Professional Documents
Culture Documents
The Gold Standard Final
The Gold Standard Final
Table
of
Contents
The
Team
.......................................................................................................................................................................
3
Rico
Garcia
...............................................................................................................................................................
3
Duncan
Peterson
...................................................................................................................................................
4
T.K.
Pritchard
..........................................................................................................................................................
5
Main
Campaign
Points
.............................................................................................................................................
6
1-
AMS
Accessibility
and
Approachability
.................................................................................................
6
2-
JDUC
Renovations
............................................................................................................................................
7
3-
Keeping
Orientation
Week
Student
Run
and
Frosh
Concert
on
Campus
................................
8
4-
Job
Bank
and
Tax
Return
Help
...................................................................................................................
9
5-
Course
Registration
Waitlist
....................................................................................................................
10
6-
Keeping
Non-Academic
Discipline
Student
Run
.............................................................................
11
7-
Prioritizing
Mental
Health
........................................................................................................................
12
8-
Financial
Transparency
and
Easy
Access
to
Information
...........................................................
13
9-
Queens
Rugby
League
...............................................................................................................................
14
10-
Club
Resources,
JDUC
Info
Kiosk,
and
Room
Booking
System
...............................................
15
11-
First
Year
Alfies
Night
..............................................................................................................................
16
12-
Plan
a
Smooth
Return
of
Homecoming
............................................................................................
17
13-
A
Sustainable
AMS
and
Student
Life
Centre
...................................................................................
18
14-
Ensure
Universitys
Financial
Situation
Does
Not
Jeopardize
Academics
........................
19
15-
Supporting
Student
Athletics
................................................................................................................
20
AMS
Commissions
...................................................................................................................................................
21
Academic
Affairs
Commission
(AAC)
........................................................................................................
21
Campus
Activities
Commission
(CAC)
......................................................................................................
22
Commission
of
the
Environment
and
Sustainability
(CES)
.............................................................
23
Commission
of
Internal
Affairs
(CIA)
........................................................................................................
24
Municipal
Affairs
Commission
(MAC)
.......................................................................................................
25
Social
Issues
Commission
(SIC)
...................................................................................................................
26
AMS
Offices
................................................................................................................................................................
27
Communications
Office
...................................................................................................................................
27
Human
Resources
Office
.................................................................................................................................
28
I.T.
Office
................................................................................................................................................................
29
Marketing
Office
.................................................................................................................................................
30
Student
Centre
Office
.......................................................................................................................................
31
AMS
Hospitality
and
Safety
Services
..............................................................................................................
32
Common
Ground
(CoGro)
..............................................................................................................................
32
The
AMS
Pub
Services
(T.A.P.S.)
..................................................................................................................
33
Queens
Student
Constables
(QSC)
.............................................................................................................
34
Walkhome
.............................................................................................................................................................
35
AMS
Media
Services
...............................................................................................................................................
36
C.F.R.C
.....................................................................................................................................................................
36
Queens
TV
............................................................................................................................................................
37
Queens
Journal
...................................................................................................................................................
38
Yearbook
and
Design
Services
(YDS)
........................................................................................................
39
AMS
Retail
Services
................................................................................................................................................
40
Publishing
and
Copy
Centre
(P&CC)
..........................................................................................................
40
Tricolour
Outlet
..................................................................................................................................................
41
-
2
-
The
Team
Rico
Garcia
Rico
is
a
3rd
year
student
doing
a
major
in
Economics
and
a
minor
in
Global
Development
Studies.
He
was
born
and
raised
in
Monterrey,
Mexico
and
moved
to
Canada
in
2009
to
pursue
his
undergraduate
studies
at
Queens.
Since
first
year,
Rico
has
expressed
an
interest
in
student
government,
starting
with
running
for
President
of
the
ASUS
2013
Year
Society.
He
was
successfully
elected
to
this
role
and
it
provided
him
with
the
opportunity
to
organize
events
for
his
class
while
learning
about
how
ASUS,
the
AMS,
and
the
University
as
a
whole
operate.
In
his
second
year,
he
was
elected
as
a
Student
Senator
for
the
University
Senate.
It
was
through
this
position
that
he
was
able
to
meet
Senior
Administrators,
represent
students
in
an
important
decision-making
body,
and
learn
about
the
Academic
priorities
of
the
University.
