1. Running for President [Contested]: Enoch Tay En Wei
2. Running for President [Contested]: Muhammad Afiq Bin Mohamed Ariffin
3. Running for Vice President (Operations): Xu Jiayu
4. Running for Vice President (Student Life): Tan Yu Chien
5. Running for Honorary General Secretary: Grace Poh Simin
6. Running for Financial Controller: Tan Lu Yan

Enoch Tay En Wei

Enoch begins by expressing his gratitude to everyone for attending the rally and acknowledging their commitment to the club. He introduces himself as the current Solertia House Captain, an Orientation Group Leader for the SuPreMeS Freshmen Orientation Programme, a familiar face at various events, and announces his candidacy for the role of President.

He highlights his experience as House Captain, where he learned to manage events and make critical decisions to ensure their smooth execution. He also took on challenging events, such as hotpot and BBQs, and supported major school events by the Operations division. These experiences have deepened his understanding of the importance of a strong community, motivating him to continue contributing to both divisions as President.

Enoch outlines his two main goals for the presidency: the first goal is to create opportunities for the student body, providing them with chances to learn, try new experiences, and bond with their peers; the second goal is to deepen the unity among Management Committee members, fostering trust and collaboration between the divisions by creating more opportunities for them to work together.

For the club members, he plans to maintain high-quality events that offer meaningful experiences with peers. For the Subcommittees, he aims to provide opportunities to learn, grow, and try new things, as well as improve the workflow for recruitment. Regarding the Operations division, he pledges to learn quickly and collaborate with past directors to enhance their processes. For the Student Life division, he promises to support house inclusivity and assist the House Captains and House Director in organizing new and engaging events.

Enoch also emphasizes the importance of the welfare of the Management Committee, bridging communication between the divisions, and leading with a balanced approach of understanding, patience, firmness, and seriousness. He plans to foster a good relationship with the Student Union and the school office, and to stand together with his Management Committee, sourcing more collaboration opportunities.

In conclusion, Enoch encourages the audience to vote for him, recognizing that change can be unsettling but pointing out the strong foundations already in place. He invites everyone to work together to build on these foundations and create a new chapter for SPMS Club.

Why do you want to run for President, and what qualities do you believe make a good President?

Enoch’s interest in running for president stems from his positive experiences over the past two years with SPMS. He feels that the SPMS community has provided him with meaningful relationships and experiences, motivating him to contribute more significantly to the club. Enoch aims to bridge activities by the Operations and the Student Life divisions by using his role to enhance both sides and working collaboratively with the Mnaagement Committee.

Enoch identifies several key qualities of a good President:

• Good Interpersonal Skills: Effective communication and collaboration with various organizations and clubs are crucial for fostering positive relationships and achieving win-win outcomes.
• Adaptability: The ability to respond effectively to unforeseen circumstances is important for successful leadership.
• People-Oriented Approach: The President must represent and address the interests of the student body, ensuring that their needs and concerns are considered.

What are your strengths and weaknesses, and how can they help you as President?

Enoch acknowledges that his main weakness is being overly proactive. He tends to jump in and take on tasks himself, sometimes at the expense of allowing others to learn and contribute. He recognizes the importance of stepping back and letting others shine, focusing on building a strong and capable team rather than seeking personal recognition.

His strengths include his strong interpersonal skills and enjoyment of networking. He values connecting with people and believes his ability to bring people together will help him create more opportunities for the club and foster unity.

How will you help the Operations and Student Life divisions of the SPMS Club become closer?

Enoch proposes two main strategies:

• Increased Interaction: He suggests organizing more meetings and events where both sides can interact and get to know each other better.
• Collaborative Event Planning: He recommends planning events together, starting with smaller initiatives like incorporating the Operations division into the Lunar New Year Lo Hei event. This approach aims to facilitate better collaboration without overloading anyone with extra work.

He also suggests involving House mentors in events to bridge gaps between the two sides. Enoch is mindful of budget constraints and does not intend to apply this approach to every event, starting instead with Lunar New Year to gauge its effectiveness.

How do you plan to manage your relationship with the SPMS office if elected?

Enoch plans to build a good relationship with the SPMS office through transparent and effective communication. He aims to work closely with his top five and directors to reach a consensus on key issues. By clearly communicating the club’s rationale and maintaining open dialogue, Enoch hopes to achieve common ground and ensure a positive working relationship with the office.

Given the tight budget constraints, how do you plan to balance the use of the Student Life division budget for events like Halloween?

Enoch acknowledges the tight budget and proposes using the Student Life division budget cautiously. He suggests starting with a pilot approach for Lunar New Year to assess its feasibility before considering it for other events. Enoch emphasizes that this approach should not be applied to every event but used selectively to avoid overusing the budget.

How do you plan to advocate for the interests of students in SPMS, especially when representing the club in the Students’ Union?

To advocate effectively, Enoch believes it is crucial to understand student interests through communication with directors and the top five. He plans to use formal channels and meetings with the Students’ Union to present student concerns and work collaboratively to address issues and improve student life.

How will you manage disagreements, whether within the Club, with the office, or with the Students’ Union?

