BOD: Vice-President

Lillian,

Now that the hardest part is all over, I hope you are ready to get started in this position next year. Honestly, this position is really what you make of it and whether that is changing and implementing new ideas, or expanding old ones, it really is up to your discretion. Regardless, I know you are going to do a great job! I am excited to see what you’re going to accomplish within this next year and I will always be here for you if you ever need help! Now with that said, let’s talk about your role as the Chief Internal Officer!

As the Chief Internal Officer, you role is to oversee all internal aspects of the association. As a result, you will need to build a working knowledge of how the association manages personnel/hiring matters, finance/budget matters, internal communication matters and strategic development matters. Understanding the associations internal functions is truly the key to operating everything and you need to dive deep into how the Personnel, Finance & Budget, and Communications Director fits into your role. Due to the shared governance of most internal projects, you will be working hand-in-hand supporting one another. However, I want you to enter your term knowing where you structurally reside within the association. I will say that the President works with the Communications Director much more with the ASUW President since the role is more external. In regards to the rest of the Association, it is your job to really focus on how you can integrate everyone to work successfully under this big ASUW umbrella. This can definitely seem daunting but I definitely tried to emphasize the ASUW Mission Statement because it was a clear long term goal for the Association. One of the hardest parts of ASUW is the consistent turnover so our mission statement to create future leaders and enrich student life makes for clear criteria in decision making. Additionally, I would definitely utilize the personnel director in understanding everyone’s work style and finds ways to support them in a holistic entity view (more on this later). Overall, everyone is a resource to you but you also have to understand that you are the main resource to everyone else. Whenever the personnel or F+B directors do not know something, you need to make sure that you are able to help them in finding an answer to their question and goals. However, they will know more specifics regarding their positions but you should always be “in the know” with what they are doing. Again, I want to emphasize that you are the main resource when it comes to ASUW employees and volunteers when they need additional support. 

This position definitely relied on the VP having a good relationship with ALL of its employees in order to be effective in your goals. There will definitely be hard times and scenarios in which there are competing interests and you will need to make decisions. I have found that being a transparent and impartial person will help you manage all of the employees. When you start this role remember to be your friendly self and you will be off to a great start! However, when these interests do need a decision made, turn to your President to help you make a decision. He will also need you to provide support and love as he has to make decisions and face problems that will come up throughout the year. However, if he isn’t available, I will be here for you and am always a text away from being able to support you!

Also, the following are made up of many past VPs and have been edited with each year but I have taken out irrelevant information and I’ve bolded or italicized information as needed .

– Kaitlyn

Please do not login until AFTER I have given you the go-ahead. Thank you!

Computer: asuwvp

Password: Huskies21-22 or Huskies2021-2022

Email: asuwvp@uw.edu

Password: sk0!dawgs

Slack: asuwvp@uw.edu

Password: (Ask new OComm Director)

HUB reservation username: asuwvp@uw.edu

Password: (Ask new OComm Director)

The job of the Vice President is split into two separate categories: Chief Internal Officer of the Association and Chief of Staff to the Board of Directors. As the Chief Internal Officer you are the internal supervisor to the association. That is to say, your job is to oversee and supervise how the internal processes are administered. To put this in a structural context, you are structurally above the rest of the Executive members (Personnel Director, Finance & Budget Director, Communications Director) and the remaining members of the Board of Directors. Take this as you will, like I said before, this position relies on interpersonal relationships so be sure that your ex-officio board members get along and work with you. 

Past Personnel & Finance & Budget Directors have been transitioned with the idea that the Vice President is structurally on the same level. And as a result, there was no collaboration as how the Vice President could best supervise the internal operations. You are not the Personnel nor Finance & Budget Director. Your job is not to process personnel or finance and budget requests. However, your role is to supervise how the Personnel and Finance & Budget Director are administering their respective policies. My best piece of advice is to be sure to meet with them weekly to get an update on what they are doing and be in the know with what they have planned for the committee meetings. When it comes to Finance and Budget, know that you should be the first to be updated, even before the President. When it comes to Personnel, you should be there for any personnel decisions and you are the personnel director if there are any conflicts with the personnel director. That is to say, you are their direct supervisor. Take as much authority as you want but be sure to enforce this authority early on.

I say this bluntly not to structure a negative presence within your relationship between the Finance and Budget and Personnel Director, but rather to enforce the structural authority and importance of the Vice President.

Below is a more in depth and clear description of both roles you will take on.

