diff --git a/bylaw-1.md b/bylaw-1.md index b8e5433..54d73d8 100644 --- a/bylaw-1.md +++ b/bylaw-1.md @@ -386,10 +386,7 @@ subtitle: The Constitution ## General 1. The Council shall be composed of the Board Members, Project Directors, Class Representatives, one (1) representative selected by each Ancillary Organization, Internal Representatives, and Spirit Heads. - -## Quorum -1. Quorum at a meeting of the Council shall be fifty percent (50%) of voting members present. -1. Proxy votes shall count towards Quorum. +1. The Council is not a formal body of the Society but simply a single term encompassing all the listed roles. # Employees @@ -402,14 +399,15 @@ subtitle: The Constitution 1. Maintaining the day-to-day financial records of the Society; and 1. Other duties as may be specified in Bylaws and Policies. -# Amendments, Bylaws, and Policies +# Governing Documents and their Amendments ## General -1. There shall be three levels of documents specifying the organization of the Society; +1. There shall be four levels of documents specifying the organization of the Society; 1. Bylaw 1 (Constitution); - 1. Other Bylaws; and - 1. Policies. -1. All of the documents contained under each of the levels of documents listed in 7.0.1 must be written using gender neutral pronouns. + 1. Other Bylaws; + 1. Policies; and + 1. Manuals. +1. All of the documents contained under each of the levels of documents listed in section 7.0.1 must be written using gender neutral pronouns. ## Bylaw 1 (The Constitution of the University of Toronto Engineering Society) 1. Bylaw 1 shall specify the fundamental organization of the Society. @@ -425,7 +423,7 @@ subtitle: The Constitution 1. A General Meeting; or 1. A meeting of the Board of Directors. -## Amendments +## Amendments to Bylaws 1. A bylaw amendment made by the Board of Directors is effective only until the next Annual General Meeting or a General Meeting called for the purpose of its ratification unless confirmed thereat, and in default of confirmation thereat, ceases to have effect at and from that time, and in that case no new bylaw of the same or like substance has any effect until confirmed at a General Meeting. If such approval has not occurred by the next Annual General Meeting the amendment is struck down and neither it nor any substantially similar amendment may be proposed at a meeting of the Board for one year following the date of the Annual General Meeting. ## Policies @@ -439,3 +437,27 @@ subtitle: The Constitution 1. When a policy is passed, repealed, or amended, it shall be noted, within the relevant Policy, which of the parties listed in section 7.4.2 did so. 1. A notice shall be given to the Board of Directors when a policy is passed, repealed, or amended by a party listed after the Board of Directors in section 7.4.2. 1. Policies passed, Policies repealed, and Policy amendments by a party listed in 7.4.2 may not be repealed, passed, or reversed or substantively defeated, respectively, by parties which come after them in the same list until one (1) year after the amendment was made. + +## Manuals +1. Each role (including members of bodies) defined in the Bylaws shall have a Manual, named "(Name of Role) Manual", with role name suffixes such as "Director" or "Manager" removed (unless the resulting title would be too confusing). +1. Manuals shall be considered descriptions of the corresponding roles which supersede neither their Bylaw-mandated responsibilities nor specific Policies describing their responsibilities. +1. Manuals shall: + 1. Summarize the role's purpose; + 1. Describe the role's typical operations, including executive structure and responsibilities as applicable; + 1. List the role's responsibilities, whether ongoing, time-fixed, or optional; and + 1. Contain enough detail to allow an incumbent with no experience in the Society to fulfill its basic functions. +1. Manuals may only be amended by: + 1. A simple majority vote of a General Meeting; + 1. A simple majority vote of the Board of Directors; + 1. A simple majority vote of the Executive Committee; or + 1. A simple majority vote of the incumbents in the corresponding role, with the consent of the Officer overseeing the role (directly or indirectly). + 1. For the sole purposes of this section, the Officers are their own overseeing Officers, and any other role with no explicitly defined overseeing Officer has the President as its overseeing Officer. +1. Manuals shall be passed or repealed when the corresponding role is created or removed, respectively, by the same body creating or removing the role. + 1. It shall be out of order to amend the Bylaws to create or remove a role without simultaneously passing or repealing, respectively, the corresponding Manual. + 1. The parties listed in section 7.5.4 shall pass a Manual when a role previously created is discovered to be lacking its Manual, and shall repeal a Manual when a role previously removed is discovered to still have a Manual. + 1. In the latter case, the role being nonexistent, the consent of the incumbents as described in section 7.5.4.d is not required. + 1. Notwithstanding section 7.5.5.a, the delay in passing or repealing the Manual does not void the creation or removal, respectively, of the corresponding role. + 1. Changes to the number or Constituency makeup of a role shall not be considered creation or removal of a role (e.g. the creation of Class Representatives for the PEY Constituency does not create a new role). +1. When a Manual is amended, it shall be noted, within the relevant Manual, which of the parties listed in section 7.5.4 did so. +1. Notice shall be given to the Board of Directors when a Manual is amended by a party listed after the Board of Directors in section 7.5.4. +1. Amendments to Manuals by a party listed in section 7.5.4 may not be reversed or substantively defeated by parties which come after them in the same list until one (1) year after the amendment was made. diff --git a/index.md b/index.md index d2d6025..06b5f3a 100644 --- a/index.md +++ b/index.md @@ -32,6 +32,60 @@ subtitle: Index of Documents 1. [Sustainability Policy](policies/sustainability-policy.md) 1. [Transition Policy](policies/transition-policy.md) +## Manuals +1. Manuals are amended as given in [Bylaw 1, section 7.5](bylaw-1.md) + 1. EngSoc Officers: + 1. President - [President Manual](manuals/president-manual.md) + 1. VP Finance - [Finance Manual](manuals/vpf-manual.md) + 1. VP Communications - [Communications Manual](manuals/vpc-manual.md) + 1. VP Academic - [Academic Advocacy Manual](manuals/vpa-manual.md) + 1. VP Student Life - [Student Life Manual](manuals/vpsl-manual.md) + 1. The Board and its Standing Committees: + 1. Directors of the Board - [Board Representative Manual](manuals/board-representative-manual.md) + 1. Finance Committee - [Finance Committee Manual](manuals/fincomm-manual.md) + 1. Policy and Structures Committee - [Policy and Structures Manual](manuals/psc-manual.md) + 1. Academic Adovcacy Committee - [Academic Advocacy Committee Manual](manuals/aac-manual.md) + 1. Affiliation Committee - [Affiliation Manual](manuals/cac-manual.md) + 1. Class Representatives - [Class Representative Manual](manuals/class-representative-manual.md) + 1. Neutral Officers: + 1. Speaker of the Board - [Speaker Manual](manuals/speaker-manual.md) + 1. Chief Returning Officer - [Returning Manual](manuals/returning-manual.md) + 1. Ombudsperson - [Ombuds Manual](manuals/ombuds-manual.md) + 1. Internal Representatives: + 1. First Year Chair - [First Year Manual](manuals/first-year-manual.md) + 1. Fourth Year Chair - [Fourth Year Manual](manuals/fourth-year-manual.md) + 1. Valedictorian - [Valedictory Manual](manuals/valedictory-manual.md) + 1. Project Directors: + 1. Alumni Outreach Director - [Alumni Outreach Manual](manuals/alumni-outreach-manual.md) + 1. Archivist - [Archives Manual](manuals/archives-manual.md) + 1. Cannon Editor - [Cannon Manual](manuals/cannon-manual.md) + 1. Cannonball Director - [Cannonball Manual](manuals/cannonball-manual.md) + 1. Commuter Student Director - [Commuter Student Manual](manuals/commuter-student-manual.md) + 1. Computer Systems Administrator - [Computer Systems Manual](manuals/computer-systems-manual.md) + 1. Design Team Association Director - [DTA Manual](manuals/dta-manual.md) + 1. Engineering Stores Managers - [Engineering Stores Manual](manuals/engineering-stores-manual.md) + 1. Equity and Inclusivity Director - [Equity and Inclusivity Manual](manuals/equity-and-inclusivity-manual.md) + 1. External Relations Director - [External Relations Manual](manuals/external-relations-manual.md) + 1. F!rosh Handbook Editor - [F!rosh Handbook Manual](manuals/frosh-handbook-manual.md) + 1. Gradball Director - [Gradball Manual](manuals/gradball-manual.md) + 1. Hard Hat Café Managers - [Hard Hat Café Manual](manuals/hard-hat-cafe-manual.md) + 1. Hi-Skule™ Director - [Hi-Skule™ Manual](manuals/hi-skule-manual.md) + 1. International Transition Director - [International Transition Manual](manuals/international-transition-manual.md) + 1. Iron Pin Director - [Iron Pin Manual](manuals/iron-pin-manual.md) + 1. Mental Wellness Director - [Mental Wellness Manual](manuals/mental-wellness-manual.md) + 1. Orientation Chair - [Orientation Manual](manuals/orientation-manual.md) + 1. Skule Kup Director - [Skule Kup Manual](manuals/skule-kup-manual.md) + 1. Skulebook Editor - [Skulebook Manual](manuals/skulebook-manual.md) + 1. Skule™ Patrol Directors - [Skule™ Patrol Manual](manuals/skule-patrol-manual.md) + 1. Skule™ Photography Director - [Skule™ Photography Manual](manuals/skule-photography-manual.md) + 1. Social Media Coordinator(s) - [Social Media Manual](manuals/social-media-manual.md) + 1. Sponsorship Director - [Sponsorship Manual](manuals/sponsorship-manual.md) + 1. Suds Managers - [SUDS Manual](manuals/suds-manual.md) + 1. Sustainability Director - [Sustainability Manual](manuals/sustainability-manual.md) + 1. Toike Oike Editor - [Toike Oike Manual](manuals/toike-oike-manual.md) + 1. UTEK Director - [UTEK Manual](manuals/utek-manual.md) + 1. Webmaster - [Website Manual](manuals/website-manual.md) + ## Other 1. [Standing Rules of Order](standing-rules.md) diff --git a/manuals/aac-manual.md b/manuals/aac-manual.md new file mode 100644 index 0000000..cf3e9b6 --- /dev/null +++ b/manuals/aac-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Academic Advocacy Committee Manual +pdf: manuals/Academic Advocacy Committee Manual +subtitle: A Manual for the Academic Adovcacy Committee +--- + +# For Candidates + +## Role Summary +1. The Academic Adovcacy Committee is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Academic Adovcacy Committee missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Academic Adovcacy Committee is TODO + +## Transition +1. The Academic Adovcacy Committee shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Academic Adovcacy Committee is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/alumni-graduate-outreach-manual.md b/manuals/alumni-graduate-outreach-manual.md new file mode 100644 index 0000000..e06f438 --- /dev/null +++ b/manuals/alumni-graduate-outreach-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Alumni & Graduate Outreach Manual +pdf: manuals/Alumni & Graduate Outreach Manual +subtitle: A Manual for the Alumni & Graduate Outreach Director +--- + +# For Candidates + +## Role Summary +1. The Alumni & Graduate Outreach Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Alumni & Graduate Outreach Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Alumni & Graduate Outreach Director is TODO + +## Transition +1. The Alumni & Graduate Outreach Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Alumni & Graduate Outreach Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/archives-manual.md b/manuals/archives-manual.md new file mode 100644 index 0000000..fa46a07 --- /dev/null +++ b/manuals/archives-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Archives Manual +pdf: manuals/Archives Manual +subtitle: A Manual for the Archivist +--- + +# For Candidates + +## Role Summary +1. The Archivist is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Archivist missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Archivist is TODO + +## Transition +1. The Archivist shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Archivist is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/board-representative-manual.md b/manuals/board-representative-manual.md new file mode 100644 index 0000000..d168089 --- /dev/null +++ b/manuals/board-representative-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Board Representative Manual +pdf: manuals/Board Representative Manual +subtitle: A Manual for the Directors of the Board +--- + +# For Candidates + +## Role Summary +1. The Directors of the Board is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Directors of the Board missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Directors of the Board is TODO + +## Transition +1. The Directors of the Board shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Directors of the Board is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/business-management-manual.md b/manuals/business-management-manual.md new file mode 100644 index 0000000..323d93f --- /dev/null +++ b/manuals/business-management-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Business Management Manual +pdf: manuals/Business Management Manual +subtitle: A Manual for the Business Manager +--- + +# For Candidates + +## Role Summary +1. The Business Manager is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Business Manager missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Business Manager is TODO + +## Transition +1. The Business Manager shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Business Manager is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/cac-manual.md b/manuals/cac-manual.md new file mode 100644 index 0000000..c0d7db1 --- /dev/null +++ b/manuals/cac-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Affiliation Manual +pdf: manuals/Affiliation Manual +subtitle: A Manual for the Affiliation Committee +--- + +# For Candidates + +## Role Summary +1. The Affiliation Committee is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Affiliation Committee missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Affiliation Committee is TODO + +## Transition +1. The Affiliation Committee shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Affiliation Committee is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/cannon-manual.md b/manuals/cannon-manual.md new file mode 100644 index 0000000..86deefa --- /dev/null +++ b/manuals/cannon-manual.md @@ -0,0 +1,168 @@ +--- +revdate: April 30, 2026 +title: Cannon Manual +pdf: manuals/Cannon Manual +subtitle: A Manual for the Cannon Editor +--- + +# For Candidates + +## Role Summary +1. The Cannon Editor is the Editor-in-Chief ("EIC") of *The Cannon*, a publication devoted to fact and opinion, including essays, articles, short stories, poems, photographs, paintings, digital art, and more. + +## General Responsibilities +1. The Cannon Editor is responsible for publishing *The Cannon* at least four times per year. +1. The Cannon Editor is responsible for quality control and the stylistic consistency of *The Cannon* across their tenure as EIC. +1. The Cannon Editor manages subteams which ensure that a diversity of content is published both in print and online in a form accessible to the wider student body. +1. The Cannon Editor ensures that all content published adheres to and upholds the values of the Engineering Society and Skule™ as a whole. + +## Required Qualifications +1. The Cannon Editor must be able to communicate well and professionally both in writing and orally, including with their team, to the public at events like club fairs, and to external organizations such as publishers, advertising agencies, and printers. +1. The Cannon Editor must have previous experience as a writer or editor on at least one publication. +1. The Cannon Editor must have the capacity to occasionally dedicate 10-20 hours per week to the role. + +## Useful Qualifications +1. A strong writing and/or editing portfolio, especially including past experience with *The Cannon* or other student publications, is an asset. +1. Time management and organization, especially adherence to contract deadlines, is an asset. +1. Familiarity with Adobe InDesign is an asset. + +## Role Takeaways +1. A Cannon Editor missing qualifications listed in section 0.3 may gain them by exercising the role. +1. The Cannon Editor role is useful experience for a prospective candidate for [Vice President, Communications](vpc-manual.md) to have. + +# Summary and Structure + +## Role Summary +1. The Cannon Editor is the Editor-in-Chief ("EIC") of *The Cannon*, a publication devoted to fact and opinion. + +## Transition +1. The Cannon Editor shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). + +## Executive Structure +1. The Managing Editor reports to the EIC. +1. The Writing team reports to the Managing Editor and consists of: + 1. Senior Editors; + 1. Junior Editors, who report to the Senior Editors; and + 1. Staff Writers, who report to the Junior Editors. +1. The Graphics team reports to the Managing Editor and consists of: + 1. Creative Directors; + 1. Layout Manager, who reports to the Creative Directors; and + 1. Graphic Designers, who report to the Layout Manager. +1. The Promotions team reports to the Managing Editor and consists of: + 1. Distribution Coordinator; + 1. Webmaster; and + 1. Social Media Manager. +1. The Cannon Editor often also serves as Layout Manager, to give them more control over the final look of the publication. + +## Executive Responsibilities +1. The Managing Editor is responsible for: + 1. Overseeing Senior Editors and Junior Editors + 1. Acting as second-in-command to the EIC, including: + 1. assistance with meeting planning + 1. assistance with issue theme selection + 1. attendance at all executive/general meetings + 1. Editing submitted drafts by leaving edit suggestions on Google Docs and meeting with writers to go over any major changes + 1. Communicating with the Graphics team to ensure all articles have accompanying graphics + 1. Reading all drafts before final submission to the EIC +1. The Senior Editors are responsible for: + 1. Attending all executive/general meetings + 1. Editing submitted drafts by leaving edit suggestions on Google Docs and meeting with writers to go over any major changes + 1. Communicating with the Graphics team to ensure all articles have accompanying graphics + 1. Reading all drafts before final submission to the EIC +1. The Junior Editors are responsible for: + 1. Attending all executive/general meetings + 1. Editing submitted drafts by leaving edit suggestions on Google Docs and meeting with Senior Editors and writers to go over any major changes + 1. Checking in with, and assisting, writers during the writing process, and ensuring content is submitted on time + 1. Reading all drafts before final submission to the EIC + 1. Writing at least one piece of content (article, poem, essay, etc.) per issue +1. The Staff Writers are responsible for: + 1. Working with the Junior Editors to create interesting content that matches the current issue's theme + 1. Working with the Promotions team to provide written excerpts that can be used to promote their work, including assisting the Webmaster with written content for the website + 1. Writing at least one piece of content (article, poem, essay, etc.) per issue +1. The Creative Directors are responsible for: + 1. Managing the Graphics team and working with Senior Editors to ensure articles have accompanying graphics + 1. Setting the overall creative vision for the issue + 1. Making original art of any kind, and/or selecting and modifying pre-existing artwork to match the issue theme +1. The Layout Manager is responsible for: + 1. Combining written work and accompanying graphics into a single, aesthetically pleasing composition - what students will see when they open an issue of *The Cannon* + 1. Working closely with the EIC and contributors to ensure that all parties approve of the layout +1. The Graphic Designers are responsible for: + 1. Making original art of any kind, and/or selecting and modifying pre-existing artwork to match the issue theme + 1. Working with editors and writers to bring their creative vision to life +1. The Distribution Coordinator is responsible for: + 1. Distributing posters and printed issues of *The Cannon* (around 400 copies per issue) to newsstands around campus + 1. Coordinating with the Graphics team for the creation, promotion, and distribution of posters + 1. Working with the Social Media Manager and Webmaster to increase readership and better promote the magazine +1. The Webmaster is responsible for: + 1. Maintaining the backend and frontend of *The Cannon*'s website, with assistance from the [Sysadmin](computer-systems-manual.md). + 1. Posting new articles and PDFs of new issues when they are published +1. The Social Media Manager is responsible for: + 1. Managing *The Cannon*'s Instagram account and Discord server + 1. Monitoring DMs for messages from other organizations + 1. Making promotional stories/posts for upcoming meetings and issue releases + 1. Reaching out to other Skule™ organizations for potential collaborations + +## Executive Qualifications +1. The Managing Editor should have: + 1. Past experience as a Senior Editor or Junior Editor + 1. Experience writing essays, poems, articles, etc. + 1. Experience working in a small (2-6 person) team + 1. Familiarity with Google Docs +1. The Senior Editors should have: + 1. Interest or experience in writing essays, poems, articles, etc. + 1. Experience working in a small (2-6 person) team + 1. Familiarity with Google Docs +1. The Junior Editors should have: + 1. Interest or experience in writing essays, poems, articles, etc. + 1. Familiarity with Google Docs +1. The Staff Writers should have: + 1. Interest or experience in writing essays, poems, articles, etc. + 1. Familiarity with Google Docs +1. The Creative Directors should have: + 1. Skills in designing or repurposing art as it relates to written work + 1. Experience working in a small (2-6 person) team +1. The Layout Manager should have: + 1. Interest or experience in Adobe InDesign and/or Adobe PhotoShop +1. The Graphic Designers should have: + 1. Skills in designing or repurposing art as it relates to written work + 1. Experience working in a small (2-6 person) team +1. The Distribution Coordinator should have: + 1. Interest or experience in product distribution + 1. Strong written and verbal communication skills +1. The Webmaster should have: + 1. Experience with website design and front-/back-end development (e.g. React, Angular, Vue, etc.) +1. The Social Media Manager should have: + 1. Interest or experience in Instagram, Outlook, and/or Discord + 1. Strong written and verbal communication skills + +## Reporting Structure +1. The Cannon Editor is overseen by the [Vice President, Communications](vpc-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. The Cannon Editor represents *The Cannon* externally, including responding to outside inquiries, managing news-stand locations, organizing LeighComm, etc. +1. The Cannon Editor manages the relationship with the printer and advertising agency, including sending finalized issues for printing, coordinating pickup of printed issues, meeting printing and advertising deadlines, etc. + 1. The printer is currently All Solutions Printing. + 1. The advertising agency is currently CU Advertising. +1. The Cannon Editor maintains the well-being of the executives listed in section 1.2, including: + 1. planning meetings (for editing, writing, socials, etc.) + 1. checking in regularly for status, assistance, and feedback as applicable + 1. generally ensuring that executives feel welcome and included + +## Time-fixed Responsibilities +1. Upon being hired, the Cannon Editor begins recruiting executives to fill the structure described in section 1.2 by means of short interviews. +1. In June of their term, the Cannon Editor submits an operating budget to the EngSoc Finance Committee. +1. By the second Monday of July of their term, the Summer issue of *The Cannon* is finalized and sent for printing. +1. By the Orientation Committee distribution deadline, or August 1st of their term, whichever is earlier, the printed issues of *The Cannon* are provided to the Orientation Committee for inclusion in F!rosh Kits. +1. By the first Monday of September of their term, the Summer issue of *The Cannon* is published. +1. After receiving an invoice for the Summer issue, the Cannon Editor reviews their operating budget in light of Summer issue actuals and submits updates to the budget if necessary. +1. By the first Monday of November of their term, the Fall issue of *The Cannon* is finalized and sent for printing. +1. By the third Monday of November of their term, the Fall issue of *The Cannon* is published. +1. After receiving an invoice for the Fall issue, the Cannon Editor reviews their operating budget in light of Fall issue actuals and submits updates to the budget if necessary. +1. By the second Monday of January of their term, the Winter issue of *The Cannon* is finalized and sent for printing. +1. By the fourth Monday of January of their term, the Winter issue of *The Cannon* is published. +1. After receiving an invoice for the Winter issue, the Cannon Editor reviews their operating budget in light of Winter issue actuals and submits updates to the budget if necessary. +1. By the first Monday of March of their term, the Spring issue of *The Cannon* is finalized and sent for printing. +1. Before the February Policy and Structures Committee meeting in their term, the Cannon Editor reviews this Manual with the Vice President, Communications and submits any updates to the Committee for comment before adopting them in accordance with [Bylaw 1 section 7.5.4.d](../bylaw-1.md). +1. By the third Monday of March of their term, the Spring issue of *The Cannon* is published. diff --git a/manuals/cannonball-manual.md b/manuals/cannonball-manual.md new file mode 100644 index 0000000..6eeb59e --- /dev/null +++ b/manuals/cannonball-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Cannonball Manual +pdf: manuals/Cannonball Manual +subtitle: A Manual for the Cannonball Director +--- + +# For Candidates + +## Role Summary +1. The