board of directors meeting minutes august 30th, 2010 · cus – aiesec ubc partnership proposition...

Board of Directors Meeting Minutes August 30th, 2010

Commerce Undergraduate Society| www.cusonline.ca

Attendance: Pia, Connor, Jacky, Jeff, Paulina, Michael, Tim, Daria, Khalil, Niki,

Chad, Alex, Ben, Negar, Serge, Siwan, Jenny, Daryll, Chris, Michael, Prina (Skype),

Melissa

Start: 6:00 PM

CUS – AIESEC UBC Partnership Proposition

See Powerpoint

Asking for $1500 to be shared between two conferences Questions & Comments:

Michael: If Sauder was giving the money, would we be the title sponsor?

o Sauder will be given highest priority of sponsorship because this will

be the largest amount donated Alex: What does AIESEC do?

o Develop student leadership, find internships for students

Niki: What makes you qualify for an internship? o People send in applications, which go through a board, and the interns

are screened

Tim: How does the conference fit into the organization? Is there a chance for students to get internships, or is it for students to learn about the

organization? How many Sauder students will attend?

o The conference is to develop student’s skills. Once people become new

members, the conference occurs in order to prepare the students to run AIESEC

o Typically one third of the conference is Sauder (20 – 30 students)

Connor: If the services AIESEC has to offer are already available through

UBC and the CUS, what makes this conference different?

o AIESEC increases the opportunity for students to gain a leadership role. With the quick turnover rate, more students will be able to help

run AIESEC.

Niki: How to become an intern? What is the delegate fee for each student?

o You can be a member, or be an outside interviewee. $170 and $100 Chad: Do you need money to access our marketing resources?

o We want to get involved in the CUS, and we believe that it’s a way for

the CUS to get more involved with AIESEC. Michael:

o Are we the first group you have approached for sponsorship?

We are planning on approaching the AMS

Paulina: How many students are currently involved in AIESEC? o 14



Comments:

Michael: There needs to be a value trade off for Sauder students in order to justify a sponsorship.

Connor: Great organization, however we need to maximize opportunities for

our students, and it doesn’t engage a large amount of students.

Paulina: In order to develop the partnership between CUS and AIESEC, you can utilize our marketing without funding

Tim: This wouldn’t increase Sauder participation significantly

Jacky: There is a similar organization called Go Global, which provides the same service

Be it resolved that the Commerce Undergraduate Society Board of Directors

financially supports the AIESEC Western Regional Conference and Coastal Conference by sponsoring at least $1 to the project

Favour: 0

Opposed: 6

Abstain: 1

Shinerama: Presented by Chris and Ben

See attached Questions & Comments

Michael: You should be contacting residences

CIVIC & Conference Budget Outline

See Attached

Questions & Comments

Prina: What is the revenue o Between $118,000 and $120,000

Chad: If budget is over, and they need more than $1,000 it will go to

referendum Michael: How many people have been hired

o We have 7 and we are looking to hire up to 15, and might need 5

volunteers on the day of Tim: What determines the CUS exposure and budget

o Sponsorship, ticket sales and dinner prices

Niki: Was the conference budget model helpful

o Yes

Be it resolved that the Commerce Undergraduate Society Board of Directors accepts

the Canadian Investment Conference budget as presented with a Commerce

Undergraduate Society contribution of up to $49,000



In Favour: 5

Opposed: 0 Abstain: 2

Motion Carries

Roundtable 2010 : Connor McGauley, CUS President

Conference that brings together students to discuss business

Up to now, nothing has been organized for the upcoming RoundTable

Looking to host the conference as a UBC joint effort

The event will be hosted in the Okanagan, and we will provide support

through our executives

This can attract students on a national basis, there is little risk with money,

however our brand name is at risk, although this is a good way to showcase

the UBC campuses

The CUS holds a strong relationship with CABS

This conference will be in March

Tim: Do we have the co-host title

o Yes

Michael: Will the Okanagan be using the Sauder Brand

o Our image and brand name is very present, however technically it is

not the Sauder School of Business

Be it resolved that the Commerce Undergraduate Society Board of Directors

endorses the Sauder School of Business to be the co-host for the Roundtable 2011

Conference. Be it further resolved that the Commerce Undergraduate Society

Board of Directors enacts the VP External as the Guardian and Liaison of

Roundtable 2011.

