UTS Law Students' Society ELECTION ELECTION HANDBOOK HANDBOOK
Erika Serrano 2022 UTS LSS Council electoral officer special thanks UTS Law Students' Society 2022/23 Election Handbook 61
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The UTS LSS acknowledges the Gadigal People of the Eora Nation, the Boorooberongal people of the Dharug Nation, the Bidiagal people and the Gamaygal people upon whose ancestral lands our university stands We would also like to pay respect to the Elders both past and present, acknowledging them as the traditional custodians of knowledge for these lands BROADWAY, ULTIMO NSW 2007 UTS CENTRAL, LEVEL 14, ROOM 104
Vice President (Careers) (Activities) (Publications)
table of contents
Client Interview Director
Wellbeing Director President (Sponsorship) President (Activities)
Negotiation Director
Careers
Director Careers
Education (Publications Director)
Witness Examination Director
Vice President (Education)
Socials Director Director
Sports
Intervarsity Mooting Director
Intervarsity (Skills Competitions) Director
Vice President (Mooting)
Vice
Director Secretariat Activities Careers Roles and Responsibilities 7 7 9 11 13 15 15 17 18 19 19 25 27 Election Timeline 2022/23 Key Election Information 4 5 How to Apply 2
Vice President (Skills Competitions)
Education (Internal Director)
Mooting Competitions Skills Competitions Education Roles and Responsibilities (cont.) 29 29 31 32 33 34 34 36 37 38 39 40 40 42 43 44 46 President Secretary Treasurer Vice
Education (External Director)
Mooting Development Director
Subject Mooting Director
Vice President (Marketing)
Postgraduate Representative
Brennan Program Director
table of contents cont.
Year Representative Disabilities Representative First Nations Representative Wom*ns Representative Queer Representative Marketing Social Justice Representatives Roles and Responsibilities (cont.) 48 48 50 53 55 55 57 59 60 62 62 64 66 66 66 66 Electoral Officer Election Rules 67 67 67 68 68 69 69 Election Notice & Timing Campaigning Rules Election Spending Sanctions, Complaints and Appeals Powers of the Election Review Panel Voting 69 70 70 Results By Elections AGM 3
Diversity Director Equity Director
Vice President (Social Justice)
Marketing Director Technology Director
First
Information
MONDAY 19 SEPTEMBER 2022
SATURDAY 22 OCTOBER 2022
ELECTION ELECTION TIMELINE TIMELINE
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TUESDAY 11 OCTOBER 2022
MONDAY 3 OCTOBER 2022
MONDAY 17 OCTOBER 2022
FRIDAY 14 OCTOBER 2022
ELECTIONS NOTICE/OPEN OF NOMINATIONS
WEDNESDAY 5 OCTOBER 2022
EXECUTIVE QUESTIONS FORM OPENS
NOMINATIONS CLOSE
ELECTION INFORMATION EVENING
THURDAY 15 SEPTEMBER 2022
THURDAY 6 OCTOBER 2022
EXECUTIVE QUESTIONS FORM CLOSES
CAMPAIGNING STARTS
VOTING CLOSES
WEDNESDAY 12 OCTOBER 2022
WEDNESDAY 19 OCTOBER 2022
UTS LSS AGM RESULTS
EXECUTIVE ANSWERS RELEASED
VOTING OPENS
PRESIDENTIAL Q & A
A person may not nominate for more than one (1) Executive position.*
(a) for one (1) Executive position; or (b) for one (1) Director position; or (c) for two (2) Director positions; or (d) for both one (1) Director position and one (1) Executive position
HOW TO NOMINATE
NOMINATION ELIGIBILITY
All nominees must lodge a Candidate Nomination Form with the Electoral Officer via elections@utslss.com by the close of nominations. The form can be found here
A person may nominate for:
NOMINATION DATES
After the close of nominations, if only one person validly nominates for the President position, that person will be declared duly elected by the Electoral Officer.
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If nominating for two (2) positions, the nominee must order their nominations according to their preferences on the Candidate Nomination Form.
To be eligible to nominate for the President position, a person must have been a Council Member in any capacity for at least one full term, or in the case of an individual elected through a by election, for at least 6 months
* Executive positions have been indicated under the position name in this document.
Nominations open: Monday 19 September 2022, 9am Nominations close: Monday 3 October 2022, 5pm No nominations will be accepted after this time.
All nominees must be a UTS LSS ordinary member in accordance with the UTS LSS Constitution They must remain as an ordinary member for the Autumn and Spring Sessions of the next calendar year.
NOMINATION ELIGIBILITY
If you are not a member, you can join here.
HOW TO HAPPLY OW TO APPLY NOMINATIONS
File format: Microsoft Word doc or docx format
The Statements will be made available to all UTS LSS members online
Font: Times New Roman, size 12
NOMINATIONS CONT.
The Statement of Candidature must comply with the following style requirements:
HOW TO HAPPLY OW TO APPLY
First Year Representative elected at First Year Law Camp; and Queer Representative by election; Disability Representative by election; Wom*ns Representative by election; and First Nations Representative by election.
The following positions will not be part of the general elections and will be subject to separate election processes:
You may include a photograph of yourself in the Statement of Candidature however, this is optional
If no students nominate for a position prior to the close of nominations, then this position will proceed to a by election
If choosing to submit a Statement of Candidature, it must also include the following details:
More information on the by election process is outlined on page 70.
Pages: 1 page
Candidate’s full name; Position(s) the candidate is nominating for; Candidate’s UTS student number.
UNFILLED POSITIONS
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STATEMENTS OF CANDIDATURE
Nominees may submit a Statement of Candidature to the Electoral Officer by the close of nominations.
Spacing: 1.5 lines
Page size: A4
Page margins: 2cm
You will also represent the UTS LSS as a delegate to Committees including the NSW Young Lawyers' SCLSS and the Australian Law Students’ Association
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External focus
Erika Serrano
EXECUTIVE POSITION
KEY INITIATIVES
KEY SKILLS
The President is responsible for overseeing the operations, conduct, financial affairs and general functioning of the Society. The President role has both an internal and external focus
ESTIMATED WEEKLY WORKLOAD
SECRETARIAT SECRETARIAT PRESIDENT
CURRENT POSITION HOLDER(S)
Time management: You will often be faced with competing deadlines and will need to make choices about how to best allocate your time to accomodate for all of your commitments including those outside of the LSS. You will need to be able to quickly respond to issues when they arise and be contactable whenever you are needed. Often, the UTS LSS cannot wait, and you will need to prioritise these tasks over your studies and work commitments.
The other and often bigger part of your role is managing your team and ensuring that they are fulfilling their responsibilities and by laws You are expected to attend as many UTS LSS events as possible and help your team, without any hesitation As President, you need to ensure you are supporting your team through your presence, whilst also cultivating a culture of respect and inclusion and holding members of the Council accountable 35 40 hours per week
Internal Focus
A large part of the role is managing relationships with external stakeholders such as sponsors, ActivateUTS and senior members of UTS When making decisions, you will need to think critically about the interests of these stakeholders and you should also engage with these stakeholders to receive feedback about how to improve the Society in future
Communication: The primary attribute required for this role is good communication skills. You will be required to attend meetings with firms and stakeholders, draft reports and deal with conflict inside and outside of the Executive team.
Flexibility: You must be adaptable and willing to shift your commitments and priorities to be as responsive as possible to the needs of your team, as this will demonstrate your support.
KEY SKILLS CONT.
PERSONAL INSIGHT
Stepping into this role, I had a strong passion and distinct vision for the Society I discovered just how neccessary this passion was on various occasions where my priorities were questioned and shifted in response to unexpected challenges The magnitiude of the commitment to this role is not sustainable without a drive to improve Both you and your leadership will often be the subject of scrutiny, so it is necessary to remain confident in your decision making, but to also be reflective and receptive to criticism and change
Decisiveness: You will be required to make difficult decisions with reputational and financial consequences. The successful candidate will need to back themselves on all decisions and not crack under pressure from competing views of members, stakeholders, or the Council
This role has infinitely shaped my personal and professional development, whilst providing me with invaluable skills of leadership and communication. I have a newfound confidence that comes with seeing people trust in your vision but also seeing those around you thrive and come into their own as leaders. As challenging as the role is, it is one of the most rewarding experiences I've ever had and I am incredibly grateful to have had this opportunity.
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Professionalism: You will be required to address all issues with professionalism, particularly when dealing with external stakeholders.
Objectivity: There will often be controversial decisions or discussions that require you to be objective and to set aside your own perspective to holistically assess the pros and cons of certain courses of action. This may apply to a by law amendment or to something more severe like application of the grievance policy.
Resilience: You will be under constant pressure to deliver outcomes for the Society and will likely face criticism from those inside and outside of the UTS LSS. The UTS LSS is a year long commitment and as President, the work is never ending, so taking care of yourself and recognising signs of burnout will become vital.
KEY SKILLS
Organisation: The ability to be organised and meet deadlines is crucial in this role. While this most notably applies in respect of notice requirements, staying organised is helpful in a number of circumstances such as coordinating the delegation to the ALSA Conference or communicating with stakeholders like the Faculty of Law.
The Secretary is responsible for the administration and governance of the Society in accordance with the Constitution, By Laws, and relevant legal instruments such as the Associations Incorporation Act 2009 (NSW) Through a strong understanding of these instruments, the Secretary provides support to Council in the execution of their goals by ensuring their actions are supported by the governing instruments
SECRETARY EXECUTIVE POSITION
KEY INITIATIVES
ESTIMATED WEEKLY WORKLOAD
CURRENT POSITION HOLDER(S)
Wendy Lam
Beyond a general responsibility to Council for the governance of the Society, the Secretary is responsible for the organisation of the Society’s presence at Orientation events (run by ActivateUTS and the Faculty of Law) and the organisation of delegates for the ALSA Conference The Secretary also oversees the activities of the Postgraduate Representative and First Year Representatives
Attention to detail: As there are a number of formalities in regards to producing Minutes, Motions and Agendas, attention to detail is a requisite skill. Careful compliance with these requirements ensures that the actions of the Society cannot be disputed or impugned Further, attention to detail assists in drafting or proofreading by laws and policies that have a wider impact on Council
Communication: While this is an important skill to have on Council generally, the ability to effectively communicate is fundamental in this role Beyond communicating with Council, the Society’s members and stakeholders more generally, the Secretary also handles sensitive communication in the course of ensuring that Councillors are compliant with the Society’s governing documents
5 10 hours per week
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Problem solving: Throughout tenure, issues and tensions within Council will inevitably arise In these circumstances, the Secretary must be able to step in and provide guidance to the President and other members of the Council from an independent governance perspective. The ability to remain calm and pragmatic are key to resolving these issues.
Being on Council has been an incredible privilege for me. The opportunity to work with passionate people (who really do become close friends!), and to grow in so many ways, both professionally and personally, has been a highly rewarding experience that I would recommend to anyone. In particular, the role of the Secretary has been enriching in regards to the nature of the work itself. While you are often dealing with issues or points of contention, the role of the Secretary trains you to be a strong problem solver who is able to handle challenging situations with tact
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Adaptability: The nature of the role in providing general governance and administrative support to Council means that the Secretary may have to step in where needed, often wearing many hats. Whether this is assisting with amendments to the Competitions Rulebook, guiding Representatives through their event planning or planning a by election with little notice, the Secretary must be ready to apply their skills to a number of situations that may arise.
