2023/24 MULS Q & A CANDIDATE GUIDE by Macquarie University Law Society

2023/24 ELECTION CANDIDATE GUIDE

The following guide presents the Q/A Guide Responses for individual candidates for positions on the 2023/4 MULS Board.

Pursuant to s 9 of the Election Regulations, the candidates have been grouped by the positions for which they are nominating and alphabetically ordered by surname.

Voting Period: ● Monday 16 October, 9am - Polls open ● Wednesday 18 October, 5pm - Polls close

Voting will take place on iLearn.

NOMINATION CONTENTS PRESIDENT.............................................................................................................. 4 MIKAELA MARIANO.....................................................................................................5 SECRETARY............................................................................................................ 14 ZACHARY HAYNES.....................................................................................................15 PETER TURNER.......................................................................................................... 22 TREASURER........................................................................................................... 27 ANASTASIA MUSCOLINO......................................................................................... 28 DIRECTOR (EDUCATION)...................................................................................... 32 JERIN BINOY...............................................................................................................33 RABIA RASUL............................................................................................................. 36 DIRECTOR (SOCIAL JUSTICE)................................................................................ 40 LUCINDA COREN.......................................................................................................41 JULES GOBRAN..........................................................................................................46 MADELINE MINGAY.................................................................................................. 49 TAHMARA THOMAS.................................................................................................. 52 DIRECTOR (CAREER ENGAGEMENT).................................................................... 55 ALICE MAHDAVI........................................................................................................ 56 DIRECTOR (COMPETITIONS)................................................................................ 65 SUJAL CHADHA..........................................................................................................66 DIRECTOR (MARKETING)......................................................................................73 ELENA CORRY............................................................................................................ 73 DIRECTOR (EVENTS)..............................................................................................76 DANNY BECHARA......................................................................................................77 DIAKO NABAVI...........................................................................................................81

PRESIDENT

MIKAELA MARIANO In your role as President, you serve as an oversight mechanism for the work of the Society holistically. Can you please outline the existing challenges that respective portfolios are currently facing, and explain

your

approach

addressing

these

challenges as President? Careers: Capacity Challenge: The Careers portfolio encounters the complex task

satisfying

both

internal

and

external

stakeholders' demands. Balancing these expectations can be challenging. Approach: I plan to proactively engage with students to understand their career aspirations and preferences, ensuring that the Society effectively represents their interests. This two-way communication will help align our offerings with what students truly need and want. Additionally, I will encourage the executives under the Careers portfolio to maintain and build meaningful relationships with sponsors, always being respectful in all dealings and open to alternative propositions from firms. Publications: Unforeseen Circumstances Challenge: The Publications portfolio is prone to uncertainties, with unforeseen events occasionally disrupting publication schedules. Approach: While we will continue accounting for delays, I recognise the importance of proactive planning. My approach as President will involve emphasising effective project management to mitigate unforeseen challenges and maintain publication timelines without compromising quality. This is strengthened by my experience in effectively dealing with unexpected situations, making me adaptable to unforeseen circumstances, an efficient trouble-shooter, and skilled in time management while maintaining respect for all stakeholders involved. Marketing: Engagement Challenge: The Marketing portfolio needs to enhance engagement, especially in the era of diverse social media platforms. Approach: To address this challenge, I will focus on implementing strategic marketing initiatives that leverage the full potential of platforms like Facebook, Instagram, and TikTok. Using data analytics, we will understand what resonates most with our audience and adapt our strategies accordingly for better engagement. 5

JD: Engagement Challenge: Historically, engaging JD students has been a persistent challenge. Approach: To improve JD engagement, I aim to make JD events more inclusive by actively seeking feedback from JD students. This input will be invaluable in tailoring events to their specific needs and interests, fostering greater participation and a sense of belonging. I am committed to representing JD students adequately within MULS, considering the unique challenges they face. As part of this, I intend to work on informing JD students of up-to-date information on jobs, careers, and organisations relevant to their experience and studies. Collaborating with the Career Engagement Portfolio and HR personnel of law firms and organisations, I plan to organise career seminars to help JD students with cover letters, CVs, and interview preparation. This collaborative approach will provide JD students with valuable resources and support. Competitions: Fostering Engagement Challenge: Promoting intervarsity law competitions and creating a culture around them is a significant challenge. Approach: My approach is to maintain and enhance our positive trajectory in engagement. This includes reintroducing competitions workshops on campus to capture the interest of new students and providing necessary training. Collaboration with the Publications team to create a comprehensive competitions guide will be integral to boosting engagement. Events: Balancing Everything Challenge: Organising large-scale events is demanding and time-consuming, impacting the well-being of the team. Approach: To address this challenge, I will prioritise building a supportive team dynamic and an atmosphere of collaboration. This will involve advanced logistical planning and consolidating dates to prevent last-minute stressful situations, ensuring a more enjoyable and productive working environment for the Events Portfolio. Education: Expanding Outreach Challenge: The Education portfolio requires a larger platform to disseminate academic, PACE, and legal information. Approach: I intend to explore opportunities for dedicated channels of information, including distinct social media pages and updated website content. Collaborating closely with the Law School will enhance the portfolio's effectiveness in sharing initiatives and resources to students effectively. The education initiatives that I plan to develop are AGLC4 referencing workshops, the Justified podcast, virtual stress-busting activities, and

a peer-mentoring program. This proactive approach will ensure that students have access to valuable resources and support. Social Justice: Empowering Voices Challenge:

Engaging

disconnected

students

with

social

justice

initiatives

and

empowering them to take action is a critical challenge. Approach: To address this challenge, I plan to reintroduce panel discussions and skills workshops to generate more significant interest. Building strong relationships with organisations will help provide high-quality, in-person events. Additionally, I will focus on educational initiatives and awareness campaigns to empower student voices on issues like mental health, climate change, and racial discrimination. In summary, my approach as President is to actively address the specific challenges that each portfolio faces within the Society. Through open communication, strategic planning, and proactive measures, I aim to create a more engaged and inclusive MULS community that represents the interests and aspirations of our diverse student body.

Acknowledging that this is no small feat, what specific actions and leadership style will you, as the President of MULS, adopt to successfully manage the numerous events and initiatives the Society runs each year? As President, I will continue to leverage these principles to manage our extensive roster of events and initiatives, ensuring their success and value to the MULS community. Here's how I plan to lead: Prioritisation for Impact: To enhance our effectiveness, I will collaborate closely with the team to identify and prioritise initiatives according to their relevance to the MULS community. This approach ensures that our endeavours are harmonised with MULS' long-term goals and mission, making our activities not only purposeful but also highly impactful. Encouraging student engagement is fundamental to MULS, as our mission has always been to advocate for the interests of Macquarie University's law students and provide them with opportunities for comprehensive growth and development, encompassing academic, personal, social, and professional aspects. This strategy will invigorate involvement by crafting meaningful chances for both personal and professional development, introducing fresh and captivating events that resonate with the interests of MULS members. Flexibility and Adaptability: We will acknowledge the inevitability of unexpected challenges and maintain a flexible and adaptable approach to event management. This 7

mindset will enable us to pivot swiftly when necessary, ensuring that our events proceed smoothly even in the face of unforeseen circumstances. My work in the Publications Portfolio has helped developed my strong organisational, communication and teamwork skills, all of which I will carry with me in my tenure as President. The networks and relations that I have formed with legal organisations, professionals and academics within my time as Publications Director and I am excited to create greater opportunities and resources for our student body. My time in Publications has provided me the ability to expand the creative boundaries of the President portfolio by offering new skillset and opportunities. Contingency Plans: In preparation for the unexpected, I, with the other Directors, will develop comprehensive contingency plans. These plans will encompass a range of potential challenges, guaranteeing that we are well-prepared to handle any disruptions, thereby safeguarding the success of our events. Effective Communication: Regular Feedback Mechanisms: We will establish and maintain regular feedback mechanisms to solicit input from members and stakeholders. This inclusive approach ensures that we harness the collective wisdom of our community and make informed decisions. Feedback-Driven Improvement: Building on my experience as Publications Director, I understand the transformative power of feedback. In the past, I actively sought feedback from friends and peers to enhance our publications. For instance, I implemented new sections in the First Year Guide, such as “Quick Tips for Note Taking”, “Take Care of Yourself” and “All About Academics,” with the aim of making the transitions to University as smooth as possible, providing a range of assistance from understanding what Law School is about to addressing mental health and well-being amongst all LLB, JD, and Transfer Students. I also enriched the Competitions Guide with sections like an Annotated Written Submission from a Grand Final Moot, Sample Agendas for certain competitions, and information critical to understanding what preparation is expected for each competition. All of these new sections were implemented with the aim of encouraging students to appreciate the challenging yet exciting competitions MULS has to offer. This feedback-driven approach will continue to be a hallmark of our leadership.

Building on your experience as the 2023 Publications Director, what insights and knowledge will you carry with you to shape your approach as the President? Managing Time-Sensitive and High-Volume Workloads: As the 2023 Publications Director, I am accustomed to handling highly time-sensitive and high-volume workloads, often with multiple tasks coming at once. This experience is particularly relevant, considering the need to synchronise publications with MULS events throughout the year, such as the Clerkship Guide and Resume and Cover Letter guide being printed and distributed for the Clerkship Fair. This experience has honed my ability to prioritise tasks, work efficiently under tight deadlines, and ensure the timely delivery of high-quality work. Responsibilities and Adaptability: In my role as Publications Director, I have shouldered various responsibilities, including proofreading content, conducting research, and communicating ideas with supervisors at different stages of planning, drafting, and reviewing. Working within strict deadlines, I've

demonstrated

exceptional

organisational

skills

and consistently delivered

high-quality work. Furthermore, I've shown adaptability and flexibility when dealing with unexpected changes, short turnaround times, or additional tasks, such as assisting colleagues with their articles or incorporating feedback into my work. This adaptability is a valuable asset when navigating the dynamic landscape of MULS. Resilience: Resilience is a crucial attribute for this role, as it involves constant pressure to deliver outcomes for the society. Throughout my tenure as Publications Director, I've successfully managed multiple facets of the role, from communication with designers to collaborating with other directors and external parties while maintaining composure under pressure. These experiences have bolstered my resilience and ability to thrive in high-pressure situations. Key Insights and Knowledge for Shaping My Approach as President: Effective Communication: One of the most important insights I've gained is the paramount importance of effective communication. This skill was particularly vital in my role as Publications Director, where I needed to ensure that materials were submitted on time, and that clear and open lines of communication were maintained with contributors and sponsors. Understanding the perspectives and expectations of all stakeholders was crucial, especially when working with sponsors. I will carry this insight into my role as President

to foster open and transparent communication within the organisation, ensuring all members are well-informed and engaged. Time Management and Planning: Another essential insight is the need for meticulous time management and planning. In the world of publications, a significant amount of work is compressed into a few weeks leading up to the release. This necessitates not only planning but also the ability to adapt to unexpected challenges and ensure swift action when required. I recognise the importance of planning with a buffer for potential delays and being flexible and proactive when unexpected issues arise. This insight has shaped my approach as President, as I understand that efficient time management, planning, and proactive problem-solving will be critical in my role. I also understand that there may be moments where I must prioritise MULS responsibilities over other commitments, as MULS often operates in a dynamic and fast-paced environment.

