Once hailed as the vanguard of student governance and representation, the AMS finds itself at a crossroads.
In recent years, the AMS has grappled with a myriad of challenges , which hindered its ability to effectively represent and serve the student body.
From marketing inefficiencies and leadership deficits, to engagement and inclusivity problems, the hurdles facing the AMS are emblematic of broader systemic issues of low youth engagement across the generation.
As someone who’s been involved with the AMS over the past three years, I’ve witnessed firsthand the disconnect between the AMS and the student population—its social media followers have barely increased in that time.
Despite commendable efforts in content creation and campaigns launched by the exceptional 2022-23 AMS marketing team, like the “AMS Asks U about Queen’s” series, the AMS remains confined within its internal circles, failing to engage the wider student body. This insularity has rendered the AMS irrelevant to many students.
Furthermore, the AMS’s failure to address the diverse needs of students highlights a critical deficiency in its advocacy efforts, which is particularly evident in the lack of communication with the student body during the University’s budget crisis. Rather than proactively representing student interests, the AMS has often been reactive these years, with external student groups like Students vs Cuts filling the void to advocate for student concerns.
In response to these challenges, it’s imperative for the incoming AMS leadership to strive towards inclusive reform to better align with the evolving needs and expectations of the student population.
First and foremost, the AMS must prioritize enhancing its marketing efficiency. While past initiatives have demonstrated creativity and innovation, they’ve fallen short in reaching most current students. The AMS must adopt a more targeted approach to outreach and collaborate with the University and faculty societies, leveraging platforms and strategies that resonate with students beyond already engaged members.
When addressing the persistent issue of low engagement, student leaders should first examine why the AMS deserves students’ attention when attempting to convey that its decisions are relevant to students’ lives.
It’s no secret students feel powerless and alienated from their student government. To combat this, the AMS must strive to bridge the gap and demonstrate to students their voices matter and that the AMS is actively working to represent them positively.
In addition to communication reforms, the AMS must dismantle the entrenched slate structure that perpetuates exclusivity and hinders diversity in leadership.
By disbanding the existing three-executive structure and adding additional roles to divide the workloads, the AMS could accommodate more portfolios with lesser time commitment each to attract more talent.
This change could help attract more students from other faculties as well, which would be a much-needed change from the current system. With uncompetitive salaries and long working hours, most students from faculties like Commerce and Engineering are unwilling to apply for positions in the AMS, leading to unpreventable nepotism, faculty monopolies, and political dynasties.
To represent all students on campus, the AMS must ensure more voices are heard and represented by breaking itself down to diversify its participation.
Transparency and communication are paramount in fostering trust and engagement within the student body. The AMS must prioritize open dialogue and regular updates on its activities and decisions, providing students with opportunities and a platform to voice their opinions and concerns. This can be as easy providing progress updates and new plans.
This must come from having an efficient communication process, such as creating centralized class accounts that can reach more students, especially those in lower years. By bridging the communication gap, the AMS can rebuild trust and legitimacy as the true voice of the student body.
It’s crucial for AMS Assembly to break free from the political bubble of not consistently talking with students outside the circle of governance, which often surrounds politics. Most students will never be motivated to participate in AMS Assembly, hence the need for regular discussion groups with specific topics or referendums on student issues. Good practices have already been demonstrated by the Engineering Society for years during their Council meetings.
Instead of making grandiose and abstract promises, student leaders should focus on setting tangible long-term goals.
The JDUC revitalization project, for instance, didn’t materialize overnight; it was the result of years of effort and planning by multiple successive AMS executives. By adopting a similar approach and implementing five-year plans for key projects and initiatives, the AMS can restore a legacy of progress and long-term positive change with future executive teams.
Finally, the AMS must empower student engagement by becoming visible and accessible across campus. This can involve its leadership members actively participating in student-run events, soliciting direct feedback from students, and creating opportunities for meaningful involvement in decision-making processes. By fostering a culture of inclusivity and collaboration, the AMS can harness the collective power of the student body to drive positive change.
The challenges facing the AMS are undeniably daunting, but represent a pivotal opportunity for transformation. By embracing inclusive reform, the AMS can reassert itself as a trailblazer in student advocacy and empowerment.
Moreover, it’s essential to acknowledge the systemic issues at play within the AMS. The current system may be flawed and prone to corruption, but it continues to function and sustain itself. However, there’s immense potential for improvement to create a more efficient and effective organization that truly serves the best interests of the student body. It’s crucial to recognize the shortcomings of the system aren’t the fault of any individual student leader.
Throughout my interactions with generations of student leaders, almost all of them assume their roles excited to hit the ground running. Most work beyond expected hours, but often encounter the harsh reality of limited impact one can make within their short term.
This realization often leads to feelings of disillusionment and frustration. By acknowledging these challenges, setting specific, realistic long-term plans during the summer to target the class of 2028, and committing to meaningful reform, the AMS can pave the way for a brighter future where student governance is truly representative and impactful.
Leo is a third-year politics, philosophy, and economics student.
Tags
AMS, leo yang, Student Engagement
All final editorial decisions are made by the Editor(s) in Chief and/or the Managing Editor. Authors should not be contacted, targeted, or harassed under any circumstances. If you have any grievances with this article, please direct your comments to journal_editors@ams.queensu.ca.