Abhijeet Singh Manifesto, LCP AIESEC in Chandigarh 2013

Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 SECTION A | Opening Note When AIESEC in Chandigarh got established in 1988, the people involved took a step closer to the betterment of city’s youth in recent history. We started as a small group of selective people from different backs of life and here were are today, a strong and pioneering local chapter of the most dynamic and evolved student organisation of the world. But that would also mean that the world’s then most progressive student organisation met with yet another immaculate local body in India with aspiring youth. Bettering both the local and international association, we managed to enter a realm of new and exciting opportunities where both associations learned from each other and recently collectively established the new program definitions of exchange programs, I say so because the person responsible for the same was the local committee President for AIESEC in Chandigarh in the year 2008.

Another example, when AIESEC was Pakistan was found, the then MCP of AIESEC In India was instigated and questioned by a new recruit regarding the outreach of the organisation at an induction conference through a meaningful conversation, only to make Kartikeya Sharma realize that he had to give more back. He stayed back as the MCP for a second term and expanded into Pakistan, making it an entity of AIESEC in India. A mere conversation made him realize the opportunity at hand to give back more making way for the formation of a realm where he could do justice to the people under him and their thoughts, the same environment, the same realm happens to be the environment wherein AIESEC In Pakistan today stands.

AIESEC in Chandigarh, the year 2013 is the year which will give the shift and direction to the jump year of 2014 so as to make 2015 happen. The year screams of possibility and calls for collaborative avenues, “realms” which can redefine what has happened in the past only to enhance the same owing to the new possibilities we have as an AIESEC in India entity, also because of our past, but also the future which we definitely hold. This is the year when we embark upon our journey to fulfil a future of sustainable prosperity, defining an everlasting healthy and successful local chapter.

AIESEC in Chandigarh, I shall take this moment to signify our shift into “A New Realm” making way for limitless possibilities which will define our journey towards “sustainable prosperity”.

Abhijeet Singh “A New Realm: Possibilities toward Sustainable Prosperity”

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 SECTION B | Personal Information Full Name Date of Birth Address Mobile E – Mail

ABHIJEET SINGH 01st July, 1991 House Number 1754, Sector 23 B Chandigarh 91-9464953077 Abhijeetsingh34@gmai.com

Academic Achievements and Qualifications 

Bachelors of Engineering, B.Tech, Rayat Bahra Group of colleges, Distr. Mohali Third Year Computer Science & Engineering

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Class 12th, Shishu Niketan Senior Secondary High School, Sector 22, Chandigarh 69% - PCM, CBSE Board

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Class 10th , Government Model Senior Secondary School, Sector 16, Chandigarh 87%, CBSE Board

Additional Achievements and Experiences 

Completed Training and Development course in Programming Languages, from Infratech Ltd.

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Various accolades in art and craft in high school and Senior high.

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Sportsmanship values and ethics through playing various sports including roller hockey, field hockey, and Football.

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Shortlisted in Science Olympiad from the city level in School.

Skills Software Internet MS Office Designing C, C ++

Package All Publisher, word, excel, power point Adobe photo shop, Picasa Good skill level

Interests     

History Management, HR and Marketing Football, Level – Crazy!

Computer Gaming Enthusiast Love for food!

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Section C | AIESEC Experience 1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your contribution/performance, as well as the main learning you derived from each role.

Exchange Coordinator | Development Sector February 2011 – June 2011 I joined this organisation in my first year of college as an exchange coordinator under the development sector. I lived the initial phase of my AIESEC career working for basic exchange operations, such as raising and matching, wherein appointments in Shimla & Dehradoon were part of everyday schedule. Thoughts of LC representation at a national conference was a supposed reward for all the hard work, later on realized the purpose through outcome of collective efforts. The experience was instrumental in shaping my understanding regarding the nature and people of the organisation.

It was when; the fascination grew immense and stronger.

Key learning: Working as a Team member, Accountability and Responsibility, Basic Exchange Processes, Team Ethics, Hierarchy & Workplace ethics.

Team Leader | Project ASK June 2011 – August 2011 The inculcation of the organisational values and active participation made way for more challenging opportunities. The first of the most important experiences that I had in the organisation came in the form of an LC run project wherein I delivered the project in cooperation with schools of the tri-city, accountable to experience delivery of nine international interns from 5 different countries, along with a team of 5 AIESECers, one being my previous team leader. The experience includes a few weeks role of the QTF head for the LC, setting up and handling 3 trainee houses and their immediate requirement. This being the most self-reflective time being spent in AIESEC, owing to the people to whom I got connected, is when my fascination began with the social sector around the possibilities and vision for socially relevant projects and our contribution towards the same.

Key Learning: Exchange & Logistical Management, Crisis Management, Team Handling, Reception & Engagement activities, Program Delivery.

Team Leader | Projects August 2011 – December 2011 This phase defines when I decided to take up further responsibility by doing a re-term as a team leader for 3 different development sector projects. I was given new members to train and develop, in order to frame out leaders for the times to come. This time laid basis for understanding and means to overthrow practical implications in a progressive environment, which made me realize my own shortcomings as a leader as well as a team player. These times were full of varying emotions and subsequent learning, realizing the same, making way for further opportunities.

Key Learning: Organisational evolution, Strategy making and implementation, Portfolio evolution, Leadership development.

Facilitator | RLDS 2011 February 2012

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 The experience wherein me and my team was collectively responsible for the induction management of near 350 new recruits from all over the North-Eastern region of the country in an intended ambience and environment which directed them to dissolve and then discover themselves, accounting for their first team as well as leading experiences laying base for the initial AIESEC experience. The 5 days spent took me back to my own induction conference, replenishing my AIESEC experience.

Key Learning: Conference Management, Induction Management, Training and education, Leadership development, Defining Hierarchy and workplace ethics.

Vice President | Non Corporate Relations 2012-2013 The year 2012 has replenished the purpose of leadership, making passion, behaviour for the leaders of the local chapter, thus performance inevitable. The year has been nothing short of a lifetime, watching over all the small big moments lived with people who will remain close for the rest of my life. I went on to manage exchange for 4 societal development projects and managed to leap ahead of my half yearly targets, contributing leaders to the organisation with the highest retention rate among all departments achieved through high level engagement of all members in different LC opportunities such as task forces and Event/conference OCs. The portfolio contributed towards exchange and financially sustainability, thus eradicating loose ends and financial miss-management.