In your candidate statement, you emphasised your dedication to fostering engagement. Given the historical challenges the Society has faced with engagement, could you elaborate on the specific opportunities you plan to capitalise on in order to bring about a positive change in this regard? In my candidate statement, I emphasised my dedication to fostering engagement, and I understand the historical challenges the Society has faced in this regard. To bring about positive change, I plan to capitalise on specific opportunities that cater to student needs and help create a more engaging experience for everyone. Catering to Student Needs: If I am successfully elected as President, one of my primary focuses will be catering to the needs and desires of our student body. I firmly believe that it is critical for MULS to truly represent the interests of our students. To do this, I will proactively engage with students by seeking their input and feedback. By asking around and actively listening to our members, we can gain valuable insights into their aspirations and concerns. I recognise that student engagement is a significant challenge that needs to be addressed head-on. After all, MULS does not belong exclusively to the Executive Council; it belongs to ALL its members. MULS’ members are the reason why our society is so great, and being able to cater to all law students will be one of my primary goals as

President. To connect the perspectives and preferences of the wider student body to LawSoc initiatives, I will utilise polls, surveys, and feedback forms. My aim is to ensure that more students have access to the opportunities that have enabled me to reach my current position. It is essential that we work together to create an inclusive and supportive environment where students' voices are heard, and their needs are met. Promoting Diverse Career Pathways: The field of law is dynamic and versatile, and it's increasingly common for students to explore career paths beyond the traditional trajectory of becoming a solicitor. Therefore, one specific opportunity I plan to pursue is to promote more diverse and non-traditional opportunities for students. This includes encouraging engagement with professionals who have used their law degrees in alternative career paths, such as journalism, consulting, and other industries. I believe in exploring and highlighting the myriad ways in which a law degree can be leveraged and applied. By providing students with exposure to a wide range of career options, we can empower them to make informed choices about their futures and broaden their understanding of the possibilities their legal education offers. I also plan to continue developing and maintaining an integrated and collaborative relationship with the Law School to benefit and enhance the experience of all law students. Empowering the Executive Council to execute their roles effectively, with a focus on providing beneficial opportunities to students, will be a priority. Additionally, I will work on collaborating with other Macquarie University student societies and Australian Law Student Societies to expand students' networks and opportunities. By capitalising on these opportunities, we can work together to create a more engaged, inclusive, and dynamic MULS community that reflects the diverse aspirations and career pathways of our student body.

SECRETARY

ZACHARY HAYNES In your role as Secretary, you function as a vital link between the Executive Council and various Macquarie University departments that provide support to student groups. How do you plan to navigate and balance the occasionally conflicting interests and priorities that may arise between these parties? What specific strategies will you employ to ensure effective coordination? It is true that the Secretary is the bridge between the Executive Council and external departments and thus, the role of the Secretary is largely a communication based responsibility. They are expected to communicate at large with multiple departments and individuals for a plethora of events and other matters. I will answer both questions posed in two separate parts.

Balancing conflicting interests and priorities between parties There is a common saying that goes, ‘Prevention is better than the cure’. Thus, initially, my approach to conflicting interests will be focused on prevention of conflict between parties from the outset. I will do so by:

- Planning in advance. The idea of planning ahead is something that I believe will go a long way in preventing conflict. I saw the benefits of this by an initiative that I saw in the 2022 MULS Administration team that I plan to implement if I am to be the Secretary. The team created an actual calendar with all the dates of the planned events throughout the year on said calendar. By having a mind map of the coming year ahead, it will allow for the reduction of potential conflicts and priority disputes by being able to see far ahead.

- Setting clear boundaries for communication expectations. A large part of the Secretary’s role is to handle requests from the Executive Council for prospective events. These requests require ample time to be processed as these requests are usually forwarded to Macquarie University related departments who on their end 13

have to process hundreds or thousands of similar requests from student societies, academic staff and other parties. Thus as the Secretary, I will ensure from the beginning of my term that I will communicate and continue to remind the appropriate parties of the expectations of communication.

However, it is inevitable that with the volume of work that is afforded to the Secretary that there will be absolutely no conflict of schedule. With this in mind, I intend to take an impartial and professional stance towards these situations. I will do so by:

- Adopting a strict approach to the rules. Upon communicating with last year’s Secretary, I was made aware that in semester 1 alone, there were over 100 event submissions that needed to be relayed and communicated with the appropriate parties. With such a large volume of requests, there is bound to be a degree of conflict. With this in mind, I intend to approach such situations with a fair demeanour by sticking to any rules applicable in a conflict and prioritising the appropriate avenue of action. Usually, this will mean that whoever submitted first would take priority.

- Keeping to clear and prompt communication. Having now served a year on the Executive Council in a position that is largely public facing, my belief in clear and prompt communication has only strengthened. Many a time I have been faced with situations in the competitions portfolio that required quick and clear responses to keep an event running. Often times we know when to say something to someone but we may keep it in the back of our head with the thought of ‘I’ll tell them eventually’. However, when there are real consequences to be had such as a room not being booked on time or a judge not being let known of a key change ASAP, negligent communication cannot be had. Thus, I will bring to the role of the Secretary communication that can be relied upon by those who require it.

Specific strategies for effective coordination

- Initiating and staying in contact. I believe that taking the initiative to stay in contact with relevant parties leading up to events is an important initiative to pursue as this will foster a collaborative environment to build upon. Furthermore, it will leave the door open for any future updates that may develop.

- Meeting Face-to-Face where possible. For me, I trust that face to face communication is always the preferred option when coordinating events. It allows for instant communication of ideas and effective cooperation to take place. This is why I believe the MULS Board is required by the Constitution to meet a minimum of 12 times per year and the Executive council at least six times.

Recognising the distinct roles held by the Board, Executive Officers, Representatives, and Sub-Committee members within the Society, how do you intend to leverage your role as Secretary to support each facet of the Society? Please share your strategies and ideas for achieving this goal. Support can be shown in many different ways. You can actively support something, you can also passively support something. Depending on the situation, different kinds of support are required. The different groups of MULS all have varying duties and responsibilities, thus, separate things are required of oneself to properly support these groups.

BOARD When considering how to support the Board whilst acting within my boundaries as Secretary, I envision myself supporting the board best by effectively seeing out my duties as expected. In this context, I see my style of support being a hybrid between active and passive support. I can passively support my fellow Board members by making sure everything runs smoothly such as meetings, calling of meetings and any administrative dealings I may have with them. However, I can also support them by actively helping out wherever possible. Say for example the publications director may need some urgent assistance to finish off the upcoming clerkship guide, as an administrative officer of the society, I myself can lend a helping hand and support the initiative.

EXECUTIVE When I look at the members of the Executive Council, I view them as the future board members of MULS. These people are already passionate enough about MULS to

volunteer their time and support in many different roles to advance the society, and thus it is in this arena that many opportunities present themselves for anyone to support. Such opportunities can be supporting a competition by volunteering your time to judge, act as a client/witness or to simply be present at a grand final to show your support to the competitions and those who organised them. I could also volunteer my time to help out with setting up MULS events such as O-Week stalls, Clerkship fairs or other initiatives ran by the society. It is in this way that I can envision myself supporting the Executive Council as the Secretary.

REPRESENTATIVES & SUB-COMMITTEE’S With MULS, we have multiple sub-committee’s dedicated to certain portfolios such as publications and education. These committee’s produce important resources such as ‘The Brief’, which is MULS’s flagship journal which provides a platform for law students to write and edit legal articles. Actively supporting these initiatives by engaging and promoting them is a key way in which I see myself as the Secretary supporting our subcommittee’s and representatives.

As a current member of the Executive Council, what insights and experiences do you intend to bring with you from your current role, and how do you plan to apply these lessons in your capacity as the Secretary? The past year as an Executive Officer for Competitions has provided me many obstacles that have helped me grow and understand MULS on a deeper level. I have outlined 5 key lessons I have learnt and will expand on them below. Lessons - Plan in advance/ Time management - Always have a plan B - Support your fellow Executives whenever you can - Communicate promptly and effectively - Always hold an open mind

Plan in advance/Time management

Having now coordinated a multitude of competitions this past year, I have learnt at a deeper level the gravity of having everything planned out from having judges ready, having room bookings ready, having questions ready and being available to competitors for any questions they may have. These experiences have developed in me stronger capabilities in the time management field which I can transfer to the role of Secretary.

Always have a Plan B Whilst this may sound similar to the above point, I believe that it is one thing to plan ahead with the mindset of everything going smoothly, and it is another thing to plan ahead with the mindset of what could go wrong at every stage. It it with the latter mindset that I believe is the most effective in the situation of planning anything. Because there are multiple factors that are out of your control in my experience when planning a competition such as a late withdrawal from a competitor or a judge, it is always in your best interest to have in the back of your mind what you would do if such a situation were to occur. Discussing with the previous Secretary, many things like this can occur anywhere in the society and as the main point of contact for any dispute resolution matters, I believe that the cautious mind I have cultivated towards any planning is a key attribute that I will bring to the role of Secretary.

Support your fellow Executives whenever you can This lesson is one that I have learnt with sincere gratitude. There have been many instances where some last minute changes were made to a competition and instant support was needed to keep the event afloat. More often than not, this support was afforded by many current MULS Executive Council members. As someone who has been faced with this situation or more than one occasion, I can now better empathise with the struggles that will face multiple portfolios with their own events after seeing what it is like on the inside. As the Secretary who is more in touch with all of the portfolio’s, I certainly can see myself providing my assistance in whatever capacity required to different portfolios when called upon.