Enoch believes that resolving disagreements requires transparent communication and understanding the root causes. For internal disagreements, he would encourage open discussions to find common ground. For external disagreements, Enoch plans to work with his top five and directors to address issues and reach mutual understanding with other parties.

If you have a vision for the Club which the Management Committee disagrees with, how would you handle the situation?

Enoch acknowledges the importance of compromise and open communication. He would seek to understand the Management Committee’s concerns and reasons for disagreement. Enoch believes that being receptive to feedback and willing to adjust his vision based on collective input is crucial for effective leadership.

How will you maintain the Club’s image and address any negative views or issues that arise?

Enoch emphasizes the importance of listening to and addressing reasonable concerns from the student population. He plans to work with his team to identify areas for improvement and address issues constructively. Enoch aims to demonstrate that the Club is more than its stereotypes and to showcase a vibrant and engaging student life.

How will you make sure that you and your committee members balance academics with the commitments of the club?

Enoch plans to manage the workload among committee members to prevent academic strain. He will work with the Vice Presidents to distribute tasks more evenly and simplify processes. Personally, he feels he understands his own time management needs well and will balance his commitment to the club with his academic responsibilities.

Given that the position of President is contested, what qualities do you think you have that sets you apart from other candidates?

Enoch believes his extroverted and outgoing personality helps with rallying people and clear communication. He also emphasized his experience in handling adversity, learning from mistakes, and growing stronger, which he sees as crucial for the role.

After working with the current President in your capacity as Solertia House Captain, what do you think you can do better or differently if you are elected as President?

Enoch wants to emphasize more on community bonding and welfare. He plans to organize more opportunities for the community to come together, such as celebrating birthdays regularly, to strengthen the sense of unity within the club.

Do you intend to focus more on the Student Life division, Operations division, or both? How do you plan to achieve this?

Enoch intends to focus on both divisions. He will communicate with the Vice-Presidents to determine where support is needed most. He plans to provide more assistance during busy periods, such as during the Freshman Orientation Program or major events.

Before running for President, you should be aware of the job scopes of the directors who will be under your charge. Can you share the roles of those in the Management Committee and what you expect from them?

Enoch details the roles of those under the President: the Logistics Subcommittee handles logistical support, set-up for events, and manages the student lounge; the Business Subcommittee secures sponsors, creates pitch decks, manages social media direction, and organizes welfare packs; the Welfare Subcommittee focuses on both external welfare – volunteering – and internal student well-being – mental health projects; the Publicity Subcommittee creates posters and advertisements, manages photo booths, and ensures timely social media posts; the Academic Representative organizes academic-related events and provides academic resources; and the Events Subcommittee plans and manages major events throughout the year, coordinating with other portfolios as needed.

Enoch expects directors to be accountable, responsible, and communicative. He wants them to be proud of their work and to strive hard for the club. He emphasizes the importance of learning and growing together in their roles.

Muhammad Afiq Bin Mohamed Ariffin

Afiq reflects on his transformation during his first year at SPMS Club, where he became more outgoing with the support of his friends and group leaders during orientation. Initially hesitant to take on a leadership role, he embraced the opportunity to become a House Representative to strengthen his bonds with his peers. His positive experience in that role led him to further develop his leadership skills, eventually becoming a House Captain. Now, he is running for President of the 20th Committee.

Afiq’s journey began in Year 1 as a House Representative, where he developed his social skills and learned to engage with participants outside his usual circle. He took part in events like a movie night organized in collaboration between his house, House Sagacitas, and House Solertia. Through these experiences, he learned the importance of reaching out to others, including those who were alone or outside his friend group.

As House Captain of Sagacitas, Afiq gained experience in ideating, planning, and executing events. This role taught him to be more organized, manage his time effectively, and anticipate potential issues. He learned to adapt and be flexible during events, which helped him improve his proposals and event management skills.

As President, Afiq has three main goals. First, he aims to increase enjoyment for SPMS members and improve the organization as a whole. He believes in the importance of feedback and wants the committee to actively gather input from participants and non-participants to refine future events. Second, he wants to give back to SPMS as much as it has given to him, including friends, opportunities for growth, and mentorship. He is committed to providing the same level of enjoyment, friendship, and mentorship that he has experienced. Lastly, Afiq wants to continue growing as a leader, focusing on supporting his team, providing constructive feedback, and empathizing with their concerns.

In closing, Afiq expresses gratitude to his proposer, seconder, House Director, Vice-President, friends, and family for their support throughout his journey. He thanks everyone for listening to his rally speech and reiterates his commitment to being a leader who helps his team shine. 

Why do you want to run for president, and what qualities do you think makes a good President?

Afiq wants to run for president because he aims to become a better leader, give back to SPMS, and improve the organization as a whole. He believes a good president should be someone others can look up to and strive to emulate.

How do you plan to help the Student Life and Operations divisions of the SPMS Club become closer? What are your weaknesses and strengths, and how can they help you as President?

To bridge the gap, Afiq plans to merge the chat groups so members can be more exposed to each other’s events and discussions. His strengths include empathy and a willingness to listen and address problems, which he believes will be valuable in leadership. His weakness is being overly self-critical, but he has strong support from friends and mentors to help manage this.

In what ways do you think the current President performed well, and what areas do you believe could be improved? How do you plan to address these areas if elected?