PERSONAL INSIGHT
KEY SKILLS CONT.
ESTIMATED WEEKLY WORKLOAD
The Treasurer is responsible for all financial matters pertaining to the Society, including but not limited to: reconciliation of accounts, approval and fulfilment of invoices, reimbursements, collection and payment of taxes, maintaining charity status, allocation and collection of grants and re affiliating the society with ActivateUTS.
Responsibility: As Treasurer of the Society, you are responsible for various tasks which can have serious negative consequences if not completed properly. Most notably, as Treasurer you are on all legal documentation, and as such, you are legally responsible for any financial mistakes the Society makes. Therefore, it is important you take some aspects of the role with care and responsibility.
Time management: Most of the work as Treasurer is not hugely time consuming, as seen by the estimated weekly workload However, it stacks quickly and can become overwhelming if you postpone the work regularly (this is particularly relevant for re affiliation) As such, finding a balance between your studies, work, life and Society is crucial to doing well
TREASURER
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5 7 hours per week
KEY INITIATIVES
KEY SKILLS
EXECUTIVE POSITION
Secondly, to allow the Society to continue running at UTS, the Treasurer is obliged to re affiliate the Society with ActivateUTS annually. This requires the Treasurer to provide a list of all transactions made from the Society account, as well as receipts for every transaction listed. The Treasurer gathers these receipts from other councillors and ActivateUTS after having paid for invoices throughout the year.
The role of Treasurer is currently completed by one person, and as such does not have a team to manage. Additionally, the role of Treasurer is largely independent from the rest of the Society. Bar ad hoc tasks, the Treasurer only interacts with other councillors on two occasions, which are the basis for most of the Treasurer’s work.
CURRENT POSITION HOLDER(S)
Firstly, the Treasurer is sent all quotes to be approved and subsequently invoices to be paid from other councillors. As Treasurer, this will be the largest part of your role.
Marco Loprevite
Decisiveness: As Treasurer, you will be required to approve or decline, or provide judgement on certain tasks. It is important that when making a decision, you are able to provide sound reasoning for it (this is particularly important for declining requests).
Financial Knowledge: It is not a prerequisite, entering into the position, to have any understanding of finances. Most of the work you will be completing is intuitive and self explanatory. However, it certainly lessens the learning curve having some previous experience. Most notably, being able to use / being familiar with Commbiz and/or Xero, will make starting your role as Treasurer infinitely easier
KEY SKILLS CONT.
PERSONAL INSIGHT
Despite the work, I have found the role to be great for my personal and professional development I have had the opportunity to meet new people, both on and off Council, and make some incredible friends along the way Additionally, my understanding and knowledge of finances and accounting has grown exponentially To use an analogy, Council is like a pressure cooker There will be times where things become intense, where you will not always see eye to eye with everyone on everything and you have to get comfortable with that. this, the position is incredibly fulfilling and something I would encourage others to take advantage of.
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VICE-PRESIDENT (SPONSORSHIP) EXECUTIVE POSITION
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Organisation: A good VPS candidate will have strong Excel/Sheets skills and will be proactive in keeping sponsorship organised as the year progresses to keep both your sanity and the council afloat It’s also critical that you are able to timetable effectively to balance your sponsorship commitments with your personal or uni ones
The VPS also is tasked with collecting information about sponsored initiatives through initiative reflection forms, with the expectation that the VPS themself (within reason) is fully supporting those sponsored initiatives in the planning stages and by attending the initiatives themselves.
KEY INITIATIVES
Though a good portion of the workload is concentrated at the start of the year, where the VPS has the responsibility of preparing the prospectus and meeting with sponsors, you can also expect to manage ad hoc sponsorship requests including requests for social media posts, or handling sponsors who decide to pick up additional initiatives throughout the year
CURRENT POSITION HOLDER(S)
As Vice President (Sponsorship) (VPS), your role is to both secure sponsors both ahead of tenure and during tenure and to manage those relationships whilst you are in the position
ESTIMATED WEEKLY WORKLOAD
During semester 1, 10 hours per week, during semester 2, 5 hours per week
A key part of this involves checking in regularly with our corporate and non corporate sponsors, providing updates and seeking feedback to improve our initiatives and strengthen our relationship with the sponsor (something that will help for years to come)
Natasha Lloiyd
KEY SKILLS
Email etiquette: Being the VPS is quite a high stakes position, as the way that you conduct yourself, usually via email, is a reflection on the Society as a whole. It is essential that your email etiquette is professional, prompt and helpful to the sponsors
PERSONAL INSIGHT
Sales oriented: In order to succeed in this role, I would emphasise that you need to believe in the initiatives that the LSS has to offer and be able to market the positives of those initiatives to our sponsors. Making LSS initiatives appear commercially advantageous to sponsors is an essential part of the role.
Personal discretion and responsibility: No one will be able to spoon feed you in the position of VPS, and oftentimes important decisions, correspondence and responsibility will fall to you. A good VPS will need to know when to exercise personal discretion and will need to be responsible in furthering the interests of the LSS and prioritising sponsor satisfaction
KEY SKILLS CONT.
This is a rewarding role that will provide you with a lot of insight as to how the society functions and the importance of sponsors to making our initiatives come to life I think the type of person who would thrive in this role is someone interested in HR, or who has an outward facing job in which they enjoy liaising with externals Having come into this position over halfway through the year, I’ve been so encouraged by how supportive everyone on council is, and have found being VPS to not only help me professionally, but to have offered me personal opportunities that I feel very grateful to have.
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ESTIMATED WEEKLY WORKLOAD
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Most of the VPA’s role involves overseeing the work of the Sports Director and two Socials Directors. The VPA should be highly organised, have great attention to detail, be passionate about the events run by the Activities portfolio, and enjoy working with (and for) people.
CURRENT POSITION HOLDER
KEY INITIATIVES
Chandra Renouf
The VPA takes an active role in running and organising two key events which include the First Year Law Camp and Law Ball. This involves a lot of time liaising with venues, external companies, Activate UTS, students and the Activities portfolio more generally.
Other initiatives are mainly organised by the Socials and Sports Directors. The VPA’s role in this sense, is more managerial. The VPA ensures that the initiatives run by the Directors are executed to the highest possible standard.
ACTIVITIES ACTIVITIES
The weekly workload of the VPA changes depending on the time of year During the organisational periods for First Year Law Camp and Law Ball, the VPA can be expected to spend approximately 25 hours per week on their LSS work (some weeks more, and some weeks less). In less busy periods, the weekly workload is closer to 10 hours per week but can sometimes be as little as 5 hours per week.
VICE-PRESIDENT (ACTIVITIES) EXECUTIVE POSITION
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Management and Teamwork: it is important to foster a culture of support to ensure that the Socials and Sports Directors feel as though they are able to reach out for help when they need it Further, the VPA will need to be able to train their team in all the back end operations that come with the role including but not limited to, email correspondence, using ticketing systems and task management
Time Management: get things done early! Things get booked out very quickly and it is extremely stressful if tasks are left to the last minute Careful planning is required to ensure that this does not occur
KEY SKILLS
Problem Solving: being the VPA means dealing with many student enquiries, managing a large budget and overcoming issues that arise from involvement with externals. It is important that the VPA knows how to manage each individual situation in the most effective and efficient way.
Communication: ensuring that your team is across all of their responsibilities is extremely important Effective communication channels include email, messages or running occasional meetings Following up with the portfolio Directors after things have been discussed is integral to maintaining a successful portfolio
Being the VPA is an extremely fun and highly rewarding position. One of the highlights of being VPA is seeing how the initiatives you are running are bringing together the wider UTS:Law community. You get to witness first hand the positive impact that your work is having on other people. For example, seeing people band together on a Sports team, having the time of their life on the dance floor, or making life long friends at an event. The opportunity to gain experience in areas which Law students do not typically have the chance to gain experience in is also unparalleled. The role is one where your creativity can flourish and the opportunities are endless. You must be passionate because the role is hard work at times but it always feels worth it in the end.
Organisation: in this portfolio, there is a lot going on at once but the VPA’s role is mostly managerial There are many tasks that will need to be delegated so it is extremely important to ensure that you are organised by having every single detail and date noted down in a way that works for you and ensure that this is all communicated with your team
PERSONAL INSIGHT
ESTIMATED WEEKLY WORKLOAD
It is a unique chance to plan and execute large scale events, giving you the opportunity to learn, build connections and be proud of your achievements.
Lucie Vayriot and Serena Chedid
CURRENT POSITION HOLDER(S)
KEY INITIATIVES
PERSONAL INSIGHT
Your weekly workload fluctuates depending on how far in the future your next event is, and the size of the event. In the lead up to an event, you will be at your busiest. In contrast, after an event passes you will have quiet periods.
Weekly workload (during quiet periods): 2 hours/week.
That being said, in order to comply with LSS and Activate guidelines, it is important to start planning events well in advance. This means you will often have some event that you are working towards.
Being a Socials Director is an exciting way to be involved in planning some of the greatest events on the UTS Law calendar.
KEY SKILLS
Communication: You will be interacting with a range of entertainment/hospitality services This requires communicating with professionalism and clarity
Weekly workload (during busy periods): 5 7 hours/week.
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Organisation: Being organised is fundamental to this position Due to venues, DJs and photographers booking out rapidly, you must be prepared to organise things weeks, if not months, in advance
Independence: In a small team you need to be confident and capable of completing tasks You will, of course, have the help of your Vice President, but it is important to be on top of the events you organise
SOCIALS DIRECTOR (X2)
2 x Start of Semester Parties First Year Law Drinks Law Cruise Law Ball
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Communication: Being able to reach out for help from other members of council will greatly assist in your role as you will often be working on your initiatives independently Being able to identify when you are having issues or are struggling to complete a task will also greatly assist within the role
Organisation: Having strong organisational skills to be able to stay on top of the work required will be key to success within the role
Weekly workload during peak periods e.g organising events and communicating with externals to organise events: 4 5 hours
KEY INITIATIVES
CURRENT POSITION HOLDER(S)
Ensure that you stay up to date with the dates within the council calendar so that your initiatives can be well supported.
KEY SKILLS
Your weekly workload depends upon the timing in each semester and the number of events being run.
Semesterly Kickstart Sessions Intervarsity Sports Day Semesterly Social Sports City2Surf
Autonomy: Having the ability to take initiative in owning the tasks you have will be necessary as most sports initiatives will be run by you and will require you to stay organised and have independence when working on your event preparations
Brydon Truong
PERSONAL INSIGHT
ESTIMATED WEEKLY WORKLOAD
SPORTS DIRECTOR
Weekly workload during semester: 2 hours per week
The increase in workload during busy periods accounts for any delays in communication with external parties that are necessary for the organisation of various sports initiatives.
KEY INITIATIVES
Collaborating with the internal Careers and wider UTS LSS team to increase the innovativeness, diversity, accessibility and quality of all initiatives
CURRENT POSITION HOLDER
This is a new initiative centered around pairing enthusiastic and ambitious UTS Law students interested in careers beyond corporate law with industry representatives to foster a professional relationship. Students are given the opportunity to ask questions and develop skills relating to the transition between university and the profession, as well as general career advice.
