400 Clubs are the backbone of student life. Club treasurers and executives should not have to absorb financial burdens. They currently wait weeks, or in some cases months, for reimbursement.  My office will implement the following, some with the approval of Clubs and Societies Committee, and in collaboration with the Accounting & Administration Supervisor:

• Faster reimbursement processing. Establish clear processing timelines to significantly reduce reimbursement delays.

• Transparent Communication Standards. Commiting to a maximum 48-hour response time for all emails and reimbursement requests.

• Direct communication channel for the Office of the VP Finance. This will improve communication, foster peer support between clubs, and increase transparency and accountability. 

• Upgrade the current accounting system to a fully digital, paperless finance platform.

• I will be offering felxible in-person and zoom office hours to ensure accessibility for club treasurers with scheduling conflicts.

These changes will enable club leaders to focus on executing impactful programs rather than struggling with administrative bottlenecks.

Currently, all members are automatically enrolled in the AMS Health & Dental Plan at a cost of $388.26 per year ($776.53 for families), regardless of usage. Although students have the option to opt out, many are unaware of the fee or do not choose to go through the hassle to fill out the opt-out form. 

Most students can benefit from the current existing public programs. The Canadian Dental Care Plan (CDCP), a new federal government coverage that became available last year covers a portion of the previously unmet dental coverage gap. The CDCP public benefits cover much of what most students may actually use of the AMS Health & Dental plan, making it redundant for many, and overpriced for others. 

On top of that, at no cost, BC’s MSP Supplementary Benefits cover up to $23 per visit for services like acupuncture, chiropractic care, massage therapy, naturopathy, physiotherapy, and podiatry for lower-income indivisuals (under $42,000 annually). This creates additional overlap with the AMS Health & Dental Plan, which covers $20 for those said visits. 

I propose a review of the current default enrolment structure. Instead of automatic enrolment, students who wish to participate in the plan could opt in after reviewing the coverage and cost. This would ensure that participation comes from an informed and deliberate choice.

The AMS has been in a deficit for over 15 years currently totalling $1 million. Unsustainable sale of major capital assets in recent years have only temporarily addressed the problem. This pattern indicates that there is a structural deficit and governance challenge. If we continue with these short-term measures instead of adressing the underlying drivers of our financial troubles, we risk further harm to our longterm investment strategy while not resolving this long-standing financial challenge.  In addition to seeking improved investment returns, it is critical to diversify our revenue streams, manage risks, whilst still serving our student body.

I will be assessing our current revenue model with the Financial Controller. The proposal is to increase the share of revenue generated from Nest business operations by introducing actionable business solutions for the Nest while generating student jobs and opportunities. The following revenue growth plans will be further discussed with relevant committees and stakeholders: 

• Sponsorship and business outreach, supported by dedicated staff with clearly defined monthly targets and measurable performance outcomes.

• Expand business development within the Nest, including repurposing underutilized spaces. 

• Develop a student business incubator program to support student-led business ideas that would strengthening AMS’s long-term revenue base.

• Parking incentives at the Nest to stimulate weekend traffic and business activities. 

These initiatives would not only diversify AMS revenue sources but also create student employment opportunities, and increase foot traffic in the Nest. 

AMS currently has 23 separate student fee categories. This complicates administration, increases cost and reduces funding flexibility. I propose to thoroughly review the current fee structure to see where it can be simplified and redesigned with greater flexibility while ensuring that essential services remain stable and responsibly funded. In addition, optional fees should be just that optional not automatic. Further to phasing out the Health & Dental automatic enrolment model, all optional fees will be assesed for an opt-in model.

Likewise, the current funding and grants are also divided into multiple subcategories which may reduces efficiency and postive impact. Consolidating funding into fewer streams would simplify administration and make it easier for students to apply and recieve the financial support they need to run initiatives that deliver high community value. For example, the current sustainable food and sustainable food access fund can be combined - or am I the only person not seeing a difference here?

Restructuring and simpyfying the process will ensure fast equitable and efficient distribution of AMS resources.