For: 7

Against: 0

Abstain: 0

Motion Carries

Sustainability Policies

Sustainability Declaration Policy

o Statement regarding sustainability’s influence on the CUS operations



o This policy outlines the long term goals and visions

Adjustments of current relevant policy

o Branding and communications

o Board Procedures Policy

Future Policies

o Executive Procedures Policy

Looking to have a Sustainability Award

o Tie green behavior to an actual financial incentive

CUS Sustainability’s Role within the CUS

o Promotes guidelines by giving tips or consulting services to initiatives

that want to be improved

o More prevalence on the CUS website

Questions & Comments:

Paulina: Can we do a declaration on all the values we have

o Yes, every value could have one page with an overarching goal

o We need to ensure that posted values are indeed the values of the

CUS

Niki: I like the idea of having a sustainability honour code and having a

legend indicating how well sustainability is occurring in the CUS

Michael: Give people many initiatives to be sustainable

Clubs Presentation: Chad Embree

See powerpoint Questions & Comments

Connor: Clubs are supposed to unite students in an industry, how much more

than $1,000 do you need for a wine and cheese event. We must deconstitute

clubs under the AMS and reconstitute them under the CUS Pia: People don’t seek their resources unless we show them. This could be

discussed at the executive, which would provide more value

Connor: There needs to be a constitutional amendment which outlines what the values are

Tim: You should figure out if the clubs support the new policies



Be it resolved that the Board of Directors Commerce Undergraduate Society

accepts and endorses the Clubs Report as presented For: 7

Against: 0

Abstentions: 0

Motion Passed

Work Updates:

Senate o Meeting with Doug Alderage in order to learn how to talk the history of

an undergraduate society

o The service council must hear about these policy changes AMS Updates

o See attached

Niki

o Ice Cream Social was successful, involvement package was completed, FROSH leader retreat to talk about important issues, meeting with

Shinerama, Business Week is approaching where CUS will have a

booth. Looking to bring back the first and second year dance. GALA Breakfast is approaching.

o Potential bar nights, in which tickets are sold, covering transportation,

Prina o The mascot is ready, which will be present for FROSH as part of

Sauder Squad

Jacky

o Looking into transitioning from Rezco Jeff

o Working with CCP, following up with portfolio members

Paulina – VP Marketing o Worked through the marketing plan for the international business

o Met with sustainability, struggling with communication between the

chairs

o Working on the website, the internal website, linked in, Facebook in order to best communicate information

o We got a cork board in SWING for CUS use

o UGO might have a new digital sign for it to be only for UGO and CUS information

o Communication guidelines and promotional resources have been sent

out Michael – VP Finance

o Report is almost done



Presidential Update:

Meeting with portfolio In Saskatoon, worked on the JDC West proposal for about 22 hours

JDS West is now owned by a board of directors, on which two Sauder alumni

sit on.

Working on CIVC model

Speakers Corner:

BOD schedule will be on Mondays, hopefully between 6-8 Mingle with MBAs

End: 9:12

CUS Board of Directors Meeting: AIESEC UBC

August 30th, 2010

Background

AIESEC is the largest student organization in the world existing in 1700 different universities and

situating in 110 countries. We administer a global internship program that allows young leaders to

travel to other countries for job opportunities to enhance their global mindedness and increase their

cultural knowledge.

The idea of AIESEC originally began in 1948 as a student initiative to exchange information about

various schools and programs that specialized in business and economics. Over the next few

decades, AIESEC expanded to include a variety of other internships, including voluntary

developmental projects.

The AIESEC Values

1. Activating leadership

2. Demonstrating Integrity

3. Living Diversity

4. Enjoying Participation

5. Striving for Excellence

6. Acting Sustainably

Organizational Structure

This global system functions strictly on student leaders, thus executed like a student-led business.

Each university chapter involved in AIESEC acts as an administrative team to:

1. Establish local partnerships with corporate companies to generate work placements for in-coming (non-Canadian) students. 2. Prepare local exchange participants to travel around the globe to their internship destinations.

Members of each university chapter are split into six administrative departments and overseen by

vice president’s in: Talent Management (internal HR), Corporate Relations, Alumni Relations,

Finance, Outgoing Exchange, and Communications. These VP’s make up an executive board

including that university’s AIESEC president and are one chapter of many across the country.

Canada holds a network of 28 university chapters, two of which are under development (Kwantlen

as one of them) and possesses one national committee overseeing the entirety of AIESESC Canada.

Broken into three different regions based on local realities, AIESEC UBC and seven other university

chapters from BC-Manitoba make up the Western Region of AIESEC Canada.

AIESEC UBC

Established in 1958, AIESEC UBC has an extensive relationship with AIESEC SFU and AIESEC UVic.

Due to AIESEC’s business-like operations, many Sauder students in the past have taken the

opportunity to develop their professional skills, network amongst other business students locally as

well as nationally, and gain a competitive edge for their future careers through AIESEC’s practical

experiences. Currently holding 50 members and planning to expand to hold 65 members after the

upcoming September recruitment round, AIESEC UBC is the largest chapter in BC.

In order to amplify student involvement in AIESEC, we develop our local leaders by initiating annual

conferences to educate our members and provide department focused training sessions to equip

them with effective techniques to excel in their roles.