The portfolio suffered several hurdles in program delivery and stakeholder management throughout the year, thus proving to be a bottleneck in external & internal positioning, which has been a major failure in my term. The same has made me realize the need for immediate action steps for the development sector in order to capitalize the present market and act as an enabler rather than burden. The term has been instrumental in my understanding of the people around me, the people who run this organisation, making myself more aware. The thought developed and changes made to the psyche will always remain to enable myself for the better.

Key Learning: Organisational Sub-Systems, Sustainable Development, Financial Management, Planning & Strategy making, Facilitation and Training, Human Resource Management, Leadership and inter-personal development.

2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each) Some of my key achievements are: 1. Financially Sustainable Projects: When I took up the responsibility for the portfolio GCDP ICX, I was aware of all possibilities where even a small financial or policy missmanagement could have proven disastrous for the LC itself. All steps taken towards project delivery of all projects under the program were highly calculated and financial implications rendering loss were eradicated through review in cost structure of the program regards to monetary input from all stakeholders. The program was made financially sustainable through exchange income from interns as well as clients. This has been a major achievement not only for me but the LC as a whole, wherein, we still managed to pull off high volume of experiences in the social sector besides financial implications.

2. Crisis Management: From the early days of my Team Leader term to the day I became a vice president, I have actively taken part in crisis management owing to human error as well as due to the nature of the portfolio I belong to. This being a consistent process has made me realize my expertise in the same and thus I regard it as a key achievement of my AIESEC Experience. It involves trainee house management, financial management, logistical

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 management and people management. I certainly have become more methodical and structure oriented when approaching problems of any degree.

3. Ethical Leadership: From all the things I have learned in this organisation, whether management or skills, the ethical nature of leadership which this organisation possesses is unmatched. It is the pure and genuine intentions that drive the ergonomic engine of the organisation, which exists by the virtue of genuine people who are there in the local chapter.

AIESEC in Chandigarh is one of those LCs who have defined ethical and genuine leadership for the AIESEC network providing value based thought leaders throughout. I consider myself lucky to belong to AIESEC in Chandigarh for the same. Throughout my leadership term, I have inhibited the factors governing the ethical nature of leadership, which has shaped me as a leader, follower and a good human being, which has been the most important key learning for me past 2 years.

A few avenues where I could have done better: 1. Sustainable Growth & Experience delivery: The Portfolio of GCDP ICX has gone through considerable reviewing in terms of financial policies and cost structure, which has deemed us financially sustainable. But, financial sustainability has failed to drive to growth in the portfolio itself due to miss-management of stakeholders and lack in policy making and standardizing procedures which led to inefficient experience delivery. I am happy that we did actually outsource accommodation and make the portfolio financially sustainable but lack in setting up processes and systems for sustainability has led to this failure which I account for.

2. Time Management: Since the time I have joined AIESEC, I have had a hard time in balancing my work and the rest activities. It has showed up several times with my parents pointing it out, suggesting to act upon time management and self-control. Recently, I have realized the same and started working towards it making myself more accountable to meet deadlines and expectations from AIESECers, friends and family. The same has proved instrumental in helping me spend my time better in a structured way so as to maximize avenues wherein I can fully balance my life.

3. List the Local/ National/ International conferences you have attended and in what capacity.

Conference

Regional Leadership Development Conference May Local Congress Summer Regional Conference National Strategy Conference October Local Congress National Leaders Summit Regional Youth Leadership Conference March National Conference May Local Congress June National Conference National Strategy Conference October Strategy Conference

Year/Location

Role

2011/Indore

Delegate

2011/Parwanoo 2011/Shimla 2011/Silvassa 2011/Shimla 2012/Kolkata 2012/Amritsar

Delegate Delegate Delegate Delegate Delegate Facilitator

2012/Agra 2012/Parwanoo 2012/Jaipur 2012/Hyderabad 2012/Shimla

Delegate Facilitator Delegate Delegate Facilitator

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh. How do you think other members on the team would evaluate your contribution to the team & LCs organizational direction?

“We must all hang together or most assuredly we shall hang separately.” – Benjamin Franklin My executive body experience with the EB – “Roobaroo”, has been worth a lifetime where I saw different individuals, myself included, coming together to serve the vision of our leader but certainly will leave as a team, a group of individuals with whom I share stories of our becoming. The values and the traits I proudly inhibit today are the consequences of experiential learning gained through shared ideals as well as conflicts within this team. Each individual consisted in the executive body has given me something to learn about work as well as life. Their contribution in their own spheres has led me to belief when all hope was lost and ideals established, at different times, helped me discover myself, my own motivation and purpose in the organisation. Each story is an inspiration, only to come together, collectively becoming bigger than our individual selves, is the story of the LC for the year 2012.

We have managed to evolve in several areas even after several practical implications, implications which challenged the base of the organisation namely Infrastructure, Finance, Membership and even Leadership. There has been a collective effort with utmost sincerity and accountability towards the local chapter, a true defining sense of ownership in the executive body. This environment has made me more responsible towards expectations of different people, alongside my own expectations. The experience has been full of learning, leading to understanding the purpose of existence of the organisation in the local reality generating the drive to establish the dream, through passion and consequent performance.

Other members on the executive body view me as a reliable person available at all times when required, professionally or personally. They know of my commitment for the local chapter and the portfolio I am currently handling. My contribution to the team is the impact generated through my portfolio, which is considerable along with intellect support to conversations surrounding strategy and decision making. Regarding the organizational direction, EB members know of my understanding and ambition regarding the future of the local chapter.

5. What are your three basic Learning/Values for life, which you have derived through your AIESEC experience? (Answer objectively) Three Learning aspects/Values that I have derived through my AIESEC Experience: 1. Respect & Culture: To respect everyone in and around your vicinity making way for better personal understanding and meaningful conversations to take place. This has allowed me to grow as a better human being in life providing a clearer picture regarding the nature and intent of people around me. It is a more personal learning in all prospects of life which is now embedded in my value system. The value system build on respect of individuals in a specific environment makes possible healthy relations to prosper and thus makes way for culture to flourish. This has made me realize the importance of being communicative with my parents eradicating inhibition and to understand their perspective about the life I currently lead.