As I mentioned above, as the Chief Internal Officer, your role is to supervise the administration of the processes that run the internal operations. The main three processes being  Personnel, Finance & Budget and Communications. The Personnel Director, Finance & Budget Director and the Communications Director (I left this in because technically true, they do work with the President more and OComm is less relevant to the VP position) all report directly to you. Below I have outlined specifics regarding how I interacted with the three positions mentioned above. READ personnel, finance and budget, communications AND volunteer policy this summer. This way you are able to effectively supervise these positions.

• Personnel: It is essential that you schedule biweekly meetings as needed with the Personnel Director (this year I had personnel updates during exec (which might have made them less transparent but it was better to have exec in the know) and I got personnel updates weekly. These meetings are important for two reasons. First, It gives you the opportunity to aid the Personnel Director in adjusting policies or strategy as to how the personnel policy should be administered.  Second, this is a dedicated time for the Personnel Director to inform you on all Personnel Matters. One of your main roles is to inform the President of all ongoing personnel matters (again by having this during exec, it was more efficient but less transparent). The Personnel Director communicates those to you, and then you pass the information along to the President. Please be aware that all personnel information is confidential, and needs to strictly stay between you, the Personnel Director and the President (by having this be with the F+B and OComm Director, be sure you trust them in keeping this information private. PERIOD.). It is also crucial to note that you have the authority to authorize the start of the personnel process — in conjunction with the Personnel Director. But any time that you and the Personnel Director want to skip a step in the policy (i.e, move straight to probation) you need to have the authorization of the ASUW President. Most importantly: You must have a good relationship with them, you can schedule meetings as needed but you should be talking with them more than weekly.
• Finance & Budget: The Finance & Budget Director’s primary role is to prepare the annual budget, and process budgetary requests and changes from various entities. As the Chief Internal Officer, you play a large role in the processing of these requests. More specifically, while the Finance & Budget Director leads the budgeting process, it is your responsibility to maintain a working knowledge of each entity’s strategic vision. When the time comes to evaluate requests, the Finance & Budget Director will prompt your knowledge of entity operations. I would suggest during the Finance and Budget committee, pay close attention to each entity and their proposes of budget changes they may have. It is very important to know and understand how each entity functions and their goals they have for the following year. This position should be the MOST transparent within the Association and it is your job to keep them in check and make sure that they are keeping students in mind within all of their decisions.
• Communications: Interacting with the Communications Director is a bit different than the rest of the Executive Positions. When it comes to external operations, the Communications Director works directly with the President. Specifically, you will not be involved in writing all-campus emails and publishing press releases. However, there are times when your schedule and the President’s schedule just don’t line up and you will need to meet with them with the OComm Director. If you want to be involved with these communication tactics, don’t be afraid to make yourself available, you deserve to be in those conversations. When it comes to internal projects, such as compiling the Annual Report, you will work directly with the Communications Director. When working on employee evals you should touch base with them on information they may need. It is up to your discretion when you feel the need is to meet with them.

Once you’ve read this advise, be sure to get to know these employees and board members and be sure you trust them. If you trust them, you are able to focus on other projects and trust that they are doing their job. If not, take a bigger role in their position.

As the Chief of Staff to The Board of Directors your job is to oversee the team development of the Board. The Board is at its best when every member feels like they belong to a team, and are working towards a common goal. Your primary role as the Chief of Staff is to lead the conversation/process of developing the yearly ASUW Vision Statement, and to support each board member on an individual level. This vision statement you should think about during the summer and leading into a Board Orientation which typically falls before Employee Orientation. Don’t be mistaken, the president is the chair of the board, and therefore leads all meetings. As the Chief of Staff, you job is to develop a welcoming environment both at, and away from the board table. To do this, you should meet quarterly with each member of board, and plan a monthly or quarterly team-building/analysis activity.If anything, be sure you are intentional in how Board operates. During board meetings, it is also your job to voice your opinions and mediate anything that may come up, again, be sure you are on everyone’s side and this will be difficult but you will need to often be the middle man. However, please always have a stance and voice your opinions!

Being the Vice President will not always be rainbows and butterflies. You may have a rough time managing your time between classes, social life, and work life. Personally, towards the end of this year, my time at ASUW left me feeling emotionally and professionally drained.

Therefore, I want you to really fall back on the President during your term because he will be your main person when you are worried about everyone else in the association. I need you to make him your backbone and build a strong relationship with him in the beginning of both your terms. Since he will be there for you, you have to be there for him as well, 110% no excuses! He will need you as much as you will need him this year and when both of you are on the same page, everything will feel a lot easier.

