2015-2016 Executive Board Meeting

Topic: Executive Board Meeting 15-28 Date & Time: Wednesday, March 16, 2016 12:30 p.m. Place: MSU Boardroom, MUSC 201

Items: 1) Adopt Agenda 2) Adopt Minutes EB 15-26, EB 15-27 3) EFRT Report Sachin Doshi 4) SHEC Report Emma Mitchell 5) SWHAT Report Serena Arora 6) Operating Policy 2 – Employment Discussion Guarna 7) Job Descriptions Guarna 8) Closed Session Guarna 9) Committee of the Whole – Service Reports Guarna 10) 11) 12) 13) 14) 15) Objectives 1) Adopt Agenda 2) Adopt Minutes 3) Report 4) Report 5) Report 6) Discussion 7) Approval 8) Approval 9) Discussion 10) 11) 12) 13) 14) 15) 16) Provide Information & Answer Questions 17) Unfinished/Other Business 18) Time of Next Meeting and Motion to Adjourn

Motions 7. Moved by Guarna, seconded by ___ that the Executive Board approve the changes to the Diversity

Services Assistant Director and MAC Bread Bin Assistant Director job descriptions, as circulated, effective May 1, 2016.

Executive Board Meeting 15-28 Wednesday, March 16, 2016 @ 12:30pm MSU Boardroom, MUSC room 201 Called to Order 12:32pm Present D’Angela, Guarna, Hsu, Nadarajah, Osazuwa, Stegmaier Late Nestico-Semianiw Absent Others Present J. McGowan (General Manager), Michael Wooder (SLDC), V. Scott (Recording

Secretary), Serena Arora (SWHAT Coordinator), Leon Zhang (Incoming SWHAT Coordinator), Sachin Doshi (EFRT Director), Miranda Clayton (SRA Operations Commissioner)

1. Adopt Agenda Moved by Nadarajah seconded by Hsu to adopt the agenda, as presented. Amendments

Guarna – add Creation of Operating Policy 1.2 – Service Creation and Review as Item #7 Moved by Nadarajah, seconded by Hsu to adopt the agenda, as amended.

Passes Unanimously 2. Adopt Minutes Moved by Nestico-Semianiw, seconded by Hsu that the Executive Board adopt the minutes from Executive Board meetings 15-26 – March 2, 2016, and 15-27 – March 9, 2016 as presented.

Passes Unanimously 3. EFRT Report – Sachin Doshi presented

Doshi summarized the report. Questions

Guarna asked what they will be doing going forward for First Aid training if there aren’t enough materials. Will they be setting a cap? Doshi responded that they are seeing if the University has space for storage, as it isn’t just the supplies they need a place to store it.

McGowan asked about the conference and if they are doing something different than the MSU. Doshi responded that with the States it is different as their campus response is the MSU’s ambulance as they have their own trucks and cars. He added that the certifications are at par but they have different areas of operation.

Hsu asked if there was any progress on the Mental Health First Aid. Doshi responded that it would be a five day training period, with teaching three courses per year to stay accredited. Guarna added that they haven’t found someone to be able to do it yet as they will need someone who will stay in the position for more than a year, as the training is expensive.

4. SHEC – no report

EB 15-28 March 16, 2016 Page 2

5. SWHAT Report – Serena Arora presented

Arora summarized the report. Wanted to clarify lines between swhat and ssc. Nice to have it done moving forward.

Questions

Hsu asked if they automatically re-hired previous volunteers. Arora responded that they used to do that in the past, but that this year everyone will be interviewed.

Guarna asked why the walk volume is higher in first semester than second semester. Arora responded that was a good question, and that she wasn’t sure. She felt that they give more walks when the weather is nicer, and also that during exams students stay on campus past 1am.

Osazuwa stated that he will set up a meeting with Gisella from SSC to have a transition meeting about the space.

6. Operating Policy 2 – Employment

Clayton stated that she brought this forward for feedback from the Board before bringing to the SRA. She addressed the fact that the Operations Committee wanted to see PTMs running for SRA without having to quit their job, if there was an overlap. She explained that they shouldn’t be limiting those who haven’t been hired.

The Board discussed the suggestions made by the committee and came to the conclusion that for section 4.4.1.1 wouldn’t be affecting too many positions as most of them will be ending in April and Executive Board doesn’t get elected until mid-April and starts in May.

7. Creation of Operating Policy 1.2 – Service Creation and Review

Clayton went over the policy with the Board. She felt that there was a need to clarify how services can be created. She added that the section on reviewing a service is to show what the steps would be.