2. Personal Integrity: What I have learned from my previous leaders in the organisation is the organisation’s effect on my evolution as a person regarding values that make me worthy and effectual in the world full of challenges waiting to be stepped into. Personal Integrity or completeness, as how I would define it, has been the major factor on which I ought to scale

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 the change in myself in the past 2 years. It is one of those values, which people can only develop after considerable experience in life and in a certain field, has come to me in bits and pieces, collectively considerable, only because of my experience with AIESEC in Chandigarh.

3. Purposeful Actions: There can be times when one might lose all logical sense and starts following the rat race. Being an engineer, I have been part of such caravans, taking pride in defying purpose and being more oriented towards results. In the end, there are endless numbers of people out there who cannot see beyond their physical vision. Such attitude is explainable by the lack of intuition. The reason I joined the organisation is completely different from the reason I stuck to it, which is the intuition of me not doing anything more culturally and socially relevant in my student life thus defining my purpose in the organisation. This came to me as a major learning in a time when my purpose was dwindling and will continue to shape my decisions and actions in the future.

Section D | Motivation 1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for this role & what makes you best suited for this role?

Before I start, I would like to share some thoughts which give a true sense of belonging and pride in what I do.

Prior to AIESEC, when one would talk about an everlasting experience, supposedly of a work experience in a certain community service or working professionally with an IT company for 3-4 months in regards to a summer training or of being present on a lively event with friends or talking of a certain someone famously known for a good deed, reminding one of his/her own deeds, making belief that life has more to offer, is all collectively what would be accounted for an experience. All of this accounts for familiarization regarding all aspects of a student life making it wholesome.

However, I believe for me, AIESEC has given a new meaning to the term experience; cause all of this combined isn’t even close to what AIESEC in Chandigarh has instilled in me past 2 years. The change instilled created a sense of achievement which makes me believe the world around me is considerably stagnant to what I have gone through in the organisation.

For every day I wake up, leave and then come back home, sitting in my room, trying to find reasons justifying my presence in the organisation, reasons to perform the balancing act between AIESEC and the usual turmoil of life. I find myself trying to cite out big changes in the life around me, in my college, my regular friends, my family and all that which holds the strings of the system, only to make myself believe that things around have changed a considerable amount making life a bit more interesting, but ultimately concluding there is nothing much that has changed besides one big element – Me. AIESEC in Chandigarh has made me go through everything which one can wish for and more, at a young age of 21. I do not believe in a destiny pre-defined for someone chosen for a specific role justifying completeness. But rather, I believe in the significance of a decision made to define destiny for oneself and that is why I chose to apply for the office of local committee president for AIESEC in Chandigarh.

Chandigarh & AIESEC in Chandigarh Chandigarh being one of the most beautiful cities in the country is also known for heaps of talent in the student sector, alongside being a growing business hub for Northern India. The near future will see growth in infrastructure and consequent rise of several organisations building into the city. For

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 all of this to happen, the city requires ethical leaders to take the next step forward. I foresee AIESEC to be the organisation that will help make about this change in our immediate environment. The local chapter has been creating leaders past 24 years, in efforts to fulfil the ideal nature of the organisation. It is time for the youth to take accountability and ownership of their immediate environment so as to culminate in sustainable prosperity in the near future for the city beautiful. It runs a chilling effect down my spine when I think of my prospective contribution towards the same and makes me want to give more to the same idea and vision. I want to lead the organisation and its membership towards the same ideals combined with the vision and principles of AIESEC 2015 maximizing avenues for the “butterfly effect” to take place!

New Horizons I have been a part of the phenomenon called AIESEC in Chandigarh from the last 2 years and always think about my next step, with time left on my side and ownership generating a burning desire to give back to the LC what it has given me, doing justice to its past days but defining new horizons and possibilities for the future, which it holds in a changing AIESEC network, challenging conventional styling and direction of the organisation leading into a future which will culminate itself in being one of the most impactful organisations to exist. I feel ownership to lead the local chapter into the much discussed ideal state. The desire is to define sustainable leadership for future prosperity, for what influence AIESEC in Chandigarh has on me, I want to generate the same on the present organisation and the people which it is made up of. For someone truly stated: “Leadership is about one life influencing another!”

The organisation has done a remarkable job influencing my life and led my being into a truly new and aspiring self. It is time for me generate the same influence and lead AIESEC in Chandigarh towards its ideal nature.

Qualities required which make me suited for this prestigious position: Intuitive: The organisation vision and the change in approach requires a leader who can foresee change and implement new strategies in order to establish and setup new fundamental strategies in a changing yet progressive environment. The attainment of 2015 and the role played by 2013 in the same requires intuition and risk taking attitude towards new opportunities culminating in loosing inhibition only for the better. AIESEC in Chandigarh requires new possibilities, and that is exactly what I envision.

Ethical & Purpose Driven: My leadership attributes are ethically driven due to my own personal beliefs and also by the virtue of the local chapter itself. Ethical leadership and purposeful actions is what sets AIESEC in Chandigarh apart from the rest, I would want to take the same forward as it defines the roots and the origin of the local chapter, much like the essence of a supposed organisation.

Passionate - Committed: I am passionate and committed towards my contribution and place in the local chapter; my decisions are solely intended to contribute towards the betterment of the local chapter. I am passionate regarding my work and committed to drive success. This might be very common amongst many, but very important otherwise and I truly believe in the same.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 2. Describe your future short-term and long-term career and personal goals. How do you expect an LCP term to help you achieve these goals and why now?  



Short Term Be Local Committee President for AIESEC in Chandigarh.

Complete my engineering degree in May 2014.

Do a short term internship as a HR associate with a well-established company.

 

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Long Term Complete Post-Graduation in management from a well reputed college.

A social business formulation around community service, a start-up.

To walk on 6 continents.

The above mentioned goals are very practical and align to what I have been doing in AIESEC. Currently, I am pursuing a bachelor’s degree in Computer Science Engineering. I would want to go forward with a Post-Graduation in management studies under a certain program besides operations.

The most likely programs which I might choose is HR or Marketing as it would involve my incubation as an individual who would later want to establish a social business. My desire to establish a social business has generated due to my experience with the organisation and particularly due to my portfolio. A social business would involve all the practical skills which I have learnt here and an entrepreneurial outlook which I have been gaining consistently since I joined. Leading AIESEC in Chandigarh next year will give me the true experience of leadership along with knowledge enhancement guiding me through hurdles which I might face later and the learning will build the path for me to achieve my personal and professional goals in life.

I wish to apply for LCP now at this particular time as I have found my reason to do so.