Cannonball Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Cannonball Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Cannonball Director is TODO + +## Transition +1. The Cannonball Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Cannonball Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/class-representative-manual.md b/manuals/class-representative-manual.md new file mode 100644 index 0000000..da3a35c --- /dev/null +++ b/manuals/class-representative-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Class Representative Manual +pdf: manuals/Class Representative Manual +subtitle: A Manual for the Class Representatives +--- + +# For Candidates + +## Role Summary +1. The Class Representatives is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Class Representatives missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Class Representatives is TODO + +## Transition +1. The Class Representatives shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Class Representatives is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/commuter-student-manual.md b/manuals/commuter-student-manual.md new file mode 100644 index 0000000..abfc306 --- /dev/null +++ b/manuals/commuter-student-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Commuter Student Manual +pdf: manuals/Commuter Student Manual +subtitle: A Manual for the Commuter Student Director +--- + +# For Candidates + +## Role Summary +1. The Commuter Student Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Commuter Student Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Commuter Student Director is TODO + +## Transition +1. The Commuter Student Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Commuter Student Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/computer-systems-manual.md b/manuals/computer-systems-manual.md new file mode 100644 index 0000000..3ffe810 --- /dev/null +++ b/manuals/computer-systems-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Computer Systems Manual +pdf: manuals/Computer Systems Manual +subtitle: A Manual for the Computer Systems Administrator +--- + +# For Candidates + +## Role Summary +1. The Computer Systems Administrator is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Computer Systems Administrator missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Computer Systems Administrator is TODO + +## Transition +1. The Computer Systems Administrator shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Computer Systems Administrator is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/dta-manual.md b/manuals/dta-manual.md new file mode 100644 index 0000000..e3b594b --- /dev/null +++ b/manuals/dta-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: DTA Manual +pdf: manuals/DTA Manual +subtitle: A Manual for the Design Team Association Director +--- + +# For Candidates + +## Role Summary +1. The Design Team Association Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Design Team Association Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Design Team Association Director is TODO + +## Transition +1. The Design Team Association Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Design Team Association Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/engineering-stores-manual.md b/manuals/engineering-stores-manual.md new file mode 100644 index 0000000..6ff98ff --- /dev/null +++ b/manuals/engineering-stores-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Engineering Stores Manual +pdf: manuals/Engineering Stores Manual +subtitle: A Manual for the Engineering Stores Managers +--- + +# For Candidates + +## Role Summary +1. The Engineering Stores Managers is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Engineering Stores Managers missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Engineering Stores Managers is TODO + +## Transition +1. The Engineering Stores Managers shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Engineering Stores Managers is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/equity-and-inclusivity-manual.md b/manuals/equity-and-inclusivity-manual.md new file mode 100644 index 0000000..a69fc64 --- /dev/null +++ b/manuals/equity-and-inclusivity-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Equity and Inclusivity Manual +pdf: manuals/Equity and Inclusivity Manual +subtitle: A Manual for the Equity and Inclusivity Director +--- + +# For Candidates + +## Role Summary +1. The Equity and Inclusivity Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Equity and Inclusivity Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Equity and Inclusivity Director is TODO + +## Transition +1. The Equity and Inclusivity Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Equity and Inclusivity Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/external-relations-manual.md b/manuals/external-relations-manual.md new file mode 100644 index 0000000..bde9111 --- /dev/null +++ b/manuals/external-relations-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: External Relations Manual +pdf: manuals/External Relations Manual +subtitle: A Manual for the External Relations Director +--- + +# For Candidates + +## Role Summary +1. The External Relations Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A External Relations Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The External Relations Director is TODO + +## Transition +1. The External Relations Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The External Relations Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/fincomm-manual.md b/manuals/fincomm-manual.md new file mode 100644 index 0000000..e27ca08 --- /dev/null +++ b/manuals/fincomm-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Finance Committee Manual +pdf: manuals/Finance Committee Manual +subtitle: A Manual for the Finance Committee +--- + +# For Candidates + +## Role Summary +1. The Finance Committee is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Finance Committee missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Finance Committee is TODO + +## Transition +1. The Finance Committee shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Finance Committee is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/first-year-manual.md b/manuals/first-year-manual.md new file mode 100644 index 0000000..53428a1 --- /dev/null +++ b/manuals/first-year-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: First Year Manual +pdf: manuals/First Year Manual +subtitle: A Manual for the First Year Chair +--- + +# For Candidates + +## Role Summary +1. The First Year Chair is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A First Year Chair missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The First Year Chair is TODO + +## Transition +1. The First Year Chair shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The First Year Chair is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/fourth-year-manual.md b/manuals/fourth-year-manual.md new file mode 100644 index 0000000..9a8d43b --- /dev/null +++ b/manuals/fourth-year-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Fourth Year Manual +pdf: manuals/Fourth Year Manual +subtitle: A Manual for the Fourth Year Chair +--- + +# For Candidates + +## Role Summary +1. The Fourth Year Chair is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Fourth Year Chair missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Fourth Year Chair is TODO + +## Transition +1. The Fourth Year Chair shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Fourth Year Chair is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/frosh-handbook-manual.md b/manuals/frosh-handbook-manual.md new file mode 100644 index 0000000..e4871f7 --- /dev/null +++ b/manuals/frosh-handbook-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: F!rosh Handbook Manual +pdf: manuals/F!rosh Handbook Manual +subtitle: A Manual for the F!rosh Handbook Editor +--- + +# For Candidates + +## Role Summary +1. The F!rosh Handbook Editor is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A F!rosh Handbook Editor missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The F!rosh Handbook Editor is TODO + +## Transition +1. The F!rosh Handbook Editor shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The F!rosh Handbook Editor is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/gradball-manual.md b/manuals/gradball-manual.md new file mode 100644 index 0000000..8595dd7 --- /dev/null +++ b/manuals/gradball-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Gradball Manual +pdf: manuals/Gradball Manual +subtitle: A Manual for the Gradball Director +--- + +# For Candidates + +## Role Summary +1. The Gradball Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Gradball Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Gradball Director is TODO + +## Transition +1. The Gradball Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Gradball Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/hard-hat-cafe-manual.md b/manuals/hard-hat-cafe-manual.md new file mode 100644 index 0000000..abd75f0 --- /dev/null +++ b/manuals/hard-hat-cafe-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Hard Hat Café Manual +pdf: manuals/Hard Hat Café Manual +subtitle: A Manual for the Hard Hat Café Managers +--- + +# For Candidates + +## Role Summary +1. The Hard Hat Café Managers is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Hard Hat Café Managers missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Hard Hat Café Managers is TODO + +## Transition +1. The Hard Hat Café Managers shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Hard Hat Café Managers is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/hi-skule-manual.md b/manuals/hi-skule-manual.md new file mode 100644 index 0000000..514bd4b --- /dev/null +++ b/manuals/hi-skule-manual.md @@ -0,0 +1,330 @@ +--- +revdate: April 30, 2026 +title: Hi-Skule™ Manual +pdf: manuals/Hi-Skule™ Manual +subtitle: A Manual for the Hi-Skule™ Director +--- + +# For Candidates + +## Role Summary +1. The Hi-Skule™ Director is a Directorship responsible for outreach to high schools and the promotion of the engineering profession, as well as of student life at University of Toronto Engineering. + +## General Responsibilities +1. The Hi-Skule™ Director runs outreach events such as Pre-F!rosh, Mentorship Coffeehouse, the University of Toronto High School Design Competition (UTHSDC), Designapalooza, and an event of the Director's choice. +1. The Hi-Skule™ Director manages an executive team to assist them in these efforts. +1. The Hi-Skule™ Director is the point of communication with the Engineering Student Recruitment and Outreach Office (ESROO). +1. The Hi-Skule™ Director has other responsibilities listed in Chapter 2 of this Manual. + +## Required Qualifications +1. The Hi-Skule™ Director must have timely communication skills. +1. The Hi-Skule™ Director must have the ability and willingness to learn. +1. The Hi-Skule™ Director must have a passion for Engineering outreach. + +## Useful Qualifications +1. Prior event planning skills are an asset. +1. Prior experience on the Hi-Skule™ team and/or knowledge of the Directorship's operations is an asset. +1. A certain degree of finance experience is an asset. + +## Role Takeaways +1. A Hi-Skule™ Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. The Hi-Skule™ Director role is useful experience for a prospective candidate for Officer positions or [UTEK Director](utek-manual.md) to have. + +# Summary and Structure + +## Role Summary +1. The Hi-Skule™ Director is a Directorship responsible for outreach to high schools and the promotion of the engineering profession, as well as of student life at University of Toronto Engineering. + +## Transition +1. The Hi-Skule™ Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. The Hi-Skule™ Director runs the Director's-choice event in March with the previous Director shadowing. +1. The Hi-Skule™ Director runs Pre-F!rosh with the assistance of the previous Director, if the latter is available. + +## Executive Structure +1. The Vice Director, Events reports to the Director. +1. The Events team reports to the Vice Director, Events and consists of: + 1. The Logistics Coordinator(s); + 1. The Content Coordinators; and + 1. The Marketing Coordinator(s). +1. The Vice Director, Operations reports to the Director. +1. The Operations team reports to the Vice Director, Operations and consists of: + 1. The Outreach Coordinator; + 1. The Mentorship Coordinator; + 1. The Finance Coordinator; and + 1. The Webmaster. +1. The First Year Executive(s) report(s) to the Director, the Vice Director, Operations, and the Mentorship Coordinator. + +## Executive Responsibilities +1. The Vice Director, Events oversees the Events portfolio, including the Logistics, Marketing, and Content Coordinators. Responsibilities include: + 1. Meeting regularly with the Events team to check in on progress and provide direction. + 1. Working with the Director to develop a shared vision and event strategy, and translating those into actionable tasks for each Coordinator. + 1. Reviewing and approving event proposals, timelines, and promotional materials before release, consistent with the overall vision set by the Director. + 1. Ensuring that branding and messaging across all event communications and materials remain consistent