Communicate promptly and effectively I cannot emphasise enough how important of a lesson this has been. With so many initiatives taking place and everyone juggling their MULS, study and personal commitments, it is very easy to get caught up and sometimes forget or misplace the

timing of your schedule. This is where communication and making sure everyone is on the same page has quelled many of these situations from occurring. This could range from a simple check up just asking how everything is going to a reminder about something an hour beforehand. As the Secretary, I plan to implement this lesson in my approach to the role by making sure my communication is prompt and clear in all my dealings with MULS. Always hold an open mind At the end of the day, we must remind ourselves that MULS is a student run organisation and everyone has their own lives to live outside of MULS. Whilst we do expect each council member to discharge of their duties properly, sometimes, life gets in the way and mistakes can be made by anyone. I myself am no exception to this and I am confident enough to admit that my tenure an as Executive Officer was not completely perfect on my end. What I found important in these situations is the ability to hold an open mind that can understand because most people do not intend to make mistakes. I fully intend to use this lesson and bring this mindset towards the role of the Secretary in all of my dealings with MULS.

PETER TURNER In your role as Secretary, you function as a vital link between the Executive Council and various Macquarie University departments that provide support to student groups. How do you plan to navigate and balance the occasionally conflicting interests and priorities that may arise between these parties? What specific strategies will you employ to ensure effective coordination? In my role as the Executive Officer for Administration, I have had the ability to witness the significant link that the Secretary has with various Macquarie University departments such as Student Engagement. As such, I have

come

appreciate

that

maintaining

professional and collaborative relationship with these groups is essential. However, I also recognise that at times this can be challenging. Thus, in this climate when navigating these situations, I plan to employ the following steps throughout the year to ensure effective coordination: 1.

Ensure that the best interests of the students are prioritised. When

communicating with Macquarie University departments it is crucial to consider the needs, requirements, and wishes of students throughout discussions. 2.

Create an environment and culture that promotes professional and

collaborative discussions with the departments at Macquarie University. In my capacity as Secretary, I will ensure that I have an open and transparent relationship with all necessary departments and the Executive Council to create a well organised and collaborative environment which will significantly assist in balancing these conflicting interests and priorities. I will achieve this through organising regular meetings with the Executive Council and most importantly Macquarie University departments in which any issues and relevant feedback can be provided. 3.

Regularly seek feedback from the Executive Council. I will ensure that I

actively listen and welcome all concerns and needs that the Executive Council may have regarding certain situations. This will enable me to gain insights on new and different ways to improve within the Society while also relaying this

information to the relevant Macquarie University departments. This will ensure that any conflicting interests and priorities are able to be navigated and balanced. Furthermore, in my capacity as Secretary I also intend to establish regular surveys to be sent to the Executive Council which will enable me to gain feedback and understand any concerns that the Society may be having. This will allow me to better navigate through and balance any conflicting issues and priorities that may arise. 4.

Identify any conflicting interests and priorities well in advance. As part of the

administration role as Secretary one task is to manage room bookings for various MULS events that are held throughout the year. In my capacity as the Executive Officer for Administration I have come to appreciate that these room bookings require weeks in notice. Thus, to navigate and balance the priorities in this context, I will ensure that I communicate with the Executive Council regularly about this information to ensure successful coordination. 5.

Finally, when navigating through these situations it is extremely important

that all parties are impartial and do not get emotionally involved when balancing these affairs. This will allow me to navigate through these circumstances in a calm, quick, and professional manner which ensures this effective coordination. In employing these approaches and strategies I intend to create a culture that is collaborative, positive, and constructive between all parties. This therefore will ensure that any concerns and feedback can be raised guaranteeing that the best interests of the students are at the forefront in the decision-making process.

Recognising the distinct roles held by the Board, Executive Officers, Representatives, and Sub-Committee members within the Society, how do you intend to leverage your role as Secretary to support each facet of the Society? Please share your strategies and ideas for achieving this goal. As previously mentioned, I not only want to continue the collaborative, supportive, and encouraging culture within MULS but I also want to build upon this. As Secretary, I will ensure that everyone’s feedback, suggestions, and advice is heard furthering this already supportive environment. I am easily approachable and compassionate, demonstrating my willingness to be available for all members within MULS both Executive and non-Executive. As such I intend to ensure that any issues regarding MULS are quickly addressed and resolved with coherent explanations provided. I can 20

understand that when issues arise people can get upset and frustrated demonstrating the need for someone to step in and resolve the issue in a professional and impartial manner which ultimately goes towards reducing the disappointment of those individuals. Board: In supporting the Board, I intend to do the following: 1. Ensure that the Board is kept up to date with all relevant administrative matters such as room bookings. 2. Keep a record of all relevant meeting minutes from Board meetings. 3. Assist in getting events up and running whether this be in person or online. 4. Creating a dropbox link for all room booking requests. This will save time in relation to sending an email with attached files meaning that room bookings could be delayed. 5. Effectively communicate with the Board so that informed decision-making can take place. Executive Officers: In supporting the Executive Officers I intend to do the following: 1. Check in regularly with all Executive Officers and see how they are going. 2. In busy times, assist with preparation of events. 3. Provide presentations and consultation times on how to effectively manage all the tasks involved within each role. 4. Act as someone who can provide support in overwhelming times. 5. Act as someone who can relay information onto the Board when necessary. Representatives & Sub-Committee Members In supporting the Representatives & Sub-Committee Members I intend to do the following: 1. Communicate the ideas from both parties to the Board and Executive Council. 2. Ensure that everyone feels supported and part of MULS. 3. As stated previously, provide surveys for feedback on the experiences within MULS.

As a current member of the Executive Council, what insights and experiences do you intend to bring with you from your current role, and how do you plan to apply these lessons in your capacity as the Secretary? As the Executive Officer for Administration in 2023, I can appreciate that the role of Secretary has a major part in the functioning of MULS. However, there have been many elements to my role as the Executive for Administration that have adequately prepared me to take such a large step and fill the role as Secretary for 2024. Over the past year I have submitted many room bookings for various events that MULS has hosted throughout the year. I understand what is required to complete this process, ensuring that all rooms requested can be booked and disputes about room availability can be avoided. This is through ensuring that all requests for rooms are submitted within 6 weeks from the event which allows adequate time for the booking to be made. However, having said this I do recognise that issues will arise in cases where no rooms are available for the time requested. As such, I will ensure that I communicate with all relevant parties and keep copies of all requests so that if any issues arise, it can be quickly resolved, and alternative arrangements can be made. Additionally, in working directly alongside the Secretary over the past year, I have gained invaluable insights into what is required to fulfil the role in the upcoming year. This is through appreciating the time commitments involved for the role, communicating with departments inside the university, and most importantly maintaining a collaborative, supportive, and professional relationship with Student Engagement. This is in large part due to Student Engagement overseeing room booking requests. For a very brief period of time I was able to fulfill some of the major responsibilities as Secretary. During this time, I corresponded with various directors in relation to upcoming events and room bookings, I was in contact with Student Engagement on the outcome of room booking requests and future requests, and finally, keeping track via a spreadsheet regarding upcoming MULS events and the 2023 MULS calendar. These experiences have significantly prepared me to adequately fulfil the role of Secretary for the 2024 calendar year.

TREASURER

ANASTASIA MUSCOLINO As Treasurer of MULS, your role holds significant influence over the financial aspects of the Society, impacting its overall operations as well as specific events and initiatives. To instill confidence in your readiness

for

this

responsibility,

could

you

elaborate on your qualifications and experience that make you a suitable candidate for this crucial role? In order to elaborate on my qualifications for this role, I will focus my answer upon three aspects: my work experience, my field of study and my experience being an Executive Officer within MULS. Beginning with my work, I held the position of Tax and Legal Assistant for a suburban tax law firm, which has led to my involvement in various financial related tasks such as completing payroll for clients using various accounting software and generating weekly reports for the firm using excel. My confidence in using both excel and accounting products will ensure a seamless and correct record of the Society's financial status, accompanied by my keen attention to detail. My current position as a Paralegal has also earned me experience in efficient and professional communication with external parties, a crucial aspect of the role of Treasurer due to their obligation to communicate with the Society's external accountants in preparing the quarterly BAS statements and the annual audit. Further, my knowledge of accounting through my tertiary studies makes me a suitable candidate for this role as I have an ample understanding of accounting terminology and processes which are essential when preparing financial documentation to be reported to the ATO and the ACNC. Moreover, I have experience in using Xero for recording various transactions. This was assessed through the form of an assignment where I was awarded a HD. Finally, as I have insight into the operations of MULS through my experience as an Executive Officer, I have a clear understanding of the events different portfolios run, and the process of deducing costs to contribute to a portfolio's budget. Further, I appreciate the importance of having a Treasurer who quickly reimburses the Executive for any costs incurred, as well as being available to Board members for budget

discussions. Due to this first hand experience being in the position of the Executive, I will be able to take on the responsibility of serving MULS as Treasurer.

Could you please outline your main financial goals for MULS in 2024 and provide an explanation of the strategies you plan to employ in order to attain these objectives? As MULS is a not-for-profit organisation, my financial goals for MULS in 2024 must go beyond the objective of profiting off events and initiatives. The overall financial goal of MULS is to raise funds to fulfil its purpose, being the provision of services centered on the academic, social and professional development of students. In this context, my main financial goals are to control costs so that the Society can continue to hold events and initiatives for its members and deliver high quality events at affordable prices. Beginning with the first goal of controlling costs, this is crucial as it ensures the long-term financial stability of the Society and will generate reserves for unexpected costs or deficits. It is considered good practice for not-for-profits to have surplus funds provided they are used to advance charitable purposes. My strategy to ensure sensible cost control is to assess the 2023 budget and whether the costs spent were covered by ticket sales, membership fees and sponsorship payments. If expenses were generally covered as a whole, and there are adequate funds, I will approach the 2024 budget using the 2023 budget as a successful benchmark. The assessment of last year's financial performance will also highlight areas which need to be improved upon if necessary. Discussions with Board members is crucial to this strategy as their ideas and opinions will be fundamental to improving the budget, and I welcome this flexibility. My second goal centers around a balance between sensibility and flexibility, where I wish to champion affordable ticket prices (or if it is a free event, contributing funds to better the

quality of the initiative). Whilst holding the first goal of cost control as

paramount, I am also conscious of MULS' charitable objectives, meaning I am open to discussions with the Board regarding contributing more funds to improve events, or set ticket prices to a lower value to accommodate student attendance. My strategy to achieve this goal is predominantly focussed on communications with Board members and the assessment of the 2023 budget in order to strike a balance between being prudent in our spending, but also giving initiatives the best chance at being successful.