The Board discussed the policy and made a few suggestions: making sure the policy was in line with EB policies, include the GM and Comptroller as part of the review process, get a flow chart added to the policy on how to create a service, make a timeline of when each service will be reviewed, put a maximum and minimum number on how many services will be reviewed each year.

8. Job Descriptions Moved by Guarna, seconded by Nadarajah that the Executive Board approve the changes to the Diversity Services Assistant Director and MAC Bread Bin Assistant Director job descriptions, as circulated, effective May 1, 2016.

Guarna explained that these job descriptions were brought forward to address the concerns about having Assistant Directors on the SRA. She explained that it was an easy change to make the Assistant Directors accountable to the Vice-President Administration through the direct supervisor.

Hsu asked if the Assistant Directors would be paid the same wage as the other PTMs. Guarna responded that she didn’t know. Wooder explained that everything is classified in Appendix A to Operating Policy 2.2

In Favour: 6 Opposed: 0 Abstentions: 1

Motion Passes 9. Closed Session Moved by Osazuwa, seconded by Stegmaier that the Executive Board move into Closed Session.

Passes Unanimously

EB 15-28 March 16, 2016 Page 3

10. Return to Open Session Adjournment and Time of Next Meeting Time of Next Meeting:

Wednesday, March 23, 2016 12:30pm

MSU Boardroom, MUSC 201

Adjourned at 1:53pm /vs

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UPDATE

The EFRT has been doing well, achieving a record first aid course revenue, attending a

conference in Philadelphia, obtaining a ‘HeartSafe Campus’ accreditation for the campus,

and keeping skills up to date with midyear evaluations and courses. Current focus is

towards hosting the public relations week which has been planned to be larger than

before and hope to leverage this event to raise awareness of the service offered, as well as

first aid courses and the EFRT Responder application process. Concurrently, 2016/2017

Executive selection and transition will be occurring.

SERVICE USAGE

Service usage has been at for most months. March 2016 call stats are lower since the date

of this report (March 14) is only partially through the month. This is a good sign that

EFRT is maintaining their presence on campus. More significantly; however, all first aid

courses have filled and been expanded – for the first time there are more courses than

staff & equipment, prompting discussions to expand the EFRT first aid course business.

.

REPORT From the office of the…

Emergency First Response Team

TO: Members of the Executive Board

FROM: Sachin Doshi

SUBJECT: Emergency First Response Team Report 7

DATE: March 14, 2016

Page 2 of 4

PAST EVENTS, PROJECTS & ACTIVITIES

All EFRT Responders have participated in mid-year evaluations hosted by the executive

team. This evaluation focused on certain areas identified by the executive team that

needed work. This was a tough weekend for responders and executives, but from it

responder skills are far more improved in those areas of focus. In addition, the executive

took this opportunity to understand where gaps and ambiguity in the protocol was

affecting response and discussed with the medical director to revise these protocols.

The past few months have been focused on furthering the knowledge and skills of

responders. As mentioned in the previous report, Rookie responders successfully received

their Emergency Medical Responder (EMR) certification. Sophomore responders took a

course in International Trauma and Life Support (ITLS) and all successfully received

their certification. In addition, the Canadian Red Cross and Heart and Stroke Foundation

update their response guidelines every five years. Two responders attended the

Emergency Care Conference this summer and learned a significant amount about cardiac

response. Knowledge from this conference will be extended into EFRT protocols for

more accurate training equipment (active feedback) and cardiac response equipment (e.g.

qCPR units).

A group of 20 responders also attended the National Collegiate Emergency Medical

Services Foundation (NCEMSF) Conference in Philadelphia. This was comprised of a

competitions as well as a series of lectures and workshops. The EFRT did not rank in the

competition this year; however, we are looking forward to changing that next year!

Responders also attended a variety of lectures ranging from active shooter response, to

pet rescue, and response to special populations. EFRT also attended a variety of

roundtables where their experiences could be shared and where new ideas were offered to

be reviewed and potentially implemented in future years. Responders were also able to

attend interesting workshops practicing skills such as intubation, needle decompression,

and inserting a chest tube (skills which are not performed by the EFRT on campus).

Responders were extremely excited to attend this conference and it has sparked further

interest in the field beyond our standard protocol and training.

The executive team is also looking to constantly improve training. We have invited other

responders to teach and lead training. In addition, an aspect of training that is most often

less than idea is the use of ‘real’ equipment during practice, due to resource constraints.

However, a system has been developed to allow responders to actually practice their

oxygen and respiration skills, which was well received and will continue going forward.