with the overall vision set by the Director. + 1. Working with the Logistics Coordinator on high-level event logistics such as room bookings, event schedules, and external groups and vendors. + 1. Supporting the Marketing and Content Coordinators in developing social media campaigns, outreach materials, and event branding. + 1. Communicating regularly with the Vice Director, Operations to facilitate cross-team coordination (e.g. between Logistics and Finance, or Marketing and Outreach). +1. The Vice Director, Operations oversees the Operations portfolio, including the Outreach, Mentorship, Webmaster, and Finance Coordinators. Responsibilities include: + 1. Meeting regularly with the Operations team to monitor progress and provide support. + 1. Working with the Director to establish operational priorities, and translating those into actionable objectives for each Coordinator. + 1. Ensuring overall operational efficiency, effective resource management, and strong external engagement. + 1. Overseeing financial tracking and budgeting together with the Finance Coordinator. + 1. Ensuring that all outreach and mentorship initiatives remain consistent with the overall vision set by the Director. + 1. Working with the Webmaster to maintain the Hi-Skule™ website and ensure consistent updates for events and opportunities. + 1. Managing inventory and procurement of materials for events and workshops. + 1. Communicating regularly with the Vice Director, Events to facilitate cross-team coordination (e.g. between Finance and Logistics, or Outreach and Marketing). +1. The Logistics Coordinator(s) is/are responsible for managing all event logistics, including tracking registration, coordinating catering, and ensuring the day of an event runs smoothly. Responsibilities also include: + 1. Creating event registration pages for students. + 1. Creating a detailed schedule of the day(s) and responsibilities of executives and mentors for each event. + 1. Reporting sales numbers weekly to the executive team, as a measurement of outreach effectiveness. + 1. Working with the Finance Coordinator to reach out to food caterers (preferably those who sponsor or offer discounts to EngSoc) to schedule food delivery for each event. + 1. Working with the Finance Coordinator, Outreach Coordinator, and [Alumni Outreach Director](alumni-outreach-manual.md) to arrange gifts for alumni and speakers. + 1. Assigning registered event participants to teams (if applicable for the event). + 1. Creating spreadsheets etc. to track participant registrations. + 1. Working closely with the Vice Director, Events for higher-level logistics (such as coordinating room bookings, event dates, and external groups). + 1. Attending all Hi-Skule™ events as a volunteer. +1. The Content Coordinators are responsible for creating the bulk of the content – be it design ideas, RFPs (Requests for Proposals), or workshops – for each event, including coming up with high-level engineering related ideas to present to high school students that accurately represent the type of work and thinking engineers have to do in their daily lives. Responsibilities also include: + 1. Brainstorming ideas with the Vice Director Events for the content of each event based on that event’s requirements – focusing primarily on presenting engineering to a young audience with little to no experience in the field. + 1. Developing solid idea(s) and working together to draft descriptions of the above ideas, both for participants (high school students) and for mentors. + 1. Developing a lesson plan that will allow participants to successfully complete the above idea(s) with an engineering mindset. + 1. Teaching executives and mentors the basic thought process behind the above ideas and identifying pointers on how they can help guide students in the right direction. + 1. Presenting during the content section of each event and being available to answer participant and mentor questions throughout the work period of the event. + 1. Attending all Hi-Skule™ events as a volunteer. +1. The Marketing Coordinator(s) are responsible for all aspects of marketing for Hi-Skule™ events – from creating graphics for the website, registration pages, and outreach emails, to making Instagram posts and reaching out to schools via social media. Responsibilities also include: + 1. Modifying branding in compliance with, and updating, the Hi-Skule™ style guide (alongside the Vice Director Events). + 1. Creating graphic banners for events to be used on event registration pages and outreach emails. + 1. Creating social media posts to announce and promote events, including developing and adhering to a posting schedule/calendar for proper promotion. + 1. Coordinating [Skule™ Photography](skule-photography-manual.md) volunteers at each event, or personally taking photos in lieu of such volunteers. + 1. Creating promotional videos after events. + 1. Attending all Hi-Skule™ events as a volunteer. +1. The Outreach Coordinator is responsible for back-end recruitment for Hi-Skule™ events, including: + 1. Promoting events to GTA high schools directly, using the Directorship's High School Contact List. + 1. Serving as the point of contact between Hi-Skule™ and high school staff contacts. + 1. Maintaining a relationship with ESROO. + 1. Sending information to promote events through ESROO’s newsletter. + 1. Providing details/schedules of events to, and inviting, ESROO to do their high school recruitment talk. + 1. Working with the Director, Vice Directors, and/or [Alumni Outreach Director](alumni-outreach-manual.md) to reach out to faculty members, clubs, and/or alumni with opportunities to judge, panel, mentor, or fill any other desired role at events. + 1. Attending all Hi-Skule™ events as a volunteer. +1. The Mentorship Coordinator is responsible for recruiting members of the Skule™ community to offer their knowledge of engineering and design to high school students at Hi-Skule™ events. Responsibilities also include: + 1. Managing the mentor mailing list and connecting with more people, especially first year students. + 1. Working closely with the First Year Executive hired in September of the Directorship's term. + 1. Recruiting new mentors for events. + 1. Reaching out to as many people as possible to generate interest from the Skule™ community. + 1. Creating content for mentor training (including the mentorship package and training slides). + 1. Hosting mentor training sessions and keeping mentors in the loop about event logistics and what their role throughout each event will be. + 1. Monitoring mentors at events and answering questions they may have. + 1. Generating ideas for mentor appreciation. + 1. Attending all Hi-Skule™ events as a volunteer. +1. The Finance Coordinator manages Hi-Skule™’s funds and coordinates with EngSoc in acquiring funding for events. Responsibilities also include: + 1. Working closely with the Vice Director, Operations to submit monthly budgets to EngSoc, compiling all relevant materials and justifications necessary for approval from its Finance Committee (FinComm). + 1. Looking for opportunities to secure funding from external sources such as the Centralized Process for Student Initiative Funding (CPSIF) and various Engineering departments, and applying to such sources as applicable. + 1. Assisting the Logistics Coordinator(s) in determining appropriate food catering and speaker/judge prizes for each event, balancing value and budget set by EngSoc. + 1. Determining available extra spending for each event that can be used to enhance the event or for other Hi-Skule™ initiatives such as spirit week collaborations or mentorship appreciation. +1. The Webmaster is responsible for the upkeep of the https://hiskule.skule.ca website, including: + 1. Updating the website with announcements of each newest event, including its banner, links to its registration form, a basic description, and links to archives of photos from previous iterations where applicable. + 1. Uploading photos from latest events. + 1. Ensuring high school students/parents have easy access to contact information for the executive team (e.g. email box, Discord, Instagram links). + 1. Working with the Marketing Coordinator to standardize the style of the website to reflect Hi-Skule™’s brand. + 1. Ensuring the website is maintained, accessible, and easily navigable. + 1. Providing resources on the website for high school students and parents interested in engineering. + 1. Updating the website with photos and descriptions of each executive once available, including collecting such information and LinkedIn contacts at the beginning of the year. + 1. Working with the Vice Director, Operations to implement any other ideas for the website. + 1. If available, attending all Hi-Skule™ events as a volunteer. +1. The First Year Executive(s) is/are responsible for: + 1. Working closely with the Mentorship Coordinators to connect with first year peers and recruit them to mentor at Hi-Skule events. + 1. Offering perspective for the Directorship to keep in touch with the needs of current high school students. + 1. Being involved with the planning and execution of Directorship events. + 1. Attending all Hi-Skule™ events as a volunteer. + +## Executive Qualifications +1. The Vice Director, Events should have: + 1. Strong leadership and organizational skills + 1. Excellent communication and creative problem-solving abilities + 1. Ability to manage multiple people and synthesize feedback from diverse teams + 1. A collaborative mindset and openness to cross-functional teamwork + 1. Experience with at least some of Google Workspace (Docs, Sheets, Drive), Canva, Zeffy, Slack, and email marketing tools (Mailchimp or equivalent) + 1. Ideally, experience with event planning, project management, or marketing campaigns +1. The Vice Director, Operations should have: + 1. Strong leadership and analytical skills + 1. Excellent communication and interpersonal abilities + 1. Strong attention to detail and organizational capabilities + 1. Ability to manage multiple internal teams and oversee workflows + 1. Experience with at least some of Google Workspace (Docs, Drive), Zeffy & Stripe, Slack, Wix or WordPress (for website management), and budgeting tools (such as Google Sheets or Microsoft Excel) + 1. Ideally, experience with budgeting, mentorship programming, or administrative coordination +1. The Logistics Coordinator(s) should have: + 1. Strong verbal and written communication skills + 1. Good time management and organizational skills + 1. Good collaboration skills internally and externally to the Hi-Skule team + 1. A general understanding of finances + 1. Ideally, previous experience with large scale event planning, especially with registration tools such as spreadsheets and a payment platform +1. The Content Coordinators should have: + 1. A creative mindset and the ability to think outside the box + 1. Knowledge of multiple engineering disciplines and what they entail, and the ability to incorporate different fields into the work + 1. Good time management and organizational skills + 1. Strong communication skills: the ability to clearly deliver ideas both verbally and on paper in varying degrees of complexity to the executive team, mentors, and participants + 1. Experience with Google Docs & Slides (or equivalent) +1. The Marketing Coordinator(s) should have: + 1. Good organizational and time management skills + 1. Creativity and an eye for graphic design + 1. Ready availability to create posts and other promotional materials + 1. Experience with Instagram, Figma, and DaVinci Resolve + 1. Ideally, past design experience running social media + 1. In lieu of Figma and DaVinci Resolve experience, experience with and independent access to Adobe Photoshop/Illustrator and Adobe Premiere Pro +1. The Outreach Coordinator should have: + 1. Good connections with peers, faculty, staff, and others, or the ability to form such connections + 1. Strong written communication skills + 1. Proper email etiquette, especially when communicating to external entities or faculty members + 1. Ideally, previous experience in an outreach role or familiarity with ESROO +1. The Mentorship Coordinator should have: + 1. Strong verbal and written communication skills + 1. Good people skills and collaboration skills for recruitment + 1. Knowledge of, and ability to bridge the gap between mentors and executives about, event logistics and other Hi-Skule™ involvement opportunities + 1. Lots of patience to answer mentor questions + 1. Experience with Discord, Google Meets, and Zoom +1. The Finance Coordinator should have: + 1. Good written communication skills + 1. Attention to detail + 1. Money-consciousness: the ability to effectively determine an appropriate amount of spending such that budget is satisfactory to FinComm and remains net positive + 1. Experience with Google Sheets and/or Microsoft Excel + 1. Ideally, successful completion of and good experience in their departmental Engineering Economics course or JRE300 + 1. Ideally, experience with FinComm, especially in an analogous role in a different EngSoc-affiliated entity +1. The Webmaster should have: + 1. At a baseline, proficiency in HTML/CSS and JavaScript, with such proficiency in the context of Wordpress being