Afiq believes the current President managed the Management Committee and their events effectively but suggests that increased visibility and engagement with the student body could be improved. He plans to be more involved in various houses and work closely with the incoming and outgoing committee members to address these areas.

How do you plan to manage the high stakes of being president while balancing academic and non-academic commitments?

Afiq plans to manage his time by applying the skills he developed as a House Captain, such as planning and time allocation. He is dedicated to both his studies and SPMS club and will seek resources to improve his time management and handling of presidential responsibilities.

What specific plans do you have to make SPMS better as a whole?

Afiq plans to gather feedback from both attendees and non-attendees of SPMS events to identify areas for improvement. He aims to compile this feedback and use it to enhance future events and overall club experience.

Given your experience in the Student Life division, how do you plan to manage the Operations division of the Management Committee if elected?

Afiq acknowledges his limited experience in the Operations division but plans to learn from outgoing Presidents and Vice-Presidents, and work closely with them to bridge his knowledge gap. He aims to use his dedication and passion to effectively support and manage the operational aspects of the club.

Why did you choose to run for President instead of a different role like Vice-President (Student Life) or House Director?

Afiq chose to run for President because he believes the role provides greater reach and impact across the entire SPMS club, allowing him to effect broader improvements. He feels that the President’s role has more influence in driving change compared to other positions.

How does he plan to address potential selection bias in feedback and include those who are not currently participating in SPMS events?

Afiq plans to mitigate selection bias by relying on feedback from the House Representatives, House Captains, and the Vice-President (Student Life) to engage non-participants. He also considers conducting welfare checks to understand and address the concerns of those not actively involved.

Given that you and the other candidate running for President both have similar positions currently as House Captains, what makes you stand out from the other candidate and why?

Afiq acknowledged that he could not comment on the other candidate but highlighted his own strengths. He described himself as very listening and empathetic, emphasizing his openness to feedback and his continuous effort to improve himself both as a person and as a leader. Afiq believes this dedication to personal growth sets him apart.

The roles of House Captain and President both have very different types of scopes when it comes to interacting with the student body. Based on one of your mentioned goals and knowing these differences, how would you go about trying to reach out to a bigger proportion of the student body?

Afiq acknowledged that reaching out directly to a larger proportion of the student body might be more challenging as President. He plans to be present at events and engage with students as much as possible. In situations where students are unfamiliar with him, he intends to leverage his connections with other houses to introduce himself and build relationships.

Speaking about being present during events, how often do you attend events planned by the Operations division, having been within the Student Life division? Based on these experiences, what do you think the Operations division can improve on for their events, and what have they done well that you would like to continue?

Afiq mentions that as a House Captain, he has actively promoted and participated in Operations division events such as Lunar New Year, Halloween, and Back-to-School activities. He estimates having attended around 75-80% of such events. From his experience, Afiq believes that the Operations division could improve by making booths or stalls more visually distinct from other study tables to attract attention. However, he commended their success in securing relevant sponsors like for ice cream and Mr. Coconut.

Before running for President, you should be aware of the job scopes of the directors who will be under your charge. Can you share the roles of those in the Management Committee and what you expect from them?

Afiq detailed the roles of the directors under the President: the Publicity Directors manage the social media platforms, publicity materials, and photobooths of the SPMS Club; the Business Directors secure sponsors and liaise with external vendors; the Welfare Directors handle social impact events like Project Radiance; the Events Directors are responsible for planning major events such as Halloween, Lunar New Year, and D&D; the Logistics Director manages the inventory and logistics for events; the Academic Representative plans academic-related events like Estimathon and Pi Day. Afiq expects all directors to fulfil their roles with dedication and passion to improve SPMS and SPMS Club events.

How would he deal with interpersonal issues if they arise within his top five team?

Afiq expressed that he is generally friendly and approachable, which helps him avoid compatibility issues. However, if any conflicts do arise, he would seek to understand the other person’s perspective and explain his own approach. He aims to reach a compromise and ensure effective collaboration.

What would you do if one or more of your directors goes missing and refuses to assist with future events?

Afiq would first try to contact the absent director to address the situation. In the meantime, he would rely on the Assistant Director or Vice-President to cover the gap. He plans to discuss such situations with the top five to determine the best course of action.

What would you do if you are not elected as president? Would you still help out in the SPMS Club in another capacity?

Afiq confirmed that he would still be involved in the SPMS Club even if he is not elected as President. He expressed interest in joining as a House Representative to allow others to gain experience as House Captain. If all House Representative roles are filled, he is open to participating in other roles within the Logistics or Events Subcommittees, and possibly even the Publicity Subcommittee.

Xu Jiayu

Jiayu, a Year 3 Physics student, is running for Vice-President (Operations). Her journey with the SPMS Club began in Year 1 as a Subcommittee member, where she helped with event execution. In Year 2, she served as the Business Director, gaining experience by collaborating across different portfolios and building relationships with various directors. She was also actively involved in events like Project Radiance by the Welfare Subcommittee, the Estimathon event by the Academic Subcommittee, and the Valentine’s Day celebration by the Events Subcommittee, which broadened her understanding of Club operations. 

