After winning his second term as president of the McMaster Students Union in January 2024, President Jovan Popovic made the decision to fast track one of his campaign promises to a referendum.
The promise: to deliver a free meal program featuring soup and bread to students based on the successful Loaded Ladle program offered at Dalhousie University. The referendum failed to reach quorum, with only 9.4 per cent of the student population casting a ballot one way or the other.
As a transfer student from Dalhousie who witnessed first hand how the Loaded Ladle impacted hundreds of students each day, I see this as a tragedy.
But it may not stay that way for long.
As of September, the Student Representative Assembly approved a motion to rerun the referendum. It seems Popovic might have learned more this time than last about what made Dalhousie’s experiment so successful.
As of September, the Student Representative Assembly approved a motion to rerun the referendum.
The Loaded Ladle began life as an unsanctioned food service organization on Dalhousie’s campus serving soup from an ironing board. Despite problems with campus police, the organization gained popularity among students and garnered support that eventually saw them granted a kitchen space in the student union building, as a carve-out from the union's exclusive contract with corporate food provider Aramark.
Its origins — and continued existence — as an explicitly political, anti-capitalist student activist group meant that the Loaded Ladle needed to garner community support from its beginnings.
While I supported Popovic’s proposal, I think that this difference helps explain why his referendum failed to gain enough votes to either pass or fail. What was at Dalhousie a student-run initiative, would be under Popovic a single presidential candidate’s, albeit well planned and thought out, campaign promise.
The proposal itself reflects these differences too. At Dalhousie, the Loaded Ladle is an independent non-profit, run largely by volunteers, now with some paid positions at $23.50 per hour. The proposed program at McMaster would be run out of the TwelvEighty Kitchen and would be staffed and operated by existing MSU employees.
This difference is understandable. The President alone would have a hard time building an activist organization during a one-year-term and his current proposal would deliver results to students soon and for a modest fee.
But I think it's these differences that explain why the referendum failed to meet quorum. Without a group of student activists raising awareness, most students wouldn't have bothered checking the email from elections services.
Luckily, Popovic himself seems aware of this fact.
In his request to the SRA to suspend the rules on referendums that would have prevented the referendum from being re-run until next year, Popovic acknowledges that his referendum failed exactly where the Bike Share referendum succeeded.
“[T]hey were only aware of one . . . a student-led campaign team was openly informing students of the [Bike Share] referendum," read Popovic's official motion to the SRA.
This time around, Popovic says he has a “group of students” ready to raise awareness about the referendum to the student body. This, along with Popovic’s other reasons for rerunning the referendum — a commitment to his campaign promise and to the democratic process — demonstrate his interest in the kind of student-led politics that helped the Loaded Ladle and the Bike Share referendum to succeed.
This, along with Popovic’s other reasons for rerunning the referendum — a commitment to his campaign promise and to the democratic process — demonstrate his interest in the kind of student-led politics that helped the Loaded Ladle and the Bike Share referendum to succeed.
Whether he follows through on his commitment and sees the soup and bread program through or not, Popovic is clearly attempting to move forward with these valuable lessons in mind. His new plan is a clear path to success. With this revised plan, I think Popovic has everything he needs to succeed.
This article has been edited as of Feb. 11, 2019
A previously published version of this article misquoted Ikram Farah. The quote has since been updated.
Students are often at a standoff with the MSU president. A commonly held belief is that the President cannot get things done, while presidents themselves often feel that they are misunderstood by the student body. Looking back at former presidents, we can see the difficult realities of their jobs. However, each MSU president has many opportunities to enact change, and it is their responsibility to work within their limitations.
It’s hard to keep all the eggs in one basket
“When someone is running for president they are running on 12-15 platform points, but that is not your only priority, you are a CEO, you are a manager of the whole institution,” said Ikram Farah, former MSU president for the 2018-2019 school year.
