Finance & Budget Director

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Welcome to the positions of Finance & Budget Director of the ASUW. You have been selected from a pool of highly qualified

2008 Holly Jones.jpg
applicants as the best candidate for performing the duties and upholding the responsibilities of this position. Herein, you will find a great deal of information dealing with the position and its responsibilities. I encourage you to read this wiki page in its entirety and refer back to it frequently as you progress throughout the year. My hope is that it will be a valuable reference and tool for you, helping to guide you through the year.

To view Holly's Blog go to here:

Job Description

  • Serve as an ex-officio member of the Board of Directors without vote.
  • Chair the ASUW Finance and Budget committee.
  • Chair the ASUW Special Appropriations committee.
  • Complete a Finance and Budget quarterly report for the Fall and Winter Quarters, and submit it to the President by the second week of the following quarter.
  • Complete and initiate projects as directed by the President.
  • Attend all regularly scheduled Board of Directors meetings or special Board of Directors meetings unless officially excused by the President or Vice-President.
  • Maintain accountability for 25 office hours per week, including 20 scheduled office hours during which time the Budget Director’s activities and/or whereabouts are known to the front office staff; (meetings and appointments may be scheduled during this time); the remaining hours shall be utilized to complete projects, schedule meetings and appointments, or otherwise facilitate the work of the ASUW. A schedule of these hours shall be submitted to the Personnel Director by the first week of each quarter.
  • Keep the ASUW President and BOD informed of ASUW Budget status through regular reports.
  • Monitor ASUW Commission/Program budgets, identify potential problems and recommend review and action.
  • Responsible for reviewing all budget requests submitted to the ASUW.
  • Maintain record of expenditures, fund balances, and ensuring ASUW funds are spent according to appropriate ASUW, University, and State guidelines.
  • In conjunction with the Finance and Budget Committee, establish guidelines and timelines for annual budgeting process to be approved by the ASUW Board Directors.
  • Review program/event funding evaluations submitted by groups funded by the Special Appropriations Committee and provide reports to the Finance & Budget Committee and the Board of Directors as needed.
  • Meet weekly with the Student Activities Office advisor.
  • Oversee the ASUW annual budgeting process.
  • Advise the ASUW BOD on all financial matters, including spending priorities, budget process, and financial status.
  • Meet with ASUW Programs and Net-Zeros to ensure proper execution and implementation of provisions provided in the ASUW corporate budget.
  • Keep a permanent record of event and program reviews as delineated in the by-laws.
  • Attend all ASUW training sessions including, but not limited to, ASUW fall orientation.



The Finance and Budget Director shall:

A. Serve as an ex-officio member of the Board of Directors without vote, and shall be hired by the current BOD through the Personnel hiring process. This person shall take office with the incoming BOD but shall be responsible for learning the position over Spring Quarter;

B. Serve as Chair of the Finance and Budget Committee, which shall include the following responsibilities:

1. Set up an agenda for the weekly Finance and Budget Committee meeting;
2. Make appointments to discuss budget matters with student groups;
3. Prepare a report of the weekly Finance and Budget Committee meetings to be submitted to the Board of Directors at its next meeting;
4. Monitor budget appropriations and expenditures;
5. Present a financial report of the previous quarter to the Board of Directors at or before the second regularly scheduled meeting of each academic quarter; and
6. Recommend to the Vice President the removal of any Finance and Budget Committee member who has accumulated more than two unexcused absences;

C. Serve as a member of the Services and Activities Fee Committee;

D. Complete a quarterly report for the Fall and Winter quarters, and submit it to the President by the second week of the following quarter;

E. Post the budget of the ASUW on the ASUW's web page;

F. Publish a budget summary in The Daily at the beginning of each quarter;

G. Complete initiated projects as directed by the President;

H. Initiate projects as necessary;

I. Shall meet with the ASUW President at the beginning of each quarter to establish the responsibilities and allocation of their Administrative Assistant for that respective quarter. This shall be submitted for approval to the Personnel Director no later than the second week of each quarter;

J. Attend all regularly scheduled Board of Directors meetings or special Board of Directors meetings unless officially excused by the President or Vice President; and

K. Maintain accountability for twenty-five office hours per week, including twenty scheduled office hours during which time the Finance and Budget Director’s activities and/or whereabouts are known to the front office staff; (meetings and appointments may be scheduled during this time). The remaining five hours shall be utilized to complete projects, schedule meetings and appointments, or otherwise facilitate the work of the ASUW. A schedule of these hours shall be submitted to the Personnel Director by the first week of each quarter.