UPCOMING EVENTS, PROJECTS & ACTIVITIES

The EFRT Public Relations week is this week (the week of March 14, 2016) and is

focused on campus education as well as advertising the service. Each day will see the

booth featured at a different location around campus and will have a different focus. The

largest event is Wednesday – a simulated car crash response at the garden by Gilmour

Hall. This public relations week has been extended the complete image revamp this year

and has seen the development of new resources (e.g. a PR board, reusable sign, posters,

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etc.) which can be used moving forward. In addition, a video has been produced by Mike

B., Comms Officer, and will hopefully draw attention to the service!

Coming up in the near future is executive team selection, summer executive applications,

and the appointment of the new ABM (an internal HR resource). These are key decisions

to make for the coming year and are very exciting!

To extend responder interest in the field and to provide additional information to the

team, an alumni lecture series has been planned. Alumni will return to present about their

work, unique information and inspiration they have found, and to provide lectures to

extend knowledge beyond the scope of EFRT training – an important part to have

responders interested in the field and contributing back to the team.

For responders, a number of internal event are being planned. We will also be hosting a

recognition night to provide responders with awards and for the executive team to thank

the team.

BUDGET

The EFRT budget is similar to past years’ spending. First aid course revenues had already

exceeded its budgeted total by January month end. This is largely attributed to the

increased promotional efforts this year and will be continued going forward. There is also

the possibility of expanding the first aid business of the EFRT; however, this will require

additional capital costs and physical storage space – discussions which will take place

shortly.

The lack of summer funding revenue will be obtained soon. Spending in each budget line

may exceed their totals due to the increased cost with increased first aid revenue. In

addition, more efforts will be put towards increasing public relations initiatives (e.g. PR

Week) since this seems to have a direct effect on course revenue. While spending in

certain lines may be higher, this will be offset by the increase in first aid course revenue

and the goal of hitting the bottom line ($40,000) will be maintained.

Page 4 of 4

VOLUNTEERS

Responders are in general very content with the way the team is being run. After

conducting internal executive feedback, the general feeling is that responders believe the

team is in good direction by the executive team and that they are enjoying their time as

volunteers. Some issues surfaced with regards to the way that midyear evaluations were

run and this feedback has been collected and well documented for incorporation in future

years.

CURRENT CHALLENGES

There are (fortunately) no significant challenges currently. Public Relations week

requires a lot of support from responders and will require encouragement and incentives

to have all responders participating. Overall, however, the team seems to be running well.

SUCCESSES

The EFRT has been successful in maintaining the high level of emergency response on

campus, while trying new ideas within the team. Responders are very receptive towards

trying new ideas and assist in implementing these initatives.

Page 1 of 3

UPDATE

Right now it’s March – which means it’s time for our second Walk-A-Thon of the school

year. This time we decided to donate the proceeds to Interval House! Although the month

is a bit shorter (closed for the Snow Day and for Easter weekend), we are hoping to again

achieve our goal of 200 walks.

SERVICE USAGE

PAST EVENTS, PROJECTS & ACTIVITIES

In an effort to address some of the redundancies that exist between dispatchers and

executives, we piloted a system where executives/dispatchers switch off for 3 hour shifts

each night. After trying it out for two months, we asked the dispatchers what they

preferred and ultimately decided to go back to the old system! However, we are trying to

separate the two more from a role perspective than a timing perspective, by having the

0

50

100

150

200

250

Sept Oct Nov Dec Jan Feb

Walk Counts in 2014-2015 vs 2015-2016

2014-2015 2015-2016

.

REPORT From the office of the…

Student Walk Home Attendant

Team (SWHAT)

TO: Members of the Executive Board

FROM: Serena Arora

SUBJECT: SWHAT Report #4

DATE: March 15, 2016

Page 2 of 3

executive’s main goal to be creating a positive environment and engaging the volunteers

whereas the dispatchers provide the majority of the logistical and radio support.

We also had our first themed week for our Walk-A-Thon, called Walking with the Stars!

Giuliana, Ehima, Spencer, and Justin Monaco-Barnes for walks during the week and

posted photos on our Facebook page. Ehima also offered to spend 3 hours walking

students himself which was so lovely! If our Facebook page reach is any indication, the

BOD really helped to get awareness out about our Walk-A-Thon.

UPCOMING EVENTS, PROJECTS & ACTIVITIES .

Our next week for Walk-A-Thon promo will be to bring back SWHATed At Mac! We

are also in the process of ordering a pop-up banner so that we can really draw attention

when we use the atrium!