I think it is really important to meet with them weekly to inform them on entity goings on. Make sure to build a close relationship however you can. This will also help with accomplishing any finance and budget goals that you have during the summer.

The purpose of a BoD liaison is to provide resources to your respective entities, as well as promote the projects and initiatives of that entity to the Board of Directors. Developing a relationship with the employees of the entities you liaison to is essential to being an effective liaison. Below I have outlined each entity the VP liaisons to, how I interacted with each entity, and notes regarding past and current project that the entity was/is still pursuing. In an ideal case you would be meeting with the director of each entity you liaison to on a weekly or monthly basis. However, the frequency of meetings will depend on the projects that each entity is pursuing. While you are the board liaison to these entities, you should always have their interests in mind.

The Administrative Assistants are the AA’s to the Board of Directors, Personnel, and Finance & Budget. Their jobs are to run the front desk and take care of everything involving the office such as office supplies, scheduling the conference room, and knowing everything that is happening within the HUB to redirect students.

As their liaison, I recommend you meeting with all of them at the beginning of the quarter and provide them with all of the resources they need to do their job.

• Resources: ASUW Directory, on-campus/off-campus information, database of employees and their events, and a guide to help them with open public record meetings (Ask the director if Internal Policy)

Additionally, you should meet with them at the beginning of every quarter to schedule their office hours for the quarter. This will provide consistency in the ASUW’s open office hours so that people will be able to reliably get their calls through. Usually we tried to have the office open from 10:00 am – 5:00 pm with an AA at the front desk to greet visitors.

Overall, they are going to be the backbone of running the office and it is your job to keep them doing their job and providing assistance to them when needed. Be sure to ensure that they clean out the fridge at least once a week and microwave. However, don’t have them do anything that you wouldn’t do. Be sure to remind board members to throw out their trash bins. The 121 suite is still a professional setting and should look like a professional setting.

I met with them (and our advisor, Jennifer Pope) bi-weekly just to check in but other VPs have done once a quarter. I would recommend meeting bi-weekly but ultimately, it is up to you!

One of your main jobs is being the liaison to the HUB. This role is very important because you will be looped into all of the HUB Board or Representative meetings and will be knowledgeable of all things happening within the HUB.

I recommend meeting with the Director of the HUB on a monthly basis. You should reach out to them at the beginning of your term and establish expectations and ground rules regarding how the two of you are going to communicate. The monthly meetings are very useful for keeping up-to-date on current HUB projects and initiatives. Moreover, establishing a good relationship with the Director is integral to securing discretionary funds should you want to host any events or utilize funding throughout the year. Additionally, please introduce yourself to Lincoln Johnson, Adam, Paul and others in that office as well. They are all very supportive and will help you with anything you need! (ANYTHING!)

This is also a very important role as the Vice President. I recommend getting to know all of the SAO advisors before Autumn Orientation because building the relationship from the beginning is always a great idea. I recommend meeting with Rene on a monthly basis as well. There are a lot of projects that Exec will take on, and a lot of conversations that board will have that require a historical knowledge of how the association addressed a similar issue/program in the past. Your monthly meetings with Rene are an opportunity for you to learn some of this past knowledge. Please note that while Rene has the best intentions for the association, she can often focus on sticking to precedent(s) and advises based upon historical actions.

As for your personal advisor – Jennifer, she is so great and very willing to work with you on everything. I would always loop her in on the projects you wish to pursue and meet with her on a weekly to monthly basis as well. Past Vice Presidents have chosen to meet monthly, but I recommend meeting more often than that.

• SAO Reviews: It is your job to incorporate SAO reviews in the Employee Quarterly Evaluations. Once you get all of the information back from employees, I advise you to look through all the reviews with Justin. This is very useful information to bring back to advisors so they understand how they can better support their specific employee liaisons. You should also touch base with entity directors on their advisors when you meet with them monthly.

As mentioned earlier, one of your primary responsibilities is to keep the president informed on the internal operations of the association. In order to do this, you sit on all internal committees as the presidential proxy. Being the Chief Internal Officer, it is important that you are constantly aware of changes to or progress within the following areas: Personnel, Finance & Budget & Communications. Lucky for you, there are weekly committees that you sit on as the presidential proxy. In the following tabs you will find information about the different committee functions, and your role/involvement on said committee.