Using Your Assistant

Administrative Assistant to the President and Finance & Budget Director

The single best piece of advice I can give you is: USE YOUR ASSISTANT.

Don't make the same mistake I did and undervalue/estimate what your assistant does/can do for you, especially now. With expanded responsibilities, such as your seat on SAF and the tentative financial situation that the ASUW always seems to be in, your assistant will be even more important to you now than they were to me.

It's been commented to me various times that the position of F&B Director is greatly understaffed. If you found an equivalent position in the real-world that dealt with a one million dollar budget you would probably find a full-time director and a full-time assistant. You are tasked with working as a half-time director with a quarter-time assistant. Yes, there are some differences, such as the reliance on the SAUF Accountant to do much of the nitty-gritty, but there is still a void (especially now that Mark Schoen is gone). There are many different ways to use your assistants time, but I will suggest a few:

  • Full control over meeting scheduling, minutes, contacting committee members, etc.
  • Maintaining committee member contact information
  • Organizing, filing, archiving the bookshelf with all the binders
  • Keeping track of Special Appropriations Follow-Up forms and filing these for reference
  • Keeping the Special Appropriations Spreadsheet up to date

It will take a bit of time getting used to the idea that you have the services of an assistant. Try and build up this relationship early in the year (coffee, lunch, something like that) in order to help foster trust. I know the hardest part for me was learning to trust that things will get done when I hand them off; when you get to that point, you will realize how beneficial an assistant can be. Use this person as a sounding board for ideas for your committees and other challenges you deal with in the year. Input from others, especially someone who becomes intimately familiar with the day-to-day workings of your job, can be essential.

Committee Memberships

Special Appropriations Committee (Chair)

In my eyes, the best part of this job. This committee directly affects and influences the culture of the campus. Events big and small can have a huge impact on individual students. As the chair of this committee, it will be extremely clear that you are actually "making a difference" on campus; the ultimate goal of student government.

It's up to you whether you would like to use more or less parlimentary procedure, but for what it's worth, I always chose less. Initial agenda order is also up to you. Give your assistant a bit of guidance on what you'd like to see from the minutes (more specific vs. broader actions). Try and be the facilitator of conversation and not necessarily create it. Your goal as chair is to run the meeting and offer insight where appropriate, but it is the responsibility of the committee members to actually do the majority of the questioning and deliberation.

However, at the beginning of the year it can be difficult to get members talking or considering things in depth. Thus, it will take some coaxing and some commenting and questioning on your part to get the ball rolling. Once this gets rolling, I found it much better to just let it roll.

Keep track of each of the applications on a spreadsheet. You can find my example in the files I've left you. This will help give you, the committee and the Board a full picture of Special Approps throughout the year.

Things To Consider for Next Year There are still gaps in the bylaws related to Special Appropriation funding. These gaps create grey areas in which groups often find themselves. While we are trying to do our best to accommodate RSOs in their funding needs, when we start making exceptions all over the place, then we are disadvantaging other groups who have followed the process to the letter. So, I would recommend at least looking at some problem areas in the bylaws and filling the gaps when you can. The one that come to mind just now is that multiple groups could apply for funding for the same event (to try and receive more than the cap). This could be very detrimental if say 5 groups applied for the same event and all received $2000. That one eliminate 1/5 of the available money for Special Appropriations. Now, I know this is not likely to happen because the committee will use discretion in matters like this, but we have had at least one instance of this in the last two years and its results were awful.

Special Appropriations Online Interface (SAOI) You'll know it, you'll love it. This online web application is the point of contact for RSOs that wish to request funding from the ASUW. The back-end administration is pretty self-explanatory and you can access it with the F&B Director's UWNetID. It's more beneficial to play around with the application than for me to explain it, so have at it.

That being said, this system is terrible! I hate it, users hate it, SAO hates it, the tech hates is, and even the creator, David Morgan, was not too fond of it. I highly recommend working with the ASUW Tech to get a completely new site, or to do a major overhaul of the current one.