The Clerkship Seminar Series is one of the most exciting and busy periods of the role at the same time, and a wonderful way to develop key skills and collaborate with the wider team In 2022, the Clerkship Seminar Series ran over 4 weeks with about 3 4 seminars per week Seminars are hosted by sponsoring firms, and the UTS LSS helps to promote and facilitate the sessions
Ongoing:
Clerkship Seminar Series
Key responsibilities for the VPCA include: Completing Activate forms and internal processes Completing internal forms/processes for event marketing processes (i.e. Marketing Requisition form + LSS Buzz, Activate forms) as well as reflective purposes (e.g. Initiative Performance Reflection) Reacting/Interacting with LSS marketing/social media posts for the event
Melanie Najdovski
CAREERS CAREERS
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VICE-PRESIDENT (CAREERS) EXECUTIVE POSITION
Beyond Corporate Mentoring Program:
Supporting the Careers (Activities) Directors and Careers (Publications) Director where needed Overseeing all processes and procedures conducted by Directors
Liaising with the Vice President (Sponsorship), President and sponsor firm representatives to secure timeslots, communicate event logistics and ensure a quality event
Skills Workshops
The Skills Workshops occur immediately after the Clerkship Seminar Series and are an opportunity for UTS Law students to hear from a range of firms presenting on job searching topics such as resumes and cover letters, interviewing, the job search and much more. Typically, 3 workshops will run over three days in a week.
Key responsibilities for the VPCA include: Liaising with the Vice President (Sponsorship), President and sponsor firm representatives to secure timeslots, communicate event logistics and ensure a quality event
Creating Google Forms for firm representatives to select their timeslot preferences and monitoring them as needed
KEY INITIATIVES CONT.
Completing Activate forms and internal processes Completing internal forms/processes for event marketing processes (ie Marketing Requisition form + LSS Buzz, Activate forms) as well as reflective purposes (eg Initiative Performance Reflection) Reacting/Interacting with LSS marketing/social media posts for the event
Key responsibilities for the VPCA include:
Creating Google Forms for firm representatives to select their timeslot preferences and monitoring them as needed Completing Activate forms and internal processes Completing internal forms/processes for event marketing processes (i.e. Marketing Requisition form + LSS Buzz, Activate forms) as well as reflective purposes (e.g. Initiative Performance Reflection) Reacting/Interacting with LSS marketing/social media posts for the event
The Clerkship Networking Evening is the biggest event in Autumn, and one of the most exciting opportunities for the VPCA. Typically held in person, the Clerkship Networking Evening involves sponsor firms setting up ‘stalls’ across the function centre promoting their clerkship opportunities. A range of firm representatives including HR Representatives, Partners, Associates, Graduates and Clerks come together to speak to students and answer any questions they may have about clerkships, careers and applications.
Clerkship Networking Evening
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Liaising with the function centre or space to organise booking, catering, technical requirements and event logistics
Conducting routine checks on the firms Completing Activate forms and internal processes Completing internal forms/processes for event marketing processes (ie Marketing Requisition form + LSS Buzz, Activate forms) as well as reflective purposes (eg Initiative Performance Reflection)
Proofreading drafts for tone, consistency, spelling and grammatical errors
The first publication of the year is the Clerkship Guide. The Careers (Publications) Director takes the lead with this project, while the VPCA oversees the process, provides design and content opinions and proofreads to ensure that it is a comprehensive, practical, approachable and innovative publication that directly caters to students’ needs. The Clerkship Guide is typically published online.
Liaising with the Vice President (Sponsorship) to ensure sponsorship related obligations and expectations are fulfilled
The Beyond Corporate Careers Fair is the biggest event in Spring, and a new initiative introduced in 202 to showcase the range of opportunities beyond corporate law that a Law degree can provide and connect students with industry representatives. Typically held in person, the Clerkship Networking Evening involves sponsor firms setting up ‘stalls’ across the function centre promoting their clerkship opportunities. A range of firm representatives including HR Representatives, Partners, Associates, Graduates and Clerks come together to speak to students and answer any questions they may have about clerkships, careers and applications.
Clerkship Guide
Key responsibilities for the VPCA include:
KEY INITIATIVES CONT.
Reacting/Interacting with LSS marketing/social media posts for the event
Liaising with the Vice President (Sponsorship), President and sponsor firm representatives to communicate event logistics and ensure a quality event
Beyond Corporate Careers Fair
Providing the Opening Address at the beginning of the event
Key responsibilities for the VPCA include:
Clerkship Panel
Once again, the VPCA takes in an ‘overseeing’ role, giving the Careers (Activities) Directors to lead their own initiatives, develop key skills and express their creativity and innovation.
This year we ran the following panels:
Key responsibilities for the VPCA include:
Panels
Overseeing the industry representative liaison process conducted by the Careers (Activities) Directors
Providing the Opening Address at the beginning of the event
Liaising with the function centre or space to organise booking, catering, technical requirements and event logistics
Breaking into Law Panel Legal Technology Panel Women in Law Panel
Proofreading drafts for tone, consistency, spelling and grammatical errors
Key responsibilities for the VPCA include:
The second and final publication of the year is the Careers Guide. The Careers (Publications) Director takes the lead with this project, while the VPCA oversees the process, provides design and content opinions, and proofreads to ensure that it is an innovative and accessible publication that showcases a diversity of career avenues for students. The Careers Guide is also typically published online.
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Conducting routine checks on the firms Completing Activate forms and internal processes Completing internal forms/processes for event marketing processes (ie Marketing Requisition form + LSS Buzz, Activate forms) as well as reflective purposes (eg Initiative Performance Reflection)
Reacting/Interacting with LSS marketing/social media posts for the event
Careers Guide
KEY INITIATIVES CONT.
Liaising with the Vice President (Sponsorship) to ensure sponsorship related obligations and expectations are fulfilled
Arguably one of the most important elements of a people based role, passion and empathy lie at the heart of what the VPCA does. Navigating ones’s career cna be a daunting and confusing process, and the uTS LSS is here to provide genuine, accessibly, motivating and innovation process that aim to ease that burden and inspire students to strive for their personal best. Therefore, a genuine passion for students careers, development, and a high level of empathy is key for the facilitation of such initiatives and ultimate success of the VPCA. Furthermore, the VPCA will need to be able to adapt their managerial styles based on each team member, and create a supportive, safe and encouraging environment where team members can collaborate towards a shared goal.
One of the key attributes of a successful VPCA is high organisation levels both as an individual and within the team. As it is a managerial role, you will need to be able to delegate tasks efficiently and facilitate the planning and organisation of initiatives by breaking them down into smaller, actionable tasks with realistic timeframes. There are many internal and external deadlines that must be complied with, and a strong organisation system will help in fostering a smooth tenure and avoiding any avoidable issues along the way. Diairising key dates and setting clear expectations is key to this, and the VPCA must be confident in creation organisation systems and strategies for the ideating, planning and implementation of initiatives.
Communication and Collaboration
Passion and Empathy
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Both internally and externally, communication is one of the most important strengths of a VPCA. In particular, the VPCA will regularly be liaising with industry representatives, sponsor firms and university staff, thus requiring the ability to speak with professionalism and personality, as well as possess strong written etiquette (eg emails)
Organisation
The workload of the VPCA fluctuates throughout the year, depending on which events are running at the time During the clerkship event heavy season during Autumn or the lead up to the Beyond corporate Careers Fair in Spring, the weekly workload can range anywhere between 15 25 hours per week However, throughout the year and during quieter periods, the workload can be as little as 5 hours per week Overall, this will depend on the organisational and delegation strategies of the VPCA, as well as the overall goals for the tenure
ESTIMATED WEEKLY WORKLOAD
KEY SKILLS
Delegation and Leadership
KEY SKILLS CONT
As the role requires a certain level of leadership and team management, the VPCA will need to delegate effectively with respect to the team’s strengths and interests, any timeframes, and what the initiative itself requires Effective delegation means the team can work harmoniously and to the appropriate capacity, and that all members feel safe and empowered to strive for success in their roles
PERSONAL INSIGHT
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Furthermore, the VPCA will need to be a strong communication and collaborator within the UTS LSS team Particularly during the clerkship season, the VPCA is working closely with the Vice President (Sponsorship), Treasurer and President to deliver an array of initiatives Additionally, the VPCA should be a strong communicator and motivator within the internal Careers team Ensuring all team members are aware of their responsibilities is essential, as well as keeping one another accountable through open and encouraging conversations
Being VPCA is an exciting, rewarding, challenging, inspiring and wonderful experience that leaves you a more well rounded person in both a personal and professional sense. Whether it be speaking with industry professionals, working on creative and innovative publications, speaking to students or delivering the Opening Address at a networking evening, the role is filled with ‘pinch me’ moments that leave you in awe. You get to witness students taking steps towards achieving their personal best, form life long memories and friendships, develop your professional skills, and discover new parts of yourself throughout the process. While the role requires commitment and hard work, it is incredibly rewarding and leaves you looking back on it with joy and contentment at what you have achieved.
Intrinsic to any leadership position is the ability to innovate and problem solve where required This is particularly relevant where the VPCA is required to liaise with externals and students, as well as manage the Careers Portfolio Therefore, it is essential that the VPCA can approach each situation in a calm and professional manner, seeking effective solutions that cater to relevant interests.
Problem Solving
Moderating virtual sessions via Zoom Facilitating Q&A sessions between students and firm representatives
Managing the waiting room and taking attendance for record keeping Preparing scripts for the individual workshops Emailing session recordings to students requesting via email (subject to firm/organisation’s consent to recording and distributing sessions to students)
Creating and printing name tags for attendees, volunteers, and firm representatives. Conducting routine checks on the firms.
Emailing session recordings to students requesting via email (subject to firm/organisation’s consent to recording and distributing sessions to students)
Clerkship Networking Evening Skills Workshops
CURRENT POSITION HOLDER(S)
Pairing up students and industry professionals to best meet both mentor and mentee interests Facilitating an opening event (either in person or online)
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Gauging feedback at regular intervals throughout the program and taking corrective action where needed
Reaching out to industry professionals to secure mentors and liaising with them via email prior to the launch
Organising a councilor taskforce where councilors are assigned to firms. Volunteers are responsible for helping their firms where needed.
Moderating virtual sessions via Zoom Facilitating Q&A sessions between students and firm representatives
Moderating the panel via Zoom and facilitating discussion between students and firm representatives
Managing the waiting room and taking attendance for record keeping
KEY INITIATIVES
CAREERS (ACTIVITIES) DIRECTOR (X2)
Panels (Clerkship, Breaking into Law, Legal Technology & Women in Law)
Reaching out to industry professionals to secure panelists and liaising with them via email prior to the event
Beyond Corporate Mentoring Program
Clerkship Seminars
Managing the waiting room and taking attendance for record keeping purposes
Miranda Clinton and Sai Muthukumar
You will need to manage your time effectively to succeed in the role. The skill is critical during Clerkship season where many events are running over consecutive weeks.
5 10 hours a week
Teamwork:
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Time Management:
PERSONAL INSIGHT
Taking initiative where possible to avoid undue stresses
The use of a well managed calendar, to do list and flexible schedule will support you in prioritising your LSS responsibilities whilst managing study and work.
Clear and concise verbal and written communication is critical when liaising with firm representatives and external stakeholders
KEY SKILLS
ESTIMATED WEEKLY WORKLOAD
15 25 hours a week during Clerkship Period (April May)
There is some leeway in internal communications to forgo formalities however this discretion is not substantial
Communication:
The role is a rewarding opportunity to interact with firm representatives whilst working in a collaborative team to deliver exciting Careers events to students. The role does require you to remain professional at all times when engaging with external stakeholders. The workload is not excessive for the majority of tenure. However, the clerkship season is quite burdensome and will likely prevent you from being able to balance your studies and work commitments.