In all honestly, one of the more frustrating aspects of the VP’s role is the sheer amount of standing committees. In Winter Quarter, 19 of my regular hours were being taken up by standing committees I was attending either as VP or as Mustapha’s proxy. That being said, try to make the most of it. In a lot of those spaces, you are the ONLY ASUW voice – that means you have the sole duty to be actively listening, sharing, and reporting back to the Association. It’s always a good idea to report what you’re learning in committees on your Board Reports and share them in Exec, as well as with the President in your 1:1s.

The Judicial Committee is chaired by the Director of Internal Policy, and oversees all major policy and bylaw changes to the Association. Specifically, any changes proposed by the board of directors (via a board bill) will first be submitted to the Judicial Committee. The Judicial Committee will review the policy and the proposed changes and will make a recommendation to the BoD as how they should vote for the policy.

This committee is a fantastic place for you to familiarize yourself with the ASUW Bylaws and the Elections Policies and Procedures. You and the DIP will be useful to the committee by providing context on what it was like running in terms of amending the EPP. Also, be sure that all of the complaints that were brought up in this year’s complaint hearing are addressed by the committee if there are any amendments that need to be made. Be sure to read financial, personnel and communications policy on your own in case they come up. I would definitely study up on all of the bylaws prior to diving into them again when this committee rolls around.

Come spring time, the committee transitions into elections mode, and processes any potential elections violations. At this point (normally occurring at the end of Winter Quarter) both you and the Director of Internal Policy will step down from the committee as they are processing elections violations. This is to safeguard the neutrality that BoD members must adhere to during elections.

Entity reviews

Take a look at this spreadsheet that has a timeline of entity reviews. This is something that I was transitioned off of and it actually goes against our bylaws because each entity needs to be reviewed every three years according to our bylaws. Also, the ASUW bylaws have a section that lists the membership and I personally don’t think we need a Senate and GPSS representative on these entity review committees. There are other tedious steps that I think could be more efficient. The following is my proposed plan to restructuring these entity reviews.

Have each entity reviewed every four years to have some sense of institutional knowledge considering that the average duration of a UW student is four years and this will lessen the work load on the VP from every three years to four years. Also, the relevant stakeholders to these entity reviews are (1) Vice President who will chair the entity reviews, VP provides a holistic perspective to the entity’s role in the ASUW and institutional knowledge; (2) Entity Employees, choose however many employees but they are there to speak on the work that their entity has been doing on behalf of students and they can also propose big structural changes to the entity if they see fit; (3) Entity Volunteers, have at least one volunteer and open this up to any of the volunteers or have the employees pick and they are there to provide a volunteer’s perspective and ensure that the entity is serving students and provide enriching experiences for students and that they are gaining valuable experience; (4) Finance and Budget Director or member but preferably Director because they are able to provide more detailed information on the entity’s financial standing for the past couple of years and current finances which will show how the entity has financially changed over the years; (5) Personnel Director or member but preferably Director because they will be able to provide information regarding past entity personnel changes and likely how many people applied for the position; (6) the entity’s SAO advisor will provide institutional knowledge since they likely have advised the entity for a few or many years. That is all of the required membership that I think is necessary in order to a holistic entity review. Be sure that you have tangible action items that will come from these reviews if needed. One other position that I think might be useful is an outside perspective to evaluate how the entity is serving the broader student body. I personally don’t think the VP should have an intern since there are so many paid employees that assist you in your work and having an unpaid volunteer doesn’t seem fair. However, if you brought on an intern or ASUW ambassador to be a part of these entity reviews to provide an outside and unbiased perspective.

Be sure to introduce these bylaws changes at the beginning of the year so that you are able to start this process at the end of fall quarter by establishing membership or change it however you see fit but would highly recommend making these changes.

The ASUW Vice President serves as a member of the Student Technology Fee along with an ASUW Senate liaison and another ASUW appointee that you are expected to find. This committee allocates funds to entities on campus based on proposals. This year, there has been a lot of in-fighting in Student Technology Fee Committee. Mustapha and I have worked tirelessly on a proposal that will disband the fee for one year (so that students will not have to pay it next year) and also strike it from 38 dollars to 22 dollars when it resumes. There is a call from Senate to “abolish” STFC which is, from our research, going to be DETRIMENTAL to student life. STFC funds hundreds of student projects across campus – while their funding model could use some form, I *strongly* advocate against attempting to abolish STFC.