Finance & Budget Committee (Chair)

This committee is probably the most flexible from year to year. The workload, meeting timeline, agendas and impact vary greatly from year to year. However, with all of the recommendations passed in this year's budget and with the thoughts in the transition letter that the committee is putting together, this committee will have major responsibilities this year. Otherwise, the committee is primarily responsible for two things:

  • Financial requests from the ASUW entities
  • The formation of the ASUW Budget

The first does not happen super often, but any internal ASUW entity can bring a proposal to F&B for the committee's recommendation before it goes to the Board of Directors. Additionally, the Board will sometimes refer financial matters to the committee for more thorough research and review before making a decision on something.

The second major responsibility is the formation of the ASUW budget. This takes up most of the committee's time during Winter and Spring quarters and can be quite daunting (as you know). Keeping everyone focused and energized will be key during these busy times. Food is always a good motivator, unfortunately, we are stuck using money out of our own pockets since the ASUW can't spend money on food. Getting everyone to chip in a bit helps with that expense.

I'm sure you will use F&B for a variety of other projects throughout the year. Just a few that come to mind:

Try and balance the committee's time and keep them involved. Giving some personal responsibility to each of the members can be helpful in getting them to feel connected to the committee. For example, have them become "experts" on specific entities (aka liaisons) in the ASUW by talking to the directors. On this point, I might also suggest that having two committee members for each entity might be worth trying for two reasons:

  • First, it could help build bonds between members outside of meetings
  • Second, it increases accountability in meeting with directors also providing flexibility if one of the two cannot make it to a meeting

It's worth a shot.

Use this committee as support. There will surely be many smart individuals on the committee that can help brainstorm ideas and help you see things from different perspectives. It can be dangerous to just look at something one way, make sure you realize when you are doing that. Sometimes the person who talks the least has some of the best ideas. Use your role as a facilitator to draw these ideas out and encourage them to share with the committee.

Services and Activities Fee Committee

The SAF Committee is responsible for setting and managing the SAF. This largest of the student fees, behind tuition, brings in over $11 million each year for a wide-variety of programs and services available on campus.

Take your responsibilities on this committee very seriously. Your role is as a committee member now, not a chair. It can be an interesting adjustment: having/using a vote, leg work, and sitting in long meetings. It is your responsibility to learn about all of the funded units and to look critically at each of the allocations that will be made at the end of the year. A great deal of care and concern was used throughout the year and will hopefully continue into next year.

A brief heads up: The Capital projects on the table in SAF have been stalled by the administration. This includes the ECC, Hall Health, and HUB renovation projects. Our noble student body presidents took it upon themselves to adamantly request funding from the state and administration. While this is a great thing for them to have concern for, the approach they took has caused administration to be concerned about the price-tag. What this means for you is that you will need to work very closely with the Interim Chair of SAF, Matt York, over the summer to look towards a resolution of this situation that can go to the Board of Regents next Fall.

Board of Directors

You sit as a non-voting, ex officio member of the Board of Directors. Trust me when I say that not having a vote works in your favor a lot of the time. It can be frustrating not being able to say "ay" or "nay", but it allows you to truly be objective and fulfill your job responsibilities.

Types of Bills

1.## Bills are bills that make ammendments to the bylaws or constitution 2.## Bills are bills that appoint volunteers or hire employees or otherwise deal with personnel issues 3.## Bills are financial bills, so anything that allocates, adjusts, earmarks, or otherwise effects money is covered by this type 4.## Bills are catch-all bills that do not fall under the purview of the other 1-3 dot bills 5.## Bills are Senate Bills and will primarily come from the Senate Vice Chair

More on 3.## Bills

Most 3.## Board Bills will be presented by you. This type of bill is a financial bill. The most common type of 3.## bill you will present is to approve a Special Appropriations allocation that is over $750. Here are a few other examples of 3.## bills:

  • Capital expenditures
  • Line item transfers
  • The Budget
  • Approved internal allocations that have come from F&B

There may be others that I am forgetting, but that should cover most of them. You can find plenty of examples in the files that I've left you.

