Q&A with AMS executive candidates

Have you been to www.voteach.com?

But in all seriousness designers would be responsible for the visual layout while ensuring the site is basic and easy to navigate, with simple links, a front-page calendar, and graphic breakdown of the AMS structure and operation explanation.

As an autonomous body outside the AMS, we do not have the ability to make SGPS pay, however through establishing discussion and meeting with both the SGPS and the University administration, we would encourage that all partners uphold their end of the agreement, especially with ongoing demands for space in the Queen’s Centre. We will pressure the administration to ensure that the undergraduate body is not being taken advantage of and that all members of the student body are contributing to this project.

In meeting with Queen’s School of Business Professor David McConomy, he has volunteered to teach the course over the summer. If there were any additional costs associated with the training it would be seen as a necessary expense in the training budget to ensure the proper financial accountability and fiscal management of student government and student money. The amount of money saved by such a program would far outweigh the costs of continued government waste and loss.

In a word: any.

With the potential for market instability and the rising costs of construction and materials, it is fiscally irresponsible for the University and the Queen’s Centre Project to not have a long term plan for costs or spiraling expenses, especially when they are gambling with student money.

If withheld, a decision which would be passed by the democratic student body of AMS Assembly, the money would be held in a fund until the University upheld its end of the agreement. Upon fulfillment of their commitment, the money would be paid in full.

The only repercussion would be the University upholding its end of the agreement in the Memorandum of Understanding to provide students with a continued level of quality services.

As quoted in The Journal on Jan. 25th, 2008, Andrew Simpson, Vice-Principal of Operations & Finances, said he would expect nothing less of an AMS Executive than to hold the University accountable for its commitments.

First it is important to understand we are not advocating for a library and gym open necessarily 24 hours a day, 7 days a week, 365 days a year, but rather extended hours in response to student demand, such as 24hr Stauffer during midterms or extended evening and morning hours for the PEC.

In meeting with Leslie Dal Cin, Director of Athletics & Recreation, and Herb Steacy, Associate Director of Facilities & Business Development, the option for extended hours and services is a viable option at the PEC. The liability details would be a concern, for instance the pool would not be able to operate 24/7, however both Directors’ main priority is reaching out to students and providing the best service possible.

In speaking with Martha Whitehead, Associate University Librarian, the option for a 24/7 Stauffer or extended library hours is also a viable option, however it would need to be based on observable student demand.

In discussions with representatives for both facilities, the biggest concern was not cost or operations but rather security and student safety. The largest cost would be incurred from increased security patrols or increased maintenance staff. Both facilities receive their funding for regular and extended hours from the University and this would be the expectation if hours were to be extended in consultation with University administration.

The Diversity Certificate would be a joint effort between multiple stakeholders including but not limited to:
• The AMS
• The administration
• The Human Rights Office
• Departments
• Faculty and Staff members

There are a lot of courses that currently exist on campus that have appropriate subject matter for the certificate program. Courses like Race and Racism and the History of Slavery would fit well. However, we want to ensure that students from across different faculties would be able to access the certification. For this reason, we would consider modeling the program more closely to the Corporate and Social Responsibility certification program in Commerce. This program includes weekend workshops to make the program more accessible. However, the details of the program must be worked out with the department and professors who would be the facilitators of the program. Ideally there would be different levels of certification to allow for as much engagement as possible by students in all faculties.

Queen’s first generation program seeks to reach out to students whose parents have not attended university, not to students of diverse backgrounds. There are other traditionally underrepresented groups that are still underrepresented on the Queen’s campus that must be considered when developing these programs. Early outreach programs are also a priority of OUSA, and schools like Western have adopted initiatives like hosting conferences for bright high school students from underprivileged backgrounds. Other ideas would include subsidizing transportation to March Break Open House. WCW would like to incorporate ideas like these into their advancement of early outreach programs.