Strategic Plan. Wilfrid Laurier University Graduate Students Association

Transcription

1 Strategic Plan Wilfrid Laurier University Graduate Students Association

2 Table of Contents Preamble 1 Background Statement 1 Governance & Management of the GSA 2 Organizational Tenets 2 Vision Mission Statement Values Strategic Goals Goal Tracking and Evaluation 5 Appendix B Acknowledgements

3 Preamble The Wilfrid Laurier University Graduate Students Association (GSA) Strategic Plan has been developed by the Board of Directors to provide a disciplined approach to the management of the operations over the next 3 years. The Strategic Plan was developed collaboratively and is a living document. There may be circumstances within the Laurier community that dictate a shift of focus from the articulated goals at the discretion of the Board of Directors. Background Statement The Wilfrid Laurier University Graduate Students Association (GSA) was formed in October of 1987 to ensure that graduate students at Laurier had a distinct and well-articulated voice as an integral piece of the Laurier community. The GSA is an incorporated not-for-profit association with a head office in Waterloo, Ontario, Canada. All enrolled graduate students at Wilfrid Laurier University are members of the GSA. After a five-month process in Winter , the GSA Board of Directors approved a five-year strategic plan for the period May 2012 April Each year following, the operations team created an annual plan based on the goals outlined in the 2012 Strategic Plan. Over the last five years, best practice as it relates to term length has decreased to a three-year period, which is reflected in this document.

4 Governance and Management of the GSA Nine elected representatives of the membership govern the GSA as the Board of Directors. The Board represents the interests of graduate students, provides strategic direction expressed in broad policies and offers clear future oriented leadership, outward vision and a broad range of viewpoints. A team of hired student leaders and industry professionals manage the day-today operations of the association and are responsible for implementing the annual plan approved by the Board. The President & CEO and the Executive Director serve as the conduit between the governance of the association and the ongoing management of programs and services to support the membership. Organizational Tenets Vision The GSA will be an advocate, a resource and a collective voice that supports the graduate student experience through student leadership. Mission With a focus on student leadership, the GSA proudly represents its diverse membership and seeks to enhance the vibrancy of the graduate student community. We support the graduate student experience through advocacy, programming, services, grants & bursaries, and representation on university committees.

5 Values Advancing Ideals: we articulate common ideals and act as champions of change in university, provincial and federal policy, programming and student services that benefit our members Celebrating Community: we celebrate institutional traditions and showcase the important role that graduate students play in the broader university community Discovering Volunteerism: we empower student leaders, offering positions of community service with a focus on personal growth and meaningful contribution Fostering Professional Development: we emphasize the importance of cocurricular learning both within the university community and with a global lens Prioritizing Wellness: we focus on student wellness in the areas of financial, mental, physical, sexual and spiritual health Recognizing Research: we showcase exceptional research to mobilize the knowledge of our membership

6 Strategic Goals Flagship programs/initiatives were first identified for the association. This strategic plan assumes the continuation of the following: Proud membership within the Laurier community Quality Customer Service An organized Annual General Meeting for Members Social/Wellness Activities and Programs Showcasing graduate student work Orientation programming Essential services Health& Dental Plan, Emergency Funding Professional Development Opportunities Volunteer Recognition The strategic goals are organized with an overarching desire to grow membership affinity towards the GSA, using six thematic priorities: Emphasizing the needs of a diverse membership Ensuring students at all locations are served by their membership in the GSA Evaluating flagship services and programs for maximum value for the membership Creating an operational structure that reflects the needs of the membership

7 Assisting the membership with identifying career opportunities (with specific focus on alternative-to-academic (alt-ac) careers) Advocating for membership concerns within the Laurier community with a social justice lens While developing the Strategic Plan, the Board of Directors considered feedback that was provided by members through in-person interviews, roundtables and online surveys. Goal Tracking This section is intended as a tool for the GSA Operations Team, the Board of Directors, and our members, to easily identify our goals and monitor our progress. It is hoped that this level of transparency will assist our organizational productivity, and encourage member engagement.