3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or otherwise). Ideally, how much time should an LCP give to his role?

I am currently in my third year of engineering, wherein, the only time commitments that I have is attending college and the mid-semester exams along with the main semester exams of June and December next year. Apart from this, I have no substantial time commitments.

As a Local Committee President, one is ideally supposed to be present for the Local Chapter every hour of every single day throughout the whole year. The LCP is the face of the local chapter, responsible for representation wherever and whenever the LC requires.

4. What are your three most substantial personal accomplishments (non-AIESEC), and why do you view them as such? Provide a candid assessment of your strengths and weaknesses.

The 3 most substantial personal achievements as an individual are as follows: 1. Creativity: Since I was a child, I have shown a creative streak in whatever I have taken up, the same attribute has made me worthy of many notable awards and recognition in my senior as well as high school days. Imagination and putting the same down through paint, storytelling and anime, all collectively made me immensely interested in films and concepts behind them. The secret dream is to be a cinematographer and also write a script in the long run. Until then, my creative side shall remain to be helpful on different fronts.

2. Sports: I have been a good sportsman from the earliest of days of whatever I can remember of life. Earlier winning various accolades in Roller-Hockey, then moving on to play field hockey for a city based team and finally football. Sports behaviour has taught me a lot

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 about discipline which had vanquished for a major period but has started to reminiscence recently due to the need of time management in AIESEC. 3. Academics: I have been a good scorer in academics and have been academically sound in most stages of my student life. I managed to score quite well in my board exams which made me more bend towards the field of science and technology. I was also shortlisted from my school for science Olympiad. Have received numerous accolades in education in school days.

Strengths Weaknesses  Embedded leadership qualities  Introvert being  Adaptable  Idle nature  Logical and fundamentalist  Decision making  Optimistic

5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want to leave behind? Also, frame a mission statement for the LC for 2013.

Vision “First choice organization for delivering high volume of excellent stakeholder experiences through physical and virtual platform around the world. We are known for engaging and delivering socially responsible, culturally sensitive and entrepreneurial leaders around the world who create a crossgenerational impact on the society.”

I would want to leave behind a legacy of sustainable prosperity for the LC. “Our mission is to create purposeful thought leaders driven by values and passion who strive for delivering happiness to all stakeholders.”

6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in it’s current state.

Leadership style consists of many sub elements but i would explain mysefl to be an intuitive thought leader, having a varied set of principles and values to that I live by, generating thoughts among the people that I lead. I tend to learn from my mistakes and learn from others consistently, this is a major aspect of my leadership style. I have learned and lived in AIESEC in Chandigarh to develop and learn more about my leadership style, and that is one of the core reaons to why I have applied.

The style best suited for the local chapter currently would be that of a strategic leader taking the organisation near its goal, by exhibiting growth in all programs, taking the local chapter to newer heights and defining success across all portfolios proving to be a breakthrough Section E | General Questionnaire 1. Make an analysis of AIESEC’s key competitors in the region (Local Chapter Geographical region) and what challenges they present to AIESEC and what can we learn from them.

Comparison and Competition The AIESEC descriptor states, “The international platform for young people to explore and develop their leadership potential.”

The vision of AIESEC vision states, “Peace and fulfilment of humankind’s potential.”

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 There are various organisations in the geographical vicinity that hold a similar goal in their endeavours to exist and grow. Most of the organisations are not wholly student run, but are majorly established as well as controlled by different universities, but with the same name indicating a network with common goals and subsequent operations.

Product

Formed Vision

AIESEC Integrated Leadership opportunities, International Exchange 1948 Peace and fulfilment of humankind’s potential

Enactus/SIFE Social Business Project competitions on National/Global scale, International Exchange 1975 To enable progress through entrepreneurial action

Scale

Rotaract Learning experiences under social/community service 1968 Global effort to bring peace and international understanding to the world 7300 rotary clubs across 150 countries Community service club

Over 2400 universities Presence across 39 across 113 countries countries worldwide Organisation Not for Profit, Not wholly student run, type independent, non-political dependent and run by students Membership 86,000 62,000 1.2 million The above table signifies the nature of the three comparable organisations, concluding a comparison stated true only to establish the similar sense of vision and the nature of the 3 organisations as some part in all three, accounts for societal development through volunteer programs among the youth.

There is no organisation that competes with AIESEC in Chandigarh in terms of the products that we provide to the external environment as most other organisation doesn’t have products to offer to an external environment. One such organisation who does provide international internships is SIFE/Enactus, but only for internal operations with a minimal external relevance. Following is the comparison.

AIESEC in Chandigarh – SIFE: 

AIESEC in Chandigarh belongs as an entity to a student run non-political, not for profit, independent international office.

SIFE is partly student run, dependent organisation, with an international Boa from the corporate world governing the international body.  AIESEC in Chandigarh is an integral body representing a single entity registered under a national office.

SIFE in Chandigarh is present as a network within different institutions of the city, with no integral body representing its city brand.  AIESEC in Chandigarh has major products to offer to all sectors existent in the market namely the student sector, social sector or the corporate sector.

SIFE is more of an intended environment wherein social projects are implied and kept under development and incubation only to test against other social projects from other countries.

It does have an international exchange programme but only for internal operational purposes, thus not catering to any kind of market.  AIESEC in Chandigarh is existent in the local reality from the 24 year and has a considerable hold and brand in the city beautiful.

SIFE on the other hand is new to the youth.

Conclusion:

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Our goal, our vision, our nature and the possibilities the future holds for AIESEC in Chandigarh as endless as there no comparable organisation which provides the 3 simultaneous products to the external environment as well as to its membership, which are: 1. Integrated Leadership Development experiences 2. International internships 3. Global Learning Environment AIESEC is currently the only organisation in the geographical vicinity of Chandigarh to provide the following three products simultaneously, thus establishing no comparable competition of the organisation in its current form.

2. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth Organization in 2015? In context to this, how will the year 2013 count to the progress to the same?

As an international youth organisation, AIESEC will play the following role in Chandigarh in the year 2015: Our role

Images-Future Agent of positive change Societal Impact

AIESEC in Chandigarh will play the role of leading agents of positive change, which will be the youth of the tri-city.

An organisation implicating immense amount of positive impact through its several societal projects

Sustainable prosperity

AIESEC in Chandigarh leading the city and its surrounding into a future of sustainable prosperity.

