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Row SourceArticle Mandate Board member Board member email Team members Start date Expected completion date Completed date Category Description Context Deliverables Motion link Additional info task1 takeaway1 completed1 task2 takeaway2 completed2 task3 takeaway3 completed3 task4 takeaway4 completed4 task5 takeaway5 completed5 task6 takeaway6 completed6 task7 takeaway7 completed7 task8 takeaway8 completed8 task9 takeaway9 completed9 task10 takeaway10 completed10 task11 takeaway11 completed11 task12 takeaway12 completed12 namespace real
1 Test will delete Test will delete thomas hillyer               test test test test test test test test test test test test test test test test test test test test test test test test test test test test ,test ,test test test http://wiki.mcgilleus.ca                                                                              
2 Template:Board Mandate Board Mandate Malcolm McClintock wiki.curator@mcgilleus.ca Mulatu Astatke, Lupin, MF Doom Nov 16, 2015 May 1, 2020   Culture This mandate template is meant to demonstrate what the completed project will look like. There are still some shortcomings, as it is built on a template and preceptibly limits what you can do. Nevertheless, this is hoping to open the door to getting Board Members to start editing their own accomplishments. The EUSwiki first saw light on November 16, 2015. Initially it had no immediate direction or shape; arguably it still doesn't. But with each new successful or failed article, extension, stylization, the wiki better approaches it's true form. This template is meant to integrate EUS governance and those who uphold it into the wiki, self-sustainably. Currently there is no expectation of any member in a position to update the wiki with their actions. *Make editing the wiki quick, easy, and accessible https://en.wikipedia.org/wiki/The_Twelve_Keys_of_Basil_Valentine This is a section that will appear at the end of a mandate if you desire to provide more information. You can fill it as you wish. I've yet to find a way to allow you to add and insert your own content whole-cloth. Create a Template that covers the bases of the OG template. *It's messier on the inside than you think 2019-02-03 Fill in the template with demo information, find the pitfalls There are many pitfalls 2019-02-04 Share with some Board members to get feedback                                                           Template  
3 Template:Board Mandate/preload Board Mandate/preload                                                                                                 Template  
4 Mandate:Financial Risk and Sustainability Financial Risk and Sustainability Kareem Halabi board.member7@mcgilleus.ca   2018-11-17 2020-04-30   Financial, Legal The goal of this mandate is to research and implement strategies to mitigate the financial risk that EUS undertakes in order to avoid being overly exposed to factors not within our control. This may include assessing the feasibility of purchasing an Event Weather Insurance Policy for OAP as rain substantially affects OAP’s attendance, implementing a fixed return Endowment Fund (managed by McGill or externally) that could provide a sustainable source of cash flow irrespective of stock market conditions and setting a target profit margin for all services which would provide a reliable source of profit to offset other unforeseen losses. The EUS relies upon certain revenue sources that can vary wildly from year to year based on factors not within our control. For example OAP is a major source of profit for the EUS whose success is highly dependent on weather conditions. Additionally, EUS currently holds a substantial portion of its cash reserves in a mutual fund whose returns can vary dependent on stock market conditions. Finally, G-Store and Frostbite occasionally fail to break even, relying upon the successful operation of CopiEUS to remain profitable. -(If feasible) Setting up an Event Cancellation / Interruption Policy for OAP and OAP Lite https://docs.google.com/document/d/1AVNNs4-sz_ihXF7LNx0dkVBjkvzbb6zk4iOXTaZnWeE/                                                                           Mandate  
5 Mandate:EUS Apparel EUS Apparel Kevin Alforque board.member1@mcgilleus.ca [[Member|Fiona Hamilton, Luc Bourbonnais, Dafne Culha, Celeste Nantel]] 2018-07-28 2020-09-01   Apparel Whereas, McGill University is one of the oldest universities in Canada with a strong engineering society and departmental councils. McGill is one of the oldest universities in Canada with a lot of history and traditions, yet for some reason, we currently don’t any sort of apparel that establishes a sense of community, comradery, and spirit among all engineers. It used to be a thing in the past, but died somewhere along the way. We need to bring it back. It’s kind of embarrassing showing up to interuniversity things where most other universities have either jackets, or coveralls, or some sort of apparel, and we don’t have anything. -Get EUS Apparel available to the general eng population https://docs.google.com/document/d/1R00qOXmHRKCzd1RiEc9neUPhWENc67rAcKCC-qSEfQc/edit   Researching other universities and their apparel Almost all other universities have some form of common apparel. But they vary quite a bit depending on the school. Research can be found here: https://docs.google.com/document/d/1ms3cl9JAUKgYEtV385TkrbcBv9jFGBlwWUUyaSG5mBU/edit 2019/02/01 Researching items we can get Jean Jackets 2019/03/01 Creating samples and initial drafts of design. Getting quotes from suppliers     Select supplier and start marketing campaign     Final implementation                                               Mandate  
