As we look towards the future, it is imperative that we establish a clear and cohesive strategic direction to navigate the challenges and opportunities that lie ahead.
Strategic Plan 2025-2028 is designed to provide this direction, ensuring continuity and stability in our mission and goals despite the annual turnover of 100% of our student leadership. This plan is the result of extensive discussions and collaboration among the AMS Board of Directors, Executive, student leaders, and permanent staff. Past year’s Brand Perception Surveys and historical financial data were reviewed and considered in our analysis along with executing a recent survey to understand our members’ perception of the AMS.
Recent events such as the COVID pandemic have heavily influenced changes in how we communicate and engage with each other which need to be considered and incorporated into our practices. This Plan reflects our collective vision, mandates, and values, and sets forth a roadmap for the next three years. By aligning our efforts with this strategic framework, we aim to enhance our ability to advocate for student success, develop transferable skills for our student employees, provide relevant services, and foster a supportive and inclusive community.
The Alma Mater Society has a longstanding tradition of serving and representing the diverse student body. The Strategic Plan 2025-2028 is not intended to replace the detailed operational plans developed by individual departments and units within the AMS. Instead, it serves as a high-level corporate strategic plan that provides a unified vision and set of goals for the entire organization. Each department and unit will continue to develop and implement their own operational plans, tailored to their specific functions and responsibilities, while adhering to the broader strategic direction set forth in this document. As we begin this journey, we understand the need for ongoing reflection and adaptation. Our strategic plan must be actively integrated into our decision making process. To prevent it from becoming obsolete, we will review it annually to ensure it stays relevant and meets the evolving needs of our members and the Queen’s community. We are dedicated to transparency, accountability, and innovation as we strive to achieve our long-term goals and fulfill our mandates.