Global Solutions

AIESEC in Chandigarh providing solutions to corporate giants bridging gaps between organisations making way for collaborations maximizing growth in brand impact.

Cross sector collaborative environment to ensure a learning environment for the stakeholders engaged with AIESEC in Chandigarh.

An organisation as a provider of the best talent pool from across the globe culminating in elevation of the city’s corporate stature.

Reaching out to more and more people, making impact equal for all, thus establishment of a common youth voice across the geographical vicinity.

AIESEC being the most credible organisation cited for culturally relevant international exchange programs, making way for global leaders to emerge from within the city beautiful.

Collaborations across sector The world: A smaller place Outreach to impact Enabler in International Experiences Global leaders

Relative vision POSITIVE IMPACT

FIRST CHOICE PARTNERS

GLOBAL YOUTH VOICE

Providing Team member and Team leader opportunities for integrated leadership development.

The year 2013: The year of 2013 is the year when we lose all inhibition and define the way forward for the local chapter, for the year 2015. It will be the year when AIESEC in Chandigarh will require new

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 possibilities to define itself as a breakthrough organisation in regards to relevance in the city and also its internal processes and resource development as well as management for sustainable use.

The year will be oriented towards setting the base for AIESEC 2015 and defining our “roots of success” so as to achieve the “images of the future”. We shall sustain everything we already possess and grow taking risk into account minimalizing factors which might contribute towards unsustainability of any kind in any form. The year is a phase shift for the organisation, which shall see sustainable growth across all portfolios making way for a bigger and better 2014. All of this shall define our road towards 2015 as an entity aligning ourselves to the national association establishing sustainable benchmarks.

Section F | LC Administration 1. List down the different aspects of the job role of an LCP.

Executive Board Management Governance & Accountability Representation Strategic Direction Administration and Operations

Responsibilities & action steps:           

Legal representation along with the VP F along with final responsible for legalization and auditing.

Final responsible for reporting to the national association ensuring alignment and implementation of yearly plans driving efficiency and accountability in operations.

Responsible for direction and development of the strategic and operational aspects of the local chapter.

Flow-down of National and regional strategies along with execution if local strategies and defined term priorities.

Review and ensuring following the National compendium.

Management to ensure local BOA support and formulating strategies for the same.

Overall responsible for the AIESEC experience of every member of AIESEC in Chandigarh.

Overall responsible for flowing down the key culture and reviewing the same.

Representation of the local chapter at the local, national and international level, along with all kinds of external representation, including forums, events etc.

Leading and training the executive board for efficient execution of yearly plans.

Review and bettering the EB performance.

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

2. Analyze the trends of the past three years (including 2012) of AIESEC Chandigarh's strategic direction (include performance & culture). How do you see the organization direction of AIESEC Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2012.

2010 – Elevating to greatness After defining growth numbers for AIESEC in India in the previous year of 2009, AIESEC in Chandigarh started its journey from being good to great, going beyond physical vision and implementing new strategies that would help in sustenance and growth across all major programs.

The Local chapter saw an ever strong culture and ownership in the general and management body, which was evidently visible in local gatherings and official forums. All of this led to a highly motivated membership and consequent performance. Quality problems in the start of the year carried on from 2009, which were taken care of by strong and strategic implementation of quality management plans and launch of internal marketing campaigns such as “Sab theek hai”, which defined the concept of internal marketing for the AIESEC network. AIESEC in Chandigarh contributed to the National association by legislating AIESEC in Jalandhar at JNC’10, as well as expanded in new market under growth strategy for OGX defining the way forward for local committee development for the year to follow. Pocket recruitment concept was started, and good recruitment was followed throughout the year. AIESEC in Chandigarh grew in several programs, contributing growth strategies and global leaders for AIESEC in India, and finally got recognized as the best local chapter in AIESEC India network.

2011 – Dream unlimited The year was set off with AIESEC in Chandigarh being looked up-to as a pioneering local chapter in the international network. OS evolution in certain portfolios led to efficiency and better results at the local chapter level, as well as making way for certain portfolios to evolve through the same in the coming future. The biggest recruitment ever for AIESEC in Chandigarh was carried out, and conceptualization such as associate membership and alumni relations was introduced. The year saw several leadership opportunities for the membership, integrated as new MB roles, task forces and manager positions in Exchange support. The internal brand of the local chapter was tremendous throughout the year with many CEEDers accepted to the LC. The local chapter hosted 1 regional and 1 National conference in the year, with good ER funding supporting the conference experience for the delegates. Financial management was poor in the local chapter, owing to delivery in ICX and certain LC processes. The year saw sustenance in programs, without absolute growth, alongside decent management of exchange support functions. AIESEC in Chandigarh was recognized for certain contributions to the national association but did not capitalize on its huge potential as a local chapter.

2012 – Purpose.Passion.Performance The year was framed and dreamt as the year of defining the lost purpose of AIESEC in Chandigarh, fuelling passion thus making performance inevitable. The initial period saw heavy financial implication upon the local chapter with hurdles requiring overcoming for delivery of high volume stakeholder experiences. We managed to outsource the ICX accommodation without spending even a single penny from the LC resources. The recruitment carried out throughout the year made way for strong and passionate membership, empowered through Lcongs and official forums. AIESEC in Chandigarh took process management to the new level with immense growth in Talent management processes and resource development through other exchange support functions such as MIM and F. The Local chapter saw a substantial growth in the LC culture, accountability and MB behaviour post

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 JNC. The learning environment established made way for formation of new set of ethical leaders in the local chapter recognized through efficient tracking processes laid down by the Talent management and IM. The year saw efficient use of financial resources alongside cost cutting across various avenues, to bear and develop towards the repayment of external and internal debt. Best case practices for recruitment and implementation of pilot projects, resulted in excellent synergy across all exchange support functions. The year has been about defining the purpose for the organisation, passion being a reciprocated factor expected in return from the LC membership, made way for performance. With the AIESEC in India network coming together as ONE AIESEC INDIA, hereon, AIESEC in Chandigarh requires new possibilities for itself to recognize and identify its path towards 2015 and actions steps involved in the same.