If elected, Jiayu intends to set clear expectations for herself and the portfolios she oversees. She plans to help each portfolio set their goals early to better manage their workload. She will support the Events Subcommittee during busy periods and work with the Publicity Subcommittee to ensure a fairer distribution of tasks. She aims to improve internal welfare events, diversify the Academic Representative’s events, ensure proper management of logistics, and provide extra support for the Business Subcommittee during periods of high-demand for sponsorships. 

Jiayu wants to create an environment where directors feel comfortable interacting and communicating openly, believing this will lead to a transparent and cohesive team. She is committed to using her experience to support and advise the directors, helping to create events that resonate with the student body.

Hearing the speeches of the potential directors the day prior, how do these match your expectations?

Jiayu reflects on the individual portfolios from the recent discussion.

For the Business Subcommittee, Jiayu appreciates the focus on improving the quality of welfare bags and securing better sponsorships, as well as the idea of exploring TikTok as a new outreach tool which is a suggestion Jiayu had considered as well.

For the Events Subcommittee, Jiayu wants to change the proposal process to start ideation earlier, which would streamline the proposal writing and approval process. This approach aims to alleviate some of the bottlenecks during busy periods near the Inter-School Games, Lunar New Year, and Valentine’s Day.

For the Logistics Subcommittee, Jiayu acknowledges the need for stricter enforcement of lounge use and better organization of the logistics rooms. She suggests a collaborative approach to managing logistics and making inventory information more accessible to all portfolios, while still ensuring oversight to prevent errors.

For the Welfare Subcommittee, Jiayu trusts the candidate’s external welfare experience and plans to support their focus on internal welfare events.

For the Publicity Subcommittee, Jiayu plans to address the high workload by implementing more efficient processes, such as creating templates for event promotion. This would help in quickening the publicizing process once event details are finalized.

Lastly, for the Academic Subcommittee, Jiayu is open to working with the new Academic Representative to address the challenge of organizing academic-related events, acknowledging the difficulty in incorporating such subjects into event planning.

Do you intend to increase the number of people having access to the inventory tracking sheet? If so, how would you prevent inaccuracies?

Jiayu suggests limiting access to the Excel sheet to the President, the Vice-Presidents, and the Logistics Director. This approach ensures that only key personnel with a clear understanding of the proposals and budgets can make edits, thereby reducing the risk of errors. While Jiayu supports transparency, she believes that broad access could lead to unintentional mistakes.

How do you plan to ensure proposals are submitted on time given that for collaborative events the different Subcommittees will work at different paces?

Jiayu clarifies that the goal is to start the entire event planning process early, not just the proposal writing. By initiating planning discussions with the various Subcommittees in advance and developing templates for common events, Jiayu believes that the proposal submission timeline can be streamlined. Early planning also allows for quicker sourcing of sponsors, which is beneficial given the slow response times often encountered with external organizations. Jiayu’s experience in the Business Subcommittee aligns with this approach as it facilitates smoother event execution and better sponsor acquisition.

Obtaining CCTV footage for checking is a lengthy procedure. Should rules and regulations for the student lounge still be enforced to maintain accountability?

Jiayu emphasized the importance of enforcing rules in the student lounge regardless of the time-consuming procedure for obtaining CCTV footage. She believes that neglecting the lounge due to procedural delays would compromise its upkeep. Jiayu acknowledged the need for ongoing efforts to improve enforcement and is exploring ways to address this issue effectively.

From the previous rallies, almost all candidates mentioned their desire to work with the Publicity Subcommittee for deliverables. Given this increased workload for the Publicity Directors of the next Management Committee, how do you intend to manage this?

Jiayu suggested recruiting more Subcommittee members to divide the workload within Publicity Subcommittee, such as having teams dedicated to Instagram posts, TikTok videos, and merchandise design. She proposed that while the Publicity Subcommittee should not handle production entirely, collaboration between different Subcommittees can help manage tasks more effectively. Jiayu also offered her personal assistance with video editing and content creation if needed.

How will you balance this assistance to the Publicity Director with assisting other portfolios if all of them need help simultaneously?

Jiayu stated that while she would prioritize events during the planning stages, she plans to assess the situation based on the urgency and importance of each portfolio’s needs. She intends to provide support where it is needed most and ensure that assistance is allocated based on the stage of event planning and immediate priorities.

If a portfolio with no assistant director goes missing, how will you handle it?

Jiayu plans to temporarily fill any gaps or seek help from the President for short-term solutions first. She aims to identify and develop potential Subcommittee members to step up and support the portfolio in the long-term.

If you face a heavy academic workload in the future, how will you manage your academic responsibilities, also assuming that your President and other Vice-President counterpart are occupied with their own academics?

Jiayu will rely on her peers and teaching assistant for support in managing her academic load. She believes this network can help with academic questions and tasks, allowing her to balance her responsibilities effectively.

Apart from increasing emphasis on physics, what is your vision for the Academic Subcommittee?

Jiayu plans to broaden the outreach of academic events and encourage diverse participation. She suggested leveraging Subcommittee members from other majors to assist with event ideation and implementation, promoting a collaborative approach within the Academic Subcommittee.

What is your ideal working relationship with the Vice-President (Student Life)?

Jiayu aims to foster a good relationship with her Vice-President counterpart to facilitate collaboration and transparent communication. She values building a strong connection to enhance teamwork and discuss collaborative efforts more effectively.