Regular internal communications within the team to effectively organise, delegate and execute tasks necessary to run Careers events
Variable but can range from 1 5 to 10 15 hours a week depending on proximity to release of the publication.
It is essential that you maintain consistent communication with your subcommittee, members of the Executive, your designers and other external stakeholders Keep channels for communication open
CURRENT POSITION HOLDER(S)
Careers Guide
The Careers Guide is the second and final initiative or the Careers (Publications) Director. It serves as a resource for the student body to learn about different areas of legal practice and non law related career opportunities. This publication aims to make potentially daunting career paths seem achievable.
CAREERS (PUBLICATIONS) DIRECTOR
Organisation
KEY SKILLS
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Clerkship Guide
ESTIMATED WEEKLY WORKLOAD
This role requires high levels of organisation and discipline A publication is a time consuming and long process It’s best to start as early as possible on a publication in anticipation of issues arising You want to have enough leeway in your schedule to be able to respond to these issues without causing too much stress
It’s important to remember that without your subcommittee, you wouldn’t have a publication Make sure to loop them in on progress, be responsive to their enquiries and to treat them as peers It is as much their publication as it is yours
This publication requires a high level of liaising with designers, and the Vice President (Careers) and Vice President (Sponsorship).
Teamwork
Communication
Alexandra Haggerty
The Careers (Publications) Director is responsible for the convening of the Careers (Publications) Subcommittee and the following initiatives:
KEY INITIATIVES
The Clerkship Guide is an annual publication released by the UTS LSS It’s central purpose is to provide an accessible platform for students to learn about the clerkship process and opportunities.
PERSONAL INSIGHT
Attention to detail
Your attention to detail will be crucial throughout this process Publications can range between 40 to 80 pages long, and the editing process is lengthy An attention to detail will allow you to hone in and add authority and professionalism to the project Whilst there is bound to be something that you’ll miss, don’t be afraid of constantly combing through the content for errors, or even asking your VP or other peers to help
KEY SKILLS CONT
Your time as Careers Publications Director will be a rewarding one. You’re one of the few directors whose projects will outlast your tenure and your time at UTS. The role can be a stressful one, especially to juggle in conjunction with your courseload. Not losing sight of your vision for your publications and the impact you want to have will help. Rembmer that problems are never as catastrophic as they seem, and that you have a whole team of people who want to see you and your Guides succeed.
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EXECUTIVE POSITION
Tiana De Silva
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ESTIMATED WEEKLY WORKLOAD
KEY SKILLS
VICE PRESIDENT (MOOTING)
KEY INITIATIVES
The role largely requires a holistic understanding of mooting and how mooting can benefit both students’ university, personal and professional careers Being VPMO means understanding the role largely falls on two aspects: engagement and quality A list of initiatives the VPMO is required to oversee includes 6 7 Subject Moots, 2 3 IVC Moots, 2 Mooting Development initiatives, Junior Mooting Competition and 2 Judging Workshops per tenure
CURRENT POSITION HOLDER
The Vice President (Mooting) is responsible for overseeing the running of all UTS LSS Mooting Competitions. In addition, the VPMO has a number of other responsibility including sitting on the Intervarsity Selection Panels, Appeals Panel, liaising with Faculty in a combined effort to improve the quality and engagement of mooting at UTS generally, work with the Vice President (Skills) in the administration of LSS competitions, organising medals, trophies and awards and maintain a Competitions Honour Roll.
As a VP with many events, you can expect at least 1 2 mooting events a month The role is one that requires at least 7 10 hours per week where there are no competitions or mooting initiatives and up to 30 hours on weeks you will be running events
Communication: The ability to keep on top of the mass amount of correspondence that will reach your inbox is critical. The role is also a leadership position and active communication with your team will make it easier for your weeks to run smoother.
Problem solving and critical reasoning: In the role you will constantly be required to utilise problem solving skills whether it is to solve a last minute catering order or to proofread and edit a mooting question, you will need to be able to solve problems on your feet and for this reason a background in mooting is extremely helpful.
MOOTING MOOTING
PERSONAL INSIGHT
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This role is a highly challenging but rewarding role. If you are passionate about mooting and more broadly, fostering great advocates, this role is a great way to bring your inner visions to life! It is also a lot of fun and is one that does allow you to really build and retain a diverse and expensive professional and personal network.
Professionalism
Organise question writers and benchbooks
CURRENT POSITION HOLDER(S)
Andrew Hyunh and Jisoo Park
PERSONAL INSIGHT
A difficult role that requires a lot of organisation, but overall the role is incredibly rewarding as you see competitors develop over time
SUBJECT MOOTING DIRECTOR (X2)
Organise judges and grand final bench
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ESTIMATED WEEKLY WORKLOAD
Fluctuates approximately 30 hours per week during competition, 10 hours per week in between competitions
KEY SKILLS
Time management Flexibility
Create timetables for competition rounds
KEY INITIATIVES
7x Subject Moots (Torts, Legal Tech, Commercial, Constitutional, Contracts, Criminal (Opens & Juniors))
Tasks include but not limited to:
Distribute submissions to competitors
Professionalism
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INTERVARSITY (MOOTING) DIRECTOR
Time management Flexibility
Create timetables for competition rounds
Fluctuates approximately 30 hours per week during competition, 10 hours per week in between competitions
Organise judges and grand final bench
John Pak
KEY SKILLS
ESTIMATED WEEKLY WORKLOAD
A difficult role that requires a lot of organisation, but overall the role is incredibly rewarding as you see competitors develop over time
Criminal Law Moot
Competitions including but not limited to: 2022 UTS LSS MULS Intervarsity Contract Law Moot, 2022 UNSW
Organise question writers and bench books
KEY INITIATIVES
CURRENT POSITION HOLDER(S)
Distribute submissions to competitors
Private Law Moot, 2022 SULS Baker McKenzie Nations Womens Moot, 2022 UTS LSS Ashurst Intervarsity Legal Technology Moot, 2022 Nicholas Cowdery AO QC
PERSONAL INSIGHT
Liaise with externals/universities
2 x Mooting Development Initiatives in the first semester for both junior and senior mooters
KEY INITIATIVES
1 hour per week in Semester 1
Collating a judge and shadow judge database
Time management Flexibility Professionalism
Not available
4 hours per week in between semesters
Facilitating one or more judging workshops Creating mooting development materials
Casual Vacancy
KEY SKILLS
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PERSONAL INSIGHT
6 hours per week in Semester 2 (running the competition)
CURRENT POSITION HOLDER(S)
MOOTING DEVELOPMENT DIRECTOR
ESTIMATED WEEKLY WORKLOAD
ESTIMATED WEEKLY WORKLOAD
15 20 hours weekly without VPSK competitions, however this quite a rough estimate The workload is quite heavy and extreme organization is required to meet deadlines When the VPSK competitions are running, that workload can increase to accommodate additional hours
KEY SKILLS
Organisation, passion, leadership, teamwork and understanding are crucial to this role. It’s important to remember that along with managing a team of four directors, you are also responsible for your own competitions and need to ensure that your studies do not suffer as a result of the time spent on society commitments. While it is possible, maintaining a tight timetable and understanding the similar position your directors are in makes the job possible.
Responsible for overseeing the smooth progression of the skills portfolio including setting dates for all skills initiatives with the wider executive. Managing the skills team to ensure that UTS LSS competitions are consistently delivered to a high standard. Coordinating regular meetings between the skills portfolio to check in and make sure everyone is keeping ahead of their tasks Run all written skills competitions including the Advice Writing, Paper Presentation and Affidavit Drafting competitions as well as the Junior Gauntlet Competition
SKILLS SKILLS COMPETITIONS COMPETITIONS
KEY INITIATIVES
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CURRENT POSITION HOLDER
Nicole Badr
VICE-PRESIDENT (SKILLS COMPETITIONS) EXECUTIVE POSITION
I personally found the role quite rewarding Having competed for many years at uts, I wanted to give back and be at the helm of running competitions to apply what I have learnt in my own experiences to improve the competition standard However, it is a very large workload If you are unable to allocate sufficient time for the role, I would not advise the role Passion was also central to making my experience so rewarding Being passionate about competitions keeps the spirit and motivation alive to continue to want to develop the competitions and in turn, the competitors who participate Watching the directors grow in their respective roles was also incredibly rewarding The shift from competitor to director can be challenging at first, but recognizing that in your directors helps formulate a great connection and subsequent area for growth and passing of knowledge from my own experiences Overall, being VPSK was an incredible experience I learnt so much from But it isn’t for those who aren’t passionate about competitions A strong love and drive for competitions are crucial if you’ve got those then I strongly encourage the role!
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PERSONAL INSIGHT
KEY SKILLS
Although it can get very stressful and intense throughout the semester this role is a wonderful opportunity to get involved with the UTS LSS competitions if that is what you are passionate about
Running this competition and watching different teams competing not allow gives you the opportunity to teach but also to learn from their knowledge and experience as a competitor. This role requires you to be very personable as the client interview competition itself focuses heavily on one's interpersonal skills.
12 hours of competition time weekly on allocated day. 6 8 hours on competition preparation and collating scoresheets
This requires you to create time tables for each round, reach out to judges and clients, make room arrangement for each round, edit problem questions to suit the competition, create a new problem question for the grand final, run workshops, judge or client yourself whenever necessary.
KEY INITIATIVES
Opens Client Interview and Junior Client Interview competition are the two competitions run during the year
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CLIENT INTERVIEW DIRECTOR
PERSONAL INSIGHT
This role is extremely rewarding and insightful if you enjoy Client Interview As the role can be quite demanding during the competition it is crucial to stay organsied and up to date with deadlines
Maria Mubeen
ESTIMATED WEEKLY WORKLOAD
CURRENT POSITION HOLDER(S)
Proficiency in the competition, diary management, time organsiation, communication skills, ability to teach and answer specific questions Knowledge on lawyer client relationship, interpersonal skills
ESTIMATED WEEKLY WORKLOAD
If you are interested in negotiations, this is a rewarding role that will improve your negotiation skills, communication skills and ability to liaise with a range of people.
PERSONAL INSIGHT
Proficient negotiation skills, interpersonal skills, scheduling, time organisation, communication skills, ability to teach negotiation skills to new competitors and ability to judge.
KEY SKILLS
During the rounds, the Negotiations Director is required to have excellent time management skills and an ability to respond to competitors emails throughout the entire day When organising a competition that has so many scheduling variables, it requires flexibility on the part of the Director to fix any issues that arise on the day and ensure the competition can run smoothly nonetheless.
KEY INITIATIVES
Jemma Newton
Open Negotiation Competition; Junior Negotiation Examination Competition; Open Gauntlet; Junior Gauntlet
The tasks involved for these competitions include contacting prospective judges to gauge their interest and availability Creating a weekly competition timetable Booking rooms. Editing weekly problem questions and distributing this to competitors and judges. Availability to judge on competition days. Running workshops to assist competitors with developing their negotiation skills.
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12 hours on competition days and 5 10 hours preparing for competition rounds.
NEGOTIATION DIRECTOR
CURRENT POSITION HOLDER(S)
This role provides a unique opportunity to assist in fostering the development of students negotiation skills at UTS As someone who is passionate about negotiations, I had the ability to assist new competitors with learning how to compete in the competition, and assist seasoned competitors by providing feedback during their rounds
Proficient in evidence law and Witness Examination. Personability, diary management, advanced scheduling, document preparation, document handling, email and verbal communication, guiding and teaching competitors. Ability to answer specific, technical questions.