The next 2 years: Year 2013: The year 2013 will see absolute yet sustainable growth across all major programs, except the social sector, increasing impact outreach as well as enhanced quality of stakeholder experiences culminating in better brand acceptance for the year to follow. AIESEC in Chandigarh will contribute to formation of 2 MOPs-Member on Probation, thus contributing in enlarging the AIESEC in India network. Focus will be carried forward from the present year towards resource development and judicious utilization of the same, creating resource powerhouses for a secure and sustainable AIESEC in Chandigarh. The exchange support functions will cater to ELD growth through several pilot projects benefitting establishment of systems for synergy and inter-relation. The year shall define sustenance along with growth and development of programs and functions laying a strong base for the quantitative shift required in 2014.

Year 2014: The year shall capitalize on its secure and sustenance strategy, benefitting from the year 2013, shall grow holistically across all programs supported by the exchange support functions.

Synergy contributing to ELD growth will become a defined process through various systems setup in 2013. The will be the year when we make the quantitative shift towards 2015, yet sustainably, contributing to expanding the local realm as well as AIESEC in India.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 The following is the SWOT for AIESEC in Chandigarh for the year 2012: Membership Strengths

Weaknesses

Opportunities

Threats

Growth in TMP/TLP due to Expansions.

Inefficient February recruitment.

Leadership opportunities.

Improper engagement avenues.

Increased credibility due to external involvement.

Exchange/member ratio lesser than ideal.

Timely and planned recruitment cycles

No office culture and improper team experiences.

External involvement in recruitment and training.

Brand acceptance due to improper understanding amongst youth.

Purpose driven membership Diverse set of membership from various colleges.

Lesser accountability and commitment to results in Q3.

Increasing Ewa through LEADin & AIESEC Beta

Mechanical workplace.

Business Development through Recruitment for revenue generation.

Inference: The membership has been stagnant regarding exchange due to functional LC activities in the first quarter related to EB settlement and Recruitment. Lcong and OSC helped heaps in binging in accountability and structure to membership approach towards exchange, alongside Talent Management contribution towards training and education as well as R&R systems driving growth.

The sphere of improvement in external involvement in recruitment and training to drive growth in business development through perpetual revenue generation models is immense and will contribute towards better brand acceptance of AIESEC as a volunteer organisation in the city youth in the coming times.

Leadership Strengths

Weaknesses

Opportunities

Threats

MB engagement on high levels; MB summit, MB as responsible for GBM resources.

Unstable MB throughout the year.

Integrated Team experiences & Leadership experiences

Skewed culture and issues revolving around the same

MB; perceived as a team rather than a selective group network MB training and education for integrated team experiences among portfolios.

Huge number of leadership opportunities

Loose ends in team experiences among portfolios Negligible commitments to results Decreased accountability in Q3 Lack of a consistent review mechanism for leadership No transition plan for middle level management.

Possibilities Toward Sustainable Prosperity

Leaders on Exchange; X+L

Lack of accountability and commitment to results

National and International Opportunities Good pipeline due to immaculate August recruitment

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Inference: Leadership in the local chapter has been less aspiring, due to imbalance in the MB as well as instability in the first 3 quarters. There has been lesser accountability towards team experiences and defining team structures based upon TM processes. There has been a lack of a transition structure for middle level management which has contributed to unsustainable projects and teams. There is a need for a structure involving member education standardizing operations for certain portfolios as well as structures involving transition and team shifts, in regards to gaols and objectives.

Exchange Management Strengths

Weaknesses

Exchange knowledge and processes setup amongst EB and MB

Loss of clients as well credible Capitalization on the partners for exchange and Exchange Website events due to inefficient CRM Standardizing member Ineffective market research education on and improper approach exchange processes strategies through IM

Market acceptance due to bad branding

No capitalization on IM as a IR tool

Membership and leadership knowledge

Specialized recruitment for Exchange workforce Pilot Projects contributing to ELD post Q2; OGX Functions driving sustenance in ELD; post Q1, GCDP ICX and GIP ICX

Member education on Exchange processes No office culture and learning environment

Opportunities

Internal Marketing as means of IR generation

Threats

Recent competitors, local talent providers Market retaliation

Task force structures to maximize exchange focus

Inference: The exchange processes for different programs under certain portfolios saw growth but were not sustainable in driving growth in themselves, due to poor experience delivery and improper market capitalization – GCDP ICX. The portfolio GIP ICX saw negligible market capitalization in terms of lesser dimensions to add to the city’s corporate operations, alongside weak IR tool capitalization.

OGX lacked overall growth due to lack of synergy in the first 2 quarters, but came back due to integration of OS evolution into recruitment team of august as well as MIM and Talent management driving growth in the same. Expansions saw establishment of Dehradun, which contributed considerably to the growth of the LC. The LC now enters into a sphere where exchange management function will drive growth in the Programs, with effective synergy with exchange support functions through OS evolution in SU’s.

Financial Systems and Infrastructure Strengths

Weaknesses

Opportunities

Threats

Constant Review of financial implications

Overdue receivables

Product packaging & BD-Program synergies

External and internal debt

Effective cost structures and revenue streams Applying Financial models internally

No office space and learning environment Inefficient management – Outsourcing project Lack of financial models

Possibilities Toward Sustainable Prosperity

Office space providing learning centre

Ineffective Auditing Lack of a legal advisory

Sustainable learning resources through IM

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Outsourcing Project

catering to external word

Member Education of Financial Sub-System

No Product packaging No defined SOPs and sustainable learning resources

Integrated Finance team/department External legal advisory throughout the year

Inefficient CRM Inference: AIESEC in Chandigarh is currently under an external debt to the National Association, because of the same, many cost structures were reviewed in the earlier part of the year and also, revenue generation was a focus through events and synergies between programmes and the BD cell. The year has been a success considering we have paid off a huge amount of the internal debt, and have formulated a repayment plan in regards to the whole repayment to take place. To take the same forward and also to revolutionize the portfolio, financial sub system needs focus carrying forward what we have learned this year, adding innovation constantly, to improve the financial and infrastructural systems of the local chapter, both being the two major pillars of any organisation. *Refer to Section G & H for a full depth review of Programs and Functions.

3. What focus areas do you propose for AIESEC in Chandigarh in 2013? Give action steps that will contribute to these focus areas.