How will you manage or prevent events from being unexecuted throughout the year?

Jiayu plans to use any remaining budget from unexecuted events for alternative activities or reallocation to other events. She emphasizes making the best use of available resources and avoiding wastage.

Who should handle expensive equipment if IT support is unavailable?

Jiayu believes that expensive equipment should be managed by a limited number of people, such as the Logistics Director and the top 5. She suggests learning from experienced individuals to handle setup if IT support is unavailable, as well as involving the Publicity Subcommittee in setting up specific equipment.

What can be done if certain portfolios experience low sign-ups, given that some are more popular than others?

Jiayu proposes improving the promotion of Subcommittees and their responsibilities before sign-ups. She suggests using creative media and reaching out to the student body through various channels to increase interest and participation.

Tan Yu Chien

Yu Chien, a Year 2 Mathematical Sciences student, is running for the role of Vice-President (Student Life). She is passionate about enriching the shared student experience and is committed to using her prior leadership roles to enhance SPMS Club activities. Her journey in SPMS has been deeply fulfilling, shaped by various leadership roles that have taught her the importance of stepping out of her comfort zone and embracing new challenges. As House Captain of Meliora, she organized numerous house events, collaborated on inter-house activities, and served as an Assistant Chief Group Leader during orientation.

Yu Chien’s goal is to create a more cohesive house system and a well-organized Freshmen Orientation Program (FOP). She plans to foster a supportive, dynamic environment where every student feels empowered to thrive. Her approach emphasizes building rapport and strong working relationships with her Management Committee, House Committee, and FOP Committee. She plans to align expectations through regular communication, bonding activities, and constructive feedback to maintain engagement and motivation.

To enhance the House System, she aims to increase collaboration between houses, encouraging combined events to promote inter-house interactions and friendships. For the FOP, she intends to establish a more organized structure by developing a clearer timeline in collaboration with the FOP leadership. This would help streamline communication, reduce miscommunication, and improve the committee’s overall planning process.

Yu Chien also proposes refining communication methods within the FOP to ensure critical information is effectively conveyed. She aims to create a hierarchy-based system where each portfolio follows a structured flow, allowing for better oversight and reducing the workload on FOP leadership. This system would also provide more opportunities for the chiefs to address issues independently and seek assistance only when necessary.

In conclusion, Yu Chien’s commitment to SPMS stems from the profound impact this community has had on her personal growth. She is dedicated to making a positive difference and working collaboratively with various committees to achieve shared goals. She believes her leadership experiences have prepared her to tackle the challenges of this role and drive positive change. She hopes to gain the support of her peers to continue contributing to the SPMS community.

What will you do to aid the House Director for this Academic Year?

Yu Chien acknowledges that she is not as tech-savvy as the current Vice-President but is committed to understanding the House Director’s needs and providing support accordingly. She plans to build a strong working relationship by getting to know the House Director better.

What are your strengths and weaknesses and how can they help you as Vice-President?

Weaknesses: Yu Chien struggles with decision-making due to past experiences but has improved through leadership roles in Junior College and other activities.

Strengths: Yu Chien has excellent time management skills, demonstrated by balancing multiple CCAs and academics effectively.

What are some qualities you displayed during your tenure as Meliora House Captain that you can bring as Vice-President?

Yu Chien highlights leading by example. She has done this by planning events herself and guiding her House Representatives in event planning, which she plans to continue in the Vice-President role.

What would your ideal working relationship with the House Director and House Captain be like?

Yu Chien values good rapport and clear communication. She plans to set expectations early and foster bonding through informal activities to maintain a strong working relationship with the House Director and House Captains.

How do you plan to improve on low sign-up rates for activities?

Yu Chien proposes leveraging the period after the FOP to engage students. She gives the example to the successful beach day event after the recent FOP. She also wants to encourage the House Captains to plan smaller, house-specific events to boost engagement.

Why did you choose this role instead of something else?

Yu Chien felt a strong sense of inclusion and positive vibes during FOP when she was a freshman. She values the community and support she received and found it rewarding compared to other interests.

What are the most important traits that House and FOP should have under your leadership?

Yu Chien believes that passion and accountability are crucial. Passion drives individuals to overcome weaknesses and learn, while accountability ensures responsibilities are fulfilled even when enthusiasm wanes.

What did you do well as House Captain and what needs improvement?

Strengths: Yu Chien believes she was effective in delegating tasks evenly among House Representatives, allowing them to plan events and manage specific responsibilities, such as publicity. This approach ensured that they were engaged and had opportunities to contribute.

Areas for Improvement: Yu Chien acknowledges that the lack of bonding between House Representatives, due to different FOP orientation groups, was an issue. She plans to address this in their House and FOP committees to improve team cohesion.

What changes do you plan to make to the FOP structure?

Yu Chien plans to create a more detailed FOP timeline with exact dates or at least a smaller range of weeks. She also aims to streamline communication by reducing the number of group chats to avoid confusion.

What would you do if a House Captain goes missing in action?

Yu Chien would first try to reach out to the House Captain and have the House Director attempt contact as well. If efforts fail, she will consult with the top 5 to decide whether to find a replacement.