Conferences

This coming October, AIESEC UBC will be hosting the Western Regional Conference (WRC) 2010 as

well as the Coastal Conference of 2010. Each year, the responsibility of hosting the Coastal

Conference is alternately passed on locally amongst Vancouver’s chapters, while Western Canadian

chapters annually bid to host WRC; AIESEC UBC won the bid for WRC and will host both conferences

this year.

Western Regional Conference

The Western Regional Conference brings together 150 delegates of the eight universities of

Western Canada to activate their potential as AIESEC leaders by:

Increasing understanding of AIESEC’s managerial tasks

Building regional networks

Sharing successful business strategies amongst various chapters

Establishing practical department focused simulation workshops

Sessions are arranged by members of the National Committee and facilitated by highly qualified

executive leaders, elected based on their historical performance.

Coastal Conference

Coastal is the Vancouver based conference held annually in early Spring in order to unite AIESEC

chapters from UVic, UBC, SFU and Kwantlen and collectively transition new members into their

AIESEC responsibilities by:

Developing their professional soft skills

Igniting passion and enthusiasm for AIESEC values

Identifying the specific Vancouver Region reality

Creating a strong interlinked local network

Sessions and simulations are organized by the local presidents and jointly facilitated by the executive

members of the local chapters.

The AMS Shinerama Faculty Cup

What is Shinerama?:

Shinerama is Canada’s largest post-secondary fundraising campaign involving

students from over 70 universities and colleges across Canada. The campaign aims to raise money and awareness for Cystic Fibrosis; the most common, fatal, inherited disease affecting young Canadians. Originally starting at the University of Waterloo in 1964, Shinerama was intended as a way for first year students to get involved in their school and give back to the community. By partnering with a shoe polish company, students would hit the streets of Waterloo and shine people’s shoes for donations.

Since then, the campaign has vastly grown and attracts more then 40,000 student volunteers each year in more then 60 Canadian towns, cities, and communities. While the scale of the campaign has drastically changed, each Shinerama campaign’s major event is has remained relatively the same as students head out into their respective cities and hit the streets to shine shoes, sing songs, play instruments, dance up a storm, and get crazy and creative to raise money for Shinerama. In the 2009, the National Shinerama campaign raised ~$990,000.00. This year we are aiming for the 1 Million dollar mark!

At UBC, Shinerama is going on its 16th year and is currently the AMS’s major

charity campaign as well as one of the largest across the campus. This year, the UBC AMS Shinerama has consisted of an exciting program of events throughout the summer, all of which lead up to Shinerama Week during the first week of school and our premier event, Shine Day on September 11th. On this day each year, over 350 UBC students hit the streets of Vancouver to help fight cystic fibrosis.

While the Shinerama campaign at UBC has always been a successful, the AMS is

looking to take the campaign to the next level. This year we want to break all previous UBC records by raising over $25,000.00, having more then 500 volunteers out to Shine Day on September 11th, hold more events, get more people involved, and generally raise the awareness of the AMS Shinerama campaign at UBC. One of the ways we want to do that is…

The AMS Shinerama Faculty Cup Competition!!!

So What is AMS Shinerama Faculty Cup?:

One of the major goals of the AMS Shinerama campaign this year is to get more groups on campus more involved! And what better way to do that then thought a little healthy competition between the faculties at UBC! So without any further ado, allow me to introduce the AMS Shinerama Faculty Cup!

What it is?: The faculty cup is a competition between the different faculties of UBC to see

which faculty can raise the most money before and on Shine Day. This can be done two different ways:

- 1) By donate to the campaign online through your faculty team (any club, organization, or individual can donate!).

- 2) By having people come out to Shine Day on September 11th.

What are the Prizes?: So this is probably the burning question in your head right now. Well rest assured, AMS Shinerama wants to go big or go home. As such, we have three major prizes for the faculty who wins the competition:

- 1) Bragging rights. o You get to straight up gloat about how you are superior to every

other faculty at being awesome! - 2) AMS Shinerama will be donating pizza lunches or dinners for all of your

faculty executive/council meetings from October 1st to December 3rd (the end of classes 1st semester).

- 3) Possession of the brand new, massive Shinerama Faculty Cup trophy to proudly display in the location of your choice for the next year.

o Each year the winning faculty exec will be engraved on the trophy.

How to Raise Money Online: While the AMS Shinerama team doesn’t want to see faculties having to dump huge amounts of their own money into this competition to win, why not others? The Shinerama online donations page is a super-simple, super-easy way to add an extra little punch to your total amount raised. To donate online:

- Go to shinerama.ca. - Click on the orange “donate” button in the top right corner. - Click on the “Register Now” button. - Fill out the requested information and join as a “Team Member” of your

faculty team by searching that team (ex. of a name team would be “UBC Arts”).