KEY SKILLS
WITNESS EXAMINATION DIRECTOR
This role is very rewarding if you are passionate about Witness Examination and truly care for its development at UTS The role is incredibly demanding during the competition, and prospective candidates will not be able to cope with the workload if that dedication is not there
Michael Hughes
ESTIMATED WEEKLY WORKLOAD
Open Witness Examination Competition; Junior Gauntlet; Junior Witness Examination Competition; Open Gauntlet
Reaching out to prospective judges to gauge their interest and availability Inviting, scheduling, communicating and developing the skills of competitors Reaching out to volunteer witnesses and putting them in touch with competitors. Booking rooms. Providing problem questions to competitors and judges.
PERSONAL INSIGHT
KEY INITIATIVES
20 30 hours during competition, 5 10 hours in lead up to the competition, 0 2 hours with no competition
CURRENT POSITION HOLDER(S)
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It’s wonderful to assist in the development of the competition and the competitors, to liaise with legal professionals and experienced students, and to see the rapid growth in the skill level of the competitors It gets intense during the competition, but it’s an incredibly satisfying role to have at the UTS LSS
ESTIMATED WEEKLY WORKLOAD
Corresponding with other university representatives. Fill in judging and volunteering. Assisting the rest of the Portfolio.
This role is incredibly rewarding and allows you meet a wide variety of people You learn to deal with complex situations while seeing some of the strongest competitors These competitions are intense, so you must execute your role to a high standard
INTERVARSITY (SKILLS COMPETITIONS) DIRECTOR
Blake Sanchez Cruz
Proficiency or knowledge of each competition, time organisation, professional skills, email and oral communication, as well as event management.
Organising rooms, judges, catering, questions, gifts, and timetables
KEY SKILLS
Maddocks Intervarsity Negotiations, Junior Intervarsity Skills Competition & organising teams for competitions run by other universities, (eg Delhi Negotiations, Golden Gavel and UNSW IV)
CURRENT POSITION HOLDER(S)
KEY INITIATIVES
Handling complaints, applying selection policy and sourcing/writing problem questions.
PERSONAL INSIGHT
2 5 hours per week (around 10 15 during self organised competition weeks).
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This role balances being a skills director, however, not as frequently Time is split sporadically, predominantly when your own events are being run, eg, Maddocks Negotiations
EDUCATION EDUCATION
Furthermore, the VPE also provides a level of guidance for the overall goals and objectives of the Portfolio. Whether this is being across correspondence or decisions taken by Directors, you will need to provide strategic advice to enhance the utility of each project.
KEY INITIATIVES
The role of the Vice President (Education) (‘VPE’) is to oversee the functioning of the entire Education Portfolio. The Education Portfolio is split into four sub portfolios, with each Director facilitating various events and initiatives to cater for the student body:
ESTIMATED WEEKLY 20 25 hours per week However, this can fluctuate in less busier times
CURRENT POSITION HOLDER
As VPE you will play a vital assistive and support role for each Director, as well as liaise with bodies like the UTS Faculty of Law in the administration of the Buddy Project, Peer Mentoring Program, and Advocates Mentoring Program. You will also be responsible for assisting with event planning, writing addresses/speeches, joining subcommittee meetings, and representing the interests of the Education Portfolio to the Executive and Council.
Education (External Engagement) Director x 1; Education (Internal Engagement) Director x 1; Education (Publications) Director x 2; and Wellbeing Director x 1. Subcommittee Members x 15
Anthony Ayoub
VICE-PRESIDENT (EDUCATION) EXECUTIVE POSITION
WORKLOAD
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PERSONAL INSIGHT
Being organised is crucial for this role You will be faced with many due dates of tasks for each Director, which requires you to stay up to date While Autumn Session is more intensive than Spring Session, early planning of events is fundamental
Communication and Professionalism
You will need to be someone who can effectively communicate, both via email and orally This will become pertinent when providing instructions, writing addresses, liaising with externals (eg suppliers or UTS Faculty of Law), or managing conflicts within your team
As VPE, you will oversee a team of five Directors and approximately twenty Subcommittee members. A vital attribute of the role is someone who is supportive of their team, and who can also manage expectations by providing frank, honest and constructive feedback. This includes being fair, approachable, and personable. You will need to instill a culture where Directors feel supported and connected.
Holding the position of VPE has been an enriching and fulfilling experience. Through leading a team of five Directors, I have developed invaluable leadership, teamwork and problem solving skills which I practice daily. I believe this experience has made me more adaptable to different working styles, personalities and, overall, allowed me to become an open minded leader.
The Education Portfolio is one of the most diverse on Council. It is often regarded as the Portfolio ‘that does a bit of everything’, which accordingly, requires an adaptable skillset As VPE, you will make a multitude of decisions and are often required to have fast turnaround times However, in summary, some key skills and attributes include:
KEY SKILLS
On a personal level, I have felt immense growth in forming friendships with people who share the common goal of enhancing the university experience of UTS:Law students.
Ultimately, serving on the UTS LSS is a privilege, and I encourage all potential candidates to apply!
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Leadership
Time Management
Given this role has an intensive workload, you will be someone who can effectively balance and prioritise tasks alongside work and study commitments sometimes with short notice There will be times when it will be extremely busy, particularly when events are scheduled close to each other Organisation
Peter Markopoulos
KEY SKILLS
ESTIMATED WEEKLY WORKLOAD
Organisation: Ensuring all initiatives and associated planning are completed well in advance. As the Buddy Project and Peer Mentoring involve many students, planning well in advance will lead to greater overall success.
KEY INITIATIVES
In this role, you will also be responsible for facilitating the UTS LSS Peer Mentoring Program and this briefly involves recruiting Peer Mentors, and developing workshops to correspond with content to be broadcasted to students throughout the year.
Teamwork: Liaising with the Vice President (Education), and other directors (both within Education and council broadly) to establish and plan out initiatives and ideas. This skill is further developed through.
Although not required in the By laws, this year we launched our first ever Buddy Event (Sip and Sing), after a successful Autumn Launch.
This role will allow you to meet with many younger and older students from diverse backgrounds and degrees. As such they will seek questions, advice and guidance from you so these skills would be ideal to best enhance your efforts in this role.
CURRENT POSITION HOLDER(S)
PERSONAL INSIGHT
EDUCATION (INTERNAL) DIRECTOR
The Subject Tutoring Database is another area which you will oversee, and this involves maintain tutor listings, ensuring an up to date database is accessible.
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This role has provided me with an amazing opportunity to meet and work with many students across all year groups and make many fond memories. Achieving record breaking numbers at the Buddy Launch and introducing a brand new event has also made this role so rewarding. It has been such a great experience!
Education (Internal) oversees a variety of exciting initiatives! This role facilitates the Buddy Project, a program pairing first year students with a senior buddy There is administration required to match buddies and maintain consistent engagement throughout the semesters for the year
Energy, Eagerness, Approachability
Workload varies weekly, during less busy periods 2 6 hours a week. During busy periods in the lead up to initiatives 4 8 hours per week.
KEY INITIATIVES
Time management: Do not forget that you have to attend other LSS events during the semester Ensure you can balance uni, work and LSS requirements
CURRENT POSITION HOLDER(S)
ESTIMATED WEEKLY WORKLOAD 1 3 hours per week
Flexibility: Most of the time you will only be doing 1 2 hours per week. Closer to your initiatives, this can increase to 5 6. However, this is only for a limited time.
Jeylan Riza
EDUCATION (EXTERNAL) DIRECTOR
Additionally, this role oversees the administration of the Advocates Mentoring Program (AMP) You will be responsible for organising all aspects of the Program, including pairings and facilitating the Opening Breakfast and Mid Program Survey.
PERSONAL INSIGHT
This role is responsible for, establishing and promoting at least two annual Speaker Series events regarding topical legal issues These are typically in person events
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KEY SKILLS
This role is a beginner friendly way into immersing yourself with the UTS LSS I have had the opportunity to organise incredible, noteworthy events, perhaps without as many obligations as other roles
You will report to the Vice President (Education), update the Buzz with relevant content, and build a supportive environment by attending LSS initiatives.
Spring Session
Electives Guide
CURRENT POSITION HOLDER(S)
The Bar Podcast
EDUCATION DIRECTOR (X2)
KEY INITIATIVES
The Bar Productions The Bar Productions consists of The Bar Podcast and The Bar Newspaper. The Bar Podcast involves weekly episodes that explores the various areas of the law as well as insights into university life.The Bar Podcast has had some exciting guests like The Honourable Michael Kirby. The Bar Newspaper explores light hearted articles on law related topics.
This year, the tasks that the publications directors were as follows:
Director 2: Autumn Session
The Full Bench
Law School Manual
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The Law School Manual (LSM) The LSM is a starter guide publication designed to help First Year students in their transition to UTS Law school The publication provides an insight into the LSS’ different portfolios, upcoming events and initiatives, and tips to navigate the challenges of First Year.
This is a combined initiative with the Education (Internal) Director and Vice President (Education), and details the various electives on offer at UTS Law.
Camp Survival Guide (CSG) The CSG is a publication that is handed out at the First Year Law Camp (FYLC). The director in charge will write, coordinate the design, edit and publish the CSG. The CSG details the itinerary for the FYLC, the Camp Leaders, and the Camp Rules.
The Full Bench x2 The Full Bench is the LSS’ semesterly academic journal, comprised of student essays centred around a particular theme. The publication is edited by the Education (Publications) Subcommittee team, and designed by a graphic designer.
The Full Bench
Director 1: Autumn Session
Camp Survival Guide
Alyssya Warty Hasan and Georgia Neaverson
Spring Session
The two directors are responsible for the Publications below:
The Bar Podcast
(PUBLICATIONS)
Both Directors worked on the Electives Guide in the Autumn Session and The Bar Newspaper throughout the year
General IT competence: The Bar Podcast is edited using iMovie, so an understanding of the basics of iMovie editing is beneficial
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Professional email etiquette: The Bar Podcast requires you to reach out to professional guests e.g. academics, to People & Culture representatives, to law firm partners, etc Ensuring your correspondence is professional will increase your chances of securing the guest for the recording
KEY INITIATIVES CONT
Ultimately, you will work alongside the Vice President (Education) and your co Director to allocate tasks for the year ahead
Organisation and planning ahead: Generally it is beneficial to reach out to potential guests for The Bar roughly four weeks in advance, to leave enough time to organise the date and time, location, and questions for the interview.
KEY SKILLS
ESTIMATED WEEKLY WORKLOAD
Being malleable: Some of the guests for The Bar may ask to switch the date, time, location, etc. of the recording, so it’s important to be flexible in accommodating their requests as far as possible.
The role of Education (Publications) Director is very fulfilling, and allows you to build skills transferable to other professional areas of life. The role is rather unique in that you are constantly creating tangible projects, such as The Full Bench, and see initiatives through from idea conception, to creation and editing, to publication. It is very rewarding to see the final product and share it with the LSS’ members. In addition, The Bar Podcast provides a great mechanism to build connections with a variety of industry professionals.
Attention to detail: Attention to detail is particularly relevant for the written publications (namely The Full Bench, The Electives Guide, The Law School Manual, and the Camp Survival Guide) You will be required to edit several submissions for spelling, grammar, flow, etc
Weekly workload varies, but is generally around 6 8 hours per Director. The workload may increase in the lead up to the release of a publication.
