The Insiders
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Jan
21
Race Profile: VP Administration
Posted by: Neal Yonson | January 21, 2010 | Comments Off on Race Profile: VP Administration
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UBC Insiders Analysis
Click here to skip to profiles of the candidates in this race.
On paper, the VP Administration does not have a lot of duties within the AMS. That changed a lot in 2008 with the successful NEW SUB referendum. Until the NEW SUB is actually opened, the VP Admin’s job will be heavily focused on making that happen. We asked about the decision this year, during negotiations with UBC, to hand over project management duties to UBC Properties Trust (UBC PT). This is something the AMS had pledged not to do, going so far on that assumption that they hired their own project managers, MHPM. The reasons for the switch have never been divulged publicly, having been discussed in camera by council. Instead, the AMS says only that this was a necessary step in order to obtain other concessions from the university on the NEW SUB project, they have not pinpointed those concessions.
We also asked about ensuring the NEW SUB is student-driven. The handover of the project to UBC PT was a step backwards and more generally, it seems like the project has shifted to the back of mind of many students. When the next VP Admin takes office, returning the student-driven focus should be a priority coming into the next step: architect selection.
More thoughts and questionnaires, behind the jump.
The VP Admin also deals with property maintenance and renovations and/or capital improvements to AMS buildings. This is why Water Fountain ran for this position last year. Now there are brand new water fountains around the SUB. Some other projects from the past year are the new clubs offices in the basement, the installation of two baby change tables in SUB washrooms, fixing a leaky roof above the Bike Kitchen, and some general improvements made to the Whistler Lodge. These decisions are becoming more difficult as time progresses because the AMS will be mostly vacating the existing SUB within the decade. Weighing the costs of improvements versus the expected lifespan before departing the building may make otherwise deserving projects difficult to justify and the VP Admin should be ready to recognize that.
Another aspect of the portfolio is AMS clubs. Luckily the existence of SAC, and the elevation of the role of the SAC vice-chair means that the VP Admin has support staff to shoulder a lot of the workload for the clubs system.
One of the things the VP Admin will have to concern him or herself this year with is re-drawing new plans for the University Boulevard neighbourhood. Traditionally this would fall under the VP Academic and University Affairs, but should be given to the VP Admin due to how the entire project includes and integrates with the NEW SUB project. Of the original U-Blvd plan, only the Strangway building and a new Alumni Centre have not been axed. A wholescale rethinking of the neighbourhood is starting up again now and the AMS should be certain to insert themselves fully into the process to avoid a repeat of the original plans.
Candidate Profiles
Name: Ekaterina Dovjenko
Age: 20
Year: third year
Faculty and program: Commerce, major in Finance, minor in International Business and International Relations with a Commerce Scholars designation
Years on campus: 3
Past campus involvement: Please see resume (like a true commerce student)
Past non-campus involvement: Please see resume
1) How do you feel about Properties Trust being the project managers for the NEW SUB?
There are both positive and negative aspects to Properties Trust (PT) being the project managers for the New SUB. I believe that when it comes down to it, negotiations between the University and the AMS would have halted and the SUB would not have been built had the AMS not given up the project management up to PT. With that said, however, having PT represents a significant sacrifice to the AMS in terms of the New SUB being less of a student-driven process. The very fact that PT always delivers “on time” and “on budget” is not necessarily true (as they often simply move the date back or adjust their budgets), and the AMS should be weary of the University for such a reason during negotiations. This does not mean that PT is a completely threatening entity though but rather that the University and the AMS have differing priorities when it comes to the SUB. What we must do then, is ensure that negotiations between the two parties continue with student voices being heard and that the New SUB is built. Luckily for us, we have MHPM (another project management firm we hired) to act as our advisor and hold our hand through this process. The design of the SUB, from the student perspective, is actually more important anyway, and through negotiations, we have maintained the right to hire the architect students choose.
2) What should be the role of resource groups within the AMS? Do they fulfill this role?
Resource groups “are run by students and aim to support, protect, and celebrate the different backgrounds and beliefs of its membership”. Now, what does that actually mean? To me, the role of resource groups is to provide resources in terms of supportive networks, activities and events to its members and to lobby on behalf of the group to the AMS and the University. Most groups represent minorities or issues that are associated with a certain level of stigma. As of now, I do not believe resource groups completely fulfill that mandate and I strongly believe in the potential of resource group to engage students that may not have otherwise been interested in the AMS. Recently, I had the chance to step into the resource groups main office and while everyone there was indeed friendly and passionate about their cause, for an average student, taking advantage of these resources can be an intimidating task. Simply put, these groups are beneficial to the AMS, but cater to the same, specific group of people that those who might benefit from the groups are far too intimated to act or do not even know they exist. This was one reason the Women’s centre changed its wording and I know that this has never really been the intention of the groups. However, as VPAdmin, I will help clubs and consequently students take advantage of these useful resource sources.
