Daphne Tse

The President is responsible for chairing all Executive Council meetings and directing the duties of the Board of Directors, Executive Council, and Service Council, alongside managing the society's $1.2M budget and +3,500 students. The President acts as Spokesperson for the CUS and maintains relations with key Sauder School of Business stakeholders (Dean's Office, UGO, BCC, and Alumni). In addition, the President represents all Commerce students at the highest level of decision making within the student government (Alma Mater Society) of the University of British Columbia.

About Daphne

Currently a fourth year studying Business Technology Management, Daphne has worn many hats in the pursuit of finding the impact she can make for her community. Fun fact: she is terrible at writing about herself in a fixed amount of characters, but guarantees she is definitely more interesting than she makes herself to be. Some constants about her are that she has always been an avid bookworm, with a love for music, spoken word poetry, and Asian history. In her free time, she enjoys listening to podcasts like Reply All, This American Life and Start-Up. A personal goal of hers is to read a book a week – totaling at 52 books – by the end of 2017.

In her time at Sauder, she’s been someone who has explored the different aspects of community building within this school: in first year she was a part of UBCMA as the Creative Director, in second year she served as Philanthropy Director for Young Women in Business, and in third year she was the Community Outreach Coordinator at BizTech. She has also been a part of the CUS for two years – first as Second Year Representative, and then as the Commerce Student Senator.

After two years in the organization, she’s returning as the CUS President with the mindset that a strong student government means empowering students. By tailoring the offerings of the student society to the needs of students that either seek to expand their career options, be more involved, or to have a fun undergraduate experience, Daphne seeks to provide students with relevant opportunities to expand on their interests.

Goals for the year:

Daphne’s holistic vision for the CUS (as the organization) next year is to allow its board members and executives to reflect on the big picture. She views this year as a year for the CUS to breathe, scale back and ask crucial questions like how the CUS can best bring value to its students, why certain services are being offered, and where the organization can take strategically move forward in the future. For CUS (as a community of students), she is recognizing the unique needs of its constituents, and looking to standardize the quality of their services, conferences and affiliated clubs. For the student volunteers within the organization, she hopes that each volunteer can gain something valuable through the CUS as she had.

  •  Community:
    • Roundtable Discussion in September in the CPA Hall
      • A conversation in building an overarching vision for our community at Sauder
      • Students can also learn about exactly how the CUS works and where their input can be helpful to make the CUS more efficient and effective in their big goal: to enrich the student experience – perhaps even by joining the CUS as this is hiring season
  • Conferences:
    • Pooling resources so that finding sponsorship information is liaised between the BCC, the CUS CR portfolio team so that conferences not only have access to a quality list of potential sponsors, but there is also a sustainable collection of companies that can be maintained beyond just one year
    • A focus looking at where the CUS can provide support
      •  A large chunk of money left aside for SPF Funding will be reallocated during the Budget Committee meeting in the summer time towards reoccurring conferences that have had a proven track record and that the CUS already anticipates funding to go towards
    • Pre and Post Conference Report Form
      • Before a conference happens, executives will answer a form detailing on important aspects such as projected ticket sales, attendance, secured sponsors, and day of logistics will be created.
      • After the conference, a form will be filled detailing on actuals.  *
      • By creating a before and after report, both the conference and the CUS can measure where there is a gap in reality and projected outcomes in order to have the data to see where growth and improvement can be occur.
      • Also helps secure more funding for the following year if there is consistent, trackable data that a conference has provided value for students.
  • Services and Clubs:
    • Association of club and service leaders
      • Clubs that want CUS affiliation will meet in the summer to share resources, smooth out possible scheduling conflicts in the year, and look for opportunities to collaborate in the year instead of competing the same audience
      • Allows CUS to understand in more detail how each club functions depending on their discipline
      • Balances the conversation from a summer pitch to the Clubs Committee to a two way conversation with room to negotiate and meet in the middle
    • Service/Club Term Reports
      • Published term reports to strengthen accountability and have information ready at hand for club members and potential sponsors
      • Immense value for services/clubs so that they can give to potential sponsors and helps their internal CR process * On CUS end, seeing what measurable achievements the service/club has accomplished with the funding and help of being affiliated with the CUS
      • Status update on health of service/club
    • Internal feedback forms every two months to check in the health and process of how the CUS is doing in helping support our services and clubs
  • Career Growth:
    • Form ways to relay feedback from senior students so that the BCC can tailor their workshops, info sessions and mentorship programs
    • Address why current offerings from the BCC are not attracting senior student
    • Promote companies with a deep investment and interest in hiring Sauder students so that students can feel confident about their job application process
  • Internally:
    • Raise productivity by finding ways to increase communication and transparency between Board, Executives and their respective portfolios
    • Ensuring that when students have suggestions or inquiries about procedures, they are answered as soon as possible
    • Work with executives to establish one resource to answer frequently asked questions from Students, Clubs, Conferences