As
a
Senator,
Rico
sat
on
different
Committees
advocating
for
student
interests
such
as
the
University
Student
Appeals
Board,
the
Senate
Orientation
Activities
Review
Board,
and
the
Arts
and
Science
Faculty
Board.
In
third
year,
Rico
Garcia
became
the
President
of
the
Arts
and
Science
Undergraduate
Society
(ASUS).
Leading
the
largest
Faculty
Society
at
Queens
has
been
a
challenging
yet
fun
experience.
In
his
capacity
as
ASUS
President,
Rico
has
resolved
conflict,
negotiated
contracts,
and
led
a
cohesive
team
of
Commissioners,
Officers,
and
Chairs.
He
was
also
a
member
of
the
Queen's
Center
Student
Working
Group
(QCSWG)
and
was
thus
part
of
the
negotiations
surrounding
the
Queens
Center
Capital
Contribution.
By
virtue
of
occupying
this
and
his
past
positions,
Rico
has
been
a
voting
member
of
the
University
Senate,
Faculty
Board,
ASUS
Assembly,
AMS
Assembly,
and
the
respective
committees
already
mentioned.
Finally,
Rico
has
also
been
involved
in
non-governance
matters
while
at
Queens.
He
has
held
a
weekly
radio
show
of
Spanish
music
called
If
the
North
were
the
South
since
the
Fall
of
2009,
participated
in
both
Queens
Model
Parliament
and
Queens
Model
United
Nations,
different
intramural
leagues,
and
has
been
a
Gael
during
Frosh
Week.
Rico
currently
lives
in
Victoria
Hall,
where
he
is
a
Residence
Don.
-
3
-
Duncan
Peterson
Duncan
is
a
5th
year
Biology
student
from
Nanaimo,
British
Columbia.
Duncan
was
originally
attracted
to
Queens
by
this
universitys
very
strong
sense
of
community.
After
a
two
day
trip
in
his
grade
12
year,
he
knew
immediately
that
this
was
the
place
for
him.
Duncan became involved in student government as a chance to make new friends and learn more about the different opportunities available at Queens. Ultimately, however, Duncans first experience chairing an ASUS committee ignited a passion for student government that led him to organize, plan, and lead successful events and initiatives that have benefitted the student community at Queens. After gaining successively larger management and leadership roles in the Arts and Science Undergraduate Society and eventually becoming the Societys Academics Commissioner, Duncans focus shifted toward representing students needs and opinions. He was able to fulfill this desire through his current position as the Societys Vice-President and Chief Financial Officer. Duncan gained a substantial amount of experience in the fields of budgeting and planning by creating the Societys full-year budget over the summer months of 2011. This learning process cemented Duncans beliefs in financial accountability and transparency through the open viewing and discussion of ASUS current financial standing and future financial stability. Duncan was recently elected to the Student Life Centre Council by AMS Assembly and has observed some of the interactions and initiatives being undertaken by a diverse group of stakeholders at this university.
-
4
-
T.K.
Pritchard
T.K.
is
a
4th
year
student
working
on
a
medial
in
Drama
and
English.
He
is
from
Barrie,
Ontario
and
came
to
Queens
after
he
attended
an
enrichment
program
on
campus
when
he
was
12
and
fell
in
love
with
the
school.
T.K.s
involvement
with
the
AMS
began
in
first-year,
when
he
was
a
general
member
of
the
Education
on
Queer
Issues
Project
(EQuIP),
a
committee
in
the
Social
Issues
Commission.
In
his
second
year,
he
was
a
Gael,
chaired
Queens
Pride
Project,
was
a
member
of
Performance
Outreach
for
Students
Social
Education
(POSSE)
and
continued
with
EQuIP.
In
his
third
year,
he
chaired
EQuIP,
continued
with
POSSE,
and
was
nominated
for
a
Positive
Space
Award.
Currently,
T.K.
is
a
member
of
AMS
Council
in
the
full-time
position
of
Social
Issues
Commissioner.
In
this
position,
he
oversees
a
variety
of
committees
who
do
equity
work,
as
well
as
the
AMS
Peer
Support
Centre
and
the
Food
Centre.
He
also
sits
on
several
committees,
including
the
Student
Affairs
Mental
Health
Working
Group,
the
Queens
University
International
Centre
Council,
the
Council
for
Employment
Equity,
and
two
Council
of
Ontario
University
committees
that
work
on
domestic
violence
and
accessibility.