Other Thoughts

Speak frankly with the Board. They are relying on your financial advice and prowess to help them through decisions involving money. A lot of questions will be asked on any 3.## bill, because it means you're spending money, especially this upcoming year. Although, as you found out, sometimes members of the BOD begin to act without consultation. This completely undermines the existence of your position. It can be difficult to make your voice heard, but if you come prepared to address any financial matter at every meeting, you'll be fine! You already spoke quite eloquently at the BOD this year, so I'm not worried!

Speaking on financial matters alone is the most difficult parts of sitting on the Board: the less you talk during topics that have no financial bearing, the more power you will have and the more people will listen when you talk about topics that DO have financial bearing. Try and keep that in mind throughout the year.

The Budgeting Process

Ah, the budget. Most certainly, this process will cause you to have some long nights late in Winter quarter. It is a great deal of work, not only to form the budget with the Finance & Budget Committee, but to then compile everything into a form that is readable, extensible and presentable to everyone inside the Association and many people outside of it. Then of course to translate the ASUW Budget into SAF format. The process itself is actually not written out anywhere. It varies from year to year and from Director to Director.

The best piece of advice I can give you about the budget is to get it done as early as possible. The earlier you can get things taken care of, the better off you and the budget will be. The Board really only needs one week to look at the budget, but from my experience they will inevitably try and get two, even when it has to go to SAF immediately. So, plan ahead. I will help to provide you with a rough timeline and let you and your committee fill in the details: Summer

  • Get familiar with the bylaws related to F&B in Article V
  • Prepare a solid orientation of ASUW financial structure and processes for the committee


  • Work with the ASUW Vice President and Senate Chair to appoint volunteers


  • Try to have your first meeting by the beginning of the month, this will help you meet Budget deadlines in Winter
  • Assign committee members as liaisons to ASUW entities and have them begin to develop relationships with the entity directors


  • Brainstorm a suitable process with the F&B Committee
  • Finalize a timeline for Winter quarter budgeting


  • Send out budget request forms to directors (these can be found in my files)
  • Send out liaisons to directors to help with questions about request forms
  • Begin talking to entities


  • Talking with entities


  • Talking with entities
  • Deliberations



  • Present to the SAFC

A couple of extra tips:

  • Make sure to get the date of the ASUW presentation to the SAFC early, this will help you form your timeline
  • Start from your deadline and work backwards to find out when you should begin talking to entities
  • Make sure the F&B Committee has a thorough understanding of the ASUW before going through budgeting. They are the ones who need to look at the Association from a "big picture" point of view
  • If big changes are going to happen to an entity (read: Experimental College this year), keep them in the loop
  • Food during final deliberations is a big plus
  • The more people that talk and the more deliberations/argument you have, the better the budget will be and the better the justification to the Board will stick
  • As I've mentioned before, you are the facilitator of the meeting; guide the conversation, but don't control it
  • Stick with your committee when presenting to the Board. You are there to present what this fine group of individuals has come to consensus on, not to further your own personal agenda
  • Make sure the President is well aware of the date of the SAFC presentation; stress how important it is that they are there. If the President can't make it, get another voting member of the Board. This is a must

SAF Instructions

The tentative progress in the financial situation that the ASUW finds itself in will be your biggest challenge over the next year. Preserving this may be difficult given the personalities of the BOD for this next year. Fortunately, the SAF Committee has drafted various instructions for the ASUW in the last two years to follow in order to be eligible to have increased funding; this should help direct the Association's remedial actions. Below you fill find the verbatim instructions from the letter that was sent to the Board of Regents by the 2005-06 SAF Committee Chair. While these are older instructions first left to me, there is still relevance in these recommendation to next year's work in ASUW.

"During this next year the Committee has instructed the ASUW to perform three tasks related to their budget. First, an outside review involving student experts to evaluate the Bike Shop and Experimental College. These entities have run consistent deficits for the past several years accumulating sizable debts. This review should consider all options including seeking S&A Fee subsidies or simply terminating the service. Second, the ASUW should develop a method to better train their Finance & Budget Director to understand a half million dollar budget. Possible solutions include hiring an Assistant Finance & Budget Director who would be promoted to the full director at the end of their first year, thereby providing greater continuity and training opportunities. Third, the ASUW will propose an amendment to their constitution outlying the manner in which new ASUW entities are created. Currently the ASUW creates new organizations with little forethought and almost now subsequent review. The result is a continually growing enterprise that threatens to become unmanageable in size. This amendment will need to be negotiated between next year’s Committee and the ASUW, but should contain provisions for initial creation, internal ASUW funding for a year’s pilot program, and subsequent review all prior to the request for permanent S&A Fee funding." [1]