strongly preferred + 1. Good written communication skills + 1. Ideally, previous experience in web development + +## Reporting Structure +1. The Hi-Skule™ Director is overseen by the [Vice President, Academic](vpa-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. The Director finalizes the budget for each event and submits it to the Finance Committee cycle before the event takes place. +1. The Director meets weekly with the executive team and, separately, with the Vice Directors. + +## Time-fixed Responsibilities +1. Immediately after being elected, the Director establishes real-time asynchronous channels of communication with the Orientation Committee, to facilitate the smooth running of Pre-F!rosh. +1. In mid-March of their term, the Directorship runs an event of their choice strongly focused on equity, diversity, and inclusion. +1. In late March of their term, the Director communicates with the [UTEK Director](utek-manual.md) to establish how many (if any) of the top UTHSDC teams will be given the opportunity to participate in UTEK free of charge in the Junior Design competition. +1. In early April of their term, the Directorship begins work on Pre-F!rosh, as described in section 3.0. +1. In late May of their term, the Directorship runs Pre-F!rosh. +1. By June of their term, the Director hires the Vice Directors. +1. In June of their term, the Director submits a preliminary, rough budget to the Finance Committee. +1. By July of their term, the Director hires all of the Coordinators. +1. In August of their term, the Director: + 1. establishes communication and partnership with ESROO. + 1. opens recruitment for the First Year Executive(s) and Mentors. +1. By the 3rd week of August of their term, the Directorship opens hiring for the First Year Executive(s). +1. In August of their term: + 1. the Director attends Clubs Fair to promote the Directorship, the First Year Executive(s) posting, and Mentor recruitment. + 1. the Directorship begins work on Mentorship Coffeehouse, as described in section 3.1. +1. In September of their term: + 1. the Directorship begins work on the University of Toronto High School Design Competition, as described in section 3.2. + 1. the Director hires the First Year Executive(s). + 1. the Director runs an in-person kickoff meeting, takes pictures of the executive team, and goes on a boba run to Coco with the team. + 1. the Director meets with ESROO to discuss their application to CPSIF involving youth under 19 years of age, and subsequently submits the CPSIF application. +1. In late September of their term, the Directorship runs Mentorship Coffeehouse. +1. In mid-November of their term, the Directorship runs UTHSDC. +1. In late November of their term, the Directorship begins work on Designapalooza, as described in section 3.3. +1. During Godiva Week, the Directorship runs the "Are You Smarter Than a Fifth Grader?" event. +1. Before the January Policy and Structures Committee meeting in their term, the Director reviews this Manual with the Vice President, Academic and submits any updates to the Committee for comment before adopting them in accordance with [Bylaw 1 section 7.5.4.d](../bylaw-1.md). +1. In mid-February of their term, the Directorship runs Designapalooza. + +# Event Responsibilities + +## Pre-F!rosh +1. Pre-F!rosh is an afternoon event which follows the FASE Welcome 2 Engineering event in the morning, which is always in late May and is meant to convince OUAC students to accept their UofT Engineering offer before the June deadline to do so. +1. By the start of Winter exam season, the Director reaches out to ESROO to introduce themself as the new Director, ask for a date for Pre-F!rosh, ask for ESROO to book rooms on the Directorship's behalf, and to establish the desired participant count for the event. + 1. The last known ESROO contact is tyler.schilz@utoronto.ca + 1. The usual rooms needing booking are: + 1. MY 150 for Matriculation + 1. MY 3rd/4th floor tutorial rooms for the design activity + 1. Bahen Patio, Front Campus, or MY 150 for cheer off + 1. If at most 278 participants are expected, BA 1160 and BA tutorial rooms can be used instead of MY 150 and MY tutorial rooms. +1. By the start of Winter exam season, the Director invites previous Hi-Skule executives to help run Pre-F!rosh. This also serves the purpose of gauging the extent to which they are interested, and identifying candidates for Vice-Director positions, who should be subtly invited to apply. +1. By the start of May, the Director invites the following groups to participate in Pre-F!rosh: + 1. Lady Godiva Memorial Bnad lgmb@skule.ca + 1. Ye Old Mighty Skule Cannon kaboom@skule.ca + 1. Mario's Bakery mb@mariosbakery.ca + 1. [Orientation Committee](orientation-manual.md) orientation@skule.ca + 1. Blue & Gold Committee blueandgold@skule.ca + 1. Mr. Blue & Gold, Godiva's Crown, and Ultimate F!rosh skulespiritheads@g.skule.ca +1. By the 1st/2nd week of May, the schedule for the event is complete and the above groups should agree with the Directorship on when, where, and how they will be participating. Events at Pre-F!rosh normally include: + 1. The Bnad plays, after which the Cannon fires + 1. The Bakery does something (the Director is advised to wear something they don't mind getting dirty) + 1. The Orientation Committee promotes F!rosh Week (and generally observes Pre-F!rosh) + 1. The Blue & Gold Committee runs build battle, where the F!rosh build something in competition with other F!rosh groups +1. As soon as the schedule is complete, the Directorship publishes a signup form for Head Leedurs and Leedurs, and the Orientation Committee amplifies it (e.g. by Instagram post collaboration). +1. By the 3rd week of May, the training given to HLs/Leedurs on the morning of the event has been prepared and rehearsed, a rehearsal for Matriculation has been performed, and ESROO should be provided dietary restrictions for all of the Pre-F!rosh helpers and asked to provide lunch. + +## Mentorship Coffeehouse +1. In August of their term, the Directorship submits a preliminary budget to the Finance Committee, using the previous year's budget as a reference, that includes all materials needed for Mentorship Coffeehouse, including without limitation: + 1. Chart paper, pens, markers, name tags + 1. Food for lunch, snacks, drinks + 1. Speaker gifts +1. By the 1st week of September, the Directorship decides on a day for Mentorship Coffeehouse, and the Director contacts the [Business Manager](business-management-manual.md) to book GB 202 and informs ESROO of the date and that they are allocated a 30 minute lunchtime presentation. +1. By the 2nd week of September: + 1. the Directorship opens ticket sales for Mentorship Coffeehouse on Zeffy + 1. the Outreach Coordinator emails the list of guidance counselors, teachers, principals, district trustees, etc. about the event + 1. the Directorship reaches out to potential keynote speakers such as First Year professors or anyone who can get students interested in engineering + 1. the Mentorship Coordinator opens Mentor signups and the Directorship asks other clubs to amplify the post(s) +1. By the week before Mentorship Coffeehouse, all materials in section 3.1.1 are purchased (e.g. through Instacart or Costco) and stored, and activities for participants have been decided. + +## UTHSDC +1. The University of Toronto High School Design Competition (UTHSDC) is an event very popular with grade 12 students looking to add to their résumé before university applications. +1. By mid September of their term, before Mentorship Coffeehouse, the Directorship decides the capacity and date of the event and books rooms through the [Business Manager](business-management-manual.md) + 1. Because Convocation Hall bookings are too expensive, the realistic maximum capacity for UTHSDC is about 750. + 1. If at most 278 participants are expected, Bahen rooms can be used; otherwise the Medical Sciences Building is best suited for room bookings. + 1. If UTHSDC winners are being sent to UTEK, the date for the former must of course precede that of the latter. +1. By the day after Mentorship Coffeehouse, the Directorship: + 1. promotes the event to/through: + 1. the ESROO mailing list; + 1. social media, with ESROO amplifying it; + 1. guidance counselors, teachers, principals, district trustees, etc.; and + 1. past event participants who have not yet graduated high school. + 1. opens ticket sales for UTHSDC on Zeffy + 1. decides a general schedule, including the times for: + 1. lunch (including ESROO's 30 minute presentation timeslot); + 1. presentations; and + 1. opening and closing ceremonies. + 1. informs ESROO of the date and time of their 30 minute timeslot +1. By early to mid October of their term: + 1. The Content Coordinators finish a rough draft of the Request for Proposal / Problem Statement + 1. The Mentorship Coordinator opens Mentor signups and the Directorship asks other clubs to amplify the post(s) +1. In mid October of their term, the Directorship invites all Mentors and any other interested parties to a feedback meeting with pizza to: + 1. Get feedback on the event plans + 1. Film for reels and other promotional content +1. By late October of their term, the Directorship: + 1. confirms a keynote speaker; + 1. submits a budget for the event to the Finance Committee; and + 1. runs, or at least plans, Mentor trainings with the Mentorship Coordinator. +1. By the day before UTHSDC in November, the Director invites all Directorship executives to a logistics planning meeting with food to, among other things: + 1. Go through the day's logistics + 1. Ensure everyone's day-of roles are clear + 1. Print signs, rubrics, handbooks, etc. + 1. Assemble prize kits + 1. Form teams + +## Designapalooza +1. In late November of their term, after UTHSDC and UTEK, the Directorship decides: + 1. the kind(s) of design activities and/or workshops to run; + 1. needed and wanted collaborators (such as design teams); + 1. the date of the event; and + 1. required facilities. +1. After deciding the date of the event: + 1. If Myhal is desired, the Director requests a quote for its use from Mojgan Cossaro, Executive Assistant to the Vice Dean, Undergraduate (fase.eavdu2@utoronto.ca). If the quote exceeds the room budget for the event, Bahen should be used and the capacity of the event limited to 278. + 1. The Director books all non-Myhal rooms through the [Business Manager](business-management-manual.md). + 1. The Directorship invites the desired collaborators to collaborate and decides with the confirmed collaborators what the students will design/build/workshop. +1. By early January, the Directorship: + 1. Invites all existing Mentors and any other interested parties to a feedback meeting with pizza to get feedback on the design challenges and/or workshops + 1. Opens signups for new Mentors and asks other clubs to amplify the post(s) + 1. Submits a budget for the event to the Finance Committee + 1. Opens ticket sales for Designapalooza on Zeffy + 1. Informs ESROO of their 30 minute lunchtime presentation timeslot +1. By the week before Designapalooza: + 1. The Content Coordinators run training sessions with the collaborators + 1. The Mentorship Coordinator runs training for Mentors to ensure they know what to do +1. By the day before Designapalooza, the Director invites all Directorship executives to a logistics planning meeting with food to, among other things: + 1. Go through the day's logistics + 1. Ensure everyone's day-of roles are clear + 1. Pack hardware kits + 1. Assemble prize kits diff --git a/manuals/international-transition-manual.md b/manuals/international-transition-manual.md new file mode 100644 index 0000000..f1fcae7 --- /dev/null +++ b/manuals/international-transition-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: International Transition Manual +pdf: manuals/International Transition Manual +subtitle: A Manual for the International Transition Director +--- + +# For Candidates + +## Role Summary +1. The International Transition Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A International Transition Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The International Transition Director is TODO + +## Transition +1. The International Transition Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The International Transition Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/iron-pin-manual.md b/manuals/iron-pin-manual.md new file mode 100644 index 0000000..97d4eb7 --- /dev/null +++ b/manuals/iron-pin-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Iron Pin Manual +pdf: manuals/Iron Pin Manual +subtitle: A Manual for the Iron Pin Director +--- + +# For Candidates + +## Role Summary +1. The Iron Pin Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Iron Pin Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Iron Pin Director is TODO + +## Transition +1. The Iron Pin Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Iron Pin Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/mental-wellness-manual.md b/manuals/mental-wellness-manual.md new file mode 100644 index 0000000..018538b --- /dev/null +++ b/manuals/mental-wellness-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Mental Wellness Manual +pdf: manuals/Mental Wellness Manual +subtitle: A