6 Mandate:Employment Norms Employment Norms Florence Diep board.member4@mcgilleus.ca     2019-04-12   Services, Governance The mandate will involve digging in the archives to see past bylaws, as well as inquiring on how other societies deal with their employee management. It will also be required to look into the legal aspects in regards to employee rights (e.g. Labour Standard Act). After the research phase, it was discussed with the GRC that the best approach would be to create a bylaw that would enforce all employees to follow a guidebook, which will contain information that will need to be updated regularly such as wage, stipend amount, code of conduct, etc. The point of creating a guidebook instead of a bylaw containing all of the information is to make some information flexible and not required to go through referendum and GAs. Part-time Employee Bylaws are not up to date and are currently archived; meaning that the services bylaws are referring to an inexistant bylaw. The EUS will also need full-time employee and/or internship bylaws as we are currently still in the process of trial. EUS is growing and expanding in terms of human resources and we need to regulate it! New Part-Time Employee Bylaw, New Services Policy, Updated Employee Contract https://docs.google.com/document/d/10TkMIAE_i0yX1sSmToPB7_viAQfgAclxTJVWr5PwmdU/edit?usp=sharing   Acquire relevant documents   2019-01-26 Complete Outline   2019-02-02 Meeting with relevant Executive(s)   2019-06-02 Draft of Bylaw   2019-03-04 Draft of Policy   2019-03-31                                           Mandate  
7 Mandate:Investigating Storage Space Solutions Investigating Storage Space Solutions Christos Cunning board.member6@mcgilleus.ca   2018-12-01 2019-09-01   Space My mandate tackles the problem of improving (and maybe increasing) the storage space available to the EUS and its members. The first phase of this mandate is the research phase. To properly implement a solution, research must first be done to find what sorts of needs/wants different EUS groups have. Using this data, I hope to find a more efficient way to organize the space and find a way to enforce these organizational guidelines to ensure spaces stay neat. The second part of the mandate is to look for options to increase storage space available to EUS members. First brainstorming will be done to compile a list of possible options, then each will be investigating to determine the feasibility (current ideas include a shipping container in the courtyard for example). The need for space is an important and often mentioned issue within the EUS. However, the space that we do have is often underutilized and/or not well maintained by its users. Whether it is piles of old Eng-Games junk or leftover cups and beer from Blues, most of the space (mainly storage space) used by EUS groups is cluttered and messy. Groups that use these spaces for storage don’t communicate effectively. The goal of this mandate is too either improve the usability of currently available storage space by increasing organization and/or creating guidelines for storage or to find totally new space for storage. Implementing some sort of storage policy/guidelines/best practices and creating a more organized space to store things could greatly increase usability. Finding more storage space is another goal but this may be a lot harder/not possible so achieving this goal is not crucial to the success of this mandate (this is also more of a long term goal). https://docs.google.com/document/d/1jZoVi9tVIrPWWuCHHwVwYctwIuZ036DedzOghdVGFmY/edit   Brainstorm ideas for new places for storage.                                                                       Mandate  
8 Mandate:Corporate Relations Board Mandate Corporate Relations Board Mandate Fiona Hamilton board.member8@mcgilleus.ca Daniel Schwartz, Cara Zhang December 1st, 2018 November 1st, 2019   Corporate Relations & Sponsorship Goal: To create and maintain stronger and more continuous relationships with EUS sponsors. * EUS sponsorship and corporate relations currently falls under the portfolio of the VP Finance, which is already very heavy. The VP Finance is currently responsible for seeking sponsorship from companies that are interested in all EUS members and is responsible for hosting events with them. Having (very limited) oversight of sponsorship in the EUS https://docs.google.com/document/d/19R9MCRFlhRa0AeMue73qh7sU-WhiK89t1FR4gD0wdvo/edit?usp=sharing A corporate relations directorship was actually created two years ago and has since become obsolete. This is believed to have been caused by the unclear manner in which the position was initially defined and the lack of deliverables that the director was responsible for. This mandate aims to create a directorship that is accountable and clearly defined so that it can be successful. Recruit a corporate relations director     Creation of Sponsorship Guidebook     Creation Sponsorship Tracker     Meet with sponsorship coordinators from EUS groups & VP Externals once or twice per semester                                                     Mandate  