What are your thoughts on collaborating with the Operations division of the club?

Yu Chien is open to collaboration but currently lacks a concrete plan. They believe that working together with the relevant parties will help figure out effective ways to collaborate.

How can the Vice-President (Operations) support the Vice-President (Student Life), and vice versa?

Yu Chien feels that effective collaboration will depend on the working relationship between the two Vice-Presidents. She plans to discuss and work out their needs and see how best to support the Vice-President (Operations) once both are elected.

How do you plan to manage the various Instagram accounts, including the SPMS House account and individual House accounts?

Yu Chien supports continuing the SPMS House account as managed by the House Director and House Captains. For individual House accounts, she wants to leave it to the respective House Captains to decide whether to continue or discontinue them based on workload and usefulness.

Will the House Committee collaborate with Logistics and Publicity Subcommittees?

Yu Chien acknowledges that while collaboration with the Logistics Subcommittee for inventory is necessary, publicity efforts should primarily be managed by the House Representatives to build rapport and engage with House Members.

What were the shortcomings of the current Vice-President (Student Life), and how will you learn from them?

Yu Chien notes that slow response times were a problem and commits to improving reply speed to ensure better communication.

What would you do if there were disagreements between House Captains or the House Director?

Yu Chien would step in if conflicts cannot be resolved independently. She would talk to each party to understand their perspectives and work towards a resolution.

How would you describe your leadership style?

Yu Chien leads by example, demonstrating skills and behaviours she expects from her team. She also wants to focus on building strong relationships to facilitate smooth interactions and effective teamwork.

What Student Life projects do you plan to introduce?

Yu Chien intends to reintroduce the Overseas Community Involvement Programme (OCIP) instead of continuing the Overseas Experiential Project (OEP), to provide varied experiences for the student body.

House Captains are part of the Management Committee and thus receive 9 points, whereas the FOP committee members receive less points. How will you handle a House Captain using their higher points to try and overrule the FOP Chairpersons?

Yu Chien plans to establish a clear hierarchy to ensure that FOP decisions are made by the Chairperson and Vice-Chairperson, to prevent such incidents from happening. She will communicate this hierarchy to all involved.

What measures will you take to prevent misuse of budget for Student Life projects?

Yu Chien will review proposals for special projects, like the Overseas Community Involvement Programme and the Overseas Experiential Project, and question any suspicious expenses, and will reject any proposal with unjustified budget requests.

Grace Poh Simin

Grace begins her speech by thanking everyone who attended the rally, expressing appreciation for her supporters and those who may not yet know her. She introduces herself as a Year 3 Mathematics student running for the position of Honorary General Secretary of the Management Committee. She explains that the role is primarily supportive – assisting directors to enhance efficiency and reduce workload – by managing organisational tasks such as maintaining an effective documentation system, booking venues, recording meeting minutes, and keeping the SPMS Club website updated.

Grace shares her experiences as the outgoing Events Director, where she was deeply involved in organising significant events like Halloween, Lunar New Year, Valentine’s Day, and the recent Dinner & Dance. She also collaborated with other faculties for larger events, learning the importance of efficiency, organisation, and time management. Although her role as Events Director was more front-facing, she discovered her passion for back-end supportive roles, which allowed her to leverage her strengths in efficiency, managing deadlines, and deliverables. Grace’s experience and reputation for being organised and reliable, as demonstrated during her time as an Orientation Group Leader (OGL) for the Freshmen Orientation Programme, align well with the responsibilities of an Honorary General Secretary.

Looking ahead, Grace outlines her plans to improve the operational systems within the committee to ease the workload for directors and other top members. Reflecting on her own challenging transition from subcommittee member to director, she recalls the confusion caused by frequently changing templates and processes, which made initial event planning stressful. To address this, she intends to streamline processes early on so that new directors and house captains can focus on their tasks without being bogged down by last-minute changes.

Grace proposes merging internal and external event proposals into a single, chronologically ordered system to prevent event clashes and improve awareness of concurrent activities. By integrating this system into the Management Committee’s OneDrive, directors and house captains can label event dates directly on their folders, facilitating easier reference. For house captains who may have concerns about merging their events, she suggests using OneDrive’s folder color-coding feature and allowing hyperlinks to their specific house folders to maintain accessibility. To further support the top committee members, she suggests creating a collaborative calendar on platforms like Notion or TimeTree, where deadlines and deliverables can be easily tracked and prioritized, enabling her to assist in reminding them of important tasks. Grace also expresses her willingness to facilitate closer collaboration among portfolios by working with the Publicity directors to manage the publicity deadlines, especially with new sponsorships from the Business Director.

In conclusion, Grace emphasises that her primary goal if elected as Honorary General Secretary is to enhance the overall efficiency of the SPMS Club by reducing workloads through these proposed initiatives. This, she believes, will allow committee members to focus more on executing events, ultimately enhancing the student experience at SPMS. She ends by expressing her gratitude for the audience’s time and hopes to have earned their vote.

Colour coding for folders only appears on the web version of OneDrive and not on the OneDrive app for computers, and it could be challenging to streamline. How do you plan to address this limitation?

Grace acknowledges the limitation with OneDrive’s colour coding and will focus on using hyperlinks to manage events effectively, especially for House events. She plans to collaborate with the next Management Committee members to find a practical solution.