The following will be the focus areas for the year 2013 for AIESEC in Chandigarh: Financial Sustainability driving growth 

Growth strategies of all programs will be reviewed upon financial implications eradication financial miss-management among growth plans of every portfolio.  Cost Structure and possible Revenue generating models from all stakeholders will be implemented in each program.  Financial plans and budgeting will be included in plans regarding every small big project/event of the LC.  Business development cell will define the sellable value of each product under all programs and functions, reviewing cost structures, defining value proposition and selling point, working with the marketing team to capitalize on the same.  Formation of an investment system defining investment requirement for growth under each program.  Investment tracking and research team headed by the VP F, calculating inflow and outflow of all business models of all programs, ensuring investment drives growth.  Financial review of all programs and functions.  Member education and formation of sustainable education resources through IM. Leadership development through Integrated Experiences  



Talent capacity driving growth in ELD programs, making way for better systems to evaluate and review performance of membership and leadership roles.

Leaders on exchange, driving growth and culture through their own experiences, will make way for inspiring leadership in the local chapter, bringing back the X+L phenomenon in outgoing exchange.

Integrated dual header or triple header experiences among the membership, catering to high volume of excellent AIESEC experiences.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 

LEAD workshops and external involvement in training and education of members of AIESEC in Chandigarh.  Promotion of CEEDership programs, through investment in OGX, catering to driving growth as well as integrated experiences.  Inculcation and leadership development modules for all international interns, using the same as a HR resource to drive operations of the LC whilst giving integrated experiences.

Business Development through Effective Stakeholder Management      

Client Relationship Management and action steps to curb problems and indifferences between clients and AIESEC will be a major focus area.

Identification of synergy and setting up of synergy plans and action steps for products under all programs and functions for product packaging.

Building avenues of collaborations for capitalization owing to showcasing sellable points of all products involved through marketing.

Client feedback mechanism under CRM, used to build better delivery system in regards to all stakeholders.

CRM responsible from each portfolio/department in the form of exchange support Team leaders.

Use of effective CRM techniques involving information management and PODIO along with follow up to the national update of the nationalized CRM tool, once launched will be implemented.

4. Please mention detailed strategies and action steps related to the Six Development Blocs of AIESEC India.

Exanding the AIESEC India Network 

Focus on Dehradun, helping mature as an official expansion for secure and sustainable prospects, when becomes an LC.  Focus on AIESEC in Thapar’s evolution as an entity, moving into the city, keeping the college administration as BOA.  Tapping into new markets with an OGX centric approach, making way for entities to form.  Prospective Expansion project for next year: Shimla, with the help of OGX based approach tapping into different colleges in and around of shimla, forming a network, incubating leadership through integrated experiences.  AIESEC in Chandigarh shall also take up MC initiated projects, which are IITs, IIMs and the prospective project currently is IIT Roorkee.

Legalization 

Legalization being an MC project, we shall only appoint one position to update the local association, which is the VP F.  We shall move towards an IM culture; through an IM based campaign in the LC ensuring storage, security and validity of all documents under all operational processes of the Local Chapter, culminating in validity and proof of our existence and the scale of operations along with security in case of legal audits.  A local legal advisory which can be instrumental in guidance towards our legal state, and help in reviewing documents and SOPs involving monetary exchange.

Colaborations across sectors  

Partnering with external organisations for better program value proposition.

Creating avenues through collaborations for better program delivery as well branding AIESEC in such enviornments making the organisation credible.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 

Multi-Dimesnion partnerships with clients focussing on creation of enagagement avenues leading to sales rather than direct selling.  AIESEC in Chandigarh shall collaborate with the government in 2013 so as to eradicate administrative intereference in performing our operations.  Collaborations with similar cause – driven organisations such as Rotaract, SIFE etc. for growing together.

Brand and Informaton Management 

External positioning of our brand through various elements of marketing will scale our market capitalization and consequent acceptance. AIESEC in Chandigarh will move towards external positioning of our every product, making way for BD to capitalize on the same.  Knowledge management involving safekeeping and constant propogation of learning resources regarding everything we do in our operations for sustainability through established Information management systems.  AIESEC in Chandigarh will focus on making the brand stronger creating avenues for the brand to thrive in and ultimately making the organisation credible.

Programme Delivery Efficieny *Please Refer to Q3 in Section G! Financial Sustainability Driving growth *Please Refer to the previous Question, Section F Q3!

5. Propose the organizational structure that you plan to follow for the next year including the middle level management, functional roles as well LC entities.

We need to create accessible and better experiences for the transformation of more young people by providing the right leadership development experience to young people thereby enabling development of their values and competencies.

For the above to happen, it is highly important to have a structure that is not limiting our talent capacity but actually enhancing it and helping us grow.

Organisational Structure for the Executive Board 2013

LCP

Strategic Body

Core Support Team BD, F, M, TM, IM, Expansions

Operations Body

Director TM

VP OGX

2 Directors oGCDP

1 Director oGIP

VP ICX

2 Directors iGCDP

3 Directors iGIP

The strategic and the operations body collectively will contribute towards being the Executive board.

The strategic body will define and work towards strategy based synergy formulation among the functions and the Operations body will work towards exchange based strategic direction of the local chapter.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 The Core Team – Strategic Body: The team will compose of operational heads of incoming and outgoing exchange along with the respective heads of exchange support functions and the expansions responsible for AIESEC in Chandigarh.

Operations body – The body will compose:  

Two Directors oGCDP, responsible for the city’s outbound as well as inbound market.

One Director oGIP, responsible for catering to the oGIP market for both inbound and outbound.  Two Directors iGCDP, responsible for all social development projects in the city.  Three Directors iGIP, with two directors focussing on the projects Eureka, Phoenix and Emerging India collectively along with one director dedicated to the education sector.  One Director TM handling the program part of Talent Management.

Introduction of Director TM: AIESEC in Chandigarh has seen immaculate TM processes and training in the current year, surpassing all previous highs, alongside development of TM centric Ewa Projects as well as an associate membership project adding to the organisation’s security by providing membership conversion whenever required. However, we were not able to drive the same through performance in ELD programs. The same can be accredited to the portfolio’s expansion and diversifying in a short period of time adding newer exciting yet challenging dimensions to the role of a VP TM. The local reality of our LC has given us enough evidence that the program and the function part of the portfolio require focussed yet equal attention. Therefore, I would like to add the role of Director TM under the VP TM, who will responsible for:     

Handling the Program part of the portfolio.

Heading TMP TLP management in all programs and functions.

Strategizing, developing and implementing Ewa centric projects under Talent Management.

Recruitment and induction management throughout the year.

Heading the exchange support task force, with exchange support Team Leaders, driving growth in ELD from within the department/portfolio.