8 Emphasizing the needs of a diverse membership A focus needs to be placed on the non-traditional student, with a strong desire to connect our services and programs with diverse members within our association. While reaching to achieve each of the goals, the association will continue to work towards inclusion and unity of voice regardless of gender, race, religion, ethnicity, language, ability, sexual orientation, age or socioeconomic status. Students within the graduate student population who may benefit from more specific supports include, but are not limited to: are mature are racialized are indigenous are registered as international have accessible needs are registered as part-time are members of the LGBTQIA community are women are experiencing financial barriers to academic success have dependents are focusing on alt-ac career options

9 Ensuring students at all locations are served by their membership in the GSA Graduate Students at Laurier are enrolled in programming in Waterloo, Kitchener, Brantford and Toronto. There is a possibility that there could be graduate students in Milton prior to The GSA represents students at all locations, and needs to approach the representation with an equity lens. Generally, students at each location have unique needs that need to be understood and addressed by the GSA. The GSA should work to ensure that: Students have access to the university services that they need to be successful The GSA structure has in place an opportunity for students from all locations to participate and have their needs heard and addressed Students have access to GSA and University programming that meets their needs GSA communications are diversified and targeted to each location

10 Evaluating flagship services and programs for maximum value for the membership The GSA identifies the following as our flagship programs: Social/Wellness Activities and Programs Showcasing graduate student work Orientation programming Essential services Health& Dental Plan, Emergency Funding Professional Development Opportunities Volunteer Recognition All flagship services and programs should undergo evaluation to ensure that members are receiving full value. In addition, the GSA should look to: Expand flagship services to include tax services, legal services for immigration and translation services Reduce the complexity of Health insurance offerings for international students by working with university administration to reduce confusion and barriers Include Veritas Café by the GSA as a flagship program Create a Veritas Café by the GSA membership fund to support graduate student needs

11 Creating an operational structure that reflects the needs of the membership The GSA operational structure should clearly relate to the GSA values and the stated mission and vision of the association, while offering the maximum number of volunteer opportunities for students to get involved and develop their skills within a not-for-profit environment. The GSA should: Develop opportunities for marginalized students to volunteer with the GSA by referencing the Ontario Human Rights Code special programs considerations Align volunteer opportunities and financial spending with the six GSA values Create more volunteer opportunities within the operational structure and reduce dependence on paid student leadership positions Better communicate the opportunities for involvement in the GSA, and on university committees Work to fill university committee openings with members and not with the GSA operations team

12 Assisting the membership with identifying career opportunities (with specific focus on alternative-to-academic (alt-ac) careers) More graduate students are entering their programs without the desire to have a career an academic field upon completion. The GSA should be a leader in showcasing alt-ac career opportunities for students. Specifically, the GSA should: Advocate for better communication strategies between students and departments to reduce the barriers students feel to identifying their desire to pursue alt-ac career opportunities Use strong data to inform Laurier faculty of trends in alt-ac career opportunities Advocate for alt-ac career skills development to be integrated into academic programs

13 Advocating for membership concerns within the Laurier community with a social justice lens The GSA should take a clear position with regards to on-campus activities with a social justice lens and ensure that all corporate activity reflects the membership s strong desire to see the GSA as a leader on campus. A dedicated commitment to social justice could include: Utilizing Veritas Café by the GSA to host programming that showcase a commitment to social justice initiatives Implementing social justice focused programming with university partners across all locations Utilizing Veritas Café by the GSA to showcase a commitment to sustainability, healthy affordable food on campus, and food insecurity initiatives for students Working with campus partners to implement training for students in gender inequality, equity rights, indigeneity and post-secondary institutions Ensuring that students are aware of their rights with respect to the studentsupervisor relationship, leaves of absence, temporary withdrawal, parental leave, and funding Ensuring that students are aware of their rights and responsibilities as a TA

14 Appendix B The GSA Board of Directors would like to sincerely thank the following student leaders for their involvement in the creation of this document. Without the dedication of so many passionate student leaders the GSA would not be as vibrant. Acknowledgements Samantha Deeming Debashish Mondal Jessica Siegel Natalie Gleba Robyn Hobbs Ian Muller Preet Chauhan Jeff Hong Rebecca Friesdorf Gautam Khanna Marshall Peters Patrick Shay Kathleen Worton Drew Owen Corey Watterson Domenica De Pasquale Sebastien LeHoux