Every MSU president has and will continue to struggle with balancing priorities. Consulting past presidents and critically examining a previous year’s struggles is meant to help incoming presidents plan for the year ahead. New president-elects are given the opportunity to do this during their training period under the current MSU president, which lasts from February to April of each year.
Even with this transition process, neither Marando, Farah nor Monaco-Barnes were prepared for how much time would be taken up by priorities unrelated to their platform points.
“I didn’t realize how much of my time would be taken up with chairing various meetings, SRA, clubs, committees, events, and other things that you don’t really see the president do until you are in the role yourself,” said Marando.
During the transition period, outgoing presidents still have their own responsibilities and incoming presidents have their academics. It is unclear exactly how many hours are spent orienting.
“[After March] you’re out, and the new person’s in, and it’s up to them and their team to carry on their objectives but also carry on ongoing projects to full term,” said Justin Monaco-Barnes, former MSU president for the 2016-2017 school year.
Limitations of the transition period may negatively impact a president’s future ability to establish continuity, balance priorities and prepare for unpredictability. Farah faced the impact of the Ontario Student Assistance Program cuts and the Student Choice Initiative. Responding to these events took up much of her team’s time.
“You don’t know what you don’t know,” said Farah.
Continuity is key
Longevity, according to Monaco-Barnes, can be an issue with a one-year term. A president must continue previous presidents’ work while attending to their own platform points and responsibilities. Marando, Farah and Monaco-Barnes highlighted the added pressure that comes from students wanting tangible results.
“. . . A lot of people probably don’t know I sit on groups that improve the university IT plan, or work on mental health support in classrooms. People don’t see all the time and energy that goes into working with our full-time staff and supporting business operations of the MSU. I think that if there isn’t a big promotion of something, people think nothing is happening. In reality things may span over a years — such as our new student space expansion — requiring a lot more resources than one might think,” said Marando.
The student space expansion came from Monaco-Barnes’ platform, whose Pulse expansion plans eventually evolved to include a new student center, the Student Activity Building.
“And then here we are, two years later, and it’s being built which is pretty cool,” said Monaco-Barnes.
Monaco-Barnes took an unpaid leave of absence to run two student-wide referenda and help secure funding for the expansion plans. During the second referendum, Ryan McDonald, the VP (Finance) at the time, also took an unpaid leave.
While the Student Activity and Pulse expansion are underway, future MSU presidents must see them through. Not all projects will survive this process.
At the end of Monaco-Barnes’s term, plastic water bottles were replaced with boxed water in Union Market. Union Market reverted back to plastic water bottles the following year.
“I don’t know how you control that. You hope that the continuity pieces that remain in the MSU leadership wise, you hope they will continue your original messages and ideas, but once you’re gone you can’t really control those things,” added Monaco-Barnes.
If this is a known problem, incoming and outgoing presidents should prevent it from happening as much as possible. Starting from scratch, as Monaco-Barnes noted, is a waste of time.
Who do you want in the room?
As Farah said, it can be easy to forget the significant impact that an MSU President can have in advocating for students. Advocacy could result in change that students may not link back to MSU, as such changes happen over the long-term.
“We need people with ideas and strategic vision. That’s where the Pulse expansion or student activity building becomes impactful. But we don’t always need that large action. Advocating for policies that enhance student life are incredibly important too; however, policy takes time though,” said Farah.
A president will have several opportunities to advocate for students. But it is not easy to get the job done. Monaco-Barnes said that higher-ups can wait out a president that they disagree with. There is also an intimidation factor at play, as the MSU president will interact with older and more experienced counterparts.
“It’d be very easy for a president to go in and do a lacklustre job if they are not motivated,” said Monaco-Barnes.
MSU presidents will make mistakes and struggle with their jobs. Their role is difficult to fully appreciate from an outside perspective. That doesn’t mean we shouldn’t point out their mistakes and challenge them to work around limitations. If we do not hold them accountable, then we may see less work being done. Is being MSU president hard? Yes. Does that mean that they cannot accomplish anything? Absolutely not.
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