Leon (the incoming SWHAT PTM) and I have also been working closely to figure out a

vision for the office and how we want to continue to make SWHAT the comfortable and

community-oriented space that our old office was! Some ideas would be to reorganize the

back office to make more space (as everything we add needs to be stored during the day),

get more chairs, and re-introduce a revamped volunteer appreciation wall!

BUDGET

- In terms of projected spending:

o Adv & Promo Pop-up banner, buttons

o Office Supplies Shelves for back office, more storage

o Volunteer Recognition End of year gifts, March/April food

o Volunteer Training Training social/refresher night, executive transition

meeting

Page 3 of 3

VOLUNTEERS

Leon and I have decided that this year we would like to undergo a rehiring process for

our existing volunteer base and then will put out a volunteer application for new

volunteers in April. We felt as though we would like the opportunity to trim our volunteer

base and make sure we are retaining the most committed and excited. However, in order

to successfully operate in September, we do need a substantial number of volunteers. By

instituting an Intent to Return form, we can estimate how many volunteers we can hire

and then select enough to allow us to operate in the fall while still leaving spots open for

new students in September.

We also will be piloting our new volunteer buddy system in the fall where volunteers

who live in the same area (but who do not want to use a taxi slip) can be paired together.

When we did our Fall Review survey, this was an idea that most volunteers seemed to be

interested in, but we are concerned about feasibility for our Logistics Executives! April

will be our first test run.

CURRENT CHALLENGES

There was just a bit of confusion around SSC and SWHAT communication. This year,

Ehima acted as the liason between the SSC and SWHAT. When making changes to the

back office (for example, installing shelves), do we need to ask for permission from the

SSC? If so, should I contact Gisela directly or go through Ehima? Will Justin continue to

act as this liason?

SUCCESSES

We have again beaten the number of calls we received in February 2015, the second time

we have done so in the 2015-2016 year! Also, I feel as though that Leon and I have

already started working together to develop more long-term plans for SWHAT and that

the transition process has been and will continue to be a really positive one!

Dear Executive Board, Reviewing this policy was not something that was originally on my YearPlan. The issue we decided to tackle was brought to my attention by one of my committee members so we decided to address it. As a committee we think it is unfair that you can go from being an SRA member to a PTM but not the other way around due to the month overlap period. If a PTM is not going to be rehired and successfully runs for SRA they should be able to represent their constituents as they wish. As long as they do not hold a seat on EB during this time so as not to supervise themselves, we think this is fair. There has been no edits made towards this but we also feel that while we’re looking at this policy we would like the difference between PTM and assistant PTM to be better articulated and determine whether they are allowed seats on SRA. Thank you, I enjoy discussing this with all of you on Wednesday.

Sincerely, Miranda Clayton Operations Commissioner McMaster Students Union sraops@msu.mcmaster.ca

.

Memo From the office of the…

Operations Commissioner

TO: Members of the Student Representative Assembly

FROM: Miranda Clayton, Operations Commissioner

SUBJECT: Updated Edits to OPERATING POLICY 2 – EMPLOYMENT

DATE: February 29, 2016

Approved 87O Revised 88D, 88G, 89E, 89P, 90E, 90L, 90Q, 90S, 91E, 94R, 96Q, 98N, 99M, 04F, 09P, 10N, 12P

OPERATING POLICY 2 – EMPLOYMENT

1. PURPOSE

1.1 To ensure that the employment of part-time employees is conducted in a fair and equitable

manner.

2. ADMINISTRATION

2.1 The Executive Board shall administer this policy;

2.2 Exceptions to this policy must be made by the Executive Board;

2.3 Managers of departments are required to ensure their staff follows the guidelines of this policy;

2.4 Supervisors are responsible for informing their employees of this policy.

3. HIRING PROCEDURE

3.1 Applications for employment (except positions which are elected) shall be posted and collected

electronically and shall be kept on file for a minimum of six (6) months;

3.2 All paid positions, including rehires, must be posted; 3.2.1 A staff member can be considered for rehire if;

3.2.1.1 The incumbent’s supervisor has performed a performance appraisal; 3.2.1.2 The incumbent’s supervisor has recommended the incumbent for rehire; 3.2.1.3 The applications to the position have been reviewed by the hiring committee.

