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Guidance from VM on what she sees as highest priority / must wins for my work / work I'm involved in

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Your thoughts on what priorities or big ticket items you have on your mind/think we should tackle.

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(If applicable) Updated guidance/DOL re: sprint related activities / Scum-master role (given Taylor will not have the same level on context on the work as VM does)

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Sprint ownership - who will lead, how can we keep each other accountable?

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Understanding what each subteam's priorities are, so we are all (Marcel, Clara, and myself) scrubbed in to what is happening. (The sprint work may help with this)

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Guidance re: approach to budget planning / annual planning for OSOI

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Thoughts from VM about our role in the FY22 Planning work - how much time we/I should be spending here?

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Thoughts on the SSS narrative resulting from the feedback/data we receive

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Download from VM on where she foresees OSOI working with the LT and individual T&O teams to ensure strategy related pivots / operating model work that needs to happen does happen.

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Could we make some placeholder sprint skeletons for the duration of your leave that we could then tweak as things come up?

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Thoughts/discussion about Homeroom Governance model and how to engage T&O in this.

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Should we make a deadline / placeholder for clean up of administrative things that usually require your approval? For example, submit all team expenses for X period before you go on leave.

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Launch of new onboarding materials - download about next steps and operationalizing this work over the long term.

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Guidance on who is taking over / serving as the main POC for the work Vanessa currently/typically owns

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Clarity on roles -- if this is something that OSOI will need to support in your absence then would need clarity around current state and desired future state upon your return.

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Expectations for how we hope the T&O teams use their SSS data -- are there any overarching strategic initiatives or areas we would need to push in your absence? If so, how to navigate.

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Just leave the car keys and some petty cash. We promise not to burn down the house or throw too many parties.

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Some project planning around the staff support survey and cascading activities (sharing to the LT, SLG, more broadly to T&O, and the all staff narrative). I think ideally we would wrap the analysis + LT sharing before your leave and have a skeleton for the narrative before you leave (but then work more closely with the teams than we have in the past after you leave to share).

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I have ideas, but I'm not sure where I should shift my focus after we officially "wrap" on the staff support survey. Would love to have a team map or individual map of where we will be focusing in your absence.

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How can we move your work forward? Would love to know where you hope to pick up when you return so that we can also set you up for success as you re-onboard after leave.

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If the portfolio "needs us" in your absence, what is our procedure for taking on new work that we didn't plan on before you left? I feel like this should somehow be in our sprint cycle format, but who do teams ask and how would you like us to determine whether something makes the cut for our time/focus?

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Onboarding - in addition to what someone else said above, some type of download of who all is doing what from VM's purview given all the cooks in the kitchen for this project.