PERSONAL INSIGHT
While not contained within the by laws, I had the opportunity to collaborate with the Equity Director on the UTS LSS Wellbeing x Equity Panel. This event involves organising a panel of 4 people via zoom or in person from a variety of fields (this year we had a student representative from Batyr, a psychologist, a counsellor, and a legal representative from a firm). The event touches on topics such as dealing with burnout, and how the mental health of grads is supported at law firms.
KEY SKILLS
During Autumn and Spring, you will assist with the Smile Project, a biannual event that supports the wellbeing of students The event includes a BBQ and therapy dog session adjacent to the Alumni Green in order to provide students with an opportunity to relax in the lead up to exams.
Communication: you will be communicating with a range of stakeholders, such as UTS staff, members of the public (such as legal professionals), students and external organisations (such as the dog therapy organisations)
You will organise R U OK? Day in Spring, a day involving reflection, a morning tea, and perhaps a visit from an R U OK Day? Ambassador.
Weekly workload varies but on average, about 1 3 hours per week.
WELLBEING DIRECTOR
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KEY INITIATIVES
The Wellbeing Director is in charge of a few exciting key events!
CURRENT POSITION HOLDER(S)
ESTIMATED WEEKLY WORKLOAD
Time management: a lot of planning goes into organising an event, such as submitting documentation to Activate and ensuring that marketing reqs are submitted with ample notice I would recommend spending small chunks of time working on your events and planning ahead Leadership: as Wellbeing Director, you will lead the SWC (Student Wellbeing Committee) This group is composed of 8 students that are passionate about wellbeing and mental health, and who will support you by assisting with events and brainstorming future initiatives
Energetic and approachable: the main thing is to approach every event with a smile and lots of energy! It's important that you remain approachable to students as wellbeing director
Mac Middleton
PERSONAL INSIGHT
The role is a great way to get involved with the Law Students’ Society, and the workload is very manageable It's a great first position if you have further aspirations to lead a Society portfolio as a Vice President The role is a great way to help support the wellbeing of your fellow students, and on a personal note, is very fulfilling
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A large part of the role of VPM is managing and overseeing the work of their entire portfolio, which consists of four Marketing Directors, and one IT Director
The VPM alongside the Marketing Directors are responsible for photography at many UTS LSS initiatives
VICE-PRESIDENT (MARKETING) EXECUTIVE POSITION
The VPM is also in charge of designing, producing and distributing UTS LSS merchandise. This involves creativity in designing the merchandise, as well as working with external merchandise producers, and with the IT Director to prepare for merchandise drops on the UTS LSS website.
They are responsible for the design of the UTS LSS Sponsorship Prospectus, in consultation with the Vice President (Sponsorship) and the President.
KEY INITIATIVES
The Vice President (Marketing) (‘VPM’) is responsible for coordinating and overseeing all marketing and advertising for the Society’s initiatives, including but not limited to activities, publications, competitions, and services. They should be motivated to help other Councillors’ initiatives flourish through implementing creative marketing strategies to optimise engagement.
MARKETING MARKETING
CURRENT POSITION HOLDER Cassandra Economides
They are also responsible for the active recruitment of members to the Society. This includes creating marketing strategies to recruit new members and to have old members rejoin when their membership expires.
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Additionally, they are responsible for overseeing the creation and distribution of the UTS LSS Fortnightly Newsletter, The Buzz. They will work with their four Marketing Directors to do this.
Marketing & social media knowledge: A large part of the VPM role is to optimise engagement through strategic marketing and creative social media marketing tactics. With this knowledge, the VPM must use their initiative to optimise engagement with members for all UTS LSS events, initiatives, and publications.
Time management: As VPM has many responsibilities, time management skills are crucial. You can expect communication from or to Marketing Team at least once a day, as well as many ASAP requests for social media posts and email blasts; these things will sometimes need to take priority over other commitments you have.
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Creativity: This is a skill that should not be overlooked. VPM has lots of fun creative aspects, including the designing of merchandise, helping to create graphics, and putting together the Sponsorship Prospectus and Obiter (Half Yearly Report).
Management: In order to succeed in this role, you must be able to manage your team. This includes overseeing the work of the four Marketing Directors and one IT Director, providing feedback, and the allocation of tasks.
PERSONAL INSIGHT
Communication: The VPM not only works closely with their Marketing Team, but they also work with every individual member of Council with the Marketing of every event and initiative. This means they must have good communication skills.
Being the UTS LSS VPM is a rewarding position Although there are periods of high stress, it is worth it for the amazing connections you make within your Marketing Team, the Executives, and the wider council both on a professional and friendship level I have also felt immense personal growth, both in a personal and professional capacity Finally, it is incredibly exciting to see UTS students wearing merchandise you’ve worked hard to produce, both during and after your time on Council
KEY SKILLS
ESTIMATED WEEKLY WORKLOAD
Approximately 25 hours per week
Note that there is the expectation of being highly responsive at all times to group chat messages from Marketing Team
Photography
One of the main aspects of a Marketing Requisition is the creation of graphics. This is where you can utilise your creative flare the production of UTS LSS graphics is an important task as this is what engages your audience and ultimately helps initiatives gain traction. We use Canva to create all graphics, which tend to go through many drafts. Graphics get sent to all Marketing Directors and VPM on messenger to receive feedback and make relevant changes, before posting Facebook and/or Instagram.
The Buzz is a fortnightly newsletter that the Marketing Directors produce. Being the Editor of the Buzz is a very enjoyable experience, which each Marketing Director gets to do at least twice a semester, and requires them to compile information from the rest of Council about past and upcoming initiatives. With practice and familiarity with the software we use to develop the newsletter, the time that curating the Buzz takes decreases. It is a fun way to interact with UTS LSS members and does not take very long to do.
Almost all marketing requests are submitted to the Marketing Team in a Marketing Requisition form We receive Marketing Requisition forms from all 7 portfolios of the UTS LSS, helping every UTS LSS initiative flourish through advertising them in various means
Humans of UTS Law is a marketing initiative started in 2021 that showcases unique experiences and stories that various UTS Law Students have acquired during their university studies. It aims to inspire other students and share their extraordinary achievements!
Alexander Chan, Brittany Cairns, Lara Wilson and Paris Mitropoulos
The Buzz
Humans of UTS Law
Photography is a task that is shared between the VPM and all MDs for UTS LSS initiatives when requested. These photography requests are distributed based on availabilities, so is a flexible and irregular task. Photos are taken by UTS LSS camera and hence will need to be used with care. Once the event is over, photos will be transferred to a photography google drive for all MDs to access At times, photos will be used to create event graphics or post on Facebook for competition or big social events
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MARKETING DIRECTOR (X4)
CURRENT POSITION HOLDER(S)
KEY INITIATIVES
Marketing Requisitions and Graphics
Organisation: The most important skill for a Marketing Director to have is organisation It is critical that Directors stay on top of the requisitions that they are assigned and work time efficiently to ensure that posts are able to be designed, drafted, and scheduled on time in accordance with the marketing requirements
Communication: Maintaining good communication skills is crucial to the role The Marketing Team are consistently communicating to ensure that designs receive feedback and are drafted before posting It is also important to be able to effectively communicate with all members of council when fulfilling requisitions.
KEY INITIATIVES CONT
Social media knowledge: Understanding of the key social media platforms used by the LSS (Facebook, Instagram, and Tiktok) and their key functions is necessary.
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KEY SKILLS
Live streaming is another responsibility shared between MDs and VPM Live streams are normally requested for competitions Live streams are conducted through phones on Facebook Similarly to photography, live stream requests are distributed fairly based on availabilities amongst the team, so is a flexible and irregular task Further, this task involves attending initiatives in your capacity as a MD by being responsible for the live stream
On average, a Marketing Director will spend 10 hours a week doing marketing related tasks including working on Canva, scheduling posts, keeping up to date of reqs and emails.
ESTIMATED WEEKLY WORKLOAD
Live Streams
Creativity: A large part of the role of Marketing Directors is the creation of graphics Using design software Canva, you will make lots of graphics to be posted on our social media pages You must use your creativity to effectively market the varied initiatives of the LSS
It is important to note that there is an expectation to be highly responsive at all times to group chat messages from the Marketing Team. It is required that all posts go through a ‘buddy check’ process which ensures there are no typos or other mistakes in Instagram and Facebook posts, and email blasts. Often there will be an expectation for the MDs to respond quickly so that posts can be shared without delay. It is also vital to give informative and detailed feedback to the graphics, Tik Toks and all other miscellaneous things that are discussed, to ensure that we produce the highest standard of marketing.
PERSONAL INSIGHT
Alexander: The position of MD is an incredibly rewarding role where I was able to develop my creativity and time management skills The responsibilities of a MD can be overwhelming at first, however, due to the tight nature of Marketing, the Marketing Team has been really supportive and considerate of each other’s creativeness and commitments. As a result, I was able to form such a supportive network with other fellow MDs but also gain insight into LSS’s initiative in the meantime. The skills you will develop through this role is invaluable and will be beneficial in your university studies and future job.
Lara: Holding the position of Marketing Director has been an amazing opportunity I have greatly enjoyed the experience of working in a close knit team to create and develop graphics marketing the initiatives of the LSS While the role can be stressful and time consuming, the organisation skills gained have been incredibly valuable and the connections gained with the Marketing Team as well as the wider council make the stress very worthwhile
Paris: Being a MD has abetted me to further improve my time management and creativity skills Although it can be overwhelming at times, specifically at the start of each semester, it is enjoyable to take some time out of your day and be creative where you would not otherwise It is very rewarding to see the graphics and Tik Toks you produce be well received and appreciated by everyone!
Brittany: Being Marketing director is an incredible opportunity to improve your organisational skills, showcase your creativity and work in a small team. At times, the roles and responsibilities of Marketing Director can be stressful, however with time management, collaboration and organisation, it is extremely rewarding. I have greatly improved my organisational skills as well as producing graphics and formed great friendships with the Marketing Team and LSS Council. Producing content for the Buzz, Humans of UTS Law and growing the UTS LSS Tik Tok are some great highlights during my tenure. Overall, I would highly recommend being a Marketing Director as you gain invaluable skills that will be useful for university as well as your future career.
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Merchandise Drops
Marketing Req: Website Calendar
The IT Director also has a requirement to update the website calendar as instructed and requested by other portfolios. This includes filling the event calendar template/plugin with the information in the marketing req.
The Information Technology Director (Marketing) is responsible for managing, designing and updating the Society’s website (wwwutslsscom) This includes regularly liaising with the Marketing Directors and other portfolios in the society to determine what needs to be included on the website
Marketing Req: Website Update
The IT Director also has a requirement to update the website as instructed and requested by other portfolios. Based on the current design of the website, these requests get updated below the “Announcements” block on The UTS LSS homepage.
Throughout the year, other portfolios may seek support for creating and designing blogs and website external to The UTS LSS website. This includes organising the domain, the design, website host and maintenance.
There is a large element of ownership in redesigning and reconstructing the website. However, there is an expectation that the iT Director will ensure that the website is modern, relevant, and efficient. By nature, that includes implementing new design modifications, reconstruction the framework, improving the website software, and updating and installing new plugins.
INFORMATION TECHNOLOGY DIRECTOR
Designing Website
KEY INITIATIVES
Alongside the VPM’s support and guidance, the IT Director has a responsibility to create and design a shop function within the website for merchandise drops with throughout the year. This involves creativity in designing the website shop front for The UTS LSS merchandise, manage stock levels and delivery of the products.