3.3 The Vice-President (Administration) shall ensure that all positions are advertised;

3.3.1 Part-Time Manager, January 15; 3.3.2 Part-Time Staff, by mid-March; 3.3.3 And as required throughout the year.

3.4 Staff shall be hired according to the following guidelines:

3.4.1 Managerial staff supervised by a Board of Directors member shall be hired by the

Executive Board;

Operating Policy 2 – Employment– Page 2

3.4.2 Other managerial staff and hourly rated staff shall be hired by the department manager;

3.5 The Executive Board may decide not to strike a particular hiring board if the position becomes redundant;

4. HIRING CRITERIA

4.1 MSU members (those enrolled in 18 units of courses or more during the academic year) in good

standing shall be eligible for employment with the MSU; employment will terminate when the employee is no longer enrolled in the required number of units;

4.2 Each employee shall read or fill out the required employment forms in conjunction with a Hiring Committee member and/or the Administrative Assistant, encompassing the following information;

4.2.1 Signed copy of the Employment letter; 4.2.2 Copy of the job description; 4.2.3 Copy of the applicable Operating Policy; 4.2.4 Void cheque; 4.2.5 Payroll forms; 4.2.6 Any other applicable training and/or access, relevant to their position

4.3 No employee shall hold more than one paid position within the MSU concurrently:

4.3.1 Seasonal, (e.g. poll clerks) Commissioner positions and part-time employees who are not able to obtain more than 7 hours per week on a consistent basis through an MSU position are exempt from section 4.3 4.3.1.1 Consistent shall be defined as 4 consecutive weeks of service operation. 4.3.1.2 In the event that two or more competitive candidates are available for hiring,

preference may be given to candidates that will not be holding concurrent positions in the MSU during their time of service.

4.3.2 Under no circumstances can section 4.3 be waived to encompass more than 2 MSU positions

4.4 No SRA member shall hold a part-time manager position supervised by a Board of Directors member; 4.4.1 Exceptions shall be made for Part-Time Managers who are at the end of a work term,

have not been rehired for the following year, and have been successfully elected to the SRA for the following year. 4.44.4.1.1 [vpad1]Part-Time Managers shall not hold seats on the Executive Board

during any overlap period between SRA and Part-Time Manager duties.

4.5 All employees must be able to be bonded;

4.6 Only MSU members during the previous academic year shall be eligible for full-time summer positions.

5. GENERAL PROVISIONS

5.1 The normal term for employment will be outlined in the employment contracts;

Operating Policy 2 – Employment– Page 3

5.2 The rate of remuneration for employment shall be as contained in OPERATING POLICY 2.2 – EMPLOYMENT WAGES, as approved by the SRA;

5.3 Payment of wages is made by direct deposit to the employee’s bank account two (2) weeks in

arrears of start date;

5.4 All part-time managerial positions supervised by a Board of Directors member shall be responsible to the Executive Board through their supervisor;

5.5 Employees shall be responsible for fulfilling any job requirements specified in their job description and any relevant bylaw or operating policy;

5.6 Employees shall not receive remuneration during periods of time off due to illness, lay off or closing of the service by the Executive Board (e.g. exam periods and reading week);

5.7 Salaried employees will be paid for all statutory holidays when they fall on a normal working day; 5.8 Hours of work per week for staff are outlined in the job description;

5.9 Employees who will be absent or temporarily unable to fulfill their duties shall notify their respective

manager in advance and shall solicit a replacement, if necessary;

5.10 Where this policy falls silent, the Employment Standards Act will apply.

6. DISCIPLINARY PROCEDURES

6.1 Disciplinary procedures shall be as outlined in OPERATING POLICY 2.1 – EMPLOYMENT DISCIPLINARY PROCEDURES.

P:\DEPARTS\ADMIN\Admin. Assist 15-16\Executive Board\Meeting Documentation\15-28\MAC Bread Bin Assistant Director.docxP:\DEPARTS\ADMIN\Jess and Victoria shared documents\Job Descriptions\2014-2015 JOB DESCRIPTIONS\MAC Bread Bin\Bread Bin Program Coordinator.docx Page 1

Approved EB 15-11

JOB DESCRIPTION Part Time StaffManager

Position Title: MAC Bread Bin Assistant Director

Term of Office: September 1 to April 30 (summer preparation required)

Supervisor: Executive BoardVice-President (Administration) through the MAC Bread Bin Director

Remuneration: Refer to MSU OPERATING POLICY 2.2 – APPENDIX A

Hours of Work: Variable Capped Hours (May 1 – August 31) 10 hours per week (September 1 – April 30)

General Scope of Duties

The MAC Bread Bin Assistant Director works closely with the volunteer team and Director to manage the Meal Exchange Chapter, including its programming on campus. The Assistant Director is the liaison between Meal Exchange Canada and the McMaster chapter associated with MAC Bread Bin. In addition, the Assistant Director shall support the Events Coordinator and Promotions Coordinator in their roles and responsibilities. The MAC Bread Bin Assistant Director is responsible for coordinating food raising and fundraising initiatives, as well as educating McMaster students on the causes and consequences of poor food systems and the support resources available to students. The MAC Bread Bin Assistant Director will perform the duties of the Director if they are absent.