STFC meetings are often long and can be a bit technical. In the beginning of the year, you will be the only ASUW voice, but will do appointments alongside the STFC Chair and Senate later in the year. I would recommend working with the Finance  picking candidates who are not deterred by long meetings.

The Finance & Budget Committee (F&B) oversees the association’s million dollar plus budget allocated by the Student Activity Fee Committee (SAF). Specifically F&B, collects yearly budget requests from the association’s entities (an entity can request and increase/decrease, or request no change), and compiles a overarching budget proposal to SAF. SAF then reviews the request and allocates the ASUW budget based upon F&B’s recommendations/thoughts.

The Finance & Budget Director chairs this committee. This committee is a great opportunity for you to learn about the different programs and events hosted by the various ASUW entities. The Special Appropriations Committee is combined with F&B. Special Appropriations handles funding for RSO’s on campus requesting money to fund their particular events. This is where the Director of Programming also sits on F&B during this portion of the meeting because they directly liaison with RSOs.

The Personnel Committee is chaired by the Personnel Director, and serves as a space to process any changes in job descriptions and other relevant HR material. Additionally, the Personnel Director trains member of the committee to lead hirings throughout spring quarter. Be sure to help PD and PD’s AA during spring quarter to make their job easier since they are literally coordinating a ton of hirings in a short period of time.

Since the Finance and Budget Director, and the Personnel Director work closely regarding payroll and employee salary allocation, F&B and the Personnel Committee often times handle similar material and pass recommendations to one another. This will make sense as you begin to sit on each committee, but I want to make sure that you are aware of the overlap.

The HUB Board of Representatives (HUB BoR) is an advisory committee dedicated to aiding the Director of the HUB, Justin, in any strategic development(s) programming. The committee is comprised of faculty and student representatives from all across campus. Given that the HUB is a central space for students, and houses the ASUW, advocating for students during these meetings is VERY important. During my first few meetings I noticed faculty advocating for services more aligned to their programming and their needs, at the expense of student resources. Have Shalom Murphy or Justin walk you through the HUB Tier system for reserving HUB rooms and facilities to get a better understanding of how the HUB operates with student groups, UW departments and outside organizations.

As outlined below in the section titles Appointments, you are responsible for appointing two student representatives to occupy the ASUW seats on this committee. I would recommend finding students whom you work well with and can trust to advocate for student needs. It is important to make these appointments ASAP, as the HUB BoR starts to meet early in the quarter.

Personally, I absolutely loved my time sitting on this committee because you really understand the ins and outs of the HUB. They also provide food and bowling which is always a plus!

The Association values student opinion, and strives to build student representation into both internal and external committees. All committee appointments will be conducted through the Office of Outreach and Involvement, and fall under the Open Selection Process. Some board members this year wanted to bypass the Open Selection Process but it’s your job with OOI to ensure that it is followed because it prevents ASUW nepotism. The OOI Director will be able to provide you with more detail, but essentially committee appointments must be made available to all students, and the application period must remain open for at least 2 week. The application can only close when there are at least 2 applicants who have applied.

Committee representatives are volunteers, so when it comes to organizing and marketing the application, that is OOI’s job. Once the application has received applicants, you have the full discretion to chose whom you want to fill the appointment.

Additionally, all appointments must be made official via a board bill. These board bills are very simple. You just state the committee, the person you are appointing, and reasons why you appointed that person. As outlined below, there are some committees in which you work with other members of the association to appoint representation.

You are responsible for appointing student representatives to the following committees:

• HUB Board of Representatives
• Student Activities Fee (SAF) — This appointment is made in conjunction with the Finance & Budget Director
• Student Technology Fee (STF) — This appointment is made in conjunction with the Finance & Budget Director

Be sure to keep a list or have the Board AA keep this list for you of all the ASUW appointees that Board members appoint because it will make it a lot easier to keep track of them as they are appointed and follow up with them to ensure that they are doing a good job of representing ASUW. Keep in mind that there have already been appointments made to SAF, UW Bookstore and Campus Sustainability Fund at the end of the year. I left STF open to you because the STF Chair was unsure of which members wanted to return so reach out to the STF chair about this in July or August. The STF Chair works on summer funding so they should be available and their office is on the third floor.