Manual for the Mental Wellness Director +--- + +# For Candidates + +## Role Summary +1. The Mental Wellness Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Mental Wellness Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Mental Wellness Director is TODO + +## Transition +1. The Mental Wellness Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Mental Wellness Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/ombuds-manual.md b/manuals/ombuds-manual.md new file mode 100644 index 0000000..a687ed0 --- /dev/null +++ b/manuals/ombuds-manual.md @@ -0,0 +1,71 @@ +--- +revdate: April 30, 2026 +title: Ombuds Manual +pdf: manuals/Ombuds Manual +subtitle: A Manual for the Ombudsperson +--- + +# For Candidates + +## Role Summary +1. The Ombudsperson is a Neutral Officer chiefly responsible for the investigation of complaints against EngSoc roles, but also for running the Census, enforcing training requirements, and other impartial duties. + +## General Responsibilities +1. The Ombudsperson receives all formal complaints (except against themself) and investigates most of them in accordance with the [Policy on Complaints](../policies/policy-on-complaints.md). +1. The Ombudsperson hosts the Fall and Spring EngSoc Meet & Greet events to allow Members to familiarize themselves with EngSoc and its roles. +1. The Ombudsperson runs the Skule™ Census annually and reports to the Board of Directors on its results. +1. The Ombudsperson has other responsibilities listed in Chapter 2 of this Manual. + +## Required Qualifications +1. The Ombudsperson must be impartial in all aspects of the role. + +## Useful Qualifications +1. Skills and/or experience in the following are beneficial for the Ombudsperson to have: + 1. Dispute resolution + 1. Research, especially surveying a population + 1. Investigation and fact-finding +1. Knowledge of the workings of the Engineering Society is an asset. + +## Role Takeaways +1. An Ombudsperson missing qualifications listed in section 0.3 may gain them by exercising the role. +1. The Ombudsperson role is useful experience for a prospective candidate for [Speaker of the Board](speaker-manual.md) to have. + +# Summary and Structure + +## Role Summary +1. The Ombudsperson is an impartial role, defined in [Bylaw 2 section 3.2](../bylaw-2.md), chiefly responsible for the investigation of complaints against EngSoc roles, but also for other miscellaneous tasks demanding neutrality and impartiality. + +## Transition +1. The Ombudsperson shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). + +## Executive Structure +1. The Ombudsperson does not typically have executives. + +## Executive Responsibilities +1. All responsibilities of the role fall on the Ombudsperson. + +## Reporting Structure +1. The Ombudsperson is overseen by the [Speaker of the Board of Directors](speaker-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. The Ombudsperson receives all formal complaints (except against themself) and, upon receipt, either investigates them or forwards them to the correct investigator, as described in the [Policy on Complaints](../policies/policy-on-complaints.md). + 1. When unable to investigate a complaint themself, the Ombudsperson delegates it to the Speaker. +1. The Ombudsperson surveys Members upon direction of the Board or at their discretion on request. + +## Time-fixed Responsibilities +1. Before November of their term, the Ombudsperson shall complete a form of Equity Training and Sexual Violence Prevention and Response Training and ensure that the following roles have done the same: + 1. EngSoc Officers + 1. Speaker of the Board + 1. Suds Managers + 1. Cannonball Director + 1. Gradball Director + 1. Mental Wellness Director + 1. Equity and Inclusivity Director +1. In November of their term, the Ombudsperson submits motions to recall any role-holders listed above which have not completed their mandatory training. +1. In November of their term or thereabouts, the Ombudsperson holds the Fall EngSoc Meet & Greet. +1. Before the February Policy and Structures Committee meeting in their term, the Ombudsperson reviews the [Policy on Complaints](../policies/policy-on-complaints.md) and this Manual with the Speaker and submits any updates to the Committee for comment before adopting them in accordance with [Bylaw 1 section 7.5.4.d](../bylaw-1.md). +1. In March of their term or thereabouts, the Ombudsperson holds the Spring EngSoc Meet & Greet. +1. In March of their term, the Ombudsperson creates and distributes the Skule Census. +1. In April of their term, the Ombudsperson reports to the Board the results of the Skule Census and any other issues they identified that year. diff --git a/manuals/orientation-manual.md b/manuals/orientation-manual.md new file mode 100644 index 0000000..31bce4f --- /dev/null +++ b/manuals/orientation-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Orientation Manual +pdf: manuals/Orientation Manual +subtitle: A Manual for the Orientation Chair +--- + +# For Candidates + +## Role Summary +1. The Orientation Chair is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Orientation Chair missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Orientation Chair is TODO + +## Transition +1. The Orientation Chair shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Orientation Chair is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/president-manual.md b/manuals/president-manual.md new file mode 100644 index 0000000..a451d12 --- /dev/null +++ b/manuals/president-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: President Manual +pdf: manuals/President Manual +subtitle: A Manual for the President +--- + +# For Candidates + +## Role Summary +1. The President is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A President missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The President is TODO + +## Transition +1. The President shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The President is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/psc-manual.md b/manuals/psc-manual.md new file mode 100644 index 0000000..1a58802 --- /dev/null +++ b/manuals/psc-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Policy and Structures Manual +pdf: manuals/Policy and Structures Manual +subtitle: A Manual for the Policy and Structures Committee +--- + +# For Candidates + +## Role Summary +1. The Policy and Structures Committee is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Policy and Structures Committee missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Policy and Structures Committee is TODO + +## Transition +1. The Policy and Structures Committee shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Policy and Structures Committee is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/returning-manual.md b/manuals/returning-manual.md new file mode 100644 index 0000000..23e94f2 --- /dev/null +++ b/manuals/returning-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Returning Manual +pdf: manuals/Returning Manual +subtitle: A Manual for the Chief Returning Officer +--- + +# For Candidates + +## Role Summary +1. The Chief Returning Officer is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Chief Returning Officer missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Chief Returning Officer is TODO + +## Transition +1. The Chief Returning Officer shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Chief Returning Officer is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/skule-kup-manual.md b/manuals/skule-kup-manual.md new file mode 100644 index 0000000..999620f --- /dev/null +++ b/manuals/skule-kup-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Skule Kup Manual +pdf: manuals/Skule Kup Manual +subtitle: A Manual for the Skule Kup Director +--- + +# For Candidates + +## Role Summary +1. The Skule Kup Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Skule Kup Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Skule Kup Director is TODO + +## Transition +1. The Skule Kup Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Skule Kup Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/skule-patrol-manual.md b/manuals/skule-patrol-manual.md new file mode 100644 index 0000000..61b7076 --- /dev/null +++ b/manuals/skule-patrol-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Skule™ Patrol Manual +pdf: manuals/Skule™ Patrol Manual +subtitle: A Manual for the Skule™ Patrol Directors +--- + +# For Candidates + +## Role Summary +1. The Skule™ Patrol Directors is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Skule™ Patrol Directors missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Skule™ Patrol Directors is TODO + +## Transition +1. The Skule™ Patrol Directors shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Skule™ Patrol Directors is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/skule-photography-manual.md b/manuals/skule-photography-manual.md new file mode 100644 index 0000000..728330a --- /dev/null +++ b/manuals/skule-photography-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Skule™ Photography Manual +pdf: manuals/Skule™ Photography Manual +subtitle: A Manual for the Skule™ Photography Director +--- + +# For Candidates + +## Role Summary +1. The Skule™ Photography Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Skule™ Photography Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Skule™ Photography Director is TODO + +## Transition +1. The Skule™ Photography Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Skule™ Photography Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/skulebook-manual.md b/manuals/skulebook-manual.md new file mode 100644 index 0000000..3605f01 --- /dev/null +++ b/manuals/skulebook-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Skulebook Manual +pdf: manuals/Skulebook Manual +subtitle: A Manual for the Skulebook Editor +--- + +# For Candidates + +## Role Summary +1. The Skulebook Editor is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Skulebook Editor missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Skulebook Editor is TODO + +## Transition +1. The Skulebook Editor shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Skulebook Editor is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/social-media-manual.md b/manuals/social-media-manual.md new file mode 100644 index 0000000..57d8fe0 --- /dev/null +++ b/manuals/social-media-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Social Media Manual +pdf: manuals/Social Media Manual +subtitle: A Manual for the Social Media Coordinator(s) +--- + +# For Candidates + +## Role Summary +1. The Social Media Coordinator(s) is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Social Media Coordinator(s) missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Social Media Coordinator(s) is TODO + +## Transition +1. The Social Media Coordinator(s) shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Social Media Coordinator(s) is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/speaker-manual.md b/manuals/speaker-manual.md new file mode 100644 index 0000000..aa7ab49 --- /dev/null +++ b/manuals/speaker-manual.md @@ -0,0 +1,169 @@ +--- +revdate: April 30, 2026 +title: Speaker Manual +pdf: manuals/Speaker Manual +subtitle: A Manual for the Speaker of the Board +--- + +# For Candidates + +## Role Summary +1. The Speaker of the Board is a Neutral Officer chiefly responsible for chairing meetings of the Board of Directors, but also for interpreting Bylaws and Rules of Order, overseeing and supporting other Neutral Officers, and other impartial duties. + +## General Responsibilities +1. The Speaker organizes and chairs all meetings of the Board of Directors, and chairs General Meetings, in accordance with the Bylaws, the [Standing Rules](../standing-rules.md), and Robert's Rules of Order. +1. The Speaker makes rulings on the interpretation of Bylaws and Rules of Order both during meetings and asynchronously. +1. The Speaker oversees the [Ombudsperson](ombuds-manual.md) and [Chief Returning Officer](returning-manual.md), and takes over their responsibilities in certain situations. +1. The Speaker has other responsibilities listed in Chapter 2 of this Manual. + +## Required Qualifications +1. The Speaker must be impartial in all aspects of the role. +1. The Speaker must be familiar with the Bylaws of the Society. + +## Useful Qualifications +1. Skills and/or experience in the following are beneficial for the Speaker to have: + 1. Meetings with formal rules of order, e.g. Model United Nations + 1. Attendance at meetings of the Board of Directors + 1. Chairing meetings + 1. Policy interpretation + 1. All qualifications mentioned in the [Ombuds Manual, section 0.3](ombuds-manual.md) + 1. All qualifications mentioned in the [Returning Manual, section 0.3](returning-manual.md) +1. Knowledge of the workings of the Engineering Society is an asset. + +## Role Takeaways +1. A Speaker missing qualifications listed in section 0.3 may gain them by exercising the role. +1. The Speaker role is useful experience for a prospective candidate for [President](president-manual.md) to have. + +# Summary and Structure + +## Role Summary +1. The Speaker of the Board is a Neutral Officer chiefly responsible for chairing meetings of the Board of Directors, including interpreting