Major Duties and Responsibilities

Category Percent Specifics

Support & Supervisory Function

40% Provide support to the MAC Bread Bin Director Provide support to the Events and Promotions

Coordinators in their roles and responsibilities Recruit volunteers to assist in the coordination of all

program events Train volunteers on their roles and responsibilities Hold regular Meal Exchange meetings that allow

volunteers to come together to plan events and advocate on issues related to de-stigmatizing and minimizing hunger

Perform the duties of the MAC Bread Bin Director if they are absent

Financial & Budgeting Function

10% Work with the MAC Bread Bin Director to ensure that programming budgets aligns with the service budget

Maintain financial records of all Meal Exchange programs in accordance with Meal Exchange national policies

MAC Bread Bin Assistant Director Job Description

Page 2

Retain financial information to receive reimbursement from the MAC Bread Bin Director

Ensure all costs remain within the allocated budget and inform the MAC Bread Bin Director of all expenditures

Communications Function 25% Maintain strong communication with the MAC Bread Bin Director, Promotions Coordinator, and Events Coordinator

Maintain contact with Meal Exchange national office and participate in all scheduled teleconferences with other Meal Exchange campus coordinators across Canada.

Build and sustain positive relationships with community partners and other groups focused on food sustainability, food accessibility, and food security, both on and off campus

Advertising & Promotions Function

10% Contact the Promotions Coordinator in a timely manner to ensure enough time for promotional material to be designed and created at Underground Media + Design

Advertise events in an appropriate manner, including the use of appropriate MSU channels

Network with campus and community partners to promote MAC Bread Bin and Meal Exchange events

Continually advertise MAC Bread Bin and its services as resources for emergency assistance

Other 15% Other duties as assigned by the Director Participate in transition with the outgoing MAC Bread Bin

Assistant Director and provide transition for the incoming MAC Bread Bin Assistant Director

Participate in mid-year evaluation process set out by the Vice-President (Administration)

Assist in hiring the MAC Bread Bin Assistant Director Assist in hiring other MAC Bread Bin staff as requested

by the Director Attend all meetings as scheduled Be an active member of the MAC Bread Bin community

Knowledge, Skills and Abilities

Awareness and understanding of topics associated with MAC Bread Bin (e.g. food security, food accessibility, food sustainability)

Ability to maintain a calm demeanor in stressful situations and work with a diverse population Detail oriented Knowledge of event planning and fundraising is an asset Organizational and time management skills Leadership skills required Ability to lead and work with others Interpersonal skills an asset Excellent written and oral communication skills required Ability to work well under minimal supervision and take ownership of all projects Ability to coordinate others and take initiative to ensure successful completion of tasks

Effort & Responsibility

Maintain confidentiality of all individuals accessing MAC Bread Bin Effort required to think creatively

MAC Bread Bin Assistant Director Job Description

Page 3

Effort required to plan and execute events Responsible for maintaining an appropriate and positive image of the MSU Judgment required to make financial decisions

Working Conditions

Work is performed in a shared space Time demands may exceed stated hours of work

Training and Experience

Management and supervision experience of staff and volunteers an asset Experience with food raisers and fundraisers is an asset Experience with budgeting procedures is an asset Experience with MAC Bread Bin as a volunteer and/or user is an asset Anti-Oppression Training (provided) Food Handlers Certification required (provided)

Equipment

Shared computer and telephone resources

P:\DEPARTS\ADMIN\Admin. Assist 15-16\Executive Board\Meeting Documentation\15-28\Diversity Services Assistant Director.docxP:\DEPARTS\ADMIN\Jess and Victoria shared documents\Job Descriptions\2016-2017 JOB DESCRIPTIONS\Diversity Services\Diversity Services Assistant Director.docx Page 1

Approved EB 12-21 Revised EB 13-19 Revised EB 15-18

JOB DESCRIPTION Part Time StaffManager

Position Title: Diversity Services Assistant Director

Term of Office: September 1 – April 30 (summer preparation required)

Supervisor: Executive Board (EB)Vice-President (Administration) through the Diversity Services Director

Remuneration: Refer to MSU OPERATING POLICY 2.2 - EMPLOYMENT (WAGES)

Hours of Work: 8 hours per week (academic), variable capped (summer)

General Scope of Duties

The Diversity Services Assistant Director is responsible for the recruiting and training volunteers and assisting the Director in the programming and awareness events to promote campus diversity. Furthermore, the Diversity Services Assistant Director shall act in the role of the Diversity Services Director in their absence.