You receive an email from an Executive Officer requesting reimbursement for professional development expenses of $1,000. Upon reviewing the budget, you notice that no line item is allocated for this expense. You consult with the Director to validate the necessity of this professional development. The Director responds, "I assumed you would handle the reimbursement." Later in the evening, the Executive Officer contacts you, explaining that they can only cover their rent for the month if they receive the reimbursement. How would you address this scenario? As Treasurer, fast budget changes throughout the course of the year are to be expected. Despite this, these changes need to be communicated to the rest of the Board and the Treasurer, especially if it was not contemplated in the original budget. Unfortunately in this scenario, it would be irresponsible for the Treasurer to make a payment for an expense which was not initially contemplated nor discussed. Further, the expense was left unexplained by the Director, who should have thorough knowledge of the costs incurred by their Executive Officers. If this scenario had an immaterial value as the expense, coupled with an understandable explanation from the Director and little to no effect on the portfolio's budget, I would feel comfortable granting the reimbursement but explaining to the Director and Executive Officer that the situation was gone about incorrectly, and advise them of proper procedure. Unfortunately in this circumstance I would not grant the reimbursement and advise the Executive Officer to discuss their situation with their Director as well as Student Groups to assist in rectifying the situation.

DIRECTOR (EDUCATION)

JERIN BINOY The Education Director has a degree of discretion when it comes to selecting focus areas within the portfolio, specifically in the domains of education and wellbeing. Do you have a specific area of focus that you're inclined to integrate into your approach as the Director? If so, how do you plan to implement and prioritise this focus within your role? Regarding a specific area of focus, as director, I would aim to look at this role and education more holistically. As a first year, I came into my law degree knowing virtually nothing. I didn’t do legal studies, no one in my family was in the legal profession, and I didn’t even know what to expect from university. Reflecting on this, I wish for the portfolio to help students through diverse aspects in the coming year. Although I acknowledge that diversification can spread the portfolio’s resources too thinly, I also believe it is ineffective to focus on improving one specific area of education at the university. Academic support is equally as important as mental health awareness. Additionally, I argue that educating students on the expectations of university life and what the law society has to offer, such as competitions, the brief, and events, is as crucial of a role for the education portfolio. However, prior to implementing any initiatives I intend to first collaborate with the law faculty and students to identify any shortcomings and find ways to address them. By doing this I can concentrate the efforts of the education portfolio to areas where it is actually needed. Such shortcomings I already identified were the lack of information regarding the PLT despite being a program all law students must take to become a practising solicitor; as well as alternative pathways in the legal profession beyond becoming a solicitor. As mentioned in my candidate statement, I plan to address these issues as director through the Justified Podcast. Hence, despite not having a specific area of education to tackle, I will focus the resources of the portfolio through this process to prevent wasting any efforts. By doing so, I believe the portfolio will be better equipped to support student endeavours this coming year.

In your statement, you suggest a novel program aimed at improving students' access to textbooks. Could you please elaborate on the steps and mechanisms you plan to employ in order to transform this idea into a tangible and practical initiative? The textbook equity scheme relies on the logic that after completing a class students will no longer require their textbooks for that class. To avoid the hassle of selling the textbook, we would ask said students to donate any unwanted textbooks to MULS. Thereafter, an expression of interest would be sent out to students, most likely either on our Instagram or facebook regarding the textbooks we have in stock. On a ‘first come, first serve’ basis textbooks would be provided to students. While providing the textbook we would also take their names and contact details and ask that after the semester concluded they return the textbook so incoming students could reuse the textbook once again. The system will be based largely on goodwill. Additionally, we could discuss with the law faculty and convenors the possibility of providing subsidised textbooks through the law society. Within the limits of our budget, we could purchase books and then provide them at a discount for in-need students. A similar expression of interest would be sent out to them, and the ‘reuse’ initiative would still apply.

week or in the weeks to come to introduce interested students to our competitions and help them make a strong start academically. Events such as first-year law camp can be leveraged to continue to foster this community. However, this will inevitably require the help of multiple portfolios such as the events and marketing teams to be effective. Collaboration with other portfolios will be pivotal in integrating MULS into the first-year experience. With the continued efforts of MULS, I believe we can leave a lasting impact on the first years. Creating a community to navigate law school together, attend events and competitions with, and hopefully foster relationships among them that continue to last even through graduation.

RABIA RASUL The Education Director has a degree of discretion when it comes to selecting focus areas within the portfolio, specifically in the domains of education and wellbeing. Do you have a specific area of focus that

you're

inclined

integrate

into

your

approach as the Director? If so, how do you plan to implement and prioritise this focus within your role? As Education Director, I want to focus on how we can address diversity in our approach to law and within the legal profession. For me, diversity is fundamentally about being creative in our approach to legal education and looking beyond what is in front of us to enrich our understanding of the law. In light of the changes being made to the law school and the opening of the Kirby Building, we need to adopt a dynamic view of legal education that encourages students to look at challenges differently and develop practical skills that will equip them for the future. From a practical standpoint, I want to explore how people have taken unconventional pathways into law to encourage students to pave their own paths and pursue their passions. For example, I want to have a panel with people who started in the public service and transitioned into law afterwards or who did not originally get a graduate role but now work in corporate law. Furthermore, I want to explore emerging areas of law like environmental, intellectual property and international law. Technology has changed the way we view law and I want to ensure that our academic and non-academic legal education reflects that.

In your statement, you suggest a novel collaborative program with the Social Justice Portfolio to explore an equity program for students. Could you please elaborate on the steps and mechanisms you plan to transform this idea into a tangible and practical initiative? The purpose of a program like this is to create opportunities for people who cannot engage in MULS competitions or sporting activities because of financial or familial responsibilities. By collaborating with the social justice portfolio through hosting a panel and workshop on accessibility, the initiative seeks to provide tangible ways for students

to access legal opportunities and upskill themselves without the significant time or financial commitment. It would also bring together legal professionals who have succeeded in law despite their personal circumstances and shed light on how they have achieved success. This panel would be done via Zoom to accommodate as many people as possible. Furthermore, we could also create an equity support online form that could be filled in by students who have suggestions on improving the practices within MULS or with concerns about their circumstances. Additionally, we could potentially create an equity representative within MULS to see how the organisation can better accommodate the needs of students from socio-economic backgrounds. While this would predominantly fall under the Education portfolio, they could collaborate with the social justice portfolio to create an equity handbook that discusses the support services available for students needing additional financial or mental support. If creating this position was not viable then these initiatives would form part of the collaborative program with the social justice portfolio.

Lately, there has been a heightened focus on enhancing first-year engagement within the Education Portfolio. What strategies can be put in place to better integrate MULS into the first-year experience, making this integration more effective and impactful? Being part of MULS is fundamental to the experiences of first-year students as it allows them to connect with likeminded people and access resources, like the first-year guide, that can aid their transition into university. With an increased focus on first-year engagement, we need to adopt strategies focusing on the approachability and accessibility of the organisation to the incoming cohort of law students. As a first year in 2020, I remember being overwhelmed by both the social and academic aspects of university and would’ve benefited from having an older student that could’ve reassured me throughout the process. While the first-year morning tea is fundamental to this experience, we could integrate other initiatives like a newsletter and O-week activities to heighten this engagement. For example, we could have a newsletter that goes out to first years every 2 weeks that gives non-academic advice like potential tips on having a work-life balance or mindfulness strategies for when students are feeling stressed. This could be written in a blog-like way where an older student in their 4th or 5th year addresses a question that first years have like how do you create healthy study habits at university? If possible we could set up an email where students send in anonymous questions they have about university, and we address the most common questions. To be clear this would not include academic advice and the purpose would be to provide

students with strategies that they could use to overcome challenges they are facing at university. It's about making them feel like they have someone who has their back and can look out for them while they find their bearings in law school. Furthermore, we could hold a mock moot or a client interview event during O-week to get more students interested in the skills-based competitions. These competitions are significantly different from high school debating and this fear of not knowing makes students reluctant to engage in MULS. Not only are these competitions a great way for first years to make friends, but they also build skills that can assist them throughout their degree. This early exposure allows them to figure out what activities they may want to get involved in and understand what the competitions entail. Additionally, increased collaboration with the library through legal research and AGLC4 workshops would also create more approachability as it allows students to ask questions if they aren’t comfortable doing so in class.

DIRECTOR (SOCIAL JUSTICE)

LUCINDA COREN In consideration of the existing events and initiatives within the Social Justice Portfolio, could you propose and outline the execution of one novel or enhanced initiative that aligns closely with the portfolio's objectives and resonates with the interests of our student body? Within the Social Justice Portfolio I want to enhance the The Social Justice Collective social media by creating a content schedule for the instagram which would include weekly posts 1.

Content

I would like there to be greater content to be available within the social justice portfolio. I would like to publish a blog post on a Social Justice Collective's or MULS website every two weeks. The blog posts can delve into in-depth discussions of current social justice issues, share personal stories or experiences, or offer solutions and practical advice for creating positive change. These blog posts can be promoted on the Social Justice Collective Instagram account and other social media platforms to drive traffic to your website and provide valuable content to your audience. Each month there will be a focus on a specific social justice theme or topic. The weekly posts and fortnightly blog content can revolve around this theme. This would ensure we would be search engine optimization, would create in depth content for students to access and would be able to market both MULS and the social justice collective better with greater outreach. Theme Examples: ●

Gender Equality

●

Racial Justice

●

Environmental Justice

●

Criminal Justice Reform

●

Disability Rights

●

Immigration

●

Education Equity

●

Healthcare Access

●

Indigenous Rights

●

Child Rights 35

●

LGTBQ+ Rights

●

Criminal Justice Reform:

●

Access to Legal Representation:

●

Juvenile Justice:

●

Domestic violence and restraining orders

●

Child protection and welfare

●

Indigenous land rights

●

Anti-discrimination laws

Themes would align with times throughout the year which are associated with international days of celebration. Below are some examples of these days: ●

National Freedom Day - February

●

International Women’s Day - March

●

Earth Day - April

July - NAIDOC Week ●

June - Pride Month

●

September - International Day of Peace

●

October - World Mental Health Day

Events

In addition to the content posted on social media, I would like to host 4-8 events which address these social justice issues including panel events, speaker nights and opportunities for students to hear from industry professionals on these issues. I would invite legal professionals in these areas to discuss these issues. I would like these events to be marketed to not just our students but also to the legal profession to develop greater connections for students. I think it would also be beneficial to have the invitation extended to other law schools to promote networking opportunities. An example of an event I would like to have would be about domestic violence. I would invite 2 solicitors who advocate for victims in family law to come, someone from a domestic violence perpetrator rehabilitation program, a domestic violence liaison officer (DVLO) from the NSW Police and a previous FCFCOA Judge.

