The Big Plan: Give us your feedback!
Over the 2016-2017 leadership transition, the AMS will begin to develop a three-year strategic plan. This strategic plan will address issues identified in various focus groups, surveys and in discussions with various stakeholders across the campus. The draft available on this page is a basic first draft, we need your input to make the final version reflect what you want as students!
It is the aim of the Executive Committee that the goals and objectives outlined in this document will be developed and carried out over the next 3 years by the elected student executive teams, representative councilors, and permanent staff. The purpose of this document is to provide clear goals that will add significantly to the sustainability, value and importance of the AMS Student Society by addressing organizational weaknesses and building on our strong commitment to our members, and ensuring that their interest is served by the actions of the society.
This strategic plan will outline 4 organizational objectives, to be implemented in both the short term and long term. Each goal contains a brief summary of purpose as well as action items that target specific areas for improvement, continuity, and organizational growth.
During the research phase the Executive Committee and Council will do the following:
- Hold multiple focus groups with students, collectively gathering feedback from members throughout the spring of 2017.
- Execute the Academic Experience Survey, focusing on potential goals for the strategic plan.
- Conduct a goal-setting exercise with outgoing and incoming Executive and Council to identify targets this strategic plan should strive to address.
- Meetings weekly commencing in October 2016 until the documents’ completion in May 2017
Vision: By Students, For Students. The AMS has your back.
Mission: To improve the quality of the educational, social and personal lives of students at UBC Vancouver.
- Collaborative: Engaging and cooperating with internal and external partners as we continue to strengthen our relationships with on- and off-campus stakeholders.
- Data Driven: Consultation focused planning of new initiatives and advocacy to ensure continued relevancy to the student body.
- Approachable: Maintaining accessibility to the same student experience for all members of the AMS by ensuring fairness and equity in all aspects of the AMS.
- Progressive: Responsive to change and adaptable to the changing needs of students.
- Principled: Maintaining the integrity of the values and mission of the AMS in all things we do.
- Representation: Advocating in a demonstrably democratic way
- Engagement: Broadening our reach and awareness with the general student body and deepening our relationships with campus partners.
- EXAMPLE: Currently: 33% of students agree that they are well informed about the AMS. By 2019 we would like to increase this number to 80% awareness
- Support: Enhancing the relevancy and accessibility of the services we provide to students
- Development: Enhancing the internal operations of the AMS in order to enhance our capacity to deliver our engagement with, support for and representation of students at UBC.
Click on each of the headings below for more information:
Broadening our reach and awareness with the general student body and deepening our relationships with partners.
1.1 Broaden Engagement with Student Body
- Increase integration of awareness about AMS into all training and orientation programming across all departments of the University and within AMS subsidiary groups and partners (2017)
- Strategize offerings of the AMS Events department and establish set of flagship events on a 3 year timeline (2017)
- Utilize the Nest as a central Hub for students on Campus
- Compile report on opportunities for animation and secure necessary resources and subsidiary partnerships to materialize infrastructure and programming for implementation in 2019 (2018)
- Use large scale data tracking to track service based interactions with members and use this data to enhance relevancy of services (2018)
1.2 Deepen Engagement with Campus Partners
- Develop Partnership MOU documents with Campus Partners including Alumni UBC, UBC Recreation and Intramurals, Varsity, UBC Student Housing and Hospitality Services, CiTR and Ubyssey, Greek System, The Calendar.ca etc. (2018)
- Identify gaps in partnerships and representation (currently: international, commuter and minority group students)
- Utilize outreach networks to ensure campus partners receive streamlined feedback from the AMS on behalf of students as it relates to university and community consultation practices (2018)
- Re-analyze and refresh partnership MOU’s with Campus Partners (2019)
- Ensure AMS Athletics and Recreation fee arrangement has been solidified in an MOU based on report recommendations (2019)
1.3 Establish Longterm Partnerships with non-UBC Partners
- Develop expansive AMS Sponsorship package and content encompassing all facets of the AMS (2017)