Major Duties and Responsibilities

Category Percent Specifics

Supervisory Function 50% Provide support to the Diversity Services Director Assist the Diversity Services Director in recruiting,

interviewing, and hiring new executive members (Committee Coordinators)

Train and supervise all Committee Coordinators and assist them in the training of their volunteers

Assist the Diversity Services Director in hiring and supervising the Bridges Coordinator

Financial & Budgeting Function

20% Work to foster professional relationships with the Human Rights and Equity Service (HRES)

Advise and assist MSU staff members with matters relating to campus diversity issues

Communications Function 5% Participate in monthly Part-Time Manager meetings Ensure the website is updated regularly

Advertising & Promotions Function

5% Assist the Diversity Director in promoting events and campaigns using a variety of mediums, including but not limited to print and digital media

Assist the Diversity Services Director in promoting Diversity Services to members of the McMaster community during various events, including participation at Clubsfest, Welcome Day, and Welcome Week

Diversity Services Assistant Director Job Description

Page 2

Assist the Diversity Services Director in utilizing the appropriate MSU departments to promote Diversity Services activities on campus (i.e. The Silhouette, CFMU, MSU Almanac, Underground Media & Design, Compass Information Centre, etc.)

Other 20% Perform the duties of the Diversity Services Director in his/her absence

Responsible for other duties as assigned by the Diversity Services Director

Assist in hiring the new Diversity Services Assistant Director

Participate in transition with the outgoing Diversity Services Assistant Director and provide transition for the incoming Diversity Services Assistant Director

Participate in a performance evaluation process set out by the Vice-President (Administration)

Facilitate Anti-Oppressive Practices Training with the Assistant Director and HRES for the MSU.

Knowledge, Skills and Abilities

Awareness and understanding of topics associated with Diversity Services (i.e: racism, religious discrimination, indigenous affairs, intersecting oppressions, and invisible privilege)

Management and supervision experience an asset Strong interpersonal skills required for conflict resolution and mediation Organizational experience and skills to ensure the effective operations of Diversity Services Leadership skills with the ability to lead and direct a team Public speaking skills Strong Communication skills

Effort & Responsibility

Responsible for maintaining an appropriate and positive image of the MSU

Working Conditions

Shared office space Time demands may exceed stated hours of work

Training and Experience

Previous experience with diversity issues an asset Participation in the annual MSU Management Trainings required (provided)

Equipment

Shared use of telephone, computer and administrative support. Separate email address from the Diversity Services Director

Dear Assembly, The MSU has many services, which is amazing, but in order to ensure they are being created and run with integrity we needed to mandate creation and review through a policy. Right now if someone wants to create a service they would have no idea how unless they were an SRA member at some point in time. Many SRA members would still not know how because there is no concrete process and has happened differently over the past few years. Mandating exactly how services are created and running it through EB initially ensures that all services are given the same treatment and leaves less room for error. The end result would be a better researched and more highly tuned service in its pilot year. As for reviews, it was sad that there was nothing mandating what a service review is and how to complete one in the first place. If the Services Commissioner in the future is going to be review-focused they should have stringent guidelines on how to complete them. Now reviews are multifaceted and comprehensive to provide the level of detail a review should have. Mandating a review process also eases PTMs who upon hearing their service was being reviewed before had no idea what to expect. Overall, this policy is long overdue and if we are going to keep creating services and maintaining services we need to do it well. Please do not hesitate to ask my any questions you may have Thank you. Sincerely, Miranda Clayton Operations Commissioner McMaster Students Union sraops@msu.mcmaster.ca

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Memo From the office of the…

Operations Commissioner

TO: Members of the Student Representative Assembly FROM: Miranda Clayton, Operations Commissioner SUBJECT: Service Creation and Review Policy DATE: March 15, 2016

Operating Policy 1.2 – Service Review and Creation

1. PURPOSE 1.1. To set clear guidelines on the creation of new MSU services and define the process of service

review.

2. SERVICE CREATION

2.1.1. Initiation; 2.1.1.1. The service proposer shall contact the Vice President (Administration) to discuss

their proposal; 2.1.1.2. Should the Vice President (Administration) find the proposal to have merit the

proposer is to be given time at the next convenient EB meeting to present; 2.1.1.3. Should the EB find the proposal to have merit the Vice President (Administration)

is to motion to the SRA to strike an ad-hoc committee as stated in section 1.2.2.2 in order to move into the research phase.