- Then click on the “Join this team” button and fill out the information. - Type in your personal fundraising goals. - Add any videos, images, and edit the stock message if you like. Feel free to

jazz up your page! When done, continue the registration. - Choose whether you’d like to use your email account to send out the

donation message out to everyone or Shinerama’s. - Add some social media help. - And start fundraising! - Using the personal message they provide or you’re own, email friends,

family, and everyone you know hoping that they will donate. Tell them to pass along the email to people they know and make the web even bigger!

How to Raise Money on Shine Day: As previously mentioned, Shine Day is the AMS Shinerama’s premier charity event. This year, Shine Day will be taking place on September 11th, starting at 10:00 a.m. On that day, students will hit the streets of Vancouver to shine shoes, sing songs, play instruments, dance up a storm, and get crazy and creative to raise money for Shinerama. When students arrive at the SUB Ballroom for registration that morning, they will be asked for their association (aka a club, a fraternity, a sorority, a residence, or an independent). When a student registers as a faculty, they will be put in a group that day comprised completely of other students in their faculty and all of the money raised by the team that day will go towards the faculty’s total amount raised. On average, each volunteer on Shine Day raises $35.00. So the more people you have out under your faculty’s banner, the better you’re the chance at winning the competition! So all you need to do is tell students to come out to Shine Day (spread the word to everyone using your MUG group, your email server lists, your FROSH events, and anything else!).

*This is by far the easiest way to rake up your faculty’s “money raised” while doing the least amount of work!!!*

After September 11th, we will rack up the totals from both the online donations and the Shine Day fundraising and will let each faculty know who won!!! Check out our website at ubcamsshinerama.ca for more information! If you have any questions, please feel free to call/email me! Christopher Roach 604.561.0445 [email protected]

CUS Recognized ClubsConsultation 2010

A Report by the Policy andProcedures Committee

Prepared for:CUS Board of Directors

August 30th, 2010

Executive Summary Clubs Consultation 2010

Page 1 of 13

Friends, colleagues, and fellow Directors of the UBC Commerce Undergraduate Society,

Clubs have been an important part of student life at UBC for the past 95 years. With over 300 clubs on

campus, everyone can find something they like. Clubs within Sauder play an important role: providing a

glimpse into potential careers in specific industries while having some fun. However, we need to ask

ourselves if the status quo of clubs with Sauder is satisfactory. After a consultation with the clubs, there

are certain challenges present that need to be addressed. Specifically, challenges exist around funding,

communication, resources, recognition, engagement, and governance. In the interest of continual

improvement of the student experience, the CUS should act to enhance the value clubs provide to

students. This would involve:

‐ Increased funding to clubs by moving to a modified value based funding model

‐ Submission of a budget during the CUS budgeting period

‐ Increasing the availability of CUS services to clubs by creating a club engagement package

outlining services for clubs

‐ Appointing the Vice‐President Internal Affairs as a governance lead for the clubs

‐ Reviewing and broadening the responsibilities of certain CUS services for operational inclusion

‐ Introducing a new Clubs Council retreat, or include club presidents on CUS Service Council

retreats

‐ Ensuring that all services clubs had prior to the building renovations are restored (i.e. CUS office

space, mailboxes, and storage space)

‐ Including club presidents as automatic invitees to Awards Night and receive CUS swag

‐ Encouraging clubs to work together to create bigger and better events

I would like to thank all the club executives who provided their thoughts and opinions of CUS

Recognized Clubs over the past month. Also, I would like to thank Serge Skovorodnikov, member‐at‐

large for the CUS Policy and Procedures Committee, for his effort and support during the consultation. It

is without their support this consultation would not have been completed.

Regards,

Chad Embree

Chair, Policy and Procedures Committee

Table of Contents Clubs Consultation 2010

Page 2 of 13

Executive Summary 1 Introduction 3 Clubs Operations Prior to 2010 4 The Status of CUS Recognized Clubs 5 Reflection on the Status Quo 6 Recommendations 6 Appendix One – Clubs Funding: Status Quo 9 Appendix Two – Clubs Funding: Improved Status Quo 10 Appendix Three – Clubs Funding: Equity Based Funding 11 Appendix Four – Clubs Funding: Value Based Funding 12 Appendix Five – Clubs Funding: Modified Value Based Funding 13

Clubs Consultation 2010 A Report by the Policy and Procedures Committee

Page 3 of 13

Introduction

Ever since the foundation of the UBC Alma Mater Society 95 years ago, clubs have been an integral part

of student life. Clubs give students the opportunity to meet other students with similar interests in an

informal setting, network with professionals in their particular field of interest, and engage other

students about their interests by hosting and organizing events. The number of clubs available to

students at UBC is one‐and‐a‐half times the number of counties in the world: over 300. The Sauder

School of Business and the Commerce Undergraduate Society (the CUS) are lucky to have thirteen clubs

that are focused on students completing their Bachelor of Commerce degree.

