The Senate Workflow Flowchart (1)

Step 1 – Identify the Problem and Define the GoalThe Senate Workflow FlowchartStep 2 – Log the Initiative Collaboration before ActionStep 3 – Build a Strategic Action PlanStep 4 – Initiating Contacts Leveraging RelationshipsStep 5 – Conduct Professional OutreachWhen contacting admin, faculty, or institutional leadership:Be precise, respectful, data-driven, and concise.Clearly communicate:State what information or actions you are seekingBe mindful of time and other responsibilities.CC the President of the Senate and any AdvisorsDid you get a response?Step 6. Continue Towards the GoalFollow-Up AppropriatelyStep 7. ConclusionWhat problem are you trying to solve?Who is affected by the issue?What outcome are you seeking?Is this a short-term concern or a long-term institutional issue?Enter the initiative into the Internal Management System:Does a similar initiative already exist?Reach out to the SGA member(s) working on thisprobelm and collaborate before moving forward.Work together to:Share information and previous findingsAvoid duplication of effortDetermine the most effective path forwardCoordinate responsibilities andcommunicationsGet new perspectives on the same issue.Make a plan before conducting outreach. Your plan should include:The problem being addressedProposed solutions or desired outcomesKey stakeholders involvedDepartments or offices that need to be engagedExpected next steps and timelineUse the SGA Google Drive to stay organized!First, use the Internal Management System to determine:Whether the department has an assigned liaisonIf previous communication existsIf relevant context or institutional history is documentedThis might feel tedious, but it is extremely important for efficiency. So,what is the answer to the above?Contact the primarily engaged member of SGA,whether officially a liaison or not, to gather existinginformation, learn about past conversations andongoing efforts, and identify any concerns.Adjust the plan as needed.If relevant information exists, incorporate it intoyour strategy before proceeding. No need toreinvent the wheel! Build upon previous workbefore restarting an initiative from scratch.There might be many ways to proceed:If a meeting is requested, set up a meeting and arrive prepared.If they request research or evidence, conduct the appropriate outreach.If they ask questions you’re unsure about, reach out to Exec and SenateLeadership.If they request you to take some actions and you are willing andcapable to do so, do them!Administrators often manage many competingpriorities.While Senators should be taken seriously, we arenot always.A follow-up after one week is generallyappropriate if no response has been received.Send the follow-up.If the follow-up gets no response, notify theStudent Body President, Vice President, Presidentof the Senate, and SGA Advisors so that they canassist with obtaining a response, or can escalatethe matter when appropriate.It is imperative that Senators are taken seriouslyacross the university.Did follow-up result in a response thatwarrants further action?Ideally, all goals end successfully, however, that is not always feasible.There are many ways initiatives can conclude:SuccessfulPartial SuccessFailedAbandonedWhatever it may be, make sure to log it and any notes in the system so thatfuture initiatives can maintain historical knowledge without redoing whathas already been attempted. Just like research, even “failed” experimentsare important to future ones.Key Principles of Senatorial AdvocacyThink first, act second.Coordination is better than duplication.Leverage existing relationships wheneverpossible.Communicate professionally andrespectfully, within and outside of SGA.Preserve institutional knowledgethrough proper documentation and useof available resources.Escalate only after reasonable follow-upefforts have been made.NoNoYesYesNoNoYesThis chart is by no means meant to stop or barsenators from participating in advocacy. Rather,this chart encourages the Senate to developinitiatives that are strategic, collaborative, andeffective while strengthening our institutionalcredibility and cross-university relationships.Yes