Each of these recommendations is a good one, in my opinion. The SAF Committee Chair (Sean Kellogg), ASUW President (Lee Dunbar), and David Morgan sat down and came to agreement on each of these instructions before presenting them to the Committee. Completing each of these tasks was not easy and to some extent, the fixes that we put in place will only prove successful if they are still in place and effective several years from now. Here are my thoughts on each of them:


This review should initiate from yourself and the Finance & Budget Committee. It will be absolutely vital to enlist the help of students outside of the internal workings of the Association. Bringing in students from, for example, the Business School can help to get an outside perspective on these entities and create feasible and workable business plans. When filling the other at-large spots on the F&B Committee, I would recommend trying to find at least one Business School student who has experience with business plan creation. In my opinion, this will be the most comprehensive and difficult to manage portion of the instructions. Make sure to keep the President in the loop during the process and keep the Board of Directors informed of the progress.
  • propose an amendment to their constitution outlying the manner in which new ASUW entities are created
The Director of Operations is going to be your point person on this. You must start working on this early. Because of the strict timelines for getting amendments on the ballot in the Spring, it will be essential that you get the ball rolling on this project fairly early in the year. The details and structure of the amendment are entirely up you all next year, but I will provide you with my initial thoughts on the matter:
The creation of a new entity should be a two year process. This should hopefully help to curb the rampant creation of entities every year in order to fulfill the legacy effect. In the first year, a task force should be created in order to review the idea of creating a new entity. A report should be drafted and presented to the Board of Directors from the task force either positively or negatively recommending the creation of the entity. If the Board decides to fund the entity, it will be piloted from the General Fund. It is my recommendation that these pilot programs be limited to the amount of interest that is earned on the account from the previous year. By doing this, it further curbs spending on new entities and solves the problem of constant depletion of the General Fund. Using the average of what a new program costs the ASUW, I would guess this would allow for the potential for approximately one new pilot program per year. To be clear: I am not saying that one new pilot program should be created each year, only that the amount of interest that is generated each year is the approximate cost of a new program.
At the end of the pilot year, another review should be performed on the entity (either by a task force or the F&B Committee) in order to decide if the new program is a viable entity for the ASUW and should receive "permanent" S&A Fee funding. The process, as I have recommended, would require two Board approvals before even reaching the SAF Committee. Of course, these are only recommendations and can be tweaked, modified, or completely thrown out during the actual creation of the amendment. Just keep in mind that the idea of this change in process is to slow down the growth of the Association to a more controllable level.
One more idea for the amendment was to add the ability for the F&B Director to intervene if the Board decides not to follow the process. By adding a redundancy in the Constitution, for instance: "The Finance & Budget Director may stop the Board of Directors from piloting a new program that has not followed the aforementioned review process," we can be sure that the process is actually followed. It is unfortunate that something like that would even be necessary, but Board's tend to have a way with "ignoring" the ASUW Bylaws and Constitution when it works in their favor.

Still Needs Work

  • ...develop a method to better train their Finance & Budget Director to understand a million dollar budget
The Personnel Director and Personnel Committee will need to be your allies on this one. There's no easy way of approaching this. I don't actually feel that creating an assistant Director of Finance is the right solution. I've already had personnel include participation in one of the two financial committees of the association as a (non-mandatory) qualification for the Directorship. This does help (especially when half your F&B committee applies); however, as it is non-mandatory, it cannot be an excluding criteria. As you may find out, having been through the budget process is a key element to success in the position.
Here's a more creative idea, its very complicated and would require enormous support, but worth thinking about. Have the Director of Organizational Relations be a non-elected member of the BOD without a vote (this would also allow for the BOD to get rid of the GPSS vote - trust me, you'll see the need for this eventually). Then, have this director report to the Finance and Budget Director. After a year in the Organizational Relations position, this person would become the director of Finance and Budget.
  • As the dirOR deals with the biggest financial entities of the association and must also be a relational person to deal with these entities
  • This person also sits on F&B and so they would be familiar with the budget process
  • This person would also work closely with the F&B Director and so would be very familiar with the behind the scenes work of the office

So, this is just an idea, but I think a major restructure to the financial side of the association may be in order...