Clubs became a major focus within the Commerce Undergraduate Society within the late 90’s. There

was a need for better career resources that the then Faculty of Commerce and Business Administration

wasn’t able to provide. The faculty was under a budget crunch due to the provincial government, under

the lead of the NDP, freezing tuition under economic hyperinflation. Clubs became an important bridge

between the business community and the students of the business faculty. After revising the CUS

student fee in 2001, clubs began to be recognized by the CUS to receive funding. Funding for clubs was

unheard of at UBC, as no club within the UBC Alma Mater Society receives funding. To this day, funding

is still not provided.

Today, clubs are just as valuable as they were years ago. In the interest of continual improvement and

process innovation, it is important to stop and review the status quo and ask: How can we improve what

we already have? Do problems exist that we don’t know about? What are our key strengths and

weaknesses? Given the length the status quo has carried on within clubs, the time has come to ask

questions.

This report examines the current situation of CUS Recognized Clubs, their thoughts and feelings, and

shall make recommendations for future strategies and operational procedures. (From this point on in

this report, the reference to “clubs” shall refer to CUS Recognized Clubs unless otherwise stated.)

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Clubs Operations Prior to 2010

Prior to its revision in 2009, CUS Recognized Clubs has certain responsibilities outlined within the CUS

Constitution. These responsibilities included:

‐ Recognition by the AMS as a club

‐ No solicitation of the business community without approval from the VP External

‐ Submission of a budget to the VP Finance prior to budget approval

‐ Be a member of the CUS President’s Council

‐ Report their financial standing at the end of each semester

‐ Submit a calendar of event to the VP Marketing by May 31st

Between the years of 2001 and 2009, these responsibilities became ignored, unenforced, or impractical.

While the exact cause is unknown, it is safe to assume the issue was a lack of governance and

communication from the CUS. In 2007 with the introduction of the Corporate Relations Director, clubs

began to solicit the business community without collaborating with the VP External. As the CUS

Constitution revision process entered consultation, it was decided that any new governance would be

outlined in the Clubs Policy. To this date, nothing has been drafted.

The Status Quo of CUS Recognized Clubs

To date, the following clubs are considered to be CUS Recognized Clubs:

‐ Accounting Club

‐ Business Communications Club (BizzComm)

‐ Business Technology Club (BizTech; formally the E‐Business and MIS Club)

‐ Consulting Club

‐ Co‐op Student Association of Sauder (COSAS)

‐ Finance Club

‐ Human Resources Management Club (HRMC)

‐ International Business Club

‐ Marketing Association (UBCMA)

‐ Real Estate Club

‐ Student in Free Enterprise (SIFE UBC)

‐ Transportation and Logistics Club (TLog Club; formally TALSA)

‐ Venture Capital and Private Equity Club (VCPE)

On July 31st of 2010, the CUS Policy and Procedures Committee began consultation with the clubs to

examine the status quo. Executives of both past and present clubs were polled. The survey did receive

fair support from most clubs, with the exception of the SIFE UBC and COSAS. While the opinions of the

clubs were diverse, there was some general consensus on a number of issues, both major and minor.

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1) Funding

All clubs came forward during the consultation noting that they wanted more funding. This view was

also expressed by a few Directors of the CUS during budget approval. However, the real question is how

to fund clubs and the best model to use.

2) Communication

Most clubs felt that there is no communication between clubs, or any communication that used to exist

is now non‐existent. The probable cause for this breakdown in communication was the sudden change

in structure of governance in regards to clubs during the revision of the CUS Constitution. In addition,

due to the lack of communication and collaboration, the “Sauder student marketplace” has been

saturated with events by the CUS or the clubs.

3) Resources

While internally it is a known fact that all CUS Services are open to all undergraduate students at the

Sauder School of Business, the clubs feel that they are not entitled to these resources or they do not

know they exist. More resources (including leadership training, HR materials, and sponsorship access) is

desired by the clubs.

4) Recognition

Recognition and appreciation for work completed has become a problem at all levels of student

government and society. From the UBC Alma Mater Society down to the CUS Service Council Committee

members, a large portion of volunteers and “voluntemployees” feel unappreciated or are not properly

recognized for the work they do. While club executives are invited to Awards Night with service hour

submission, they feel left behind compared to some of the perks the CUS Executive, Board, and Service

Council receive.

5) Engagement

Clubs have lost their “fun” factor, according the clubs executive. The primary reason why clubs

executives took on a leadership role was not for personal gain. Instead, club executives were more

interested in educating students about the industry they were interested in, meeting new like‐minded

individuals, and ensuring the continuity of their club.

6) Governance

While governance was not a major issue expressed by the clubs, they did express some concerns about

current and upcoming policy. Specifically, some of the concerns were surrounding restrictions on

marketing, access to communication channels, and sponsorship regulations.