Claudia Seuloski
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CURRENT POSITION HOLDER(S)
External Websites/Blogs
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ESTIMATED WEEKLY WORKLOAD
HTML coding skills
It is also vital to stay up to date with the latest software and website design in order to remain relevant, improve efficiency and maintain a highest standard of marketing
Time management
PERSONAL INSIGHT
As an Information Technology Director, there is a lot of flexibility in your workload and how you would like to update the website. In saying this, on average it takes 5 10 hours a week doing marketing and website related tasks These tasks include updating the website calendar, redesigning the website, updating plugins and website software, keeping up to date of reqs and emails
Marketing and web design knowledge
It is important to note that while not all the reqs and group chat messages are related to the IT Director role, there is an expectation to look over all information and tasks the rest of the Marketing Team is performing/completing It is required that reqs and updates are actioned and responded to quickly so the website aligns with other UTS LSS social media platforms
KEY SKILLS
Creativity
The Information Technology Director role can be challenging at times, however, it is an extremely rewarding role where I was able to develop my tech savvy and time management skills.
Getting used to the website host, website functions and the large number of updates is overwhelming at first. However, it does not take long until you gauge the workload and software. The Marketing Team has been really supportive and the VPM is always there if needed. Overall, I was able to improve my communication, organisation, and technology skills which will not only benefit your university studies but also your future endeavours.
KEY INITIATIVES
10 15 x Justice Action Committee Members.
Internal LSS Role
VICE-PRESIDENT (SOCIAL JUSTICE) EXECUTIVE POSITION
The Vice President (Social Justice) is responsible for overseeing and coordinating the social justice initiatives run by the UTS LSS.
2 x Brennan Program Directors
The weekly workload varies depending on the time of semester In the middle of Autumn and Spring sessions, a VPSJ could expect to be dedicating 20 25 hours to their LSS work
External role
1 x Diversity Director
The VPSJ also serves on the UTS Faculty of Law’s Equity and Diversity Group, as well as the Brennan Program Management Committee. The VPSJ is also required to liaise with key stakeholders from the Faculty and industry to provide volunteering and collaboration opportunities.
Georgina Hedge
In less busy periods, the workload could be as little as 5 hours a week
As VPSJ, your main role is to oversee and manage the organisation of each director’s initiatives, including Social Justice Conference, the Women’s Mentoring Program, RASA Week and more. The role is largely managerial, acting as a support for the director’s organisation of their initiatives. This will require a strong understanding of the 25+ initiatives run across the portfolio. The VPSJ will also be the main source of contact for the Justice Action Committee, running fortnightly meetings and facilitating a JAC led initiative.
SOCIAL SJUSTICE OCIAL JUSTICE
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The VPSJ is responsible for overseeing four directors, and 10 15 subcommittee members on the LSS. These include:
ESTIMATED WEEKLY WORKLOAD
1 x Equity Director
CURRENT POSITION HOLDER
As with all VP positions, organisation is a necessary skill to effectively deliver over 25 initiatives It is necessary for a VPSJ to have good time management to ensure they can not only be up to date with their own work, but on top of
PERSONAL INSIGHT
VPSJ is (in my humble opinion) one of the most rewarding exec roles on Council. It grants you the ability to actively give back to communities in need, as well as gain unique leadership and management skills.
As VPSJ has a unique responsibility to represent minority communities, it is important for a VPSJ to possess strong initiative in organising their events. The VPSJ should aim to listen and respond to feedback from members, and be willing to introduce new initiatives where there are gaps in what is being offered to the student community.
If you are a passionate, organised and confident student, I would absolutely recommend running for VPSJ! It is a once in a lifetime experience.
Passion
Initiative
KEY SKILLS
It is necessary for the VPSJ to have strong leadership skills, as they run a large and diverse team of typically very passionate students. The VPSJ must ensure they can assert themselves to develop a productive team environment. The VPSJ will often have to present about the social justice initiatives on offer, and discuss the range of events with potential students. The VPSJ should be confident in being able to speak publicly and communicate their knowledge of SJ’s initiatives to be able to lead in answering questions to a wide range of stakeholders.
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Organisation
Leadership
Ultimately, the main skill/trait the VPSJ must have is a genuine passion and care for the social justice causes they are serving in their role The VPSJ is one of the most unique roles on Council as it allows the position holder to craft initiatives that actively give back and make a difference to students’ lives Without a genuine passion and care for these social justice causes, it will be difficult for the VPSJ to maintain motivation and genuine care throughout the tenure
The VPSJ is the face of the LSS’ social justice initiatives, and as a result, bears a significant responsibility to represent minority communities and social justice causes in a respectful and sensitive way. This requires a diverse range of skills, and a capacity to respond to feedback from our wider LSS community.
The second element of the Brennan role is running broader social justice initiatives for the LSS student community. These are diverse, and there is room for the position to grow depending on the areas of passion for the directors. However, staple initiatives in the Brennan Calendar include:
The first element of the Brennan Director role is collaborating with the Faculty Co Director and the Student Programs team to assist in the coordination of Faculty based Brennan events and initiatives. These include:
KEY INITIATIVES
In 2022, the Brennan team ran a Sustainability Week Challenge as an area of passion for us. We encourage future Brennan Directors to adapt this initiative as they wish.
Justice Talks and Brennan Information Sessions. Brennan Program Management Committee. Attendance at orientation and other faculty based events. Promoting the Brennan program across the Faculty.
Monica Keech and Vishaya Pracy
LSS Role
Brennan Program Discussion Groups. Annual Westmead Drive/Charity Event. RASA Week.
Collaboration with Faculty
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BRENNAN PROGRAM DIRECTOR (X2)
The Brennan Directors facilitate the Brennan Justice and Leadership Program, as a joint venture between the Faculty of Law and the LSS to increase students’ social justice consciousness, volunteering and education as well as strengthen student efforts in the community In this role it is important to connect organizations and professionals with students through a multitude of events and LTS opportunities that expand the student experience at UTS Law. The position has a dual role:
ESTIMATED WEEKLY WORKLOAD
CURRENT POSITION HOLDER(S)
The Brennan role has a relatively consistent workload As there are two directors, this workload is balanced This year, we have preferred to work together to run initiatives (eg RASA and Sustainability Week), however, the initiatives can be split if you prefer
You will also be required to attend a fortnightly meeting with Crystal and the Faculty Co Driector This meeting will typically last 30 mins 1 hour
Organisation
Brennan is also unique to other roles on Council, due to its faculty focused nature. Working with the Law Faculty representatives gives the role a wider scope and allows you to immerse yourself in another team and plan collaborations/partnerships for future tenures
Brennan Director is an extremely rewarding role as it provides a direct opportunity to facilitate social justice opportunities for students that encourages an increased social justice consciousness amongst students.
Teamwork / Collaboration
Communication
The Brennan directors are the face of the program for new students, existing students and the Faculty of Law through the Brennan Collective page, Orientation and Justice Talks A significant part of the role is promotion of initiatives which also requires confidence in public speaking
Given there are two directors, teamwork is critical Not only is this important between the two directors, teamwork with the broader LSS, SJ portfolio and faculty representatives is central to Brennan
KEY SKILLS
Strong organisation skills are also necessary for a Brennan Director Many of the Brennan initiatives require organisation months in advance, including the splitting of key roles and duties between both the LSS Directors and the Faculty. In addition, you may also be required to attend additional Faculty events, which means that you need to be highly organised beyond the Brennan Program.
Although this rarely ever occurs, they may be times that the faculty requirements/interests do not align with that of the LSS (and its by laws). You may need to be prepared to remind the faculty of these differences and find an alternative solution.
Conflict Management Skills
Brennan has provided an invaluable opportunity to engage with a large network of social justice and community leaders This value and reward has also translated into student satisfaction over the tenure
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PERSONAL INSIGHT
Textbook Equity Scheme: Coordinating the distribution of textbooks to students who experience financial hardship.
Charity Law Ball Raffle
Bi annual Charity Trivia Nights Subsidies: Implementing the First Year Law Camp and Law Ball subsidies for students who experience financial hardship.
PERSONAL INSIGHT
ESTIMATED WEEKLY WORKLOAD
Emma Gaston
Time Management: In providing a service for students, such as the Textbook Equity Scheme, the Equity Director must be able to schedule and manage both their time and other’s time.
Equity is a diverse and rewarding role that I would recommend for anyone who is passionate about helping others
In busy periods where the Equity Director must be on campus for textbook distribution, 10 15 hours per week However on average, the Equity Director would spend 4 5 hours per week on work
KEY SKILLS
The Equity Director’s main initiatives are:
Equity Director has wide scope for expansion, where the Director can seek to implement new services for students. This year, I sought to pilot a University Essentials Subsidy scheme, where students can access subsidised university materials There is also opportunity for cross portfolio initiatives, such as the Equity x Wellbeing panel implemented this year
The Equity Director is responsible for promoting and implementing equitable services, schemes, and opportunities for students.
Equity Director is a unique role on council, where not only do you provide informative and fun charitable initiatives, but a service to those who experience financial hardship. As such, the role comes with a sense of personal responsibility for others.
EQUITY DIRECTOR
CURRENT POSITION HOLDER(S)
Social Justice Conference: Collating 2 panels to discuss critical themes of justice, law and policy.
KEY INITIATIVES
Passion: As a role that has the core purpose of service for others, it is important to be passionate about creating equitable access to Law Students Society initiatives and University materials.
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In the lead up to initiatives, you can be spending close to 10 hours a week ensuring that everything is ready for your event However, in quiet periods, you may only spend up to 2 hours keeping on top of LSS requirements
Rianne Hamad
KEY INITIATIVES
The main events that the Diversity Director is required to run include:
ESTIMATED WEEKLY WORKLOAD
KEY SKILLS
ABOLISHED: DIVERSITY DIRECTOR
Empathy: Every initiative is delicate in its own manner, from the themes and experiences discussed. Empathy in all forms is not only a fundamental requirement for being a pleasant, approachable member in society, but essential for this role.
Diversity Director administers the initiatives that cater toward the minority communities that make up our LSS member base. The Diversity Director not only delivers events and initiatives, but plays an important role in being the voice for minority communities in the LSS, and ensuring their interests are served.
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(NOW QUEER REPRESENTATIVE, WOM*NS REPRESENTATIVE, DISABILITY REPRESENTATIVE AND FIRST NATIONS REPRESENTATIVE)
Intervarsity Women in Law Conference Intervarsity Pride Moot. Intervarsity Queer Networking.
The Diversity Director role also has significant room to grow, and I encourage future directors to engage with those from the communities the role represents to fill any gaps in the LSS’ initiatives.
Women’s Mentoring Program (WMP) and corresponding Networking Event NAIDOC Week
Time Management: This is an essential skill for this role Each initiative is an amalgamation of multiple elements from catering, to space hire, communicating with external stakeholders and allocating time to construct material for the event.
CURRENT POSITION HOLDER(S)
Communication Skills: As noted above, you will directly deal with external stakeholders with every initiative you run. This ranges from panelists, to intervarsity Law Society Directors and so all communication must be accurate and concise. You are representing the UTS LSS, so clarity in your language and communication is essential.
PERSONAL INSIGHT
The role of Diversity Director is three in one You are a guarantee that the voices within our Law Student Body are accurately represented.