There will be a great deal of work required in fulfilling the above instructions from the SAFC. Use your committees, your fellow Board members and get support from your advisers throughout the process. It must be an Association wide effort in order to succeed.

Quarter by Quarter Guidance

This is going to be a somewhat rough outline of what you should be doing during each quarter. Most of this is cumulative and will add onto each other throughout the year (read: you will get busier as the year goes on and more things get piled on top). I will try and go into a bit of detail with each point.


  • Become familiar with the office
Get things oriented in the office and settle in. Talk to Rene about getting your keys early.
  • Familiarize yourself with the budget
  • This is less for you and more for future F&B Directors, but make sure you understand the ins and outs of the budget. You are supposed to be the expert, make sure you are.
  • Read the footnotes!
  • Orientation presentation?
Talk with Rene and Coop about what (if any) the fall orientation presentation will look like. It would be very beneficial for the entities to hear directly from you at orientation so they know your face and understand who to contact in case of questions. Be involved with the orientation! It will help to expand your network early.
  • Binders
Contact Rene to see if she has extra binders or if you need to order them! Decide on the materials you want included in the binder for each committee. You can find examples on top of the filing cabinet for the past 3-4 years. Make it your own, try and enlist the help of your assistant early!
  • Meet your assistant, start to build that relationship
Once again, I cannot stress this enough. The earlier you start talking and working together the easier it will be during the year. Try and meet up before school starts at some point!
  • If the Vice-President and Senate Chair are around during the summer, you may want to start asking them what you can do to facilitate getting these appointments early. Now that you know you will need more committee members to get your committees started, this will be very crucial!


  • Meet people!
There are a lot of people required to make the Association run. Not the least of which are those advisers who are above you. Meet all of the SAO Advisers, not just Rene. This will make your job SO much easier. They are your primary contacts when working with Special Appropriations proposals and they have a wealth of knowledge. If you have questions about the budget, especially on the technical aspects, Mark Schoen would have been your number one resource. You'll have a new accountant to work with, so plan on there being some additional work needed to overcome this transition. Meet the entity directors, the Board, office staff, everyone! This network will not only make your job easier, but much more fun.
  • Start Special Appropriations
Work with the Vice President to appoint the remaining volunteers and stress to the Senate how important it is that their liaison is appointed. Start meeting with them immediately so they can become comfortable with their responsibilities. The more comfortable they are with each other, the more effective the committee will be and the more efficient it will run. I cannot stress this enough. Trust me, you won't have to advertise for Special Approps. RSOs will seek you out.
  • Start Finance & Budget
This will be your cornerstone committee for the year. With the new financial challenges that face the Association, you will rely on this group of people more than anyone else in the Association. You have enough people to get started, but there are quite a few other representatives that need to get filled. Work with the VP to get the other At-Large reps appointed. Senate has two reps. Get them on the ball and appointing their liaisons. Let them know that things are getting started early and you don't want them to miss out and be behind in what is going on.
  • Committee Ice Breakers/Events
As I mentioned above, the more comfortable your committee members are with you and each other, the better your committees will run. Try and setup some sort of event to help break the ice.
  • Suggestions
    • Bowling in the HUB Games Area
    • Lunch downstairs
    • Coffee downstairs
    • Dinner on the Ave


  • Review entity budgets
Look over the quarterly reports, get access from the Computer Tech if you need it. See how spending is going. If certain entities seem to be behind on their spending, bring it up to them to see what's going on. If balances aren't moving, constituencies or customers may not be being served.
What with school, grey skies, and your ASUW responsibilities, this can be a tough quarter. Make sure you are balancing your time and don't spend too many extra hours in the office.


  • Stay focused
Spring quarter is busy and its usually beautiful outside. Stay focused on pushing through to the end of the year.
  • Present final budget to Board in April
The largest and most important deliverable in the ASUW. Put a lot of time and pride into this document, it is used by every single employee in the Association at one time or another. Know when you have to present to SAF. Figure this out EARLY in the year. That way you can layout your budget timeline so that the Board has two weeks to go over the budget.
  • Present budget to SAF in April/May
Be professional. You're now wearing the ASUW hat, not the SAF hat. Abstain from the vote. Answer questions directly. The President or other voting Board member should be there to answer any policy questions that you don't necessarily have authority to answer.
  • WIKI
If it's May/June and you don't have much to do, you better be updating this and other wikis!!