The
opportunities
which
T.K.
has
pursued
over
the
past
four
years
have
helped
him
to
learn
how
to
effectively
lead
large
groups
of
people
with
a
variety
of
opinions
and
views,
the
importance
of
teamwork
and
support,
and
how
to
produce
positive
results
under
pressure
and
in
negative
situations.
-
5
-
-
6
-
2-
JDUC
Renovations
This
past
semester,
the
AMS
resolved
one
of
the
largest
issues
that
it
has
faced
in
the
last
few
years,
the
AMS
Capital
Contribution
Fee.
There
had
been
ongoing
negotiations
since
last
year,
and
it
is
good
to
see
that
this
issue
has
finally
settled
now
that
AMS
Assembly
has
approved
the
agreement.
The
AMS
settled
on
an
amount
with
the
University
of
10.5
million
dollars,
but
1.3
million
of
that
sum
are
to
be
invested
in
renovation
projects
within
the
John
Deutsch
University
Centre
(JDUC).
As
Team
GPP,
we
want
to
make
sure
that
the
1.3
million
dollars
are
used
to
renovate
the
JDUC
and
provide
some
more
bookable
and
performance
space
for
students.
After
meeting
with
5
different
people
from
Physical
Plant
Services,
we
have
received
a
few
estimated
costs
and
ideas
about
what
can
be
developed
with
this
money.
In
these
meetings,
we
found
out
that
the
current
performance
space
in
the
north
end
of
the
JDUC
will
most
likely
no
longer
be
available
to
students
in
the
coming
year
because
of
current
negotiations
with
some
tenants.
This
being
said,
we
recognize
that
this
campus
is
limited
in
the
amount
of
performance/studio
space
available
for
booking
and
therefore
want
to
develop
Pigeon
Alley
into
a
bookable
theatre/performance
space.
After
meeting
with
contractors
and
engineers
from
PPS
we
have
acquired
a
rough
idea
of
the
estimated
costs
of
such
project.
The
space
that
we
plan
to
renovate
is
30x60
feet
in
size
and
the
approximate
cost
of
construction
per
square
foot
is
$350.
This
represents
an
approximate
initial
construction
cost
of
$630,000.
In
addition
to
this,
we
need
to
take
into
account
the
cost
of
architectural
design
and
engineering
which
is
approximately
10%
of
the
initial
construction
cost.
Moreover,
we
need
to
contemplate
the
PPS
fees
and
construction
permits;
this
can
add
another
$150,000
to
the
project.
Similarly,
we
need
to
take
into
account
that
a
cost
will
have
to
be
incurred
to
relocate
the
current
steam
line
and
pluming
tubes
that
exist
underground
in
this
space.
Finally,
adding
a
20%
contingency
mark
up
and
an
expected
yearly
cost
of
$30
dollars
for
utilities
per
square
foot,
the
project
can
represent
a
total
cost
of
slightly
under
$1.1
million
dollars.
We
had
initially
contemplated
expanding
the
Queens
Pub
on
top
of
this
performance
space
but
after
meeting
with
various
people
we
realized
this
wasnt
attainable
with
the
current
funds.
Having
said
this,
we
want
to
make
sure
that
the
new
performance
space
is
built
on
a
good
foundation
to
support
a
QP
expansion
in
the
future.
For
more
details
on
what
things
will
take
place
in
this
proposed
space,
please
take
a
look
at
our
section
on
the
Campus
Activities
Commission.
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7
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8
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9
-
-
10
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-
11
-
-
12
-
-
13
-
-
14
-
10-
Club
Resources,
JDUC
Info
Kiosk,
and
Room
Booking
System
With
the
Alma
Mater
Society
having
control
over
space
allocation
and
room
bookings
in
the
Student
Life
Center,
we
need
to
make
sure
that
we
are
offering
our
clients
and
tenants
the
best
service
possible.
After
seeking
input
from
every
club
listed
on
the
AMS
website,
the
Student
Center
Officer,
and
other
student
governments
from
other
Canadian
Universities,
we
have
determined
that
more
Club
Resources
are
needed,
a
better
room
booking
system
needs
to
be
implemented,
and
that
the
JDUCs
front
desk
should
also
serve
as
an
Info
Kiosk.
