIAL STATEMENTS Notes to financial statements are additional information added to the end of the financial statements. STATEMENT OF CASH FLOWS The statement of cash flows shows how changes in balance sheet accounts and excess of revenue over expenses affect cash and cash equivalents and breaks the analysis down between operations and investment activities. Other Corporate.545. Schedules of Service. Also reported in the AMS statement of operations is the net activity during the year for the internally restricted funds. Health and Dental Plans Fund.000 after interfund transfers. The reported balance represents the amounts segregated by the AMS to be used for those specific purposes. identifying an increase or decrease in cash and cash equivalents during the year. The majority of this reduction results from the payment by the AMS to Queens of the 2011 and 2012 Queens Centre project fees. or revenue less expenses. and the Student Centre Fund). 2012.Financial Statement Guide money through projects outside normal operations (the Accessibility Queen’s Fund.000 after interfund transfers for the 12 months ended April 30. Notes to financial statements help explain specific accounting policies used by the AMS and additional details required for the assessment of the AMS’s financial condition. STATEMENT OF OPERATIONS The statement of operations reports the results of operations. and Government Revenue Expenses and Interfund Transfers. The composition of this number can be seen on the Statement of Internally Restricted Funds. STATEMENT OF CHANGES IN NET ASSETS The statement of changes in net assets provides a continuity of the opening balance of each equity component and the ending balance for the 12 months ended April 30th. Annual Report 2011-2012 53 . the cash flow statement is concerned with the flow of cash in and out of the business.

144 1.309. 2012. with comparative figures for 2011 2012 Assets Current assets: Cash Marketable securities (note 2) Accrued interest Accounts receivable Inventories Prepaid expenses Capital assets (note 3) Less accumulated amortization Other Assets: Student Loans Program $ 421.038.576 1. 710 $ 6.478 6. 640 3.251 3.133.225 41.452 8.595 3.494 383.079.226.171.290 2011 54 Alma Mater Society .836 155.925 26.225 250.964 41.539 286.744 5.287 383.964 250.105.503 $ 8.560 – 1.718 6.213.059.290 $ – 7.unrestricted Commitments (note 7) $ – 2.314 Liabilities and Net Assets Current Liabilities Bank Indebtedness Accounts payable and accrued liabilities Funds held for Queen’s Bands Funds held for Union Gallery Funds held for CFRC Radio Club Net assets: Net assets invested in capital assets (note 5) Other reserves – internally restricted (note 1(a)) Internally restricted funds (note 6) Externally restricted funds (note 6) Operating fund.764 3.324.629.000 5.671.629.093.331 498.597.787 286.346 653.178 68.510 15.900 26.457.648 28.895.876 21.689.999.527 581 2.366 4.220. 827 2. 470 $ 8. 930 14.Financial Statements THE ALMA MATER SOCIETY OF QUEEN’S UNIVERSITY INCORPORATED Balance Sheet April 30.994 168.820 $ 6.000 1.275. 351 21.232 620 2.999.314 $ 120. 203.