In the absence of prior involvement in the MULS Executive Council, could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? During my work as a Law Clerk at NLS Law, I have had the opportunity to work closely with solicitors who represent children in both family and children’s law cases across Australia, including regional and remote Australia and internationally. I have had experience in working with Indigenous communities with NLS Law in the area of children and family law. The experiences at NLS Law have not only provided me with an extensive understanding of the legal intricacies and frameworks in relation to children’s rights but has also exposed me to the various challenges young people encounter. My work at NLS Law involves assisting in the preparation of cases, attending trials, assisting in the drafting of court documents, conducting legal research, writing articles, and assisting in court proceedings relating to children, young people and their families. A significant aspect of my role as Law Clerk involves assisting solicitors in conducting child interviews. I have undertaken training in the areas of domestic violence and child protection. This training has provided me with a deeper understanding of the critical need to protect and advocate for children and young people. It has driven my commitment to advocating for initiatives which prioritizes the safety and well-being of children and young people. My experience working in the area of children’s law, family law, domestic violence including child protection and juvenile justice have deeply shaped my perspective and drive to advocate for young people. I was also involved in the organization of a Yes Campaign event in which NLS Law hosted Thomas Mayo, the author of ‘The Voice to Parliament’ which allowed for community members to ask questions about the upcoming referendum. This event was significant for our Hunter Region and Newcastle community as it provided education to professionals and community members as to the importance of the upcoming referendum and advocacy for indigenous Australians. I am passionate about using my voice to advocate for indigenous Australians. Another areas that I am involved with is NSW UN Youth Australia. In this role I have actively engaged in and communicated with organizations in the youth social impact sector. As the NSW UN Youth Secretary, I have been a driving force in fostering an inclusive environment within our organization through the implementation of the equity, diversity and inclusion committee. I oversee the efforts of equity, diversity and inclusion officers who work to analyze data, identify disparities and collaborate with community groups to ensure our programs are accessible to young people from all backgrounds. I am committed to amplifying the voices of youth within UN Youth Australia, particularly by ensuring those who experience barriers due to their 37

ethnicity, gender, socioeconomic status or whether they are in regional or remote communities are given opportunities to attend events. I have had extensive experience in the youth social impact sector. My experience and ability to facilitate and work with young people has been enriched through my role as a trained facilitator with Burn Bright and as a UN Youth NSW facilitator. The invaluable experience of working as a facilitator at Burn Bright allowed me the opportunity to facilitate wellbeing and leaderships programs within schools across Australia and New Zealand. Through my work as a UN Youth facilitator, I have been trained and involved in facilitating programs which promote awareness of global issues. I have demonstrated a strong and dynamic presence in public speaking and engaging verbally across diverse forums. My experience as a facilitator along with my participation in public speaking competitions, debating and law mooting competitions has equipped me with the skills to engage with a range of audiences. My work with RYPEN, a Rotary youth program has certainly provided me with public speaking skills, facilitation skills and has provided me with extensive experience in the youth social impact sector. As a leader at RYPEN I have been involved in facilitating activities which provide young people from all backgrounds with life skills.

areas. I will conduct regular team check-ins to ensure that all team members feel supported, have the opportunity to voice their concerns, and receive feedback on their performance. These check-ins will also allow for addressing issues as they arise. Before we start the year, I would set out our goals as a group, targets, time lines and expectations so that we all are on the same page and the expectations we set for each other are realistic and appropriate based on each of our strengths.

JULES GOBRAN In consideration of the existing events and initiatives within the Social Justice Portfolio, could you propose and outline the execution of one novel or enhanced initiative that aligns closely

with

the

portfolio's

objectives

and

resonates with the interests of our student body? The "Sports and Social Justice Gala Day" initiative seeks to create a novel and engaging platform that aligns closely with the objectives of the Social Justice Portfolio and resonates with our student body. Combining my passion

for

sports

and

philosophy,

this

event

emphasizes the values of inclusivity and respect. The initiative envisions a day where students come together to participate in a variety of sports and team-building activities that promote collaboration, teamwork, and mutual respect. Beyond the physical activities, the event will also feature workshops and panel discussions on various social justice topics. This will provide a safe and inclusive space for students to express their views on sensitive social justice issues, whether through verbal discussions or participation in events. The purpose of sport is to bring in the ideas of inclusivity and respect showing sometimes the result of winning is not the most important. By combining sports and social justice on this gala day, I aim to provide a new perspective on social justice issues, ensuring that every voice is respected and acknowledged in a supportive and secure environment.

In the absence of prior involvement in the MULS Executive Council, could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? While I haven't previously been involved with the MULS Executive Council, I've actively engaged with current and past members to understand the role's expectations and the collaborative spirit at MULS. These individuals have been part of the Board or a director and have shown me that the board helps and collaborates to ensure the betterment of the council for its members and what a great opportunity it is to be a part of MULS to really make an impact that lasts past my tenure.

I'm aware that challenges come with this position, but I've embraced new experiences and a determination to learn and grow. My background as a school leader and participation in mooting competitions have equipped me with the leadership skills needed to gain the trust and confidence of my future MULS Board colleagues. I'm committed to putting the best interests of the council and its members at the forefront, and I look forward to contributing to the MULS community in any way shape or form.

MADELINE MINGAY In consideration of the existing events and initiatives within the Social Justice Portfolio, could you propose and outline the execution of one novel or enhanced initiative that aligns closely

with

the portfolio's objectives and

resonates with the interests of our student body? An initiative I would love to run is a selection of workshops focusing on various areas of social justice that are important and relevant to MULS and law students. My goal would be to bring in solicitors and legal professionals from legal aid or legal centres across Sydney, as well as politicians from and local councils, and First Nations Elders, to present to students, and offer an opportunity for them to discuss social issues that they are passionate about. These workshops would be in the form of half-day events, in which we could cover issues ranging from young people and the law, indigenous people rights and representation, and diversity in the law. They would be a mix of seminar style presentations, interactive group work, and cooperative team pitch/presentation at the conclusion of the day. I believe that this event can bring people with shared ideas and passions together to discuss and debate issues and solutions to social justice challenges, offering a preparedness for the task they will be dealt with as lawyers in the future. The first step I would take is to gauge the opinions of the social justice executives to see what areas of the law and social justice we are most passionate about. I understand the challenges that exist with getting these events off the ground, so I would plan to run the initiative during the second semester, leaving plenty of time to organise room bookings, coordinate with student services, and find suitable times that caters to everyone. I see great value in running this initiative, in educating law students and MULS members about issues that are affecting individuals and groups within our own circles. There is a great value in bringing in local professionals to offer a new lens on issues of social justice that they have experienced in their work. By speaking to and educating law students, we can equip the lawyers and legal professionals of the next generation with an awareness and empathy for the legal and social challenges faced by individuals within our society, and instil necessary skills to help us deal with the inevitable challenges that will exist in our future work.

Could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? I have a wide range of experience working with social justice issues in the community. Currently, I hold the position of Youth Justice Ambassador at Marrickville Legal Centre, in which I am briefed on issues concerning young people, ranging from employment, education and housing, to family violence, credit and debt. This role provides me with the education and skills to understand and communicate issues that affect young people. My volunteering with Legal Aid NSW has enhanced this awareness of the struggles faced by individuals within our communities. The exposure that I have had to social justice issues, from domestic violence to discrimination, has encouraged me to approach issues with empathy and understanding. I am a founding director and secretary of the Hunt Family Community Foundation, which is a charity organisation in South-West Sydney, that distributes funds to local charities with the intention of creating a sustainable community legacy and improving the lives of underprivileged communities. We have supported organisations such as Life Life, Youth Solutions, Escabags and Shining Stars Foundation over the past year, and have a conscious focus on sustainable and ethical investment. This board role, much like the director role with MULS, requires a high level of due diligence, disclosure and transparency. The skills that I have attained in liaising with donors and working alongside financial advisory bodies has prepared me for the responsibilities and expectations that are upon me in the role of Social Justice Director. I have experience as a part of the MULS Education Portfolio in 2023, which has equipped me with an understanding of MULS procedure and culture. I am an active member of the MULS community and enjoy being a part of the networking and community that makes MULS unique. I have already developed strong relationships with MULS board and executives, which has paved the way for future efficiency in communication and teamwork. This experience will be valuable for the organisation of events as I understand the time, attention to detail and procedures that must be adhered to.

The Social Justice Director is responsible for overseeing a team of Executive Officers and Sub-Committee members. In this context, could you provide insights into your leadership style, and how you intend to effectively handle situations when team members have differing opinions on the optimal approaches to address specific Social Justice-related issues? I have always been a very hands-on leader. I enjoy being a part of the work that goes on behind the scenes that produces amazing results. The part of leadership I most appreciate is being able to create amazing things with people that share common interests and passions. Within a team, I believe in the value of trust and mutual respect. When working alongside executives, I hope to give them the space and my trust to be able to complete tasks, run initiatives, and exhibit the skills and passions that drew them to their respective roles, with my full support. I am always open to feedback and criticism, and look forward to working with like minded peers, with a similar passion and drive for addressing the social justice issues that exist within our communities. In my final year of highschool, I was appointed school captain, a role in which it was my responsibility to lead a team of 24 prefects. This opportunity challenged my ability to diffuse conflicts, foster cooperation and balance ideas. With a very large team, there were always differing opinions and conflicts that arose between people. In these cases, I found that a ‘divide and conquer’ strategy was often very effective. Giving individuals the opportunities to speak their minds and act on their passions, without forcing conformity to other views fostered a healthy dynamic within the team. I ensured that respect was the foundation of our team, despite differing viewpoints, and often meant that individuals were still able to cooperate and communicate to reach a common goal. I see differing opinions as an opportunity to embrace new perspectives. I would aim to ensure that every voice and idea is heard and represented when team members have differing perspectives. But ultimately, I would make it my priority to remind my team that our goal is to serve MULS and the social justice needs that exist within our community. I believe that with this common and shared goal, I would be able to encourage the blending and sharing of ideas to deliver resources, support and initiatives that reflect the shared passion we have for social justice.