3) What are three key things that need to be done in order to ensure the NEW SUB project continues to be a student-driven process?
1. Maintain respectful yet fully committed negotiations with the University to ensure that the New SUB is still a student-driven process. Be prepared to sacrifice some aspects while pushing for issues that matter for students during negotiations.
2. Consult with students on New SUB progress through focus groups and other methods to update students on the process and to gather feedback as to what they want their New SUB to be.
3. Work to continue to provide course options to engage students academically in the New SUB, allowing us to take advantage of innovative solutions from students who might otherwise not be interested in the New SUB at the outset. One of my platform points touches upon expanding the courses offered that deal with the New SUB to include faculties other than engineering and architecture so that more students can become involve in the New SUB process.
4) Once the NEW SUB is built, what purpose would you like the current SUB building to serve?
Once the new SUB is built, it will most likely attach itself to the old SUB and the AMS will keep some facilities such as the Pit and Norm Theatre. Once the building is surrendered, I see the current building becoming a centre for student development and engagement and possibly an expansion of the Student REC Centre. I would not like to see the current SUB become an extensive commercial or academic space as I truly believe that heart of campus belongs to the students.
Name: Michael Haack
Age: 21
Year: 3
Faculty and program: Arts; Joint Major in Political Science and Philosophy
Years on campus: 1
Past campus involvement: Executive of Pride UBC and campaign planner for Common Energy UBC
Past non-campus involvement: Project manager and event planner for the Sierra Club; avid volunteer for Oxfam Edmonton, Sierra Youth Coalition, Canadian Youth Climate Coalition, where I have managed communications, interns, volunteers and staff, along with campaign planning and information campaigns during several general elections.
1) How do you feel about Properties Trust being the project managers for the NEW SUB?
I understand the concerns both students and the AMS have around Properties Trust. I will work proactively to keep them accountable to the AMS. I will work with and engage students to gather the information to ensure that Properties Trust build the SUB we need but keeping lines of communication consistent and working closely with MHPM, our project advisors. I will engage students and work with the AMS to develop checks and balances to ensure that the student voice is the final voice in the construction of the SUB. I will keep Properties Trust on track and at work for students.
2) What should be the role of resource groups within the AMS? Do they fulfill this role?
The resource groups play a unique role on campus by supporting and providing resources to all students on campus. They are important to the AMS because they address issues that may not be addressed by any club on campus. These groups provide students with ways to become engaged and develop skills that can help affect change in our community and on campus. Students are given the opportunity to discuss and propose solutions on injustice, ecological problems, and discrimination and I absolutely believe they fulfill this role. They are a vital part of the AMS, reaching out to students who are interested in building support groups that make the campus more accessible to everyone.
3) What are three key things that need to be done in order to ensure the NEW SUB project continues to be a student-driven process?
Accountability: students needs to be be able to put their trust in the AMS and that the New SUB project is being built transparently with all stakeholders accountable to students. Committee meeting minutes need to kept be public. Students need to be engaged and have times made available to question each phase of development to ensure trustworthiness and accountability so that the New SUB can be finished on time and to the standards of students as well as maintaining its LEED Platinum+ rating.
Student Engagement: ongoing student consultation is key so that students will be actively engaged and students can participate in shaping the future. I need to be able to hear from all students. That means students from all faculties, students that commute, students that live in residence, students that live in fraternities or sororities, students that take only night courses, part-time students, full time students, grad students, students of different age ranges and students with accessibility issues, to name a few. I can’t stress the importance of keeping all student stakeholder groups engaged and participating in each phase of development so that students now and future generations of students can access and fully appreciate the New SUB.
Building for the future: we need to keep in mind that the New SUB will be used for more than 40 years. The AMS has outlined 10 project goals for the New SUB such as: sustainability, accessibility and student empowerment. These 10 project goals ensure that the New SUB is a student-run initiative where students can give input into what students need now and in the future for the New SUB. It is integral to keep these in mind to help shape the campus and build a future that we can all be proud of.
These ideas all interconnected: each one depends on the success of the others. As the Vice President of Administration, I will strive to achieve these three key things so that the New SUB project continues to be a student-driven process, built to the standards of students by engaging students and thinking to the future.
4) Once the NEW SUB is built, what purpose would you like the current SUB building to serve?
As VP Admin, I want to ensure that current SUB continues to serve students even after the New SUB is built. Much like how Brock Hall (The former SUB) is used for University services which all students will need to access, I would like to work with the University and consult with students to ensure that the current SUB continues to be a valuable resource – a space that students use. It is also important that the new services UBC places in the current SUB integrate with the programming that the AMS has in the building. I see the building of the New SUB while maintaining the current SUB as a great opportunity for the AMS and the University to expand the public space available to students, while providing even more student services in both buildings.