Top 10 Contacts

The structure of the F&B position does not really require a great deal of outside contacts. Most (if not all) of your work is centralized within the Association so this contact list may contain many more internal folks than external. (However, after the fact, I'm finding more external people than I had originally thought!)

These are not necessarily in any specific order of importance.


Use her for everything. Keep her in the loop on what you're doing and use her to vent. She will be the person you talk to the most and will offer the most help to you throughout the year.
Your primary contact on all things ASUW budget related. He is an accounting whiz. Don't be intimidated to ask questions or go meet with him. He is often free throughout the day and open to talk with you about whatever you need to know.
You will be talking with Anita as ASUW looks to draft and finalize a contract for the Late Night venture. She'll be your best bet for talking with HFS.
Link up with Jerome or Cullen when beginning the discussion about Night Ride again. Teresa should still be your contact at PTS.
While you'll have less direct contact with Lincoln regarding the position, he is an excellent resource and a great friend. Keep in touch with him throughout the year.
Last year was the first year that the ASUW and GPSS Treasurers had a large amount of contact. This was mostly due to the existing relationship Sean and I had from working in student government in the past. However, I found this to be a great avenue to bounce ideas around with a fellow financial mind. Try and open up that dialogue during Fall quarter.
While I expect capital purchases to be much less in this upcoming year, Steve will be the person you need to stay in contact with during computer equipment purchases. He does a great job of trying to maximize the ASUW dollar when purchasing equipment.


As if I haven't said it enough, use your assistant.
You will work closely with Cullen throughout the year. Keep him in the loop when it comes to working through the financial situation. He will need to be your biggest ally.
Get started early on appointing volunteers, it will help to make the year run a great deal smoother.

Top 10 Successes & Failures

Top 10 Successes

  • The Budget, SAF Form & Narrative
  • Special Appopriations Online Interface
  • Seat on SAF
  • Late Night at By George
  • Night Ride
  • Special Appropriations Bylaw Updates
  • Use of my assistant
  • Unprecedented level of trust between SAO, SAF, SAUF and F&B Director
  • This wiki
  • Extracuricular Involvement

When I was looking at these top 10 successes, I was very pleased to see that you had been involved with F&B and Special Approps during quite a few of them.

During my two years in this position, I was able to completely transform the budget and the budgeting process. It was in a horribly ugly format prior to 2004-05 and had quite a bit of convuluted and old information. Footnotes had been carried forward that no longer hand any bearing, numbers were incorrect, and it was difficult to sift through. Though it took me two years to get things in order, we now have, for the first time, a complete and all-encompassing look at the ASUW Budget. Unfortunately, what was uncovered puts you in a difficult position of guiding the Association through a rough time financially in order to compensate for the budgeting errors that have spanned decades. I know that I have left it better than I found it, and genuinely hope that no further errors exist.

The SAOI was the very first change that I implemented at the beginning of my first year as director. It also completely transformed the way that ASUW dealt with RSO direct funding. For the first time, RSOs could submit their proposals electronically and the F&B Director no longer had to account for and organize proposals on paper. Demand has skyrocketed over the past two years and I only expect it to increase further. Updates to the bylaws were implemented at the end of 2005-06 in order to help spread the money out to as many groups as possible, among other things. It will be important to follow the bylaws as rules and not guidelines. Trust me, it will make your job that much easier to have something to fall back on when something is not funded. I have made my best effort to ensure that the SAOI is fully functional and won't give you troubles next year or into the future. Hopefully my effort has paid off.