TAHMARA THOMAS In consideration of the existing events and initiatives within the Social Justice Portfolio, could you propose and outline the execution of one novel or enhanced initiative that aligns closely

with

the

portfolio's

objectives

and

resonates with the interests of our student body? I would propose to organise a cultural event where our student body can engage with traditional activities from

countries

experiencing

refugee

crises

Ukraine, Afghanistan and Libya. This can include food, crafts stalls, music, dance and storytelling. When people come together to engage in cultural learning, we build a more connected and enriched community. A day like this would create more cultural awareness, empathy and a platform for multicultural engagement. The proceeds raised from these events can go towards empowering these communities.

In the absence of prior involvement in the MULS Executive Council, could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? The establishment and running of the Her Village Foundation has challenged me with learning a vast array of leadership and organisations skills. For example, liaising with stake holders from various backgrounds and profiles, organising multiple events and public speaking. As the executive prefect of House at my high school, I headed a portfolio that consisted of 8 student prefects, 40 Year 7-12 liaisons and 8 spirit leaders. Through

this

role,

learned

invaluable

skills

team-work,

collaboration,

communication, event-management and in working to budget and time constraints. Many of the skills I learnt through these leadership experiences are transferrable to this role.

DIRECTOR (CAREER ENGAGEMENT)

ALICE MAHDAVI In 2023, the Career Engagement team achieved success with high sponsorship results and attendance at the Clerkship Fair in May. What specific strategies or initiatives do you plan to introduce in order to sustain and further advance the efforts made this year? The year 2023 was a landmark year for the Career Engagement team for MULS, through my role on the current Board of Directors I witnessed tremendous success

with

high

sponsorship

results

and

record-breaking attendance at the Clerkship Fair in May. Going forward, my goal is to build upon these accomplishments by offering unprecedented opportunities to our membership through various initiatives: 1. Graduate Fair: One of my primary goals for the upcoming year is to create a Graduate Fair that mirrors the success of the Clerkship Fair. This fair will cater specifically to final-year students who are about to embark on their professional journey. The Graduate Fair will offer mentorship opportunities, allowing students to receive guidance and support in crafting their CVs, composing compelling cover letters, and preparing for interviews. By providing mentorship in these crucial areas, I aim to equip our membership with the necessary tools to stand out in a competitive job market. The Graduate Fair will feature professionals from various industries, including legal experts, HR specialists, and career coaches. Their expertise and insights will prove invaluable to my students as they navigate the transition from academia to the professional world. Through this initiative, I hope to employ MULS members to present themselves confidently and effectively to potential employers, increasing their chances of securing desirable positions upon graduation. 2. Career Development Workshops: Alongside the Graduate Fair, I plan to host practical workshops focused on essential career skills. Led by professionals with proven success in various fields, these sessions aim to give students real-world insights and hands-on training that will increase employability and sharpen skillsets. 48

One area of emphasis will be networking skills. Networking plays an integral part in career advancement, yet many students find the process daunting and ineffective. Therefore, I will invite experienced professionals to share their insights and provide practical tips for creating and maintaining professional networks. Another key aspect of career development is personal branding. In today's competitive job market, it is vitally important to develop an impressive personal brand that distinguishes them from competitors. My workshops offer students guidance on how to develop an arresting personal brand by emphasising their unique strengths and attributes. By honing their personal branding skills further, students will become better prepared to present themselves as valuable assets to potential employers. By offering career development workshops, my goal is to bridge the gap between theoretical knowledge and its practical implementation. Students will benefit from accessing industry professionals for advice that will give them a competitive advantage and deepen their understanding of skills necessary for success in their chosen fields. 3. Industry Spotlights: To further expand the horizons of MULS members and expose them to the diverse opportunities within the legal profession, I plan to introduce a series of events called "Industry Spotlights." Each spotlight will focus on a specific legal sector, such as corporate law, human rights law, or personal injury law. These events will provide students with a unique opportunity to gain insights into the challenges and opportunities within each sector. During these spotlights, professionals who have made significant contributions to their respective sectors will share their experiences and journey. They will provide valuable advice and guidance on what it takes to succeed in their specific area of expertise. By hearing firsthand from these industry leaders, students will gain a deeper understanding of the intricacies of different legal sectors, enabling them to make more informed career choices. These spotlights will also facilitate networking between students and professionals within each sector, which could prove invaluable when applying for internships, clerkships or future employment. By highlighting all of the opportunities present within legal profession, I aim to inspire our members to pursue their passions and build successful careers.

4. Expanding Sponsorship: Although our sponsorship results in 2023 were outstanding, I understand the necessity of expanding our sponsor base further to enhance MULS resources and opportunities for students. Over the next year, my goal is to reach beyond law firms by including reputable adjacent enterprises as sponsors. By expanding our sponsorship network, I aim to access a broader spectrum of industries and sectors. This will give students a broader picture of potential career paths as well as open up doors for internships or job opportunities in non-traditional legal settings - for instance corporate entities may provide sponsorship which leads to opportunities within their legal departments or compliance teams. Diversifying my sponsorship base will enable us to provide a wider array of resources and support to our membership. Companies from different industries may provide insights specific to their sectors, internship opportunities or work experience placements, or contribute towards overall membership development in ways traditional law firms cannot. At its heart, the Career Engagement team's success in 2023 set an impressive precedent for future endeavours. By implementing strategies and initiatives like the Graduate Fair, Career Development Workshops, Industry Spotlights, and expanding my sponsorship network - I hope to sustain and advance these efforts going forward. These endeavours provide our membership with essential tools, skills and opportunities necessary for excelling in their chosen careers post graduation; thus ensuring their long-term success after graduation. I remain dedicated to constantly innovating to meet both student needs as well as ever-evolving landscape of legal profession - continuously improving and adapting.

In the context of broadening sponsorship diversification, please outline the specific strategies or ideas you intend to introduce to achieve this objective in your role. Attainment of Sponsorship In the context of broadening sponsorship diversification, my commitment extends to an array of strategic initiatives aimed at acquiring sponsors from various industries and sectors. The overarching goal is to enrich my sponsorship portfolio beyond the confines of traditional law firms and create a diverse sponsorship ecosystem, including: 50

1. Market Expansion and Outreach: ●

Engage in meticulous market research in tandem with the Marketing Director to identify adjacent industries and enterprises that align with MULS’s mission and values.

●

Extend my outreach efforts to establish connections with sectors such as legal tech, consulting, finance, and related government entities. I will actively seek sponsors within these domains.

2. Tailored Sponsorship Packages: ●

Develop personalised sponsorship packages that cater to the specific goals and requirements of sponsors from various industries.

●

Highlight the advantages of collaborating with MULS, underscoring the opportunity to connect with their target audience and achieve their distinct objectives.

3. Inclusive Networking and Events: ●

Organise events and networking opportunities that transcend the boundaries of traditional legal studies. These gatherings will offer sponsors a platform to interact with a diverse range of potential talents.

4. Multifaceted Educational Content: ●

Launch educational workshops, seminars, and webinars that encompass a broad spectrum of topics beyond traditional legal domains. These sessions will engage sponsors from diverse industries and enhance the value of my offerings.

5. Strategic Content Collaboration: ●

Encourage collaborative content initiatives between sponsors and MULS. This collaborative approach will enable sponsors to share their expertise and insights, diversifying the scope and appeal of my content offerings.

Retaining Diverse Sponsorship: The second facet of my approach involves the retention of a diverse sponsorship base. It is essential to not only attract but also nurture and retain sponsors from various industries to ensure the sustainability of my sponsorship diversification efforts including: 1. Customised Engagement:

●

Maintain ongoing communication and engagement with sponsors, tailoring

interactions

align

with

their

unique

objectives and

expectations. ●

Continuously assess the value MULS provides to each sponsor and adapt my engagement to meet their evolving needs.

2. Industry-Centric Subgroups: ●

Establish specialised subgroups or committees within MULS, each focused on specific industries. These subgroups serve as dedicated forums for sponsors to interact with students and professionals in their respective sectors.

3. Feedback-Driven Enhancement: ●

Foster a culture of feedback, actively seeking input from sponsors. This feedback loop will ensure that my sponsorship strategies are continually refined to meet the evolving needs and expectations of all stakeholders.

4. Demonstrable Impact Reporting: ●

Implement a robust system for reporting and showcasing the impact of sponsorship. Regularly share success stories, testimonials, and metrics that highlight the benefits sponsors have realised from their engagement with MULS.

5. Dynamic Membership Benefits: ●

Regularly review and adapt the benefits offered to my student members to ensure that they align with the interests of diverse sponsors. These benefits will showcase how involvement with MULS can open doors to a multitude of career possibilities and skill development.

My strategy for the upcoming year is two-fold: to attain diverse sponsorship by reaching out to sponsors from various industries and to retain this diversity by engaging, nurturing, and adapting my sponsorship approach to cater to the unique needs of sponsors from different sectors. This holistic approach ensures the sustainable growth of my diverse sponsorship portfolio.

When a sponsor contacts you at 5:00 p.m. on a Friday, requesting to hold a firm presentation on Monday morning, which happens to be the last available date for their team's availability, despite another firm already being scheduled for the same time slot, how would you handle this scenario? Navigating a scenario where two sponsors are vying for the same presentation slot requires careful consideration and comprehensive planning. Below I have included a detailed approach that includes options for both scenarios: one where the original firm agrees to move their presentation and another where they decide to keep their time slot. Scenario 1: Original Firm Agrees to Reschedule In situations where the original firm generously agrees to amend their scheduled presentation to accommodate a pressing scheduling conflict, a meticulous and artful approach becomes imperative. This comprehensive strategy is designed to navigate this scenario thoughtfully, demonstrating a profound commitment to the satisfaction of both sponsors. Commencing the process involves conducting a comprehensive assessment of the distinct needs and expectations of each sponsor. This entails engaging in in-depth conversations with both sponsors to gain profound insights into their event specifications. Within this context, the urgency of the situation is acknowledged, and an unwavering commitment to seeking a solution that optimally benefits all stakeholders is unequivocally conveyed. It is important to set clear expectations that an immediate resolution may be challenging, given the relatively short notice. Multidisciplinary consultation with Board members also adds valuable dimensions to the evaluation of the potential scheduling conflict, underscoring the urgency for a resolution that takes into account the unique requirements of both sponsors. This collaborative approach ensures a 360-degree perspective on the situation. To thank an original firm's flexibility, it's crucial to offer them creative marketing incentives that go beyond mere recognition of their efforts; they genuinely reward it. In collaboration with Marketing Directory I would curate a set of appealing offerings like social media campaigns, engaging email newsletters or pre-event interviews aimed at setting them apart in promotional landscape.