Bylaws and Rules of Order, but also for overseeing and supporting other Neutral Officers, and other impartial duties. + +## Transition +1. The Speaker shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). + +## Executive Structure +1. [Ombudsperson](ombuds-manual.md) +1. [Chief Returning Officer](returning-manual.md) +1. Other than the above direct reports, the Speaker does not typically have executives. + +## Executive Responsibilities +1. All responsibilities of the role itself fall on the Speaker. + +## Reporting Structure +1. The Speaker is overseen by the [Board of Directors](board-representative-manual.md). +1. The [President](president-manual.md) takes over the Speaker's responsibilities when the Speaker is unavailable, unless the Board resolves otherwise. + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. The Speaker chairs each Board and General Meeting, including without limitation: + 1. maintaining the orders of the day as prescribed in the Bylaws, the [Standing Rules](../standing-rules.md), and Robert's Rules of Order + 1. barring Directors of the Board from voting on motions where the member has a conflict of interest + 1. stepping down as chair for the duration of the motion at hand if, in their judgement or on a motion passed by the meeting, a substantive conflict of interest arises between their duties as Speaker and the motion at hand +1. The Speaker has regular duties at each Board Meeting, as outlined in section 2.2. +1. The Speaker has regular duties at each General Meeting, as outlined in section 2.4. +1. The Speaker investigates all formal complaints against Directors of the Board (including Officers), and all complaints which the Ombudsperson is unable to investigate themselves, as described in the [Policy on Complaints](../policies/policy-on-complaints.md). +1. The Speaker submits motions to begin procedures to recall Directors of the Board who are absent in excess of the quotas specified in [Bylaw 1, section 4.11.3](../bylaw-1.md), or excuses such absence if warranted in their judgement. +1. The Speaker interprets the Bylaws in the event of ambiguity, and submits discussion items to the Policy and Structures Committee where the Bylaws are ambiguous. +1. The Speaker serves *ex officio* on the [Policy and Structures Committee](psc-manual.md). +1. The Speaker calls Special Meetings of the Board of Directors in accordance with [Bylaw 1, section 4.8](../bylaw-1.md). +1. The Speaker assumes the responsibilities of all the Officers if all of the Officer positions become vacant, and upon doing so: + 1. Orders the Webmaster or Sysadmin to provide access to the VP Communications Google account, + 1. Calls a Special Meeting of the Board of Directors to appoint Acting Vice Presidents for all vacant VP positions, using the VP Communications account to send notice of the meeting, + 1. Ensures that the Chief Returning Officer arranges a snap by-election (or adds the Officers to any shortly-upcoming election), and uses the VP Communications account to send out election notices as applicable, + 1. Performs the minimum number of actions as Interim President necessary to maintain the Society's operations until a new Officer team is elected. + +## Time-fixed Responsibilities +1. Upon election, the Speaker: + 1. chairs the rest of the May Board meeting, + 1. obtains control of the speaker@skule.ca account from the former interim Speaker, + 1. decides the dates for the June, July, and August regular Board meetings, + 1. books rooms, schedules online meetings, and sends electronic calendar invitations for those dates. +1. In August of their term, the Speaker verifies that the President and VP Finance are entering their Final Year of an undergraduate Engineering program. +1. Before the first day of classes of the Fall session, the Speaker: + 1. surveys the Directors of the Board for their availability for the September, October, and November regular Board meetings, + 1. decides the dates for those meetings, + 1. books rooms, schedules online meetings, and sends electronic calendar invitations for those dates. +1. By the end of September, the Speaker: + 1. decides the date of the Annual General Meeting and Accountability Meeting, + 1. books a room and schedules an online meeting for that date, sends an electronic calendar invitation to the Board, + 1. submits to the VP Communications an email providing notice of the meeting to all Members (described further in section 2.4.2), and sends notice to the Society's auditor. +1. Before the first day of classes of the Winter session, the Speaker: + 1. surveys the Directors of the Board for their availability for the Winter Ratification, January, February, Spring Ratification, March, and April regular Board meetings, + 1. decides the dates for those meetings, + 1. books rooms, schedules online meetings, and sends electronic calendar invitations for those dates. +1. Before November of their term, the Speaker shall complete a form of Equity Training and Sexual Violence Prevention and Response Training mandated by the Ombudsperson. +1. Before the March Policy and Structures Committee meeting in their term, the Speaker reviews this Manual and submits any updates to the Committee for comment before adopting them in accordance with [Bylaw 1 section 7.5.4.d](../bylaw-1.md). +1. Before the first day of classes of the first sub-session of Summer, the interim Speaker: + 1. surveys the Directors of the Board for their availability for the May, June, July, and August regular Board meetings, + 1. decides the date for the May regular meeting, + 1. books a room, schedules an online meeting, and sends an electronic calendar invitation for that date. + +## Board Meeting Responsibilities +1. At least two (2) weeks before each month's *first* regular Board meeting, the Speaker emails the Directors of the Board reminding them of the regular deadlines to submit motions, reports, appendices, and RSVPs. +1. One (1) week before each regular Board meeting, the Speaker finalizes the agenda for the meeting and uploads it to the public meeting folder. If any motions listed in section 2.3 are missing, the Speaker adds them on their movers' behalf. +1. One (1) week before each Board meeting, the Speaker submits to the VP Communications an email providing notice of the meeting to all Members. +1. 96 hours before each Board meeting, the Speaker reminds Board Representatives to submit RSVPs, and reminds Officers to submit Officer Reports and appendices, in time for the 72 hour deadline. +1. Up to two (2) hours before each (regular or special) Board meeting, the Speaker obtains any meeting food and brings it to the meeting venue. +1. Up to one (1) hour before each (regular or special) Board meeting, the Speaker, with an Officer's help, obtains meeting equipment and physical materials (e.g. a gavel) and brings them to the meeting venue. + +## Regular Motions to the Board by Meeting +1. Every month + 1. a motion by the VP Finance to approve the monthly Finance Committee recommendations + 1. a motion by the PSC Chair to approve the monthly Policy and Structures Committee recommendations + 1. a motion by the VP Student Life to approve the monthly Affiliation Committee recommendations + 1. if following one or more Project Directorship elections, a motion for each Directorship, by the Chief Returning Officer, to approve the hiring committee recommendation +1. June + 1. a motion by the VP Finance to approve the Spring Operating Budget +1. July +1. August +1. September + 1. a motion by the Chief Returning Officer to ratify the results of the Fall elections + 1. a motion by the VP Finance to approve the Fall Operating Budget + 1. a motion by the VP Finance to approve EngSoc audited financial statements + 1. a motion for each Standing Committee, by its Chair, to elect Board members to vacant Board-member seats of the Committee, if applicable +1. October + 1. a motion by the Chief Returning Officer to ratify the results of the Fall by-elections, if applicable +1. November + 1. a motion by the Chief Returning Officer to ratify the results of the Fall by-elections, if applicable +1. Winter Ratification + 1. a motion by the Chief Returning Officer to ratify the results of the Winter by-elections, if applicable +1. January + 1. a motion by the VP Finance to approve the Winter Operating Budget +1. February + 1. a motion for each extant Temporary Internal Director, by its overseeing Officer, to renew the Directorship + 1. a motion for each levy renewal/increase/establishment approved by the Finance Committee, by the VP Finance, to call a referendum for such purpose + 1. a motion by the VP Finance to approve the annual cost of living increase as described in [Bylaw 1, section 1.3.3](../bylaw-1.md) and amend [Bylaw 1, section 1.3.2](../bylaw-1.md) and [Bylaw 7, section 1.0.1](../bylaw-7.md) accordingly + 1. a motion by the President to strike the Search and Review Committee +1. Spring Ratification + 1. a motion by the Chief Returning Officer to ratify the results of the Spring elections +1. March +1. April + 1. a motion by the President to receive and approve the report by the "Review" component of the Search and Review Committee +1. May + 1. a motion by the VP Communications to audio-record Board and General Meetings + 1. a motion by the Chief Returning Officer to elect the new Speaker + 1. a motion by the President to strike the Executive Committee + 1. a motion by the VP Finance to strike the Finance Committee + 1. a motion by the VP Communications to strike the Policy and Structures Committee + 1. a motion by the VP Academic to strike the Academic Advocacy Committee + 1. a motion by the VP Student Life to strike the Affiliation Committee + 1. a motion by the VP Finance to authorize summer Orientation spending + 1. a motion by the VP Finance to authorize summer Blue and Gold Committee spending + +## General Meeting Responsibilities +1. Two (2) weeks before the Annual General Meeting and Accountability Meeting, the Speaker finalizes the agendas for the meetings and uploads them to the public meeting folders. +1. If any of the following items are missing from the Annual General Meeting agenda, the Speaker adds them on their movers' behalf: + 1. a motion by the VP Finance to receive and adopt EngSoc audited financial statements + 1. a motion by the VP Finance to appoint the auditors for the current year + 1. a motion by the VP Finance to approve the non-essential spending quota, as described in [Bylaw 1 section 4.13.2](../bylaw-1.md) + 1. a motion by the VP Communications to ratify amendments to the Bylaws made by the Board of Directors between the previous year's AGM and the most recent Board of Directors Meeting +1. If any of the following items are missing from the Accountability Meeting agenda, the Speaker adds them on their movers' behalf: + 1. reports by each Officer or their designates + 1. a motion for each Officer, by the Chief Returning Officer, to recall the Officer from their position +1. Notice for a General Meeting includes: + 1. The date, time, physical location, and online location of the meeting + 1. Links to where proxy forms and anonymous/absentee questions may be submitted in advance + 1. For the Annual General Meeting and Accountability Meeting, a summary of the mandatory agenda listed in section 2.4.1 +1. The Speaker collects additional proxy forms in person at each General Meeting. diff --git a/manuals/sponsorship-manual.md b/manuals/sponsorship-manual.md new file mode 100644 index 0000000..5851978 --- /dev/null +++ b/manuals/sponsorship-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Sponsorship Manual +pdf: manuals/Sponsorship Manual +subtitle: A Manual for the Sponsorship Director +--- + +# For Candidates + +## Role Summary +1. The Sponsorship Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Sponsorship Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Sponsorship Director is TODO + +## Transition +1. The Sponsorship Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Sponsorship Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/suds-manual.md b/manuals/suds-manual.md new file mode 100644 index 0000000..3405d56 --- /dev/null +++ b/manuals/suds-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: SUDS Manual +pdf: manuals/SUDS Manual +subtitle: A Manual for the Suds Managers +--- + +# For Candidates + +## Role Summary +1. The Suds Managers is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Suds Managers missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Suds Managers is TODO + +## Transition +1. The Suds Managers shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Suds Managers is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/sustainability-manual.md b/manuals/sustainability-manual.md new file mode 100644 index 0000000..cd6f1fe --- /dev/null +++ b/manuals/sustainability-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Sustainability Manual +pdf: manuals/Sustainability Manual +subtitle: A Manual for the Sustainability Director +--- + +# For Candidates + +## Role Summary +1. The Sustainability Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Sustainability Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Sustainability Director is TODO + +## Transition +1. The