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Reflection on the Status Quo

While there were modest expectations as to what thoughts and feelings would arise during the course

of the consultation, most were not expected. It is interesting to note that the struggles of the clubs are

similar to the past and/or present struggles of the Commerce Undergraduate Society. Given these

thoughts, it is clear there is a social divide between the CUS and the clubs. If the CUS were to consider

any action on the above, the following needs to be considered:

1) Are clubs the responsibility of the CUS?

2) How much liability and risk is the CUS willing to sustain in order to provide more services to more

students?

3) How much are clubs willing to give up to receive the resources they want?

4) What are the major barriers and how can they be resolved?

If, in the opinion of the CUS, the above questions cater towards providing more services towards clubs,

then the recommendations in this report should be considered.

Recommendations

The following recommendations are only a suggestion to the issues presented in this report. In no way

should they be considered as the only option.

Funding

As funding was the most popular topic during the consultation and a point of interest during the past

CUS budget approval, the funding structure for the clubs should be reviewed. As previously mentioned,

it’s not a matter of what to fund the clubs, but rather how to fund them. Points were brought forward

that smaller clubs with fewer members should receive more funding to help promote their club’s

purpose and/or industry. Suggested methods of funding include the following

‐ Status quo: Combined fixed and variable funding (see Appendix One)

‐ Improved status quo: Increased fixed and variable funding (see Appendix Two)

‐ Equity based funding: 100% fixed (see Appendix Three)

‐ Value based funding: 100% variable (see Appendix Four)

‐ Modified value based funding: 100% variable with minimum funding level (see Appendix Five)

Recommendations:

‐ Increase funding to clubs by moving to a modified value based funding model

‐ Have clubs submit an annual budget during CUS the CUS budgeting period

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Communication, Resources, and Governance

The issues of communication, resources, and governance are related. All of these cannot be solved with

a one small change. Some services that the CUS provides for clubs are not utilized because they either

don’t know they exist or feel they are not allowed to access CUS services. In addition, services that the

CUS offers to clubs that are used on regular basis (i.e. meeting room bookings, email blasting,

technological equipment bookings, etc.) are desired to have easy access to these services without any

form of bureaucracy. While it may be difficult to streamline these services, what the CUS should do

increase the availability of resources to enhance the quality of clubs and the experience that club

executives get when they lead a club.

One of the core issues addressed during the consultation was the saturation of events within Sauder.

While neither the CUS nor the clubs are the cause of this problem, they are both the jointly responsible

for contributing to this problem. The clubs have no form of communication between each of them other

than the Clubs Council. However, as there was only one meeting of clubs council ever on record, and

only one meet (if ever) prior to 2009, of Clubs Council, it is safe to assume that Clubs Council is no longer

functional and a new form of governance is needed. The Clubs Council can work; it just needs someone

to run it for them. The CUS should not get involved at level where the CUS operates the clubs, but rather

facilitates and enhances.

Recommendations:

‐ Increase the availability of CUS services to clubs by creating a club engagement package

outlining services for clubs

‐ Appoint the Vice‐President Internal Affairs as a governance lead for the clubs

‐ Review and broaden the responsibilities following CUS services for operational inclusion:

o Corporate Relations

o Alumni Relations

o Human Resources

o BCC Relations

o CUS Sustainability

o Social Committee

o Commerce Community Programs

Future Recommendations:

‐ Introduce a new internal communications newsletter specifically for CUS volunteers

‐ Recognize all club presidents as CUS Service Council members

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Recognition and Engagement

Club executives want to have fun during their time with within the club, as do most people within the

CUS. The CUS currently spends a fair amount of money on recognition with Awards Night, retreats,

swag, and administration costs (i.e. pizza and sushi). These same services should be provided to clubs.

Recommendations:

‐ Introduce a new annual Club Council retreat, or include club presidents on CUS Service Council

retreats

‐ Ensure that all services clubs had prior to the building renovations are restored (i.e. CUS office

space, mailboxes, and storage facilities)

‐ Include club presidents as automatic invitees to Awards Night and receive CUS swag

‐ Encourage clubs to work together to create bigger and better events

Appendix One Club Funding: Status Quo

Page 9 of 13

** Estimated; Proportion of BCom:Non‐BCom members in unknown Assumptions:

‐ Membership subsidy per member: $2.00 ‐ Base amount given: $1000.00 ‐ No submission of club member roster

TOTAL CONTRIBUTION TO CLUBS FROM CUS: Appox. $16,000 Advantages

‐ Cost saving for CUS ‐ Equity in funding regardless of membership

Disadvantages

‐ Lack of funding towards clubs ‐ Imbalance in funding based on value to students ‐ Unknown portion of BCom students in club