When
speaking
with
AMS
ratified
clubs,
especially
the
newer
ones,
it
was
surprising
to
see
how
many
of
them
mentioned
that
they
wanted
some
sort
of
Clubs
Guide
outlining
important
resources.
Team
GPP
would
like
to
have
something
similar
to
the
Event
Planning
Guide
created
by
the
Campus
Activities
Commission,
but
for
Clubs.
After
speaking
about
this
idea
with
Mark
Preston,
the
Commissioner
of
Internal
Affairs,
we
learned
that
a
Clubs
Manual
has
been
in
the
works
for
over
2
years
now.
As
AMS
Exec,
we
will
guarantee
the
completion
of
a
Clubs
Guide
so
that
Clubs
can
effectively
transition
from
year
to
year
and
understand
the
different
resources
that
both
the
AMS
and
the
University
have
to
offer
them.
Similarly,
we
want
to
make
sure
that
Clubs
are
aware
of
the
different
funding
opportunities
that
are
available
to
them
so
that
they
dont
have
to
struggle
to
find
this
information
and
we
want
to
negotiate
for
cheaper
and
accessible
off-campus
storage
for
the
clubs
that
need
it.
In
addition
to
the
completion
of
the
Clubs
Guide
that
Craig
Draeger,
the
AMS
Clubs
Manager,
has
been
working
on,
we
see
a
lot
of
potential
in
the
development
of
the
JDUCs
front
desk
into
a
university-wide
Info
Kiosk.
We
currently
have
an
online
calendar
where
Campus
groups
can
upload
their
events
for
others
to
see,
however,
from
speaking
with
many
students,
not
everyone
accesses
this
information.
We
want
the
JDUCs
front
desk
to
be
a
source
of
information
for
students.
The
University
of
Western
Ontario
has
an
Info
Source
where
students
can
go
ask
questions
about
clubs,
campus
wide
events,
sports
events,
and
many
other
different
services
and
resources.
By
centralizing
this
information,
students
will
be
able
to
go
to
one
location
with
their
questions.
We
dont
have
to
have
all
of
the
answers,
but
we
need
to
be
able
to
point
students
in
the
right
direction.
Finally,
after
meeting
with
the
Student
Center
Officer,
Gillian
Shields,
we
have
learned
that
the
AMS
is
already
looking
at
different
options
for
a
room
booking
online
system.
Event
Services
controls
Room
Bookings
through
the
Event
Business
Management
Software
(EBMS),
however,
because
our
bookings
are
mostly
free
of
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15
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16
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17
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18
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19
-
-
20
-
AMS
Commissions
Academic
Affairs
Commission
(AAC)
The
Academic
Affairs
Commission
is
available
to
support
students
throughout
their
academic
career
here
at
Queens.
The
commission
lobbies
to
improve
the
educational
experience
as
well
as
provide
academic
resources
for
students.
The
AAC
runs
events
such
as
the
Last
Lecture
on
Earth
series
and
Faculty
Jeopardy,
as
well
as
running
the
Academic
Grievance
Centre.
First,
Team
GPP
will
ensure
continued
support
for
students
throughout
the
transition
from
QCARD
to
SOLUS.
Going
forward
into
the
second
year
of
using
the
SOLUS
system,
many
students
still
have
questions,
and
Team
GPP
will
work
to
provide
answers
and
assistance
in
order
for
the
process
to
be
as
smooth
as
possible.
We
will
work
with
students
and
the
University
Registrar
to
provide
a
clear
guide
and
to
have
the
most
effective
responses
to
student
inquiries
over
the
summer
months
and
into
the
term.
Further,
Team
GPP
will
continue
to
support
and
address
concerns
that
students
may
have
regarding
the
GPA
changes
as
well
as
the
new
tuition
schedule
payment
timeline.
It
is
imperative
to
Team
GPP
that
students
are
informed
and
feel
comfortable
voicing
concerns
with
the
various
changes
over
the
past
few
years
which
affect
their
academics
and
tuition.
Further,
we
will
continue
to
work
with
the
Alternate
Payment
Arrangement
(APA)
which
was
put
into
place
this
past
year
due
to
the
changes
in
the
payment
schedule
to
allow
students
to
defer
the
September
1st
tuition
due
date.