9 Mandate:Common Room Service Common Room Service Jeremy Garneau board.member3@mcgilleus.ca Mitch Dumont Dec 1, 2018 May 1, 2019   Space   The EUS Common Room is a vast space that is used for many events hosted during the evening; however, it remains vastly underused during most of the day. Furthermore, the engineers here at McGill lack a space where they could hang out together and truly feel a sense of community, and this mandate aims at solving those shortcomings by creating a new service in our beloved Common Room. *Create a new Service in the Common Room for students that will be incorporated in the VP Services portfolio https://docs.google.com/document/d/1XSie2eQw7dLWchOZbMwBdGPapkV5IAxAsbgHbmG1gyM/edit   Find what the Service could be, assess its feasibility. *We're going to try a Common Room Café 2019-02-03 Present the project preliminary plan to the Board of Governors and collect feedback.   2019-03-30 Present the project to council and form a committee. There is definitely interest in the project, six council members nominated themselves to sit on the committee that will start working during the summer 2019-04-10                                                       Mandate  
10 Mandate:Common Room Service                                                                                                     0
11 Mandate:EUSF/EUGE Fee Solution EUSF/EUGE Fee Solution Ameer Nizami board.member5@mcgilleus.ca [[Alumni Board Member|March Chelala,BoG Member at Large, Kareem Halabi]] 2018/07/28 2019-05-01   Finance Explore the possibilities of splitting the EUSF, decreasing or getting rid of the fee. Decreasing or removing the fee would only be feasible if an endowment fund were created to replace the yearly funding. Hence, exploring the possibility of setting up an endowment fund with the excess accumulated funds is also to be assessed. There has been a large accumulation of EUSF and EUGE funds over the years, the EUSF was meant as an emergency fund. It is not the most transparent fund when students wonder where their funds go. Find a superior solution to simply using the EUSF to funding academic initiative and thus accumulating a surplus every year that is not properly being put to use. https://docs.google.com/document/d/1EGE48DreGph1yUCawdvClxPel5Uhd-O2W4frZ4K_mYo/edit?usp=sharing       Met with Nilou, Marc and Scheffel. Discussed next steps, which were to obtain historical data of how much funds were used every year     Discussion on creating endowment fund for design teams instead, more feasible and less capital required   There is very little surplus carried over from the EUGE fund Obtained EUGE Account Printout   There is often a significant amount of funds leftover every year in the EUSF due to the variability of the projects. Obtained 2018 EUSF Account Data   EUSF will be reworked so that funds are shown directly to departments chairs during yearly budget creation period. This will hopefully ensure full utilization of funds. Created new detailed process of how EUSF allocations are done.                                           Mandate  
12 Mandate:Space Improvement Space Improvement Arman Izadi board.member2@mcgilleus.ca   May 2018 Never   the OG Space mandate The EUS has no shortage of spaces that require revitalization for improved usage and a stable framework to be able to facilitate upgrades and improvements in the long run. Working with Jeremy, I aim to ensure all of our spaces reach a baseline of cleanliness and organization that will last with minimal deterioration, in-part thanks to maintenance policies and positions put in place. Common room didn’t look good. Spaces are messy. Renovation makes things look nice. (y) Make spaces such as the common room/infosys/committee room and mall at the very least usable spaces that are inviting. https://docs.google.com/document/d/1eQ5bIhgkZNrGmMUJ-JCdjrxLQX_-jdewUnMb8rGZ6Bs/edit   Renovate the Common Room It was logistically difficult with certain furniture quotes needing to be changed. Painting was done through McGill and the floors were waxed. Lamps were purchased to create an ambiance. The usage of the common room has gone up drastically since. August 2018 Create the foundation for the Space Manager The maintenance of the common room space will require a framework to be able to handle the demand of the attrition of that space. A policy was drafted and approved after 4 iterations. A space manager was not chosen till October. Better communication with the VP Services would have been beneficial. October 2018 Clear the Committee Room and Infosys Need to pay Rico the McConnell Porter for space in the dumpsters. Time consuming.   Unify furniture in the committee room, much like infosys. Random chairs from Common Room and MC10 show up in there. With legitimate optimization of space, there can be potential to have a unified, presentable boardroom.   Restructure the layout of infosys To optimize meeting/study space. Aka; getting rid of the grey desk with computers, the couch, etc.                                             Mandate  
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