The ASUW took on some important external projects while I was here. The U-Match Agreement, Night Ride, and Late Night at By George all occurred with my consultation. U-Match fell through due to a lack of service and a general bad taste in the mouth of the Association when dealing with, what turned into a, 3rd party merchant. Night Ride is also listed as one of my top 10 failures. We succeeded in launching the program with SAF seed money at the beginning of 2005-06. It will run through June 2007. I failed to keep in contact with Teresa (listed as one of the top 10 most important contacts) throughout this year and, honestly, am not sure where we stand on this. ASUW has the money from SAF to run the program through June 2007 and I would highly encourage you to sit down with Teresa and gather ridership statistics, etc. There is an exit clause in the contract that can be exercised if it is found by the Board and Property and Transport Services that it is not a worthwhile service. Late Night at By George was the brainchild of Cullen White. Cullen and I worked very closely together throughout the year to see this come to a reality. I honestly belive that this venture can be a break-even business, if not make profit. Work with Cullen (and Scott, the new Director of Organizational Relations) over the summer, as well as during the year in order to solidify a contract and get this thing advertised to the student body; especially the freshman. Anita Bowers (also listed in the top 10 contacts) is your best contact at Housing and Food Services.

The F&B Director now sits on the Services and Activities Fee Committee. This gives a great deal of experience and insight to the director on the true "big picture" of student fees and what they fund. It also help to foster a high-level of trust between the ASUW and SAF, which is extremely important to the financial health of the Association. Remember that you wear three hats on this committee, one as the ASUW F&B Director, one as the Board of Directors representative, and one as an ASUW student representative to the committee.

I want this wiki to become the defacto source of all important information for the F&B Director. Make sure that you update it at least by the end of the year, if not on-going throughout the year. It is a great deal of information and I would hate to see it lost in the fray after all the work I've done to write all of this stuff down >:).

Remember that ASUW is only ONE of your commitments. Don't let it consume you. Don't let it become the only thing you think about. When you walk out that office door for the day, leave it behind. It IS possible to care too much. I was really starting to feel the burnout at the end of my third year in the ASUW, and much of it came from the fact that I did not give myself enough time away. Student leadership is hard. It takes a lot of time and energy to be good at it. Do well at what you do, but don't forget the other things in your life.

Top 10 Failures

  • Night Ride
  • Use of my assistant
  • The Budget
  • Contact with Daily about budget situation
  • Education of the BOD when it comes to ASUW finances
  • Use of the Current Situation Spreadsheet
  • Contact with ASUW entities
  • Late Night at By George
  • Excess Special Appropriations funding
  • Lax on office hours

You can look above for my rant about my Night Ride failure; unfortunately, it isn't pretty.

In my efforts to fix the budget during my first year, I ended up underestimating our SAF Request by $100,000. Yes, very, very, very bad. However, in retrospect, it may be the single greatest motivator the ASUW has ever seen. This short fall has allowed SAF to instruct ASUW to make changes to the way it deals with its finances and actually have something to back up their instructions. I'm not saying what I did was good, not at all, but it may end up being very good.

There is an entry in the F&B Director section within the ASUW bylaws that refers to contact the Daily with quarterly budget updates. I never quite understood what this entailed or if it had ever been done. It might be something you want to discuss with the Board in order to decide what information should be shared, etc.

It is the responsibility of any non-profit Board of Directors in the State of Washington to have an understanding of the corporation's financial situation. Talk with Rene and see if you can setup to have Mark Schoen come in during the Board of Director orientation at the beginning of the year for a presentation on the ASUW financial structure. The more knowledge the Board has, the more confident you can be that appropriate decisions are being made (or so logic would lead you to believe).

Stay connected with the various ASUW entities. Use the Current Situation Spreadsheet to keep up to date on entity spending habits and potential problems that are coming up. Get to know each of the entity director's and let them know that if they have questions about finances, you're the person to ask. It's the little things that help to make sure that larger problems never present themselves down the line. Stay on top of your office hours, even during spring quarter. It can be tough with nice weather and many other things to do, but it's important to be available and to be finalizing the budget and updating the wiki.

Keep Special Appropriations funding at the budgeted amount. I know there won't be a problem with this during the next year because of the discussions we've had one-on-one and in committee, but it doesn't hurt to reiterate. After this year, Special Approps really needs to be more strict and the ASUW as a whole needs to understand that money is a limited resource. Make sure everyone understands this; both within the Association and at the RSO level.

Everybody will have failures. Do your best to realize what has gone wrong and what you can do to fix them.

Contacting Me

You should have my cell phone number if you need to get in touch with me. You can also reach me through e-mail here. It can be overwhelming at first with all of the various entities that you have to wrap your head around, so I'll understand if I hear from you quite a bit.

If not, that's great too!

Good luck!

Required reading

See also

External links

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