Historically, folders have been split into internal and external categories, and as events and proposals accumulate there is a risk of these folders becoming cluttered. How will this approach help in managing clutter?

Grace calculates that there will be around 60 proposal folders created by the time the next committee takes over. She believes that adding a “Completed Events” folder will help manage clutter by keeping active proposals visible and reducing confusion. This approach ensures that users can easily identify and access relevant events.

The proposed standardizing of proposal format for the Student Life division will be messy, noting that there are redundant sections which the Operations division does not use and vice-versa. How will you ensure that the new format is manageable for the school office and for directors in both divisions? Will you also address file naming to keep them organized chronologically?

Grace plans to streamline the proposal formatting by removing redundant parts while maintaining clarity. She will also rename files based on event dates to ensure they are organized chronologically, which will facilitate easier tracking and retrieval.

Managing deadlines for seven portfolios sounds challenging. How do you plan to help the top five manage their deadlines effectively without micromanaging? Will you also extend deadline tracking to student assignments and quizzes?

Grace intends to use a collaborative calendar to oversee deadlines without micromanaging. This will provide an overview of upcoming deadlines and help with timely reminders. For student deadlines, she feels it is more feasible to manage major modules, with individual responsibility still playing a significant role.

There is a page on the SPMS club website with important student links. Do you plan to continue this? What are your thoughts on maintaining or updating it, given the current website traffic and student awareness?

Grace plans to evaluate the usage and relevance of the student links page. If it proves beneficial, she will continue to maintain it. Increasing awareness and engagement with the website will be crucial, possibly by using other platforms like the Telegram channel to drive traffic.

What do you see the primary role of the SPMS Club website as, and how do you plan to use it to enhance the student experience? How will you increase traffic to the website?

Grace believes the SPMS Club website should highlight events and provide information about subcommittees. To increase traffic, she plans to use the website to share event photos and updates, and leverage platforms like Telegram to raise awareness and encourage visits.

How do you plan to manage conflicts in venue bookings, especially if multiple groups need the same venue on overlapping dates?

Grace suggests prioritizing the first person who booked the venue. For conflicts, she will facilitate negotiations between the involved parties to find a resolution. The collaborative calendar should help minimize conflicts by providing visibility into all planned events.

The current procedure requires booking venues at least three days’ notice. Given the busy schedules of directors, what changes do you propose to improve adherence to this rule? How will you ensure reminders are effective?

Grace proposes adding reminders directly in the proposal folders and using the collaborative calendar to highlight upcoming booking deadlines. This approach aims to ensure timely venue bookings and reduce last-minute conflicts.

How do you plan to manage venue bookings and scheduling conflicts?

Grace emphasized the importance of the first-come, first-serve principle to handle venue bookings fairly, aiming to minimize conflicts between different portfolios and clubs. She is open to using external applications for better organization but is cautious about not adding unnecessary complexity. Grace plans to discuss with directors and top five members to select tools everyone is comfortable with and suggested using a centralized calendar or folder to consolidate all event dates and improve transparency.

What is your approach to communication and coordination with fellow top five members?

Grace aims to build strong professional relationships with fellow top five members by understanding their working styles and fostering good communication. She recognizes the importance of coordinating between internal and external events to prevent clashes and ensure everyone is informed.

How do you manage your commitments and time effectively?

Grace has significantly reduced her commitments to focus on the SPMS club and manage her academic responsibilities more effectively. She has demonstrated strong time management skills, having managed multiple deadlines and commitments in the past.

What is your strategy for addressing issues with subcommittee members who are not contributing?

Grace plans to ensure that directors provide valid reasons and attempt to resolve issues before deciding on CCA points for subcommittee members. She believes it is important to monitor and address issues proactively to ensure fair allocation of points.

How do you plan to handle data protection responsibilities?

Grace is aware of her responsibility as the data protection officer and plans to handle personal data securely. She proposes using dedicated email addresses for collecting sensitive information and ensuring that data is deleted when no longer needed. Grace is committed to ensuring that personal data is managed in compliance with data protection regulations.

What improvements do you suggest for the role of Honorary General Secretary?

Grace suggests improving coordination between internal and external events and ensuring that data protection practices are strictly followed. She also aims to enhance communication and transparency within the team by using effective tools and methods.

Tan Lu Yan

Lu Yan is running for the position of Financial Controller for the 20th SPMS Club Management Committee. He believes in the phrase, “count on me and let the dollars count themselves,” as it resonates with his commitment to financial management and accountability.

Lu Yan’s leadership experience began in Junior College, where he served as the treasurer for the Chess Club. Despite not mastering chess, his role as treasurer taught him responsibility and integrity, which he sees as essential qualities for a Financial Controller.

After joining SPMS, Lu Yan’s enthusiasm for the SPMS Club grew through his involvement in events like Back-to-School and D&D. He was thrilled to be selected as a House Representative under Solertia, where he learned to draft proposals and step out of his comfort zone, thanks to the guidance of his House Captain and fellow representatives. In Year 2, he challenged himself further by becoming the Logistics Director, gaining experience in managing subcommittee members and the logistics of the SPMS Club and its events.