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Empathy to the experiences you are representing, and passion for what the role allows is essential. Prior to stepping into the role, I actively advocated in my own time, but this role stretched my view of our community, and fuelled my passion for social justice. The role is extremely rewarding, and I would encourage any passionate student with lived experience to apply for the role.
Reporting to the Secretary and being responsible for all tasks delegated to the Postgraduate Representative. Liaising with Society members (i.e. Marketing Directors) will any content or planned initiatives relevant to the Postgraduate Law portfolio.
POSTGRADUATE REPRESENTATIVE
Fauzia Hussein
The Postgraduate Representative has both internal and external functions: EXTERNAL
To act as a first point of contact for Postgraduate Law students relating to any of the Society’s functions. To actively engage with Postgraduate Law students to increase awareness about the society’s functions and promote membership.
INTERNAL
ESTIMATED WEEKLY WORKLOAD 3 5 hours per week
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REPRESENTATIVES REPRESENTATIVES
KEY INITIATIVES
Ensuring process improvements in preparation for a comprehensive handover package for the next Postgraduate Representative to ensure a smooth transition between terms.
Be responsible for overseeing, promoting and expanding Postgraduate Law initiatives and available services on campus alongside the Juris Doctor Program Head.
CURRENT POSITION HOLDER(S)
The Postgraduate Representative is responsible to act as a point of contact and to actively engage with Postgraduate UTS:Law Students for any concerns, complaints or questions that relate to the Society’s objectives and functions
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Professionalism: The Postgraduate Representative, like all portfolios, deals with various stakeholders to plan relevant initiatives and events. You may liaise with the Faculty of Law directly or externally with Alumni. It is crucial to be consistent in competence, and demonstrate reliability to all stakeholders and society members.
My tenure as the Postgraduate Representative has been an exciting, rewarding and innovative journey This journey has proved to be incredibly rewarding in both a professional and personal point of view, and I would encourage anyone to be involved and get out of your comfort zone. Although at times the role may be stressful, it has provided me with the opportunity to expand my network and understand the role that the UTS LSS plays in the career journey of many Law students.
KEY SKILLS
Empathetic: The demographic of students enrolled in a Postgraduate Law varies. When planning initiatives and considering the overall aim of these, the Postgraduate Representative must practice the ability to understand, be aware and remain compassionate to others around them. For example, including child care and financial assistance services in the Postgraduate Law newsletter to increase awareness of available on campus services to mature aged Postgraduate Law students
Time Management: One of the differences of the Postgraduate Representative compared to other portfolios within the Society is that you are the only representative for Postgraduate Law initiatives and events You will be planning multiple initiatives on hand by yourself It is important that you manage your schedule proactively and ensure that you are using other people’s time productively or effectively
Strategic: There will be times where Postgraduate Law initiatives will require proactive preparation. The Postgraduate Representative must ensure consideration of the overall purpose and means of achieving planned initiatives.
PERSONAL INSIGHT
Ruby Stewart and Nathan Politis
At the start of your tenure you will be asked to pick a secondary portfolio that you would like to work closely with. The point of allowing you to choose a portfolio is to give the representatives experience on Council and to allow them to observe prospective areas of interest.
FIRST YEAR REPRESENTATIVE (X2)
ESTIMATED WEEKLY WORKLOAD
Time management: Especially around event(s) time, you will learn how organising your own event (from scratch) can become quite daunting! Utilise your resources! The secretary, the treasurer, the president, your VP of whichever portfolio you’ve chosen, plus ex council members you will meet along the way they’re all there to help you however, it falls heavily on YOU to find what work, life balance works best for you with your LSS responsibilities
KEY INITIATIVES
Confidence: This is a skill that you will be able to develop, at the start of tenure you may notice how much of a change in how much your confidence levels increase You will need to talk in front of large groups of people, and represent the society at events
During the majority of tenure, the estimated weekly workload varies between 1 3 hours. This is due to mandatory events that you must attend to maintain council requirements. Some weeks when no events are being held your workload will be nil. During preparations for your event, expect a 2 5 hour workload per week.
The role as a Representative however, falls beneath the Secretariat With the Secretary as your guide, the representatives will be responsible for organising two main events directed to engaging with the first years specifically It can sometimes be helpful to team up with directors such as education (internal) as they may be able to assist you by allowing you to market the event(s) through the buddy system
As the First Year Representatives, you will also have the responsibility of auditing the first year 2023 facebook group page The purpose of this page is that it should be used as a platform to reach out to first year students and encourage them to ask questions or to promote marketing for events beyond the scope of the representative portfolio For example, the 2022 representatives created a fortnightly initiative which was posted to the facebook page called, ‘WHAT’S HAPPENING’
CURRENT POSITION HOLDER(S)
KEY SKILLS
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Approachable: The biggest skill you will need! You need to be approachable, make people feel like they can come to either of you to have a chat. You are the main point of contact for first years with questions, queries and complaints/concerns, so it is vital that you present yourself with an image that is open, accepting and eager to help.
PERSONAL INSIGHT
I would encourage you to think for yourself. Have an open mind! Just because you have an opinion does not mean it’s the right one, take on feedback and allow yourself to become more informed. Listen to your friends and stick close to the people that will help you grow in your role. It has been true for both the representatives in 2022, that our friends on council have built us up, helped us along the way, and encouraged us to make mistakes and learn from them.
KEY SKILLS CONT.
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This role is genuinely the best introduction to the law society as you can get It starts by developing the most fundamentalistic ideas of how to operate as part of a team Although society members may agree or disagree with each other, it is essential that the society maintain a uniform approach to delivering information to UTS law students.
DISABILITY REPRESENTATIVE NEW
1 x Queer Initiative Intervarsity Pride Moot
KEY INITIATIVES
WOM*NS REPRESENTATIVE NEW
KEY INITIATIVES
QUEER REPRESENTATIVE - NEW
Provide advice and approval to the Council on the accessability of events and initiatives.
FIRST NATIONS REPRESENTATIVE NEW
KEY INITIATIVES
1 x Wom*ns Initiative Intervarsity Wom*n in Law Conference Wom*ns Mentoring Program
KEY INITIATIVES
1 x First Nations Initiative NAIDOC Week Event
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ELECTORAL OFFICER
RULES AND GENERAL INFORMATION
ELECTION NOTICE AND TIMING
The Electoral Officer can be contacted via elections@utslss.com.
ELECTIONS ELECTIONS
The election process of the UTS Law Students’ Society (‘UTS LSS’) is covered extensively in Part 7 of our Constitution and contains a number of measures that are used to ensure the integrity of the election.
The election for UTS LSS Council is held annually and is completed between 1 October and 1 November An election notice will be issued to members at least 28 days prior to the commencement of voting, outlining all necessary details such as time and date of nominations closing, spending cap, campaigning period, method of voting etc From the date of the election notice, the nomination period will be open for 14 days.
CAMPAIGNING
Nominees may not campaign outside of the designated period
Nominees must include their name and student number on all campaign materials
Nominees may not refer to, or interact with, other nominees. Nominees may not use the facilities or property of the UTS LSS, including the office, printer, computer and email accounts
Campaigning is a great way to encourage students to vote for you during the election All nominees are entitled to campaign during the campaign period, which is outlined in the election notice.
The election is overseen by an Electoral Officer who is responsible for the administration of the nomination, voting and election processes, including responding to concerns regarding the election The Electoral Officer is often the President of the Society. They may not nominate for a position during the election nor are they allowed to exercise a vote This is to ensure that the integrity of the election is maintained. Accordingly, this year’s Electoral Officer is Erika Serrano
Nominees may not publish untrue, misleading, deceptive, discriminatory or defamatory information
To ensure an independent and fair election, campaigning occurs under strict conditions:
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Each nominee must disclose their election expenditure, even if none, to the Electoral Officer within one day of the closing of the voting period. This is done by submitting an Election Expenditure Disclosure Form along with any relevant receipts Failing to do so will result in immediate disqualification of the nominee in breach.
A breach of the election rules will result in disqualification from the election. In nominating for the election, nominees are taken to have actual knowledge of the election rules Where the Electoral Officer disqualifies a nominee, written reasons specifying the act or omission that constituted the breach must be delivered to the nominee
Any election expenditure for a nominee may not exceed the spending cap outlined in the election notice. Where a person nominates for two positions in the election, the spending cap will remain the same as if the person were only running for one position.
Throughout the election, appeals may only be made in relation to: alleged improper conduct of the Electoral Office or a decision made by the Electoral Officer under ss 62, 63 of the Constitution. Appeals must be made to the Electoral Officer, who will refer the matter to the Election Review Panel for determination. The Election Review Panel consists of three people appointed by the Executive of the LSS who are not members of Council and have not nominated for a position at the election.
SANCTIONS, COMPLAINTS AND APPEALS
ELECTION SPENDING
ELECTIONS ELECTIONS
If you witness a breach of any section in Part 7 of our Constitution, you may lodge a complaint with the Electoral Officer. The complaint must be made in writing, and include the contact details of the person making the complaint, the act or omission that constitutes a breach of the election rules, the nominee(s) responsible for the relevant act or omission, and the section which is the subject of the breach
Election expenditure refers to any money spent during the course of the election, predominantly for campaigning purposes. Election expenditure also includes goods or services that were donated to the nominee For the purposes of disclosing election expenditure, any donations will be attributed at a reasonable market rate for the related goods or services
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RULES AND GENERAL INFORMATION CONT.
Disqualify an individual nominee from the Election.
Order a recount of votes.
Dismiss the appeal.
POWERS OF THE ELECTION REVIEW PANEL
VOTING
Declare an election void and order a new election.
Upon deciding an appeal, the Election Review Panel must provide a written response, including reasons for their decision
The Election Review Panel has the discretion to:
ELECTIONS ELECTIONS
RESULTS
In the case of a tie in votes, the Elector Officer has the discretion to decide how the voting is to continue. This may be by extending the current voting period for the tied nominees, commencing new voting for the tied nominees, or taking the vote to Council
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Results for positions are decided on the number of votes each nominee receives The nominee who receives the greatest number of votes for a position will be elected to Council. In the case that a person receives the greatest number of votes for two positions, they will be elected to their first preference position (as indicated during nomination) The person who receives the next greatest number of votes in the other position will be elected to Council for that position
Voting usually takes place online through the UTS Online Polling Booth over a period of 56 hours All Faculty of Law students are entitled to vote and may exercise one vote for each position. This means that, within each position, you may vote for one nominee where the position is contested or vote to ‘Reopen Nominations’ where the position is not contested. That being said, you do not need to vote in all positions (although we would encourage you to do so!).
RULES AND GENERAL INFORMATION CONT.
Dismiss the Electoral Officer for the remainder of the Election and appoint a new Electoral Officer
Vary or overturn any decision of the Electoral Officer
Remove any person elected from Council
ANNUAL GENERAL MEETING (AGM)
The UTS LSS AGM will be held on Saturday 22 October 2022 at 10am
The results of the election will be announced at this meeting
ELECTIONS ELECTIONS
RULES AND GENERAL INFORMATION CONT.
BY ELECTIONS
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Where there are unfilled positions after an election, the Council will hold a by election to fill those vacancies A by election notice will be issued to members at least 14 days prior to the by election being held. The notice will provide the nomination period for the by election Where there are multiple positions available in a by election, a person may nominate for up to 2 positions by submitting their statements of candidature in accordance with the requirements of the by election notice The person elected to Council will be decided by a simple majority of the Council.