In this section you will find a detailed outline of how I transitioned the responsibilities mentioned above into projects and action items. Each quarter will look a bit different but it is important to note that these are just suggestions. As much as I believe in the changes that I made to the position, you are now in control. If you believe the Vice President needs to oversee a new project, or delete an existing one, then go for it! Definitely look carefully on the tasks for each quarter though, some of them are consistent and need to be done! (This is a culmination of past VPs with some edits that I deleted or added in and remember that it is your year and make it whatever you want the role to be).

Summer is a fantastic time for you to transition into the position and learn how the association internally functions. Don’t expect to learn everything right away, it will definitely take some time! I would recommend spending your time getting to know different SAO and HUB employees and developing your approach to entity and board development. Specifically, you should schedule a meeting with every SAO adviser and introduce yourself as the official ASUW liaison, and sit down with Justin and the new Assistant Director of Facilities, Operations and __ to the HUB, they should start in June or late July. Decorate and organize your office during this time as well, you will feel extremely prepared if you do this before the madness stops! I got a lot of comments about how undecorated my office is, Kelty’s office made it into a Daily article hah. I would plan the quarter out as well so you do not get overwhelmed with the many tasks you have to do.

BoD orientation: Before your first BoD orientation, get together with Mustapha to talk about how you want to go about talking about the ASUW Vision with the rest of the BoD. For my term, we had “For the 2020-2021 school year, the ASUW will strive to use our resources to achieve community support, Husky empowerment, and multidisciplinary collaboration while we learn to navigate a new remote learning environment. We value innovative, inclusive, and impactful student work as we envision a virtual UW community that is compassionate, equitable, and intentional.” and specific goals and these were at the beginning of each board report to ensure that we kept these in mind each week. Be creative and have fun with creating it! Talk with Mustapha about what you two want to see from the year, then meet with Rene to talk about scheduling a leadership consultant to help build a relationship among you all, Rene can help better guide you through this process. You are the chief of staff for BoD so take lead on this.

Some deliverables for this summer:

Tri Campus Relationships – follow up with other boards talk with Mustapha about how you want to do this. This past summer, we had only the VP and Presidents from each campus as well as the PACS (Provost Advisory Committee for Students) Chair and Student Regent.

HUB 121 and 131 Layout – work with the map provided by David and ideas presented in the Office of International Student Engagement and Office of Inclusive Design proposals to develop an official layout. Rene and Justin will also need to be looped in on conversations.

Vision Statement: Talk with BOD about what they want to do, get buy in from everyone.

Touch bases with PD and F&B about their progress / get to know them. Remember to set your working relationship with them soon.

Write bills / plan for task forces. Talk to Jennifer Pope and Rene to plan these, they were a great help with helping me plan.

Meet with the advisors and get to know what institutional knowledge they know of their entities.

Read through bylaws for ASUW, Personnel, Finance and Budget, Communications and Volunteer to get familiar with these. You can enforce policies as you see fit.

Get familiar with the 2020-2021 budget with Alece.

Schedule Exec however you see fit for summer but start building relationships and trust among the five of you.

Schedule a time to meet with Canopies by Fred (206)214-7879 or sahara@CanopiesByFred.com to replace the broken canopies in the 121 office, they should have post it notes on which ones are broken. We already approved funding for this with Rene so just have her or Alece sign off at the end. Be sure to do this because you will need them when tabling.

Fall quarter is really important because you are establishing your role as the Vice President and this is also super exciting and really fun! Remember that this role is what you make of it and really pour your heart into it. I have set out a schedule on things to consider during the weeks of this quarter and elaborated on the things you need to execute as well down below. Again, it is up to you on how you manage everything, I just want to provide you with a guide to help you redirect if you run into any problems. Remember, I’m just a text away if you have any questions.  

Honestly when it comes to entity reviews and task forces read the bylaws to better pace yourself throughout the year.

Week 1-4: Meet with the rest of HUB staff, ASUW employees, and get yourself organized and familiar with both ASUW 121 and 131 offices, and your own! Make sure you really understand your job and run through the bylaws as well just so you are familiar. Pass the bills and start creating task forces. During week 2, start to get everyone’s availability for exec (Pres, OCOMM, Personnel and F&B) and kick it off! Schedule times to meet with all Board of Director members and all entity directors (23) these meetings should be monthly and as casual as stopping by their office. I found it was easy to get your ASUW Google Calendar with availability slots so that people can schedule appointments with you. Try to avoid when2meets because you’ll have a ton but schedule however you see fit. When meeting with entities, build relationships both working and personal. You are their boss and peer.