We
will
work
to
ensure
that
this
process
is
in
its
most
effective
form
for
students.
The
Academic
Grievance
Centre
is
a
top
priority
for
Team
GPP.
We
want
all
students
to
be
aware
of
the
service
and
what
it
can
do
for
them.
We
would
like
to
increase
the
training
of
the
Officers,
including
working
more
with
the
faculty
societies,
as
well
as
anti-oppression
training,
in
order
to
serve
students
as
effectively
as
possible.
Team
GPP
will
implement
a
widespread
marketing
campaign
for
the
Academic
Grievance
Centre
through
the
AMS
Marketing
and
Communications
Offices.
Finally,
Team
GPP
will
work
with
the
Ontario
Undergraduate
Student
Alliance
(OUSA),
of
which
Queens
is
currently
a
member,
to
ensure
that
we
are
effectively
lobbying.
Team
GPP
will
solicit
feedback
and
student
input
to
take
to
OUSA
so
that
Queens
students
are
effectively
being
represented
in
our
collective
lobbying
efforts.
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AMS
Offices
Communications
Office
The
AMS
Communications
Office
is
of
extreme
importance
for
the
smooth
running
and
operating
of
the
Society.
A
few
years
ago,
this
Office
used
to
operate
as
a
Commission,
but
its
structure
was
eventually
changed
to
that
of
an
Office
under
the
direct
supervision
of
the
President.
The
Communications
Officer
is
tasked
with
both
receiving
and
communicating
information
that
is
relevant
to
the
student
body,
the
University,
and
to
the
Society
as
a
whole.
The
Officer
works
closely
with
Queens
Communications
and
any
outside
media
that
has
expressed
an
interest
in
writing
articles
that
relate
to
any
of
the
Societys
business.
Over
the
last
few
years,
and
with
the
increasing
role
of
social
media
in
student
life,
the
responsibilities
of
the
Communications
Office
have
increased
while
its
human
power
has
diminished.
When
the
Office
was
a
Commission,
the
Communications
Commissioner
had
a
sizeable
number
of
people
working
under
them
to
conduct
different
projects
and
facilitate
the
Commissioners
work.
With
the
current
structure,
the
Communications
Office
only
has
a
deputy
and
an
intern
working
within
this
important
Office.
After
speaking
with
the
current
Officer,
Amanda
Judd,
it
has
become
evident
that
this
Office,
along
with
the
Marketing
Office,
could
benefit
from
the
creation
of
a
Street
Team
that
allows
them
to
conduct
special
projects
and
reach
out
to
the
student
body.
With
the
new
website,
the
Communications
Office
could
really
benefit
from
the
addition
of
a
new
Web
Deputy,
capable
of
updating
information
onto
the
website
in
a
rapid
manner
and
reaching
out
to
Faculty
Societies
and
Clubs
so
that
their
events
can
be
featured
on
the
front
page
of
the
AMS
Website.
It
is
important
to
consider
communication
in
two
ways:
one
part
being
the
AMS
communicating
things
to
students;
and
the
other
part
being
hearing
from
students
and
facilitating
how
they
communicate
their
needs
to
us
as
student
leaders.
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I.T.
Office
The
IT
Office
is
integral
in
the
support
and
running
of
the
AMS.
Not
only
do
they
provide
technical
support
to
the
AMS
offices
and
services,
but
after
acquiring
the
equipment
from
Queens
IT,
they
now
also
rent
out
audio
visual
equipment
to
students
and
staff
at
a
small
cost.
The
IT
office
was
paramount
in
the
creating
and
running
of
the
new
myAMS.org.
Alongside
the
executive,
Marketing,
and
Communications,
the
IT
office
worked
with
the
external
company,
Envision,
to
run
the
most
effective
website
for
students.
They
continue
to
work
with
the
site,
and
work
with
AMS
employees
so
that
they
can
properly
use
to
site
to
serve
students.
Further,
the
IT
office
works
with
the
services
to
meet
their
various
web-based
needs.
Team
GPP
will
ensure
the
continued
effective
management
of
the
IT
Office.
We
will
work
to
have
good
relations
between
the
IT
offices,
and
all
of
the
other
AMS
offices
and
services.
IT
is
an
extremely
important
part
of
the
AMS,
and
we
will
make
sure
that
this
is
apparent.