2.1.2. Research; 2.1.2.1. The EB shall;

2.1.2.1.1. Decide on relevant community partners to include in the ad-hoc committee;

2.1.2.1.2. Set the report schedule for the ad-hoc committee; 2.1.2.1.3. Offer suggestions to the proposers regarding their proposal.

2.1.2.2. The Ad-Hoc Committee shall; 2.1.2.2.1. Consist of;

2.1.2.2.1.1. The Vice President (Administration); 2.1.2.2.1.2. The Services Commissioner; 2.1.2.2.1.3. One (1) SRA member; 2.1.2.2.1.4. One (1) EB member; 2.1.2.2.1.5. Two (2) MSU members; 2.1.2.2.1.6. The service proposer(s) should they not be a member of the

aforementioned parties; 2.1.2.2.1.7. Other members as determined by the EB.

2.1.2.2.2. Be chaired by the Vice President (Administration) or a designate thereof; 2.1.2.2.3. Address;

2.1.2.2.3.1. Funding and budget; 2.1.2.2.3.2. Services to be offered; 2.1.2.2.3.3. Requirements for space and other resources; 2.1.2.2.3.4. If the service would benefit from having an advisory board; 2.1.2.2.3.5. How the service would exist and complement / fill gaps in conjunction to

existing McMaster University, MSU, and community organizations, as appropriate.

2.1.2.2.4. Report to the SRA and EB as determined by the EB;

2.1.2.2.5. Ensure the Operations Committee reviews the draft operating policy so as to receive advice and ensure recommendations are aligned with MSU policies and practices.

2.1.2.2.6. Dissolve when the final verdict regarding the service has been reached or at the end of the SRA term it was stricken in.

2.1.3. Proposal; 2.1.3.1. The final proposal shall consist of a delegation to the floor during the next

convenient SRA meeting and a report of research done by the ad-hoc committee; 2.1.3.2. The report shall consist of research backed information and judgements on;

2.1.3.2.1.1. Funding and budget requirements; 2.1.3.2.1.2. Exact services to be offered; 2.1.3.2.1.3. Examples of events and/or campaigns the service could run; 2.1.3.2.1.4. Requirements for space and other resources; 2.1.3.2.1.5. If the service would benefit from having an advisory board;

2.1.3.2.1.5.1. An advisory board is recommended for a new service if the service concerns the wellbeing of students with regards to physical and/or mental health.

2.1.3.2.1.6. How the service would exist and complement / fill gaps in conjunction to existing McMaster University, MSU, and community organizations, as appropriate.

2.1.3.3. Should the proposal be successful the new service is to operate as a pilot service for one (1) year and undergo full ratification if the pilot year was successful.

3. SERVICE REVIEW

3.1.1. The Services Committee shall review six (6) services each academic year 3.1.1.1. Four (4) services shall be recommended by the previous Services Commissioner

and/or Vice President (Administration) 3.1.1.2. Two (2) services shall be recommended by the present Services Committee

and/or Vice President (Administration) based on; 3.1.1.2.1. Service performance; 3.1.1.2.2. Having undergone recent major changes; 3.1.1.2.3. Part-time Manager’s request.

3.1.2. The review shall usually consist of but not be limited to the following; 3.1.2.1. An interview with the current Part-time Manager; 3.1.2.2. A public survey; 3.1.2.3. Internal research regarding the service’s;

3.1.2.3.1. Usage; 3.1.2.3.2. Finances; 3.1.2.3.3. Events and campaigns; 3.1.2.3.4. Volunteer retention;

3.1.2.3.5. Outreach and/or promotion methods. 3.1.2.4. External research regarding similar services available at other universities;

3.1.3. All information collected for the review shall be compiled into a formal report and presented to the EB by the Services Commissioner and/or Vice President (Administration);

3.1.3.1. All reviews must be presented to the EB prior to the end of the Services Commissioner’s term;

3.1.3.2. Reviews do not have to be formally presented to the SRA but it is recommended that the Services Commissioner update the SRA on review progress and results.

3.1.4. Should the EB find a service performing adequately and viable for the future they are to offer recommendations for the future and allow the service to continue as it was;

3.1.5. Should the EB find a service to be underperforming and/or inviable for the future the Vice President (Administration) is to motion to;

3.1.5.1. Give a delegation to the floor at the next convenient SRA meeting to discuss the service’s performance and viability in detail;

3.1.5.2. Rescind the service’s operating policy.