Week 5-6: Maybe plan an association wide event in collaboration with OOI? Usually it is based on the holidays that roll around but I think a welcome back party would be super fun. Again, up to you and I would run your ideas through the EXEC committee as well. – totally optional you’re going to have so much stuff to do you could encourage OOI to do something. OOI did a volunteer thankful celebration/orientation which is a great way to have an orientation with volunteers and build relationships with them and get them excited to be in ASUW. Also, this would be a great time to goal set with volunteers.

Week 7-8: Plan the Autumn Quarter Director’s Caucus. It is up to you on how you want it to be ran and talk to Jennifer (SAO Adviser) about this. – optional think about this one. Start wrapping things up with task forces.  Put in a board bill to review the specific entities listed in the document below. Also, work with future F&B Director to do task forces for RDR and OGR with the financial/personnel directives (Rene is a really good resource for this topic).

Week 9-10: At the beginning of week 9, send out employee evaluations and make sure you receive these back before the quarter ends. Work with the Personnel Director and the Director of Internal Policy during this time. MAKE SURE DIP IS INVOLVED THERE IS CERTAIN INFO THEY NEED FROM THIS.

Here are a list of projects, as well as a brief descriptions. For a more detailed explanation, refer to the Google Drive:

NOTE: Directors’ Caucuses , One-on-One meetings with entity directors & BoD members & Employee Evaluations repeat every quarter. 

• One-on-One Meetings w/ Entity Directors: As mentioned above, this is one of the most important things you do as Vice President. I would recommend sending a message out early in the quarter, reinforcing the role of the Vice President. Specifically stating how the Vice President is responsible for entity development and staying informed on all major entity goals and programs. Try to have these meetings as early as possible. I would set a goal to have these completed within the first month. Remember that Personnel is also having 1:1s so try to differentiate them.
• One-on-One Meetings w/ BoD Members: This project relates to your role as the Chief of Staff to the BoD. In these meetings collect quarterly goals from each BoD member, and outline their working styles. As the Cheif of Staff it is crucial that you understand how each board member best receives and gives feedback. Make sure to pass this information along to the president.
• Directors’ Caucus: The Directors’ Caucus aims at creating a space for entity directors to collaborate and inform  on another on upcoming events and programs. I would recommend hosting this within the second month of the quarter.
• BoD Vision-Setting Session: As the Chief of Staff to the BoD, you are in charge of leading the discussion aimed at setting the ASUW Vision Statement. The Vision Statement, is separate from the association’s mission statement, and should be specific to what your BoD wants to accomplish during their time in office. You will refer back to this during the Spring Annual Report, so make sure to put some thought into it. I would recommend introducing the vision statement during the first board meeting, then hosting the workshop during the second.
• Association wide events: These are meant to bring all the employees together and celebrate/ have fun with everyone. Events such as Friends giving, Christmas party,  etc. Work with the Personnel Director and OOI Director as well.
• Employee Evaluations: You are responsible for creating and sending out quarterly employee evaluations. You will use these responses to gauge employees performance and identify areas to help develop entity strategy. The Personnel Director will also use this survey to check in with employees regarding personnel matters. Make sure to share the responses with the Personnel Director and President, but no one else. With confidential information such as this, the only people you can loop in are the president and personnel director. Here is a link to the last evaluation that I sent out. Be sure to have DIP access to questions that they need for quarterly reports.
• Booting Up Entity Review Task Forces: During the 1st or 2nd board meeting you will want to pass the board bill initializing the different Task Forces. I created a schedule this past year outlining which entities I believed should be reviewed. You are free to deviate from the schedule, but make sure not to select an entity that was done this past year. The goal is to review all ASUW entities on a 6 year basis. Go ahead and click here to check out the schedule.

Again, here is a guide for the weeks of this quarter! Not everything is included, so act accordingly to how you would like to run everything. Being mindful of time, you will also be in Personnel, F&B and Judicial during this quarter. This is the most important quarter for these committees.

Week 1-4:   Schedule times to meet with all Board of Director members and all entity directors (23). Talk about their goals, plans, and make sure you let them know you are present and will be there when they need anything. (Review their goals from the last quarter and ensure they are meeting them and growing on them for Winter). Meet with SAO advisors if anything concerning has come out of meetings or evals. Review tri campus relations make changes if there are improvements that need to made.

Week 5-6: Plan an association wide event, usually it is based on the holidays that roll around but I think a welcome back party would be super fun. Again, up to you and I would run your ideas through the EXEC committee as well. OOI or Personnel could also do this event, up to you!