Further,
we
will
work
with
the
offices
in
order
to
ensure
that
myAMS.org
continues
to
run
effectively
and
smoothly.
Finally,
we
will
help
facilitate
the
needs
of
our
services,
such
as
the
web-based
ordering
system
for
Tricolour,
in
the
coming
year.
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Marketing
Office
The
Marketing
Office
has
increased
tremendously
over
the
last
few
years,
and
it
has
done
a
great
job
so
far
under
the
leadership
of
Andrew
Baldanza.
We
believe
that
given
the
amount
of
work
and
how
useful
the
things
the
Marketing
Office
has
worked
on
this
year
have
been
for
the
Society
as
a
whole,
the
position
should
continue
being
a
12
month
position.
The
Marketing
Office
has
been
working
closely
this
year
with
the
Communications
Officer
and
many
our
platform
points
therefore
overlap
(particularly
that
of
the
Street
Team).
The
main
area
of
improvement
for
the
Marketing
Office
could
be
the
utilization
of
a
Street
Team
that
provides
them
with
the
availability
to
go
seek
students
and
obtain
their
feedback
and
input
for
different
AMS
related
products.
This
Street
Team
has
been
described
in
the
Communications
Office
section
and
it
is
something
that
the
Marketing
Office
could
also
take
advantage
of
and
thus
could
work
closely
with
throughout
the
school
year.
We
need
to
look
into
Marketing
not
only
as
a
tool
to
make
our
events
(and
those
of
clubs,
other
societies,
etc)
look
better
and
more
appealing,
but
also
as
an
Office
that
studies
the
market
that
students
comprise
so
that
we
are
organizing
events
that
students
want
to
attend.
We
want
to
make
sure
that
we
are
using
money
in
ways
that
students
want
us
to
use,
and
thus
this
Office
should
play
a
vital
role
in
obtaining
that
information
through
various
market
studies.
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Walkhome
Walkhome
is
an
important
safety
service
on
campus
that
provides
walks
around
campus
and
the
University
District
during
the
evening
hours.
This
AMS
service
is
unparalled
in
its
usage
compared
to
any
other
university
in
Canada
with
more
walks
performed
than
any
other
similar
service.
With
twelve
thousand
walks
last
year,
weve
seen
a
continuous
increase
in
the
number
of
walks
and
Team
GPP
believes
that
this
service
can
continue
to
plan
for
greater
usage
in
the
years
to
come.
With
this
said,
its
still
important
to
continue
building
this
brand
and
the
knowledge
of
it
among
the
student
population.
With
a
recently
increased
student
fee,
this
service
is
in
excellent
financial
condition
and
will
likely
be
meeting
its
budgeted
targets.
Team
GPP
will
continue
to
budget
for
approximately
around
zero
dollars
in
profit
as
we
understand
that
the
goal
of
Walkhome
is
to
provide
an
important
student
service
and
no
to
generate
any
sort
of
profit.
As
always,
one
of
the
greatest
challenges
of
Walkhome
is
trying
to
predict
the
nightly
usage
of
the
service
in
order
to
schedule
a
sufficient
number
of
walk
teams
to
meet
patron
demand.
With
previous
usage
data,
next
years
Walkhome
management
team
will
continue
to
plan
out
the
predicted
patron
need.
Team
GPP
also
believes
in
continuing
to
make
the
Walkhome
kiosk
a
welcoming
and
friendly
place
that
is
as
approachable
as
possible.
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Queens
TV
QTV
has
seen
immense
growth
in
the
last
year:
it
now
features
daily
online
content
releases,
in
addition
to
breaking
news
and
live
sports.
This
has
created
an
audience
that
is
more
aware
of
and
engaged
in
the
Queens
community.
However,
there
are
still
positive
changes
that
could
be
made
to
this
service
to
allow
community
members
to
take
greater
advantage
of
it.
We
hope
to
bring
QTV
closer
to
the
everyday
lives
of
students,
as
well
provide
them
with
up-to-date
news,
entertainment
and
content
through
the
introduction
of
mobile
applications
and
podcasts.
However,
to
aid
in
the
continuation
of
consistent
content
creation,
we
plan
to
investigate
additional,
more
permanent
studio
space.
This
permanent
studio
space
would
allow
QTV
to
create
more
elaborate
content,
in
addition
to
allowing
breaking
news
coverage
to
have
a
location
to
film.