Sustainability Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Sustainability Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/toike-oike-manual.md b/manuals/toike-oike-manual.md new file mode 100644 index 0000000..1f7298a --- /dev/null +++ b/manuals/toike-oike-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Toike Oike Manual +pdf: manuals/Toike Oike Manual +subtitle: A Manual for the Toike Oike Editor +--- + +# For Candidates + +## Role Summary +1. The Toike Oike Editor is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Toike Oike Editor missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Toike Oike Editor is TODO + +## Transition +1. The Toike Oike Editor shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Toike Oike Editor is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/utek-manual.md b/manuals/utek-manual.md new file mode 100644 index 0000000..d939774 --- /dev/null +++ b/manuals/utek-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: UTEK Manual +pdf: manuals/UTEK Manual +subtitle: A Manual for the UTEK Director +--- + +# For Candidates + +## Role Summary +1. The UTEK Director is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A UTEK Director missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The UTEK Director is TODO + +## Transition +1. The UTEK Director shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The UTEK Director is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/valedictory-manual.md b/manuals/valedictory-manual.md new file mode 100644 index 0000000..850dc82 --- /dev/null +++ b/manuals/valedictory-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Valedictory Manual +pdf: manuals/Valedictory Manual +subtitle: A Manual for the Valedictorian +--- + +# For Candidates + +## Role Summary +1. The Valedictorian is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Valedictorian missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Valedictorian is TODO + +## Transition +1. The Valedictorian shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Valedictorian is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/vpa-manual.md b/manuals/vpa-manual.md new file mode 100644 index 0000000..d21bd66 --- /dev/null +++ b/manuals/vpa-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Academic Advocacy Manual +pdf: manuals/Academic Advocacy Manual +subtitle: A Manual for the VP Academic +--- + +# For Candidates + +## Role Summary +1. The VP Academic is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A VP Academic missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The VP Academic is TODO + +## Transition +1. The VP Academic shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The VP Academic is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/vpc-manual.md b/manuals/vpc-manual.md new file mode 100644 index 0000000..03b3a1f --- /dev/null +++ b/manuals/vpc-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Communications Manual +pdf: manuals/Communications Manual +subtitle: A Manual for the VP Communications +--- + +# For Candidates + +## Role Summary +1. The VP Communications is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A VP Communications missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The VP Communications is TODO + +## Transition +1. The VP Communications shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The VP Communications is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/vpf-manual.md b/manuals/vpf-manual.md new file mode 100644 index 0000000..9ae582f --- /dev/null +++ b/manuals/vpf-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Finance Manual +pdf: manuals/Finance Manual +subtitle: A Manual for the VP Finance +--- + +# For Candidates + +## Role Summary +1. The VP Finance is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A VP Finance missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The VP Finance is TODO + +## Transition +1. The VP Finance shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The VP Finance is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/vpsl-manual.md b/manuals/vpsl-manual.md new file mode 100644 index 0000000..f7cc737 --- /dev/null +++ b/manuals/vpsl-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Student Life Manual +pdf: manuals/Student Life Manual +subtitle: A Manual for the VP Student Life +--- + +# For Candidates + +## Role Summary +1. The VP Student Life is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A VP Student Life missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The VP Student Life is TODO + +## Transition +1. The VP Student Life shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The VP Student Life is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/manuals/website-manual.md b/manuals/website-manual.md new file mode 100644 index 0000000..a6b20b3 --- /dev/null +++ b/manuals/website-manual.md @@ -0,0 +1,50 @@ +--- +revdate: April 30, 2026 +title: Website Manual +pdf: manuals/Website Manual +subtitle: A Manual for the Webmaster +--- + +# For Candidates + +## Role Summary +1. The Webmaster is TODO + +## General Responsibilities +1. TODO + +## Required Qualifications +1. TODO + +## Useful Qualifications +1. TODO + +## Role Takeaways +1. A Webmaster missing qualifications listed in section 0.3 may gain them by exercising the role. +1. TODO + +# Summary and Structure + +## Role Summary +1. The Webmaster is TODO + +## Transition +1. The Webmaster shall transition their successor as described in the [Transition Policy](../policies/transition-policy.md). +1. TODO + +## Executive Structure +1. TODO + +## Executive Responsibilities +1. TODO + +## Reporting Structure +1. The Webmaster is overseen by the [TODO](TODO-manual.md). + +# Manual of Responsibilities + +## Ongoing Responsibilities +1. TODO + +## Time-fixed Responsibilities +1. TODO diff --git a/policies/transition-policy.md b/policies/transition-policy.md index c03ef4b..b096004 100644 --- a/policies/transition-policy.md +++ b/policies/transition-policy.md @@ -36,3 +36,30 @@ subtitle: Transition Policy 1. A Transition Meeting should be completed prior to an incoming Officer taking on their role. 1. Between Transition Meetings prior to formally taking on their role, incoming Officers are encouraged to familiarize themselves with the responsibilities of their new role. 1. A Transition Meeting should be scheduled within three (3) weeks following the Board of Directors meeting at which a Project Director, Speaker, or Chief Returning Officer is elected. + +# Manuals + +## General +1. Manuals are defined in [Bylaw 1 section 7.5](../bylaw-1.md). + +## Contents +1. Each Manual shall contain the following chapters: + 1. "For Prospective Candidates" - which shall not exceed one letter-sized page when printed (omitting less important information where necessary to meet this requirement) and which shall contain the following sections: + 1. "Role Summary" - which shall summarize the role in a manner and length suitable for direct inclusion in election notices. + 1. "General Responsibilities" - which shall list, or summarize, a few key responsibilities of the role, and direct prospective candidates to the rest of the Manual. + 1. "Required Qualifications" - which shall list qualifications, including experience, without which a candidate is guaranteed to fail to uphold the responsibilities of the role. + 1. "Useful Qualifications" - which shall list qualifications, including experience, that will make it easier for the candidate to succeed in the role, or which will amplify their success. + 1. "Role Takeaways" - which shall list benefits of holding the position - including without limitation experience, pathways to EngSoc roles with greater influence, hard/soft skills for future career prospects, etc. - and which may refer to the "Useful Qualifications" section to indicate that qualifications absent at hire may be gained through the role. + 1. "Summary and Structure" - which shall contain the following sections: + 1. "Role Summary" - which shall summarize the role as a reminder for the incumbent and refer the reader to the Bylaw definition of the role. + 1. "Transition" - which shall describe the transition process, by referencing this Policy, and where appropriate by giving role-specific details. + 1. "Executive Structure" - which shall either describe the structure of the executive team which reports to the role (including formal direct reports defined in the Bylaws, if applicable); state that the role's executive structure varies enough due to its nature so as to defy consistent description; or state that the role has no executives. + 1. "Executive Responsibilities" - which shall either briefly summarize the responsibilities of each executive listed in the "Executive Structure" section, or repeat the statement of the "Executive Structure" section. + 1. "Reporting Structure" - which shall list all direct reports from the role, and/or any roles to which the role is informally subordinate. + 1. "Manual of Responsibilities" - which shall contain the following sections: + 1. "Ongoing Responsibilities" - listing all tasks for which the role is responsible on an on-going basis, and the conditions triggering such tasks when applicable. + 1. "Time-fixed Responsibilities" - listing all tasks for which the role is responsible at a certain point in time, and the respective points in time, in chronological order. This list shall include an item describing that the role reviews the Manual and relevant Policies, and submits any updates to the Policy and Structures Committee. + 1. "Optional Responsibilities" - listing all tasks for which the role has, from time to time in its history, been responsible, but without which the role may still be considered to have functioned at a basic level. + 1. A "Manual on (Responsibility)" section for each responsibility described in the previous three sections which requires more detailed description + 1. Any other chapters as necessary to fully describe the role. +1. Manuals may delegate to Policies for even more detailed descriptions of specific responsibilities as necessary. diff --git a/scripts/lineno_to_section.py b/scripts/lineno_to_section.py index 7ce0090..2976550 100644 --- a/scripts/lineno_to_section.py +++ b/scripts/lineno_to_section.py @@ -1,12 +1,46 @@ import re +from functools import reduce Section = tuple[int, int, int, int, int] -ROMAN = [ - 'i', 'ii', 'iii', 'iv', 'v', - 'vi', 'vii', 'viii', 'ix', 'x', - 'xi', 'xii', 'xiii', 'xiv', 'xv', - 'xvi', 'xvii', 'xviii', 'xix', 'xx', -] + +def to_alpha(num: int) -> str: + num += 1 # 0-indexed alpha + chars = [] + while num > 0: + num, d = divmod(num, 26) + if d == 0: + num, d = num - 1, d + 26 + chars.append(chr(ord('a') + d - 1)) + return ''.join(reversed(chars)) + +def from_alpha(alpha: str) -> int: + alpha = alpha.strip().casefold() + if not alpha.isalpha(): + raise ValueError(alpha) + return reduce(lambda r, x: r * 26 + x, (ord(c) - ord('a') + 1 for c in alpha)) - 1 + +ROMAN_VALUES = 1, 4, 5, 9, 10, 40, 50, 90, 100, 400, 500, 900, 1000 +ROMAN_LETTERS = 'i', 'iv', 'v', 'ix', 'x', 'xl', 'l', 'xc', 'c', 'cd', 'd', 'cm', 'm' + +def to_roman(num: int) -> str: + num += 1 # 0-indexed alpha + letters = [] + i = len(ROMAN_VALUES) - 1 + while num > 0: + x, num = divmod(num, ROMAN_VALUES[i]) + letters.extend([ROMAN_LETTERS[i]] * x) + i -= 1 + return ''.join(letters) + +def from_roman(roman: str) -> int: + i = len(ROMAN_VALUES) - 1 + num = 0 + while roman and i >= 0: + while roman.startswith(ROMAN_LETTERS[i]): + num += ROMAN_VALUES[i] + roman = roman[len(ROMAN_LETTERS[i]):] + i -= 1 + return num - 1 def lineno_to_section(lineno: int, lines: list[str]) -> Section: if lineno < 0: @@ -59,7 +93,7 @@ def section_to_str(section: Section) -> str: if section[2] >= 0: s += '.' + str(section[2] + 1) if section[3] >= 0: - s += '.' + chr(ord('a') + section[3]) + s += '.' + to_alpha(section[3]) if section[4] >= 0: - s += '.' + ROMAN[section[4]] + s += '.' + to_roman(section[4]) return s diff --git a/scripts/mds_to_html.py b/scripts/mds_to_html.py index 3717b0c..0fa4a1d 100644 --- a/scripts/mds_to_html.py +++ b/scripts/mds_to_html.py @@ -12,13 +12,13 @@ import jinja2 import yaml -from lineno_to_section import section_to_str, ROMAN +from lineno_to_section import section_to_str, from_alpha, from_roman SPLIT_RE = r'(?:chapters?|chaps?\.|chs?\.|sections?|secs?\.|ss?\.|§|§|§)\s*' CHAPTER_SPLIT_RE = r'(?:chapters?|chaps?\.|chs?\.)\s*' SECTION_SPLIT_RE = r'(?:sections?|secs?\.|ss?\.|§|§|§)\s*' -SECTION_RE = r'([0-9]+)(?:\.([0-9]+)(?:\.([1-9][0-9]*)(?:\.?([a-z])(?:\.([ivxlcdm]+))?)?)?)?' -SUBSECTION_RE = r'([0-9]+)\.([0-9]+)(?:\.([1-9][0-9]*)(?:\.?([a-z])(?:\.([ivxlcdm]+))?)?)?' +SECTION_RE = r'([0-9]+)(?:\.([0-9]+)(?:\.([1-9][0-9]*)(?:\.?([a-z]+)(?:\.([ivxlcdm]+))?)?)?)?' +SUBSECTION_RE = r'([0-9]+)\.([0-9]+)(?:\.([1-9][0-9]*)(?:\.?([a-z]+)(?:\.([ivxlcdm]+))?)?)?' REF_RE = fr'({CHAPTER_SPLIT_RE}(?P{SECTION_RE})|{SECTION_SPLIT_RE}(?P
{SUBSECTION_RE}))(?:\.(?=\S))?' def crossref_href(section: str) -> str | None: @@ -31,12 +31,9 @@ def crossref_href(section: str) -> str | None: if c: href += '-' + str(int(c) - 1) if d: - href += '-' + str(ord(d) - ord('a')) + href += '-' + str(from_alpha(d)) if e: - try: - href += '-' + str(ROMAN.index(e)) - except IndexError: - return None + href += '-' + str(from_roman(e)) return href else: return None