000 3. 899 325.000) (176) – 1.771 1.623 310.Statement of Operations THE ALMA MATER SOCIETY OF QUEEN’S UNIVERSITY INCORPORATED Schedule of Service Revenues.724 $ 6.420 – 51.416 474.891.487 220.001) 7.186) (8.609 1.377 23.626 1.523 263.132 60.183 – 61.872 $ (62.047 16.180 379.918.620 21.638) 92.110.866.485 Net Interfund Transfers Contribution $ 51.036.394 40.671 13.567) (7.269.295.217) 70.600 $ 248.916 29.988 1.503.222 – 2.167 31.161 51.217 (48.000 60.215 $ Expenses 184.884) 46.295 1.854 320.827 40.825 47.200 21.321 1. with comparative figures for 2011 2012 Revenue AMS General Office Board of Directors Communications Office Human Resources Office Information Technology Office Marketing Office Student Centre Office $1.197 $3.433 383.479 $ Net Interfund Transfers Contribution $ (16.738 $ 105.167) 12.984 48.519 – $ 2.308 59.440.552 2.128) 4.595 $ (99.843) (11. Expenses and Interfund Transfers Year Ended April 30th.927 29.000 – – $ (216.904) (42.496 83.551.901) 56.153 1.428 224.356 53.667 – 2.631) (23. 2012. 2012-13 statements will be seperate.361) $ – (13.417 2.303.505 *This figure combined the Queen’s Media and Journalism Conference with Queen’s TV.132 (9.695) (4. 2012.701 2011 Interfund Net Transfers Contribution (126.471) – – 13.926 Revenue $ 1.715 1.901 148.059 248. Schedule of Other Corporate Revenues.007 261.184 $ 5.849 313.237 49.521 363.248 1.772 491.105) $2. Expenses and Interfund Transfers Year Ended April 30th.853 62.180) $ 5.215 326.656 444.314.731 Expenses $163.147 42.103 (1.859 27.540.000) 22.266 26.770 – – – – – – – – – – – 6.736 Revenue $144.454.743 $ (51.029 Annual Report 2011-2012 55 .991 (17.283 Expenses $1.260.156 $3.639 369.335 – 5.013 1.462 $ 6.097.805 164.542 2.014 47.839 (70.437 393.083 8.150.786 1.189.253 328.032 54.176.023 334.778 46.867 – – 106.563 Expenses 1.109 1.243 – – (1.197) (5.986 311.547.350 17.668.026 159.077.944 15.735 – $ 143.387 107.005.786.169 $147.871.474 57.809 62.061 280.514 – 41.350 30.784 – $ 2.299 77. with comparative figures for 2011 2012 Revenue CFRC Common Ground Coffee House Convocation Services Food Bank Publishing and Copy Centre Queen’s Journal Queen’s Student Constables Queen’s TV* Student Life Centre The AMS Pub Services Tricolour Outlet Yearbook & Design Services Walk-home Service $ 168.367) (25.388 2011 Interfund Net Transfers Contribution $ – $ (18.779 – 4.167) $ 21.118 1.000) 60.862 1.223 (90.273 44.345.

093.049.457.953 120.000 Other reserves Internally restricted funds $ 5.823 434.845 412.059.000) 31.325 7.689.S.977) (4.964 Net Assets invested in capital assets Balances.503 (2.494 603 (59.820 2010 Total .725) Revenue $ 41.144 $ 1.924 75. 189 207.225 (174.488 $ 383.892 $878.093.269 12. end of year $ 286.718 527.126 71.718 56 Alma Mater Society .117 34.532 55.709 106.511 13. 485 (159.366 Internally restricted funds Operating fund $ 250. Expenses and Interfund Transfers Year Ended April 30th.671 5.A Social Issues Commission Sustainability Commission Vice-President University Affairs $ 45.000 2.449 12.236) 8.235 125.198.503 . end of year $ 248.266 42.700 $ 875. 043 68.U.Statement of Operations (cont’d) THE ALMA MATER SOCIETY OF QUEEN’S UNIVERSITY INCORPORATED Schedule of Other Government Revenues.000) (10.225 (2.690 44.$ 1.314 $6.538 23.683) $ 4.324 $ 5.566) 14.474) 18.901 12. beginning of year Excess of revenue over expenses (expenses over revenue) net of interfund transfers Net change in investment in capital assets Balances.407 11. 2012.435 (197.383 62.185 $ 286.332 447.828 $ 881.560 (3.896.000 $ 2.236 $ 250.104 (93. with comparative figures for 2011 2012 Revenue Academic Affairs Commission Assembly Campus Activities Comission Internal Affairs Commission Municipal Affairs Commission O.189 112.560 .895.002 Expenses $ 35.606 21.652 74.513 (34.186) 2.431 $ 930.040 40.346 Internally restricted funds Externally restricted funds Operating fund 2011 Total $ 6.818 71. 225 Other reserves $ 250.749) 272.152 $ (10.253 70.$ 1.382 1.996 70.859) Statement of Changes in Net Assets Year Ended April 30th.529) (8.289 37.000 $ 250. with comparative figures for 2011 Net Assets invested in capital assets Balances.231.488) $ 653. 2012.474 55.214) $ 1.808 (43. 444.864 Expenses $ 39.083 43.810 16.479 $ 2011 Interfund Net Transfers Contribution $ 5.718 653.059.275.936 87.943 5.468 $ 4. beginning of year Excess of revenue over expenses (expenses over revenue) net of interfund transfers Net change in investment in capital assets Balances.136 (272.245.689.445) 197.144 488.525 79.139 Net Interfund Transfers Contribution $ 6.197.$ 1.