To
make
the
growth
of
QTV
realistic,
current
and
additional
funding
sources
will
need
to
be
evaluated
in
terms
of
the
amount
of
advertising
revenue,
video
factory
production
revenue,
student
fees,
and
external
sponsorship.
A
combination
that
involves
video
factory
revenue
and
external
sponsorship
is
ideal
in
order
to
offset
the
necessity
of
increasing
the
amount
of
advertisements
currently
included
in
content.
We
will
also
be
pursuing
another
live-streaming
contract
with
Queens
Athletics
and
Recreation
for
the
upcoming
year,
which
will
provide
substantial
financial
benefit
to
QTV.
The
paid
QTV
Business
Manager
will
continue
to
build
relationships
with
both
off-campus
and
on-campus
groups,
in
order
to
sustain
the
demand
for
video
factory
services.
It
takes
time
to
secure
consistent
use
from
a
diverse
customer
base,
but
video
factory
revenue
has
luckily
been
increasing
at
an
excellent
rate.
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Queens
Journal
As
one
of
the
oldest
student
newspapers
in
Canada,
the
Journal
consistently
strives
for
high
quality
student
journalism
in
addition
to
providing
opportunities
for
students
to
develop
skills
that
are
not
taught
in
the
classroom
at
this
university.
With
such
valuable
opportunities,
Team
GPP
believes
in
strongly
supporting
the
AMS
media
services
in
order
to
protect
their
ability
to
offer
students
a
diverse
experience
that
will
give
them
useful
tools
in
their
future
careers
or
endeavors.
In
order
to
provide
this
service,
an
ongoing
struggle
in
the
current
economy
is
finding
local
advertisers
that
are
willing
to
spend
money
on
a
consistent
basis.
With
this
being
said,
the
Queens
Journal
has
been
continuously
updating
and
reinforcing
its
web
based
content,
which
also
allows
space
for
the
more
popular
form
of
online
advertising.
Team
GPP
believes
that
a
continued
emphasis
on
web
based
content
and
presentation
is
especially
important
as
our
society
continues
to
shift
to
a
more
web-centric
need
for
information
and
news.
To
further
this,
the
already
planned
mobile
application
will
also
allow
smartphone
users
to
continue
to
connect
to
and
view
Queens
Journal
content.
Team
GPP
realizes
that
Queens
Journal
will
be
financially
accountable
through
the
Journal
Board
and
continues
to
believe
that
editorial
content
should
be
under
the
purview
of
the
Editors
in
Chief.
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Tricolour
Outlet
After
the
Tricolour
Outlet
creation
in
2010-2011,
this
service
has
been
doing
its
best
to
re-brand
itself
among
the
student
population,
and
create
a
consistent
need
for
some
of
its
services
on
a
year
round
basis,
rather
than
just
in
September
or
January.
Some
success
has
been
found
as
this
service
is
projecting
to
loss
less
money
than
last
year,
but
significant
measures
will
need
to
be
taken
in
order
for
the
Tricolour
Outlet
to
meet
the
AMS
Board
of
Directors
targets
in
2012-2013.
One
of
the
biggest
advantages
that
this
service
has
on
its
side
is
its
positive
relationship
with
Coach
Canada.
It
is
immensely
beneficial
to
students
that
the
Tricolour
Express
is
able
to
pick
students
up
on
campus
rather
just
at
the
bus
station
on
John
Counter
Boulevard.
This
year,
the
AMS
will
also
have
a
new
online
ticket
portal
in
conjunction
with
Coach
Canada
that
is
the
first
of
its
kind
in
Canada.
That
being
said,
the
amount
of
profit
generated
off
of
each
Tricolour
Express
ticket
is
quite
minimal,
which
leads
Team
GPP
to
believe
that
in
upcoming
negotiations
with
Coach
Canada,
the
AMS
will
need
to
bargain
effectively
on
behalf
of
students
to
lower
Coach
Canadas
take
of
each
ticket
sale.
It
is
also
vital
that
the
Tricolour
Outlet
cement
its
marketing
brand
on
campus
with
the
additional
support
and
resources
of
the
AMS
Marketing
Office.
An
effective,
recognizable,
and
remembered
brand
is
key
for
the
growth
of
this
service,
especially
considering
how
new
it
is.
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