Club # of Members**Base

Contribution

Membership

Subsidy

Total

Contribution

Contribution per

member

Accounting 300 $1,000.00 $600.00 $1,600.00 $5.33

Marketing 175 $1,000.00 $350.00 $1,350.00 $7.71

BizzComm 150 $1,000.00 $300.00 $1,300.00 $8.67

HRMC 100 $1,000.00 $200.00 $1,200.00 $12.00

Consulting 100 $1,000.00 $200.00 $1,200.00 $12.00

BizTech 40 $1,000.00 $80.00 $1,080.00 $27.00

Finance 175 $1,000.00 $350.00 $1,350.00 $7.71

Real Estate 40 $1,000.00 $80.00 $1,080.00 $27.00

COSAS 15 $1,000.00 $30.00 $1,030.00 $68.67

VCPE 40 $1,000.00 $80.00 $1,080.00 $27.00

SIFE 15 $1,000.00 $30.00 $1,030.00 $68.67

Tlog 60 $1,000.00 $120.00 $1,120.00 $18.67

IB Club 300 $1,000.00 $600.00 $1,600.00 $5.33

Appendix Two Club Funding: Improved Status Quo

Page 10 of 13




‐ Equity in funding regardless of membership ‐ Modest funding increase to clubs

Disadvantages

‐ Serve imbalance in funding based on value to students ‐ Unknown portion of BCom students in club


Contribution

Membership

Subsidy

Total

Contribution

Contribution per

member

Accounting 300 $1,500.00 $900.00 $2,400.00 $8.00

Marketing 175 $1,500.00 $525.00 $2,025.00 $11.57

BizzComm 150 $1,500.00 $450.00 $1,950.00 $13.00

HRMC 100 $1,500.00 $300.00 $1,800.00 $18.00

Consulting 100 $1,500.00 $300.00 $1,800.00 $18.00

BizTech 40 $1,500.00 $120.00 $1,620.00 $40.50

Finance 175 $1,500.00 $525.00 $2,025.00 $11.57

Real Estate 40 $1,500.00 $120.00 $1,620.00 $40.50

COSAS 15 $1,500.00 $45.00 $1,545.00 $103.00

VCPE 40 $1,500.00 $120.00 $1,620.00 $40.50

SIFE 15 $1,500.00 $45.00 $1,545.00 $103.00

Tlog 60 $1,500.00 $180.00 $1,680.00 $28.00

IB Club 300 $1,500.00 $900.00 $2,400.00 $8.00

Appendix Three Club Funding: Equity Based Funding

Page 11 of 13




‐ Equity in funding regardless of membership ‐ Modest funding increase to clubs ‐ Reduced labour overhead for CUS

Disadvantages

‐ Extreme imbalance in funding based on value to students ‐ Unknown portion of BCom students in club ‐ Lack of motivation for club membership ‐ Lack of accountability of club executives with no membership numbers to report


Contribution

Membership

Subsidy

Total

Contribution

Contribution per

member

Accounting 300 $2,000.00 $0.00 $2,000.00 $6.67

Marketing 175 $2,000.00 $0.00 $2,000.00 $11.43

BizzComm 150 $2,000.00 $0.00 $2,000.00 $13.33

HRMC 100 $2,000.00 $0.00 $2,000.00 $20.00

Consulting 100 $2,000.00 $0.00 $2,000.00 $20.00

BizTech 40 $2,000.00 $0.00 $2,000.00 $50.00

Finance 175 $2,000.00 $0.00 $2,000.00 $11.43

Real Estate 40 $2,000.00 $0.00 $2,000.00 $50.00

COSAS 15 $2,000.00 $0.00 $2,000.00 $133.33

VCPE 40 $2,000.00 $0.00 $2,000.00 $50.00

SIFE 15 $2,000.00 $0.00 $2,000.00 $133.33

Tlog 60 $2,000.00 $0.00 $2,000.00 $33.33

IB Club 300 $2,000.00 $0.00 $2,000.00 $6.67

Appendix Four Club Funding: Value Based Funding

Page 12 of 13

** Estimated; Proportion of BCom:Non‐BCom members in known Assumptions:

‐ Membership subsidy per member: $15.00 ‐ Base amount given: $0.00 ‐ Submission of club member roster


‐ Modest funding increase to clubs ‐ Known portion of BCom students in club ‐ Perfect balance in value per student funding to clubs ‐ Extremely high motivation to gain club members ‐ High accountability of club executives

Disadvantages

‐ Inequitable contribution per club ‐ High overhead for VP Finance ‐ Some clubs have high levels of cash leading to risk of poor usage ‐ Would require budget submission to CUS