- Conduct needs analyses of AMS and non-UBC partner needs to determine mutually beneficial arrangements (2018)
- Test trial-year partnership arrangement and draft multi-year partnership agreement (2019)
- Sign and file written partnership agreements (2020)
Enhancing relevancy and accessibility of services for UBC Students offered by and through the AMS
2.1 Ongoing AMS Services Reviews
- Implement AMS Services Review (2017)
- Establish Internal Policy on Regularized Services Reviews to ensure ongoing relevance to student needs (2018)
- Launch next AMS Services Review (2019)
2.2 Improve Support Structures for AMS Subsidiary Groups
- Improve oversight and support for Undergraduate Societies (2017)
- Undergraduate Society Handbook
- Mandatory AMS Orientations for newly Elected Representatives
- Standardized Governance Principles, Orientation Programming, Service Metrics and Elections coordinated based on feedback and input from constituency executives
- Develop a plan for ongoing feedback and experience improvements for AMS Clubs (2018)
- Implement Campus Vibe (2017)
- Analyze organizational structure as it relates to clubs support, benchmarking against peer institutions and implement any necessary changes
- Develop internal policy for bi-annual club’s management software review (2018)
- Develop visioning process for online campus-wide engagement platform, integrating renewal of clubhouse (2019)
2.3 Increase students’ access to and awareness of all services available on campus
- Work with university to streamline online portals to services and increase effective and relevant marketing practices for students. (2018-19)
- Advocate more robust partnerships between campus partners as they relate to student research and and job opportunities (2018-19)
- Complete draft “how to get hired after graduation” handbook in collaboration with other student societies (2020)
Advocate for UBC Students in a deliberative and demonstrably democratic manner.
3.1 Build Reputation for Advocacy
- Improve capacity for advocacy research to ensure data-driven lobby documents by more efficiently tracking student data (2017)
- Develop advocacy support networks to both internal and external partners including student associations and non-profits (2018)
- Strengthen federal advocacy through integrated programming with other student societies at SUDS (2020)
3.2 Build Reputation for Consultation
- Develop consultation agreement with UBC Administration to ensure transparency and accountability surround tuition and fee increases and policy changes (2019)
- Utilize outreach networks (see objective 1.2) to ensure campus partners participate in providing feedback on AMS and UBC consultation processes.(2018)
- Revision Campus Experience Survey be more representative of its diverse content. Ensure availability of statistics to inform any and all strategic decisions made (2018)
3.3 Improve Transparency around AMS fees and governance
- Provide Quarterly budget updates via website, accompanied by a “how to read the budget” document and video (2017)
- Host a quorate annual general meeting on a regular basis, actively advertise and live stream AMS council meetings (2018)
- Establish internal governance policy to ensure governance reviews happen every 6 years at minimum for all AMS constituencies as well as AMS council. (2018)
- Increase AMS Election and Referendum Ballot Voter turnout to a consistent 50% (2020)
4.0 Internal Enablers
Enhancing the internal operations of the AMS in order to enhance our capacity to deliver on our responsibility for service to students.
- Develop a promotion and communication strategy to improve awareness about the AMS.
- Website upgrades (2017)
- Develop Internal Communications Policy prioritizing ongoing feedback mechanisms and membership preferences (2017)
- Streamline all surveys sent out by AMS and subsidiaries
- Establish Communications Working group involving undergraduate society representatives, link with UBC Comms group
- Intensify communication efforts to incoming 1st year students and post-graduate alumni
4.2 Future Proof AMS Finances
- Develop Sustainable AMS Finance Policy that addresses the following:
- Logistics: Coordinate Budgeting timelines with Executive Elections (2017)
- Invest: Update AMS Bylaws to allow for sustainable investments and grow AMS Endowment to ensure long term stability (2017).
- Plan: Ensure AMS businesses stay competitive via ongoing SWOT analyses
4.3 Destination Workplace
- Create ongoing improvements for part time and full time staff at the AMS
- Upgrade open office spaces and office amenities (2017)
- Appoint an ‘AMS Fun committee’ (2018)
- Conduct bi-annual comprehensive wage reviews and ensure competitive salaries and benefits for all tiers. (2018)
- Implement an intranet (2019)
4.4 Digital and IT Systems
- Develop a cross departmental, coordinated approach to digital usage of IT systems (2017)
- Integrate ongoing feedback system for digital communications (2018)
- Collaborate with UBC to implement large-scale digital screen on future McInnes field (2019)