Advocating a ‘better, faster, stronger’ AMS, CHR embodies ‘effective social justice’
Anna Thomas, ArtSci ’10
The AMS has been called many things: clique, corporation, government, learning opportunity, resume padder and service provider. But the AMS’s function is to be a student union.
Although the language surrounding the AMS has changed—and its specific mandates have expanded—the AMS isn’t an extension of istrative bureaucracy. It’s a venue for strong advocacy by students for students.
Advocacy is one of those buzz words of this campaign season—along with the perennially promised voice, empowerment, sustainability and accessibility, advocacy is a word that means either everything or nothing.
For me, after reading CHR’s well-researched, ambitious and highly feasible 40-page platform, their use of “advocacy”can be firmly placed in the “everything” category.
Beginning with their commitment to enforce student rights at “fauxcoming,” to introducing Halal and Kosher food options at Common Ground, to ensuring Positive Spaces are accurately designated and throughout 40 pages of research, CHR presents a detailed, thoughtful and action-oriented plan for a “better, faster, stronger” AMS.
The extent of their research also shows how well they have already communicated students’ needs to s, businesses and other universities.
At a time when budget cuts overshadow any discussion at the University, CHR s a creative, lucrative and sustainable initiative undertaken by students in the Commerce and Engineering faculties. Solar s have sparked a lot of debate, usually in the statement “this is a good idea but not a good time.” The timing, however, is ideal. CHR took the initiative to speak with local businesses and have proposed a system that will generate revenue in a time of recession and student jobs in a time of empty Career Services windows.
As a fourth year, I’ll be leaving Queen’s in a couple of months. Getting involved in one last AMS election wasn’t on my list of things to do before leaving Queen’s. I could have gone ice skating. But when one team isn’t only better, faster and stronger, but also inspiring enough to dis-disillusion me, I could be apathetic no longer.
This campus has been through some difficult times. Incidents have forced all of us to consider how we define Queen’s, how we define ourselves and how we live together in a community.
For many students—myself included—this process has involved a painful loss of trust in our institutions.
A lot of talk about diversity and focusing on similarities does not a safe campus make.
Understanding the systemic, and often institutionalized, forms of discrimination at this university, acknowledging them—and pledging to combat them through strongly advocating for equity—demonstrates CHR’s maturity and commitment to effective social justice.
I urge everyone to research either the abbreviated or full CHR platform, become informed and—most importantly—vote.
The AMS is too strong to be weak at this time.
PNF’s dedication to keeping it ‘R.E.A.L’ makes the team a ‘breath of fresh air’
Britta Allen, Comm ’11, ArtSci ’11
Team PNF has the breadth of experience and diversity of outlook to be a dynamic, inclusive and capable AMS istration.
The team has experience in orientation leadership and understands that traditions shape our university.
Kasmet Niyongabo, vice-president (operations) candidate, organized the Grease Pole during Frosh Week, a much-loved Queen’s tradition. PNF will be able to ensure the role of the AMS and Orientation Round Table is to provide resources and for Frosh Week and ensure the unique traditions integral to our school are preserved.
PNF’s academic approach is reasonable and responsible. Instead of vowing to lobby the istration on unfeasible promises that aren’t within the scope of the AMS, PNF will keep it R.E.A.L. by lobbying on issues that matter and on ensuring student concerns are taken into when budgetary belts need to be tightened.
The team believes that only by building a strong relationship with the University will our academic concerns be most adequately addressed.
The team has experience in club leadership and resonates with students who are involved in the hundreds of clubs that make our school such an active place of learning and our community such a great place to live.
The team is lucky to have such an engaged vice-president (university affairs) candidate in Davina Finn. She served as the Arts and Science Undergraduate Society (ASUS) Society Affairs Commissioner, co-ordinating student volunteers and philanthropic-minded young people to give back tens of thousands of dollars and volunteer hours to our community.
The team has experiences drawing from two faculty-societies—which is much-needed considering the huge role these societies play at Queen’s. PNF has a seasoned, well-informed outlook on how the AMS can foster better relations with these faculty-societies that are so vital to student life.
The team’s presidential candidate has a managing background in the AMS services. He’s the only candidate with this experience. PNF understands the issues affecting AMS services from first-hand experience and will be able to bring necessary changes for the betterment of students when needed. They understand what changes can be accomplished within the scope of the AMS and have a realistic commitment to improving how the services are run. PNF’s approach is sensible and will focus on costsavings through the further integration of AMS services.
The team has—in Kasmet and Mitch—experiences as residence dons, who play such key roles in student life for our first-years and students in residence.
PNF will be able to build stronger ties with the residences and ensure the AMS is inclusive to the needs of newer students and those who live on-campus.
I believe PNF will act on what it promises and is the best choice in the executive elections. PNF is an experienced breath of fresh air that can change the way we look at the AMS and the role it plays in our student community.
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