Week 7-8: Plan the Winter Quarter Director’s Caucus. It is up to you on how you want it to be ran and talk to Jennifer (SAO Adviser) about this.

Week 9-10: At the beginning of week 9, send out employee evaluations and make sure you receive these back before the quarter ends. Work with the Personnel Director and the Director of Internal Policy during this time. MAKE SURE DIP IS INVOLVED THERE IS CERTAIN INFO THEY NEED FROM THIS.

Here are a list of projects, as well as a brief descriptions. For a more detailed explanation, refer to the Google Drive:

• Chairing The Entity Review Task Forces: A majority of your time during Winter Quarter will be spent chairing the various Task Force Meetings to check in on the two new entities and finish up task forces for OGR and RDR. Most meetings will occur weekly. I would recommend collecting committee member availability early on in the quarter. It would be AWESOME to have all Task Forces booted up and running by the 4th week of the quarter.
• SAO Adviser Review: As the Liaison to both the Student Activities Office, and the Husky Union Building, your role is to prompt feedback from ASUW employees as to how SAO advisers are performing. You will find a survey in the Google Drive. After employees have completed the survey, make sure to use your monthly meetings with Justin (Director of the HUB) to discuss the results and develop tangible action items to address any areas of concerns. (Using the information in Fall quarter’s reviews, discuss with the advisers the feedback)
• One-on-One Meetings w/ Entity Directors: As mentioned above, this is one of the most important things you do as Vice President. I would recommend sending a message out early in the quarter, reinforcing the role of the Vice President. Specifically stating how the Vice President is responsible for entity development and staying informed on all major entity goals and programs. Try to have these meetings as early as possible. I would set a goal to have these completed within the first month.
• One-on-One Meetings w/ BoD Members: This project relates to your role as the Chief of Staff to the BoD. In these meetings collect quarterly goals from each BoD member, and outline their working styles. As the Cheif of Staff it is crucial that you understand how each board member best receives and gives feedback. Make sure to pass this information along to the president.
• Directors’ Caucus: The Directors’ Caucus aims at creating a space for entity directors to collaborate and inform  on another on upcoming events and programs. I would recommend hosting this within the second month of the quarter.
• ASUW End of the Year Gala: During this quarter, I would put together a task force to put together the logistics of the Gala. Loop in the Personnel Director and OOI Director as well or whatever you want the end of year celebration to look like. The past two years, they have not happened due to COVID but before that they were annual!

For this quarter, I did not provide you with a guide because you should get the hang of everything at this point! Also its pretty open with hopefully less work? Finish task forces and entity reviews if you haven’t already!

• Annual Report: The ASUW Annual Report is a document prepared to highlight major activities and programs hosted by the association’s entities, programs and commissions. You will create this in conjunction with the Communications Director. To collect information, I sent a survey out to all employees prompting them to describe successful events and how they impacted the campus community. Your role is to collect the content and ensure that entity and BoD members provide information. The Director of Communication is responsible for visually designing the report. I would recommend sending out the survey within the Month of April, or at the start of May at the latest.
• One-on-One Meetings w/ Entity Directors: As mentioned above, this is one of the most important things you do as Vice President. I would recommend sending a message out early in the quarter, reinforcing the role of the Vice President. Specifically stating how the Vice President is responsible for entity development and staying informed on all major entity goals and programs. Try to have these meetings as early as possible. I would set a goal to have these completed within the first month.
• One-on-One Meetings w/ BoD Members: This project relates to your role as the Chief of Staff to the BoD. In these meetings collect quarterly goals from each BoD member, and outline their working styles. As the Cheif of Staff it is crucial that you understand how each board member best receives and gives feedback. Make sure to pass this information along to the president.
• Directors’ Caucus: The Directors’ Caucus aims at creating a space for entity directors to collaborate and inform  on another on upcoming events and programs. I would recommend hosting this within the second month of the quarter.
• Office Space Allocation Survey: Every year, the Executive Advisory Committee looks into the current assignment of office spaces and makes any necessary adjustments. To survey is a place where entities can request to move or stay in their current offices. Here is a link to the survey we sent out last spring.

• TASK FORCES for OID and International Students: Read through both reports over the summer to have an understanding of the two entities purpose.
• Ethernet ports for Bean Basket. Alece should be working on this but essentially BB needs an ethernet port in the Bean Basket to use their card reader so this involves a remodel of the room. We approved funding.