Clear job descriptions are the starting point for how we operate as a leadership team. As an officer or liaison, you are expected to review, refine, and help improve the description of your role—and, when appropriate, the roles of those you work with or oversee.
These job descriptions should be viewed as working drafts. They are not meant to be perfect or final. Instead, they should reflect how the position actually functions and evolves as the program grows. If something is unclear, missing, or outdated, it is your responsibility to help improve it. Advisors are available to support you, and updates should be shared so they can be maintained and used by future leaders.
Yes, we know the list below is not exhaustive and you may need to help us write the first draft of a job description for your position. Reach out to our advisors. They are all eager to get this task completed.
We aim to operate like an important and reliable part of the university. That level of professionalism begins with clearly defined responsibilities. From there, we build structure through a simple three-step management process.
Step 1: Define the Role
The first step is to clearly define what each officer or liaison is responsible for. A well-written job description should make it easy for someone new to step into the role and understand what is expected.
You are not just following a role—you are helping shape it. Your experience provides the best insight into what should be included, clarified, or improved. Over time, these descriptions become more accurate and more useful because of the work each group of leaders contributes.
Step 2: Identify the Tasks
Once the role is defined, the next step is to identify the specific tasks that make up that role.
Each officer or liaison should maintain a working list of responsibilities and update it throughout the semester. This list should reflect what actually needs to get done—not just what is written in the description.
This process helps you stay organized, makes your workload more visible, and provides a clear reference for future leaders. It also helps identify gaps—tasks that may not yet be documented or assigned but are still essential to the program.
Step 3: Build Standard Operating Procedures (SOPs)
The final step is to document how important tasks are completed. Each officer or liaison has a series of SOPs related to your responsibilities. You are expected to help improve our SOP system. Each officer or liaison is encouraged to write at least one new SOP every semester, if not more. Yes, the system is not complete yet, but with everyone helping, we will get better every year. Our Vice-President of Systems, as well as all advisors, will be helping with this process. Help and training is available.
Standard Operating Procedures, or SOPs, are what allow the program to function consistently over time. They serve as the organization’s “memory,” ensuring that knowledge is not lost as students graduate and leadership changes.
Without SOPs, each new group of leaders would have to relearn everything from scratch. With them, leaders can step into their roles with a clear understanding of how things are done.
As an officer or liaison, you are expected to:
- Review existing SOPs related to your role
- Suggest updates where needed
- Contribute to writing new procedures over time
This does not need to happen all at once. Even writing or improving one SOP during your time in the role is a meaningful contribution. Our SOP system is what those who aspire to duplicate us are asking for. Your help will help expand our Omega Leo Medical Explorer program to others across the country. You are a part of something bigger than all of us.
Why This Process Matters
This three-step system—defining roles, identifying tasks, and building SOPs—allows the program to operate at a higher level than most student organizations.
It creates structure, reduces confusion, and ensures continuity. It also makes the program more professional, more efficient, and easier to improve year after year.
Most importantly, it ensures that the work you do as a leader does not disappear when you leave. Instead, it becomes part of something that continues to grow.
A Shared Responsibility
This is a large and ongoing effort, and it will not be completed in a single semester. That is expected.
What matters is steady progress. Each officer and liaison is responsible for contributing to that progress by improving their role, documenting their work, and helping strengthen the system as a whole.
Over time, these efforts build something much larger—a program that others can learn from, adapt, and potentially replicate.
A Note on Leadership Growth
The work you do here goes beyond the program itself. Learning how to define roles, organize responsibilities, and document processes is valuable experience that carries into future careers.
Many of you will go on to roles where you are responsible for managing teams, systems, or operations. The skills you develop here—often without realizing it—will prepare you for those responsibilities.