Lu Yan presents his “holy trinity” of qualifications for the Financial Controller role. First, his experience as a treasurer in Junior College has equipped him with values like integrity and responsibility, which are crucial for managing large sums of money. Second, his time as a House Representative gave him insight into budget allocation for student life, which he believes will help him manage expenses effectively for the Management Committee. Lastly, his role as Logistics Director taught him about the Club’s inventory, which he aims to leverage to prevent unnecessary expenses and ease budget constraints for other portfolios.

He expresses gratitude to the 18th and 19th SPMS Club Management Committees for shaping his journey, emphasizing the club’s motto, “by students, for students.” He hopes to continue contributing to SPMS, helping it reach new heights, and remains committed to the idea that the club is “one big family.”

How prepared are you for this role given your lack of experience and knowledge in finance?

Lu Yan plans to consult with the previous Financial Controllers to better understand the role. Learning from their experiences is crucial, as they did an excellent job with budgeting and timely responses. By continuing their efficient practices, Lu Yan aims to maintain smooth operations and reduce stress related to budgeting. Additionally, Lu Yan is familiar with the stock count and inventory, which can help optimize the budget and resources.

As the Financial Controller, would you still support and help with SPMS Club events?

Lu Yan is committed to attending and supporting events. With a reduced academic load this year, Lu Yan can focus more on SPMS and is willing to assist with setting up and tearing down events as needed.

Being a Financial Controller involves working behind the scenes. Do you have plans to support directors in other ways?

Lu Yan would like to reintroduce birthday celebrations for committee members, believing that small gestures of appreciation can have a significant impact. Additionally, Lu Yan plans to perform welfare checks to help directors manage their budgets and find ways to reduce costs if they exceed their budget.

What would you do if a director requests more budget than allocated?

Lu Yan would evaluate the rationale behind the request. If it is reasonable, he would consider using the SPMS Club petty cash or adjusting the budget. However, if the increased budget is not fully utilized, Lu Yan would discuss the implications with the director and stress the importance of using the allocated funds fully to avoid difficulties in future budgeting.

What if a director goes over budget even if their request for more funds was deemed unreasonable by you?

Lu Yan would first discuss the situation with the director to understand why the budget was exceeded. He would cover excess costs with petty cash if necessary but would also emphasize the importance of staying within budget. Lu Yan would seek ways to help reduce costs and improve budget planning for future events.

How would you justify requesting more funds from the Student Affairs Office given recent budget cuts?

Lu Yan will build good relationships with the Student Affairs Office and communicate effectively to negotiate for more funds. He would present data showing increased participation in events and highlight the directors’ efforts in promoting these events. Despite recent budget cuts, demonstrating the positive impact and growth of student engagement could support the case for additional funding.

Regarding the last question, what would you do if a director consistently fails to follow the claiming format provided?

Lu Yan acknowledges that he previously made a similar mistake and understands how important it is to follow the correct format. If a director consistently submits claims in the wrong format, Lu Yan would personally assist them with formatting to ensure they understand the process. Recognizing that the issue might stem from unfamiliarity with OneDrive and PDFs, Lu Yan believes that hands-on help and teaching could resolve the issue and prevent future mistakes.

Following up on the previous question, do you plan to make any changes to the claiming procedures?

Lu Yan does not plan to alter the claiming procedures but intends to assist more with the claiming procedures for the Student Life division. He aims to be more involved with the budgeting and support the House Director and House Captains by reducing the stress associated with the finances incurred with frequent large-scale events.

About budget allocation, how strict will you be?

Lu Yan feels it is necessary to be strict regarding budget allocation based on event categories. For major events like D&D and Halloween, which require larger budgets, Lu Yan plans to ensure these events receive adequate funding, while managing the budgets of smaller-scale events more conservatively. This approach will help to prevent wastage and ensures that funds are used effectively.

Every year, there will always be excess welfare packs left uncollected or undistributed, which means that the money used to purchase these items effectively becomes wasted. How do you propose to address this?

Lu Yan suggests using excess welfare packs as mini prizes or tokens of appreciation at other events. He proposes integrating these items into various activities to avoid waste and to encourage participation in welfare events, thus making efficient use of otherwise unused products.

Regarding the budgeting for the Student Life division, do you plan to change the process? Will you directly manage the event budgets as well?

Lu Yan intends to assist with budgeting but does not plan to take full control of the process. He wishes to support the House Director and the Student Life division by offering suggestions and improvements without taking over their responsibilities.

In light of past misuse of funds by the Freshmen Orientation Programme, what measures will you implement to prevent similar issues?

Lu Yan plans to monitor budgets closely, especially for significant expenses. He will require updates for items costing $50 and above to prevent budget mismanagement by keeping a close eye on large-scale expenditures. Lu Yan intends to work with the chairpersons of Student Life division projects and potentially share resources to help manage costs and avoid misuse.

Other than the Freshmen Orientation Programme, what additional measures will you take to ensure proper usage of the budget by Student Life division projects?

Lu Yan plans to work closely with the chairpersons of these projects, like the Overseas Community Involvement Project Committee, to assist with managing budgets and explore the possibility of sharing equipment from the logistics room to reduce costs. By using existing resources effectively, Lu Yan aims to prevent budget misuse and support the successful execution of these projects.