Once an original firm agrees to reschedule, integration between their team and our team must be seamless and unimpeded. This collaborative effort involves making any necessary adjustments in logistics and resource allocation to accommodate for the new schedule, while marketing strategies need to seamlessly mesh with it if they are to meet original firm's marketing objectives and ensure maximum effectiveness of promotional campaigns. Transparency, openness and timely communication are at the core of this process. Giving sponsors timely updates about changes to schedules or incentives provided is vitally important, while showing our appreciation for their flexibility and understanding is proof that we remain dedicated to cultivating essential sponsor relationships. At the core of any successful event planning, which I have learned through my current role as Events Director, lies reaching an explicit agreement among all involved, from sponsors to venue organisers and promotional strategies providers, including original firm. To ensure an enjoyable experience for everyone involved, all parties involved should follow an inclusive schedule, venue arrangements and promotional strategies which align perfectly with sponsor needs and interests. Scenario 2: Original Firm Chooses to Keep Their Time Slot In a situation where the original firm elects to retain their designated time slot, while the second firm requests the same slot, it is important that the situation is handled professionally and with great care in order to satisfy both sponsors. When the original firm opts to keep their time slot, I would swiftly initiate a diplomatic and transparent negotiation process. At this stage, I would highlight potential benefits associated with rescheduling for them, such as increased exposure, more prominent time slots or tailored marketing efforts that may help enhance their presentation's impact. If the second firm insists on holding their event at the same date and time as our event, my main responsibility would be to carefully explain its potential repercussions. It is vital to inform them about potential conflicts as well as possible adverse attendance effects; furthermore, it must be made clear that due to room booking policies or proximity scheduling it could prove exceedingly challenging to hold both events concurrently on campus.

As part of my commitment to meeting their unique needs, I would proactively present several alternatives solutions to ensure the second sponsor remains fully satisfied with my services. These may include: ●

Arranging an exclusive virtual event for the second sponsor on the same day but at different time ensures they reach their target audience without scheduling conflicts.

●

Provide an enhanced marketing package complete with additional promotional efforts such as social media spotlights, targeted email campaigns, and featured articles in newsletters to maximise impact of their event. This multifaceted approach could bring greater reach.

●

Reassure the second sponsor that their presentation will have exclusive attention of an attentive audience - which could include students from relevant fields.

●

Engaging in discussions regarding extending the partnership and the running of this event into the coming academic year if the firm is dissatisfied. In the interim providing additional engagement opportunities and increased exposure for the second sponsor.

Parallel to these negotiations, I would collaborate closely with the Board in finding alternative venues, schedules and logistical arrangements capable of meeting both sponsors' individual requirements. Concurrently, the Director of Marketing would play an essential role in creating promotional strategies reflective of each sponsor's individual advantages and objectives - and in keeping with negotiated negotiations in any event that may ensue.

DIRECTOR (COMPETITIONS)

SUJAL CHADHA The success of MULS Competitions relies heavily on

active

member

engagement,

these

competitions are contingent on participation. Could you please outline the existing challenges that MULS competitions are currently facing and detail the opportunities you plan to leverage to enhance member engagement in the coming year? 🡪 There are few challenges that MULS competition is currently facing. Some of these are: 1. Low Participation Rates: One of the primary challenges is getting MULS members to actively participate in competitions. This may be due to conflicting schedules, lack of motivation, or competing priorities. 2. Communication and marketing gaps: Insufficient communication, promotion, and marketing efforts for competitions, leading to a lack of awareness and attraction among members. 3. Limited Resources: MULS competitions often require resources including but not limited to judges and administrative support. A lack of these resources can hinder the smooth operation of the competitions. These are some steps that MULS Competitions can do to effectively address the above challenges: 1. Effective Marketing and Communication: Improve communication strategies to ensure all members are well-informed about upcoming competitions with clear and compelling messages about the benefits of participation. Utilise various channels (MULS website, social media, emails, newsletters) for effective promotion and engagement. 2. More Resources: Collaborating with alumni, sponsors, and other stakeholders to secure necessary resources (judges and if possible, funding) for the competitions to enhance the quality of competitions and increase marketing efforts to increase the appeal of the competitions.

3. Mentorship and Training: Provide training or mentorship opportunities to help members

develop

the

necessary

skills

to participate effectively in the

competitions. Providing regular training sessions and workshops to develop the skills needed for these competitions, while expert guidance and mentorship can motivate and empower members to participate. This also has the added benefit of increasing awareness and recruiting more participants. 4. Engagement Incentives and Recognition: Recognise and showcase the achievements of members through newsletters, social media, or internal platforms to boost participants engagement and morale. 5. Feedback System and Continuous Improvement: Implement a feedback system after each competition to gather insights and suggestions from members and judges for improvement, fostering a sense of involvement and trust. Then implementing the feedback to improve future competitions, demonstrating responsiveness to members' needs and preferences. In addition to that, being open to adapting the competition format, rules, and schedules based on member feedback to ensure their continued engagement. By addressing these existing challenges and leveraging these opportunities, MULS competitions can enhance member engagement in the coming years, leading to increased participation, improved performance, and a more enriching experience for all involved.

The Competitions portfolio comprises the largest number of Executive Officers. Can you provide insights into your prior experience in team management, if applicable, and expound on your strategy for efficiently balancing the duties of a Director while simultaneously offering support and guidance to every member within your portfolio? 🡪 I have experience being in a team as a competition executive and through that I have learnt how to be present for your fellow executives and the value of supporting your teammates in the competition portfolio and MULS. I also have volunteer experience with White Ribbon whereby I had to lead a team of 4 people to prepare for the campaign presentation. Through my experience in White Ribbon, I learnt what it means to be an effective communicator and placing enough trust in your subordinates that they can fulfil their tasks without unnecessary intervention. 58

As a Director of Competitions, I would place an importance on good communication to my executives as being a part of as big as the Competitions Portfolio requires constant communication and collaboration with your peers. This would be achieved by catchups at team levels (professional skills, advocacy, foundation etc) to see how the executives in that role are doing and if they require any assistance from me. Without any form of communication for issues, I would be unaware of any problems that my executives are facing, which would result in everyone involved not being able to enjoy the competitions experience. By placing an emphasis on effective communication, I would be able to help my executives by being present and listening to their issues and I would be able to advise them on the possible solutions that we could take. Further, I would encourage them to provide their input to the problem which in turn would allow us to resolve the issue together as a team. Further, I would provide autonomy to my executives to fulfil their tasks as they see fit without a constant need from me to monitor them however, I would step in whenever they require my help and guide them through the issue to help resolve it in a professional manner. By providing them with autonomy, I would be acknowledging their capability to manage their competitions without my intervention, which would allow me more opportunity to guide and mentor them in providing enjoyable management experience.

After a Grand Final moot of a popular MULS Moot, the losing team raises a complaint with you, alleging biased judging as the reason for their loss. They specifically contend that the presence of one particular judge influenced the outcome negatively. This judge is a highly respected and experienced member of the legal profession who has been involved in MULS mooting competitions for many years. Can you describe your approach to resolving this issue and ensuring a fair and equitable resolution? 🡪 Resolving a complaint of biased judging in a MULS Moot competition is a very delicate process that requires one to uphold fairness, objectivity and an adherence to the established rules and procedures. This in turn is made more difficult due to the working relationship between the judge and MULS that has been established over the course of years. As this a serious matter, care must be taken to ensure transparency in handling

the matter to maintain the integrity of the competition and the credibility of the judging process. Below is how I would decide to approach and address this issue to ensure a fair and equitable resolution: 1. Acknowledge the complaint: I would first acknowledge the complaint and express appreciation for their willingness to come forward. Then, I will engage in the process of gathering information including the specifics of the alleged bias, the judge in question, and the relevant rules and procedures of the competition. 2. Maintain

Confidentiality:

Encouraging

all

parties

involved

maintain

confidentiality throughout this process to ensure the privacy and reputation of all parties involved is protected. 3. Gather Information: Independently gathering all relevant information and evidence related to the complaint. This includes reviewing the moot rules; the judging criteria; the judge's reputation, experience, and history of involvement in the competition; interviewing the complainants, other judges, alleged biased judge and any witnesses (if applicable); and any specific instances or statements that are being contested. 4. Determination of Bias: Based on the gathered information and evidence, determine the presence of any bias as it is important to establish if there is actual bias or a disagreement with the judgment. 5. Making a fair decision: After reviewing the gathered evidence and information, if there is a legitimate bias determined, there would be a to decide on an appropriate remedy. This can include re-evaluating the moot, appointing new judges for a rematch, or some other measure to rectify the situation as well as implementing measures to prevent similar occurrences in the future. If there is no bias found, clearly communicate the results and reasons for this decision with all parties involved and assure them of the integrity of the competition and the credibility of the judging process. Also provide parties with an appeal process if there are any disagreements with the decision. 6. Future preventative measures: Review the competition’s judging procedure and consider any flaws revealed during the investigations. Take measure such as clear guidelines on expected conduct and ethical considerations. Encourage judges and teams to provide feedback on the handling of the complaint and any other

process within the competition that could be improved upon. Work with MULS President and Administration team to implement any changes necessary to enhance transparency, fairness, and accountability in future moots.

By following this approach, the issue can be resolved impartially, the integrity of the moot competition and the reputation of the MULS Competition can be maintained, whilst promoting a fair and equitable environment for all participants.

DIRECTOR (MARKETING)

ELENA CORRY Based on your current experience as the 2023 Director of Marketing, could you elaborate on the insights and strategies you intend to carry forward and apply in your role as the 2024 Director of Marketing? As the Director of Marketing 2023, I have been receptive to the changing social media behaviours of the student body. This year we have seen a much stronger engagement with Instagram over our traditional platform of Facebook. I in turn to short-form content by continuing to promote the MULS TikTok which has flourished over the past semester. I intend to utilise these platforms to successfully market MULS initiatives such as the much anticipated crewneck merchandise. Whilst I have initial marketing initiatives in place for this release, I believe I can utilise a new TikTok face to expand the overall reach. As discussed within my candidate statement, since establishing the inaugural Marketing Subcommittee, I will use next year to continue the momentum to ensure the Marketing Portfolio can continue to support the growing and new initiatives for MULS 2024.

