What specific skills, leadership experience, and/or qualifications will you bring to the NAIGC Board?
First, I have been an officer for the Cal Gymnastics Club for all four years of college, and president for the last two. In that time, I learned to manage a team of fifteen officers.
I’ve played a big part of Cal’s financial success. Each year we bring 25 to 30 people to Nationals, and we fully fund many of them (and partially fund the rest). We also heavily subsidize all of our away meets (and in the West Coast, away meets are rarely driveable). Our club has been able to sustain financial success from stellar budgeting and organizing consistently profitable large-scale fundraisers.
This year I joined UC Berkeley’s Sport Clubs Executive Board, a group of students who handle matters on behalf of all 35 sport clubs. As head representative, I oversaw policies that affected all other sport clubs and worked closely with sport club staff. I have worked with sport club staff and human resources to reformat the entire Sport Club Program to benefit all sport clubs (not just traditional sports). I also noticed that the Sport Club Program offers very few benefits and resources to its members. To better aid the members of the organization, I worked with the staff to create better policies for students. The Sport Clubs Executive Board is also in charge of determining how the (very limited) resources are distributed amongst all sport clubs based on their club budgets and proposals. Through working on the Sport Clubs Executive Board, I learned to collaborate with many staff members, develop and modify policy, provide assistance to clubs, and disperse finances (and other resources).
I have a lot of gymnastics experience in addition to administrative experience. After 15 years of JO gymnastics, I’ve coached and competed for Cal’s MAG team for four years. Co-coaching and competing under Coach Sean Chilleli, Cal has been competitive locally and at Nationals.
Finally, and most importantly, UC Berkeley is jeopardizing the membership of our club, intending to instate a new policy that would ban non-undergraduates to eliminate liability and risk. To protect our membership, I am working closely with the Rec Sports Director, Vice Chancellor, and even the Chancellor to assess risk and liability associated with these members. I have been working alongside them to reevaluate risk policies, club insurance, and university liability to rewrite the policy that includes our diverse membership, but also addresses the university’s legal and risk implications.
What are your primary goals for the NAIGC?
The core value of the NAIGC is to be inclusive, and I want to expand the inclusivity of NAIGC members being able to participate in all types of gymnastics, while still providing opportunity for those looking for an organization offering traditional gymnastics.
I know transparency has been a topic in online meetings and town halls, and an initiative of the NAIGC, so I’d like to promote transparency in the organization. Through working with the Tech and Policy committees, I’d like to make policies, meeting minutes, and the like easily accessible to members online.
The NAIGC can only do great things when it has the funds to make them happen, so I’d like to work with the NAIGC to bring in more donations to improve the budget. With a healthy budget the NAIGC will have more money for endeavors like scholarships, struggling club relief funds, and possibly some day paying interns (not sure if interns were intended to be paid).
I identified some inefficiencies of the UC Berkeley Sport Clubs Executive Board, and I worked hard to make processes and meetings more efficient. I would like to define inefficiencies and strategize some promising solutions, especially in addressing hot topic items (such as the length of the Nationals Awards Banquet).
I’m passionate about the people in the NAIGC that I’ve met and worked with so far, and I’d like to help promote opportunities for members to give commentary and feedback to inform decisions in the NAIGC.
In what way(s) would you enhance and diversify NAIGC’s strategic vision and planning?
Through pushing the university to restructure the entire Sport Clubs program, including how the Sport Club Executive Board is structured and run, I gained experience and insight into long-term goals, visions, and solutions to successfully pursue that vision. Most influentially, the Sport Clubs Director explained how she planned her program, and even consulted the SC Executive Board on her new proposed Mission Statement.
I have a passion for creating plans for long-term visions for the gymnastics community, as well as for individual clubs. As many reading this can surely relate, the UC Berkeley Sport Club program was stacked against gymnastics since it is such a unique sport; our university lacked the support our club needed. I worked with all members of the gymnastics community to help the Sport Club Administration understand the benefits of gymnastics (from child development to the community it brings). Athletes (young and old), coaches, parents, and judges came together to narrate the sport’s merits and give the administrators a holistic picture of gymnastics.
As a JO gymnast, coach, and NAIGC athlete, I can utilize my strategic connections to advance the sport of gymnastics through the NAIGC. My experience with UC Berkeley’s Sport Club program gives me insight into the workings of many Sport Club Offices in the West Coast (all UC schools are basically the same, and CSU schools are similar). I understand that a big proponent of success to the NAIGC depends on (1) Sports Clubs being willing to host and work with the sport of gymnastics, and (2) gyms to be willing to host adult gymnastics in their facilities. I believe with my experience in strategic planning, experience working with Sport Club Offices (especially in Risk & Liability), and connections with gyms primarily hosting JO programs, I have the opportunity to help the NAIGC strategic vision immensely.
What do you plan to contribute to each committee you selected above?
I intend to develop and initiate more opportunities for fundraising to assist financially in endeavors such as the internship program, scholarships, and club relief.
I’m also interested in helping the departments in Operations develop yearly operating budgets. On the Berkeley Sport Club Executive Board, we had to approve one-year operating budgets for each club, and I can see the NAIGC doing the same for each department.
I’m interested in helping edit wording policies that are waiting to be approved or in development. Working on risk and liability policy with the Rec Sports Director and Vice Chancellor helped prepare me for tasks such as this.
There was talk in the Town Hall about needing metrics for success to evaluate the governance restructuring. To address that concern, I’d be interested in creating policies that are metrics of success to assess the new structure.
Finally, I saw in the annual meeting that there was a lot of concern about the restructuring minimizing club involvement in the board member voting procedure (nominating committee determining what board applicants move on to be voted on by the membership). To involve clubs more, I hope to develop a policy allowing a student advisory board intended to view policies and give student-member perspective commentary prior to their official votes by the Board of Directors. This way the Board of Directors can sample where the membership stands on the policies that are being voted on.