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01

Why are you the most qualified candidate?

In order to ensure the smoothest transition possible between officers, especially on the Finance Board which needs to hit the ground running in the Fall to prepare for budget season, having a VPSO who is familiar with the allocation process is critical. Being that I am the only Representative running in the 2020 election, I would be the only person on the Finance Board, if elected this April, who has had a year of experience passing legislation for hundreds of budget requests. This process is extremely intricate and having a pair of familiar eyes reviewing requests will reduce the likelihood of error when determining funding for student organizations. Moreover, my experience being a Finance Board Representative is not an isolated leadership role for me. I have been involved in student government since eight grade, and have been accountable to various constituency groups for over six years. I pride myself in my ability to lead by example, and in the organizational and critical thinking skills that I have acquired over time. 

02

How do you plan to reach out an be a resource to student organizations?

 

I plan to use every tool at my disposal to ensure that all student organizations know my priorities are to support their endeavours, advocate on their behalf on the Finance Board, and act as a resource to convey important information to them such as alternative funding sources and the Student Organization Resource Center (SORC). The existing methods of communication via myUMBC groups and emails with club Executive Board members are efficient in reaching a large audience, but to have more intimate and personalized discussions, I will publicize and attend weekly Office Hours. I know that cultivating meaningful relationships requires an intentional effort, so being present at SGA-sponsored events is an opportunity not only for me to meet the students the SGA serves, but for them to voice any concerns or ideas to me about how I can better support them. 

03

How do you intend on fulfilling your role while working alongside other members of SGA?

As VPSO, my role intersects with both the Executive Branch and the Legislative Branch, granting me the opportunity to work alongside student leaders from both realms. Fulfilling my responsibilities as a Top Four elected official would require broad-scale discussions on the needs of student organizations, beyond simply financial support. This would require working closely with many appointed officers to enact and increase awareness for key initiatives and collaborations. Deliberation is the means with which positive change can be brought on campus, and the nature of the SGA is such that civilized discourse is heavily encouraged. As for sitting on the Finance Board, I will only stand for objectivity and transparency, and will advocate on behalf of clubs to ensure that all policies and precedents align with these principles.

04

What does the position of VPSO mean to you?

​I think an effective VPSO is one that is able to fulfill the role of a Finance Board Representative but with an overarching goal always in mind-- to serve the best interest of the students as an Executive Board officer. Yes, it means knowing how the budget allocation process works and the intricacies of the procedural rules in place to ensure equitable funding, but moreover, it means understanding the needs of the constituents by fostering a relationship with student organizations. One of my objectives for this position is to be able to provide clubs with monetary help as a member of the Finance Board, but as a Top 4 elected official, I want to devise a cohesive support system for when funding falls through or for when start-up clubs have difficulty establishing a presence on campus. I want to be an advocate and an ally to student organizations, the person they can rely on to listen to their concerns and act on their behalf.

05

What strategies do you use to address conflict?

My philosophy towards addressing conflict is one that I have invoked countless times amidst heated discussions during Finance Board meetings. When there is a lot at stake, when the clock is striking close to midnight and the Board cannot reach a consensus, having a strategy to address underlying differences is essential to making change and moving forward. On the Finance Board, I often emphasized the fact that we shared common goals despite our contrasting approaches; a soothing reminder that our similarities outweigh our differences. Dissension is inevitable, yes, but I always stress that the following principles never be abandoned, particularly in times of conflict: listen to others with the intent of comprehending their argument, be open to new ideas but have the courage to hold your ground, and actively engage your peers to seek input. 

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