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If the chapter does not already have one (and it seems many do not), I would suggest you tackle creating an officer's manual that can be passed to the next set of officers.
Such a manual would have a clear description of the basic duties and areas of responsibility for each office, a list of key contacts for each officer (for example, contact info for Risk Management Advisor and GF Risk Management contact for the Risk Management Chair), the list of reports due for the next year printed out from the GF website and a calendar of key deadlines and goals built from that list of reports and also guidance for chapter advisors (for example- when should the budget be completed etc.)
Aside from that, consider what you think the chapter needs most and focus some effort in that direction. Do you think you could help bolster relations with alumni? Do you think more philanthropy events are needed? Are any officers overwhelmed or not doing their jobs and could use some assistance?
As VP you are in many senses the ringmaster of day-to-day internal operations so the President can focus on big picture governance and dealing with the outside world as the chapter's head representative.
So anything you can do, including the above or maybe something else, to ensure smoother and more effective day-to-day operations would be great.
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