The position of Director (Marketing) entails handling a diverse range of marketing requests from the Executive Council. What strategies do you intend to implement in order to effectively manage potential conflicts of interest and priorities that may arise in this role? I have been fortunate to serve as the current Marketing Director for 2023, this has afforded me unique insight into the challenges associated with balancing competing priorities imposed upon me by a variety of MULS Portfolios through the usage of marketing requests. I am well-placed to understand both the gaps in this Portfolio and how to engage in proactive steps necessary to not only fill these gaps but use them as platforms to transform the Marketing Portfolio’s reach and engagement. I aim to utilise these insights to balance the priorities of sponsored and unsponsored posts, necessary marketing pertaining to the administrative functions of MULS, and creative pursuits such as the launch of MULS Merchandise.

This year I have lived through the experience of the time commitment required to be successful in this role and uphold the marketing requests of all portfolios, scheduling requirements, and the need for various levels of engagement. I have particularly showcased adaptability and agility in responding to last minute marketing requests or amendments to pre-existing marketing requests, to upkeep the fast-paced and ever changing nature of MULS. These experiences will empower me to contribute to a revised and streamlined marketing request to ensure that MULS is capitalising on its reach through the curation of a dynamic marketing schedule. This strategy cannot be effective independently and requires strong communication with the broader Executive Council to manage expectations and facilitate productive teamwork. Due to the volume of marketing requests received which can easily exceed over 100 requests per year, amending the current marketing request policy will further enhance the portfolio's capacity to better manage requests and help aid engagement with the wider student body.

DIRECTOR (EVENTS)

DANNY BECHARA Organising

MULS

social

event

entails a

significant degree of diligence, involving tasks such as handling venues and contracts, planning, and

executing

events,

often

attended

hundreds of participants. What prior experience or specific skills do you possess that will enable you

effectively

manage

this

level

responsibility? Over the last three years as part of the Young Australian Lebanese Association Macquarie University (YALA MQ) I have had hands-on experience with planning events for university societies. Naturally, these experiences have allowed me to develop a diverse set of skills that will allow me to effectively manage the responsibilities of the MULS Events Director. These various skills include: ●

Organisation – Throughout my roles as President and Events Director of YALA MQ, I have been responsible for both overseeing the organisation and planning of our Events, as well as doing the organisation and planning. As such, I have learnt exactly what it takes to plan and organise a successful event. Planning events like the YALA Intervarsity Cruise, Beirut Meets Mykonos and the YALA End of Year Ball required immense organisation which I demonstrated through forward planning, liaising with all key stakeholders and constant communication with all relevant parties.

●

Collaboration – Collaboration is key to ensure events are successful, especially when doing joint events. Throughout my role as the President of YALA MQ, I was responsible for all aspects of the society generally. In particular, I held the responsibility for being the Macquarie University representative for YALA Intervarsity. In this capacity, I regularly engaged with the other YALA Intervarsity University representatives and collaborated with them on various events and initiatives such as the YALA Intervarsity Cruise, YALA Merchandise, the YALA Day Out and the YALA Intervarsity Ball. Further, within the Macquarie University community I successfully collaborated with the Macquarie University Greek Association through our Welcome Drinks, as well as other cultural societies. Evidently, I have the skills to successfully collaborate with various stakeholders and ensure MULS’ events in 2024 are a huge success.

●

Attention to Detail – Having attention to detail is absolutely crucial in an event planning role, something that I have developed not only through my various roles in YALA MQ, but through my experience in the legal industry. I understand the importance of reading the fine print and ensuring that everything I do is to the highest standard possible as this is what delivers excellent events, keeps members happy and minimises errors and risks. As such, I will be able to bring my

attention

detail

the

Events

portfolio

and

bring

diligence,

professionalism, and quality work to MULS in 2024.

In the absence of prior involvement in the MULS Executive Council, could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? Although I have not had previous involvement in the MULS Executive Council, I have had a variety of experiences which have provided me with the appropriate qualifications which would inspire confidence among my future MULS Board colleagues. These experiences include, but are not limited to, my role as President and Events Director of YALA MQ and my various Paralegal roles. These experiences have provided me with a range of skills and qualifications, such as leadership, communication and balancing priorities. Leadership is a qualification that I have developed through a range of experiences, but have recently refined through my different roles in YALA MQ, but in particular, through my role as President this year. Leading a society of 300 members, along with a much larger Intervarsity community is no easy feat. This year, under my leadership, we have held some of the most successful events in our history including the YALA Intervarsity Cruise, the YALA Day Out and Welcome Drinks. This was due to the initiative and drive that I instilled in my team and Intervarsity colleagues - to deliver the best year that YALA has had, and we are doing exactly that. My ‘can do’ attitude, along with my support as a leader has gone a long way and has allowed my team to succeed in achieving our collective goals. As such, my future colleagues on the MULS Board should be confident in my ability to lead the Events portfolio, and instil greatness into my future team, and ultimately, MULS events in 2024. Communication is absolutely vital when leading a team, working with various stakeholders, and ultimately, planning large society events. Through my role as President of YALA MQ and my Paralegal experience, I have learnt a copious amount about how to communicate efficiently and effectively. Through event planning for YALA 67

MQ, there are a variety of stakeholders that I need to manage in order for events to be successful, and this requires communication. For instance, keeping the Intervarsity representatives updated on my team’s progress on event promotions or bookings. This simple communication goes a long way as it enables transparency within the team, and instils confidence in the other team members. Furthermore, my experience as a Paralegal has taught me how to communicate professionally effectively. This is through various email communications to lawyers, team leaders, clients and more. Evidently, I will be able to instil confidence and trust in my future MULS Board colleagues through my communication skills. Balancing priorities is an important skill to develop in a high pressure, and high accountability role. During my role as President of YALA MQ, I had a wide range of responsibilities, commitments, and deadlines to attend to which required me to balance competing priorities. These various priorities included event planning, developing marketing strategies, maintaining Intervarsity relationships and more. Trying to balance these various responsibilities all at once is a near impossible task, as such, I had to learn how to manage the priorities effectively to ensure all stakeholders were satisfied, and all deadlines were met. For instance, while planning a YALA MQ event, I had to organise a boat for the YALA Intervarsity cruise. This required me to reflect on what was most urgent and important. Through this reflection, I was able to prioritise booking the boat for the YALA Intervarsity cruise as in comparison to other priorities, that was the most important. As such, through this experience and many others, I am qualified in balancing priorities, and this will help instil confidence in my future MULS Board colleagues.

In your Candidate Statement, you highlighted your intention to leverage your Intervarsity connections to enhance relationships with other university law societies. Could you provide specific, concrete strategies or approaches you plan to employ in order to realise this objective? Through my role as the President of YALA MQ, I have had the privilege of working with YALA Intervarsity, being YALA UNSW, YALA USYD and YALA UTS. This experience and collaboration has been incredibly insightful and has allowed all of our respective YALA’s to thrive together, as opposed to compete with each other. As a result, I have built great connections with various members of the UNSW, USYD and UTS communities which I will be able to use to help build and drive Intervarsity relationships with the other law societies, specifically for the social event aspect.

One main strategy that I plan to implement in order to realise this objective is organising a meeting with the Presidents and Events Directors of the Intervarsity law societies at the beginning of 2024. This will begin the discussions and gauge the interests of holding Intervarsity social events throughout the year. Starting the conversation early is absolutely integral to an Intervarsity event strategy as this will allow all the societies to genuinely consider feasible event options that align with each university’s pre-planned calendar of events. Another approach I plan to implement in realising this objective is hosting/organising an Intervarsity Law Society Leaders’ Conference or Retreat. Once again, this approach focuses on bringing the various leaders from each respective university together to build rapport and establish meaningful connections. This way, we will have much better prospects for success in planning Intervarsity social events as we will have the necessary connections and relationships with our Intervarsity colleagues to bring these social events to fruition. In summation, the approaches and strategies I plan to implement in strengthening Intervarsity connections revolves around starting the conversation early in 2024, planning well in advance and bringing leaders together from all Intervarsity counterparts. Combining these approaches and strategies will further our chances of building strong relationships with our Intervarsity colleagues.

DIAKO NABAVI Organising

MULS

social

event

entails

significant degree of diligence, involving tasks such as handling venues and contracts, planning, and executing events, often attended by hundreds of participants. What prior experience or specific skills do you possess that will enable you to effectively manage this level of responsibility? My experiences in event planning and execution are extensive, ranging from corporate events for the management of international corporations to events for exclusive parties such as an AMEX event I executed at the start of 2023. These events have not only provided me with experience in the oversight and planning of events, but also a meticulous understanding of every small detail. Through my experiences in these events, I have gained qualifications in management with experiences working for the CEO and directors of organisations. Finally, the experiences and skills I have gained in this role allowed me to coordinate the opening of event venues and restaurants catering to hundreds of people.

In the absence of prior involvement in the MULS Executive Council, could you elaborate on the experiences or qualifications you possess that would inspire trust and confidence among your future MULS Board colleagues? Despite the absence of my prior involvement in MULS, I previously held an associate position in the Macquarie University Business Society. My experience in assisting on the planning of events provided me with an application of my prior experiences to a University Society setting. Having worked with leaders in the industry, I have led events for individuals from the ‘30 under 30’ list to building entire event venues and experiences. My future MULS Board colleagues may be confident in my ability to not only ensure the effective continuance of the events portfolio, but also provide an innovative and new approach will places the students in the centre of all the events.

Your Candidate Statement highlighted your intention to provide more student-centred perspective on events. Could you provide specific, concrete strategies or approaches you plan to employ to realise this objective? My vision for the future of the MULS events portfolio is a fully student-centred approach. My strategy is to maintain the vital events which provide connection within the student cohort, all whilst introducing two new events which will display a whole new side of MULS. Through an inclusive and consultative process, these new events will cater to the wants and needs of the student. These events will make use of both new and long forgotten events to bring about an experience which is more networking and career elevating. Making use of the new Michael Kirby Law School Building, the Sydney City campus and past innovative ideas. I intend to introduce two new events, though still being workshopped, which will feature a focus on expanding the opportunities of the cohort. These events will include a more formal setting where students are brought together with industry leaders and mentors. Through my own personal experience I intend to bring together students and experienced members of the Law community to allow for connections, networking and mentorships to be established. These new opportunities, coupled with the existing events will bring a more rounded experience to the cohort.