542.692) - 2011 Net Contribution $ 19.015.732 (15.518 (80.346 2011 $ 102.566 198.371 $ 5.000 94.015.545.197.632 $ Expenses 30.872 $ 653.023.070) $ Revenue 55.870 $ 1.000 79.105 2.692) $ 2.219.526 38.735 Health and Dental Plans Fund Student Centre Fund 2.452 $ 7.272 106.266) Advantage Fund 2.000 80. 2012. Expenses and Inerfund Transfers Year Ended April 30th.007.732 (180.357 614.000 71.692) $ (32.272 Net Contribution $ 34.157.726 1.895.659 (59.394 Externally restricted Queen’s Centre Student Life Centre Total Restricted Funds - $ 725.144) $ 72.093. 2012.342) 55.560 2012 Queen’s Centre Student Life Centre $ 546.288) 35.324 $ 4.076 59.691.394 $ 4.324 $ 2.272 106.292.021 489.069 440.660 2.892) (3.926 Restricted Funds Year Ended April 30th.691.896 2.721. 144 $ $ 2011 - Annual Report 2011-2012 57 .926 - $ (32.092 330. with comparative figures for 2011 Internally Restricted Funds Consist of the following: 2012 Accessibility Queen`s Funds Advantage Fund Health and Dental Plans Fund Student Centre Fund Queen’s Centre Externally restricted funds consist of the following: $ 137.872) (653.000 94.048.142 2.000 (210.063.892 4.762 3.371) $ (3.048. with comparative figures for 2011 2012 Revenue Internally restricted Accessibility Queen`s Funds $ 45.558 $ 2.856.542.023.198.350 Interfund Transfer $ 5.558 $ 2.128 $ 4.632 $ 4.901 Interfund Transfer $ 5. 339 385.Statements of Restricted Funds THE ALMA MATER SOCIETY OF QUEEN’S UNIVERSITY INCORPORATED Schedule of Restricted Fund Revenue.251 Queen’s Centre $ Expenses 6.000 546.076 2.362 549.008.872 653.452 $ 7.214) $ 546.007.197.384 1.272) (106.144 $ (2.272 $ (546.856.071 205.

9FM Music Programming Manager Kym Nacita Spoken Word Programming Manager Fraser MacPherson 58 Alma Mater Society . Jake Edminston Business Manager Daniel Weinshenker Common Ground Head Manager Sam Guertin Assistant Managers Brittany Brewster Mackenzie Goodwin Keenan Randall Josie Qui Becky Rose Queen’s TV Executive Producer Eugene Michasiw Business Manager James McArthur The AMS Pub Services Head Manager Fay Yachetti Assistant Managers Daryoush Moezzi Jessica Flower Vince Castronovo Matt Kelling Emma Nicholl Sarah Koopman Kelly Walter Yearbook & Design Services Head Manager Alvin Suen Production Manager Hamza Bangash Queen’s Student Constables Head Manager Will Schwenger Assistant Manager Nicholas Cole Walkhome Head Manager Lorin Adams CFRC 101.Your Society 2011-2012 Executive President Morgan Campbell Vice-President (Operations) Ashley Eagan Vice-President (University Affairs) Kieran Slobodin Council Academic Affairs Commissioner Mira Dineen Retail Services Director Jeff Heenan Communications Officer Amanda Judd Clubs Manager Craig Draeger General Manager Annette Bergeron Journal Administrative Assistant Gabe King Campus Activities Commissioner Stephen Pariser Hospitality & Safety Services Director Gracie Goad Human Resources Officer Alex Miller Judicial Affairs Director Alison Sproat Information Officer Greg McKellar CFRC Operations Officer Kristiana Clemens Commissioner of Internal Affairs Mark Preston Media Services Director Dan Szczepanek Information Technology Manager Chris Whelan Orientation Roundtable Coordinator Dmitri Tchebotarev Retail Operations Officer John McDiarmid CFRC Business Manager Marketing Officer Andrew Baldanza Board of Directors Chair Mitch Piper Administrative Assistant Nancy Warnica Controller Lyn Parry Accounting Assistant Janice Kirkpatrick Student Centre Officer Gillian Shields Municipal Affairs Commissioner David Sinkinson Social Issues Commissioner T. Permanent Staff & Board of Directors Irina Skvortsova Service Management The Publishing & Copy Centre Head Manager Justin Brooks Assistant Managers Leah Macnamara Katherine Stasiak Emily Steer Tricolour Outlet Head Manager Dayna Shoot Assistant Managers Kait Babin Hillary Land Steven Brooks Alexandrina Shannon Queen’s Journal Editor-in-Chiefs Clare Clancy.K. Pritchard Commissioner of the Envrionment and Sustainability Adam DiSimine Officers.

Cha Gheill! Annual Report 2011-2012 59 .

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