Contribution

Membership

Subsidy

Total

Contribution

Contribution per

member

Accounting 300 $0.00 $4,500.00 $4,500.00 $15.00

Marketing 175 $0.00 $2,625.00 $2,625.00 $15.00

BizzComm 150 $0.00 $2,250.00 $2,250.00 $15.00

HRMC 100 $0.00 $1,500.00 $1,500.00 $15.00

Consulting 100 $0.00 $1,500.00 $1,500.00 $15.00

BizTech 40 $0.00 $600.00 $600.00 $15.00

Finance 175 $0.00 $2,625.00 $2,625.00 $15.00

Real Estate 40 $0.00 $600.00 $600.00 $15.00

COSAS 15 $0.00 $225.00 $225.00 $15.00

VCPE 40 $0.00 $600.00 $600.00 $15.00

SIFE 15 $0.00 $225.00 $225.00 $15.00

Tlog 60 $0.00 $900.00 $900.00 $15.00

IB Club 300 $0.00 $4,500.00 $4,500.00 $15.00

Appendix Five Club Funding: Modified Value Based Funding

Page 13 of 13

** Estimated; Proportion of BCom:Non‐BCom members in known Assumptions:

‐ A relevant range is created ($15‐$40 contribution per member) ‐ Membership subsidy per member: $20.00 ‐ Base amount given: Dependent on club membership

(25‐50 members or 50‐75 members, extra $200‐$500 given; cap on club funding at $5000) ‐ Submission of club member roster


‐ Modest funding increase to clubs ‐ Known portion of BCom students in club ‐ Uneven, but close balance in value per student funding to clubs ‐ Extremely high motivation to gain club members ‐ High accountability of club executives ‐ Clubs with less than 25 members are not a CUS Recognized Club

Disadvantages

‐ Less equitable, but fair contribution per club ‐ High overhead for VP Finance ‐ Some clubs have high levels of cash leading to risk of poor usage ‐ Would require budget submission to CUS


Contribution

Membership

Subsidy

Total

Contribution

Contribution per

member

Accounting 300 ‐$1,000.00 $6,000.00 $5,000.00 $16.67

Marketing 175 $0.00 $3,500.00 $3,500.00 $20.00

BizzComm 150 $0.00 $3,000.00 $3,000.00 $20.00

HRMC 100 $0.00 $2,000.00 $2,000.00 $20.00

Consulting 100 $0.00 $2,000.00 $2,000.00 $20.00

BizTech 40 $200.00 $800.00 $1,000.00 $25.00

Finance 175 $0.00 $3,500.00 $3,500.00 $20.00

Real Estate 40 $200.00 $800.00 $1,000.00 $25.00

COSAS 15 ‐$300.00 $300.00 $0.00 $0.00

VCPE 40 $200.00 $800.00 $1,000.00 $25.00

SIFE 15 ‐$300.00 $300.00 $0.00 $0.00

Tlog 60 $300.00 $1,200.00 $1,500.00 $25.00

IB Club 300 ‐$1,000.00 $6,000.00 $5,000.00 $16.67

AMS COUNCIL NOTES August 25, 2010

Bookstore etc.: UBC’s Debbie Harvie updated Council on the Bookstore, Parking, and Security. The Bookstore is introducing a new rent-a-book program. Parking rates have gone up because of tax increases, but there are new parking options. Voting system: Council approved a motion allocating $7981 to look into fixing or replacing the online voting system. Referendum: Council heard a presentation from the Executive about the planned referendum, which would include a fee increase of $24, indexing of fees to CPI, and changing the turnover date for Executives to May 1. The referendum is currently proposed for October 11-15. Referendum budget: Council then approved a budget of $16,400 for the referendum. The $16,400 is partly made up of the Executive’s wellness benefits for the year, which they have donated. Art Gallery exhibit: Council approved $442 for cedar hedges as part of an upcoming display of an art exhibit from the AMS permanent collection. Firstweek: Council heard an update on Firstweek focusing on frosh kits, rave cards, and AMS pins for Councillors. Aquasoc: Council heard that the Finance Commission is looking into a large outstanding loan owing from Aquasoc. Health and Dental Plan: Council heard good news about the student health and dental plan; contrary to earlier fears, there will not after all be any cutting of benefits. New SUB: There is a new website up for the New SUB project, and a Design Cube (where questions will be answered by the architects) is coming to the South Alcove. There will also be charettes (workshops) on the overall design and the building’s sustainability. Safety rails: The Business and Facilities Committee reported that safety rails are going up in the Party Room and the Art Gallery. Public Hearing Committee: Council directed the VP External to seek representation on the provincially mandated public hearing committee hearing submissions on land use at UBC. Archives Policy: Council approved a policy on AMS records and the AMS Archives. Under the policy, Executives, Committee Chairs, Managers, and Staff must co-operate with the Archives in preserving AMS records. The policy also includes a procedure for declaring certain records confidential.

board of directors meeting minutes august 30th, 2010 · cus – aiesec ubc partnership proposition...

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