Four years ago, I joined Northeastern’s Student Government Association, or SGA. As a wide-eyed first-year, I was filled with enthusiasm and the belief that if I brought enough passion and ideas to the table, I could fix anything. I imagined SGA as a place of sweeping reform, decisive resolutions and bold stances that would immediately reshape campus life.
But what I’ve learned since — through my experiences serving as senator, director of communications, director of global experience and now vice president for external affairs — is that real change looks different than what I first imagined. It’s not made through grand public speeches or high-level meetings, but built slowly over time.
Success comes from something far less glamorous: setting clear, manageable goals and working more intentionally with our administrators. Whether removing art on Krentzman Quad, organizing campus civic engagement events, launching a monthly newsletter to the student body, reforming meal plans, publishing an Incoming Student Guide, implementing sustainable laundry detergent in residence halls or launching the Wellness Days program, the formula stays consistent: break big problems into smaller focused projects, stay committed and find the right university partners.
Those partners? Often, they’re not President Joseph E. Aoun, Chancellor and Senior Vice President for Learning Ken Henderson or Provost and Senior Vice President for Academic Affairs David Madigan — they’re mid-level or departmental administrators who manage the day-to-day operations of the university, the ones with an intricate understanding of how the system functions. Real change happens not just by showing up consistently but by understanding the unique capabilities of each administrator and how they can solve problems students are facing.
Over time, as administrators begin to view SGA not as a revolving door of student faces but as a reliable and informed partner, the dynamic shifts. Administrators start bringing us into the room earlier. They ask for our input before decisions are finalized. These kinds of candid, proactive collaborations don’t come from holding a title — they come from curating relationships, building trust and holding a shared commitment to collaboration.
One of the main catalysts for this long-term, trust-driven approach was the transformation of SGA’s internal structure and membership. Since my first year, I’ve seen us grow more diverse, specialized and representative — mainly due to our diversity, equity and inclusion division’s work in recruiting students from historically underrepresented backgrounds. We’ve moved away from a one-size-fits-all model and created new boards, committees, working groups and advisory boards focused on specific areas like global experience, dining, wellness, campus planning and sustainability.
This shift didn’t happen overnight. It took years of reflection, trial and error and student input. But the results have been powerful. These smaller, niche groups allow students to plug into work they’re genuinely passionate about, strengthening SGA’s ability to make a tangible impact on the issues that matter.
While internal shifts toward specialization and long-term collaboration have made SGA more effective, they’ve also positioned us to think bigger. As I look to the future of student governments, both at Northeastern and at universities across the country, I’m convinced that we’re entering a new era of student advocacy. With rising tuition costs, increased political scrutiny of higher education and backlash in response to DEI initiatives, student governments have an essential role to play in holding institutions accountable.
This work is bigger than any one university. That’s why I believe the future of SGA lies in collective collegiate organizing. Already, Northeastern is part of the Boston Intercollegiate Government — a group of local universities that share policy goals and work toward closer collaboration. Future members of SGA should deepen their engagement in these coalitions and thoughtfully expand their advocacy to the state and national level. With campuses across the globe and an expansive co-op network, Northeastern is uniquely positioned to lead a student movement that doesn’t just respond to individual university policies but helps shape the future of higher education itself.
To accomplish this, we need more students willing to commit not just to the moments in the spotlight but to the behind-the-scenes work that makes problem solving possible. Specifically, we need more of this involvement from third- and fourth-year students — the ones who’ve seen where Northeastern fails and where it can grow.
Institutional knowledge is everything. If you’ve led a club, had a global experience, gone on co-op, managed a budget, ran an event or sat in a university advisory group, you have exactly the perspective SGA needs. You don’t need to be a senator to make a difference, either. Start by reading our newsletter. Fill out our surveys. Join a committee. Real change starts with students who show up — and keep showing up.
Although the work isn’t always glamorous, and progress rarely comes fast, I’ve stayed in SGA all these years not just because I love Northeastern, but because I believe that it has even more potential and I want to make it better for every student who calls this university home.
To the students looking to make a difference: SGA needs you.
To the students already in SGA: Stick with it.
Olivia Oestreicher is a fourth-year political science and communication studies combined major and served as SGA vice president for external affairs. She can be reached at oestreicher.o@northeastern.edu.
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