Incoming Exchange  Director iGCDP

TL Project

TL Project

TL Project

 TL Exhange Support & DElivery

 Director iGIP

TL LN1

TL LN2

 TL Exchange Support & Delivery

  Director iGIP ET

 TL ET

TL Customer relations

TL Exchange Suport & Delivery

There will be two directors for iGCDP handing 4(Nationalized) + 1(Regional) + 1(New Initiative) Projects.

The Exchange support Team leader will take care of AIESEC Experience and Delivery along with the exchange support function on a dual role under the Director TM. The 2 Director iGIPs will handle 3 LNs namely Eureka, Phoenix and Emerging India.

The Exchange support Team leader will take care of AIESEC Experience and Delivery along with the exchange support function on a dual role on a team under the Director TM. The Director GIP ET will handle the ET prospect for the LC. All education clients will come under one integral head.

The Exchange support Team leader will take care of AIESEC Experience and Delivery along with the exchange support function on a dual role under the Director TM.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Outgoing Exchange 

The 2 Directors oGCDP will handle the inbound and outbound market.

The Exchange Support & Delivery TL is a Team Leader directly under the VP OGX and is one single person overlooking functional aspects of the OGX(GIP+GCDP) as a whole, and is also on a dual role on a team under the Director TM along with other Exchange support TLs.

Director oGCDP

 TL Exchange Support & Delivery

TL IR

TL UR

 Director oGIP  TL Exchange Support & Delivery

TL LN1

TL LN2

TL Alumni Relations

TL LN Education



Marketing 

VP Marketing



Social Media Manager

The Director oGIP will handle both inbound as well as the outbound market.

The Exchange Support & Delivery TL is a Team Leader directly under the VP OGX and is one single person overlooking functional aspects of the OGX(GIP+GCDP) as a whole, and is also on a dual role on a team under the Director TM along with other Exchange support TLs.

Marketing & PR

One Social Media Manager managing strategies, membership education on social media and managing official social media channels.

Marketing & PR: Marketing Strategies for ELD programmes, alongside managing direct Marketing, PR, online ads, event management and external representation.

Information Management 

VP IM

IM Implementation

IM Support

iGCDP

iGIP

KM

oGCDP

oGIP

IT

 IC

IM Support for each portfolio and the program part of TM, analysing and developing required systems and projects for the same.

Information Management Implementation Team, with knowledge management, information technology and internal communication, formulating strategies and driving efficiency through processes and establishment of IM culture.

TMP/TLP

Business Development

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 

Sales Team driving responsible for direct and indirect sales as well as prospective collaborations and tie-ups.

Delivery team responsible for delivery and tracking, and creating new avenues for collaboration.

AR Manager responsible for engagement and support from Alumni as well as ELD conversion from the same.

VP BD 

Sales TL

Delivery Team TL

AR Manager



Finance 

VP F

Cash Flow Tracking Team





Financial Management TL

Cash flow and management of receivables from all programs.

Financial Management team responsible for book keeping, handling infrastructure and banking.

VP F along with the LCP is the end responsible for member education on finance and legalization.

Talent Management 

VP TM

Director TM

Recruitment manager





TMP TLP & TM Projects Manager

 Talent Development TL

Associate Member Manager

The director TM will be responsible for the program part of the portfolio, heading TMP TLP management, alongside recruitment throughout the year as well as management of all major Talent management projects under Ewa such as GCDPx etc. He will be the head of a task force involving all exchange support team leaders, driving program growth and ELD conversion from within the departments.

Talent Development TL will be heading local training and development team as well as internal LEAD for the LC. The associate member manager will be heading the associate member project with a team of 3-4 members.

The VP TM along with the director TM, are collectively the end responsible for TM both as a function and a program, with the two representing TM on the EB on different hierarchical levels.

Training & Development Team|Internal LEAD

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Expansions

VP Expansions Expanison Manager





LCC



The expansion managers will be responsible for one expansion each, between the two namely, Dehradun and Patiala.

The Expansion managers are not in hierarchy with the expansion itself but only with the VP Expansions.

The Expansion itself will have EB/LB under the LCC, with membership underneath.

MB 6. Give your assessment of the role played and contribution made by AIESEC in Chandigarh towards the National Association? How should this evolve in the year 2013?

AIESEC in Chandigarh has been regarded as one of the most developing local committees; with ethical leadership embed into its membership, known for its strong and unique culture, pioneering success for the rest to follow. We are regarded as humble, passionate, unique yet aspiring leaders amongst the National association. We have been a role model for many Local chapters and their leaders. The local chapter has been contributing to ethical intuitive leaders to the National and international association consistently from several years now. We play a very crucial role in the National plenary in terms of our thoughts, ideas, values and principles. We are known for defying notions and emerging as ideal even with the worst of implications. Our actions define us as a success story aspiring AIESEC in India in its present as well as future.

The year 2013 will see a crucial role of AIESEC in Chandigarh in the AIESEC India network. We shall define collaboration across different local chapters, making way for common growth paths, leading the network towards ONE AIESEC INDIA. Our contribution shall include formation of two new MOPs – Member on Probations, expanding the AIESEC India network. We shall define the term “Sustainability” for AIESEC in India in regards to some certain programs as well as drive growth in the rest, owing to the same. Our process management and functional growth along with sustainable growth in programs shall define the ideal roadmap for LCs across AIESEC India towards 2015.

AIESEC in Chandigarh shall define new possibilities for local chapters across the international network.

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 7. Layout a synergy plan & accountability structure between different portfolios in the LC. How will you as LCP ensure you track common bottom-lines of two VPs? (Also consider LC Entities, EwA and LLC activities into account)

LCP

ICX

ICX

OGX

MIM

BD

TM

Finance

Expansions

Exchange development strategy, Brand ambassadors

Showcasing impact, Brand monitoring, brand education, KM, IM systems and tracking ELD growth, online and campus promotion, virtual database,

Product packaging, Project selling, Impact reports, MDPs Product packaging and selling, client networks for oGIP, Event promotions and partnerships

Manpower planning, TM processes, tracking and review,

Financial policies and budgeting, project feasibility and review

Client transition

Integrated experiences, assessment, X+L

Tracking Cash receivables, Budgeting, event handling Website and virtual platform budgeting

Matching and IR

In kind raising, event support, tracking receivables Membership investment, investment and R&R driving growth

Funding and collaborations

OGX

Exchange development strategy, Brand ambassadors

MIM

Publications, Media coverage, external communication.

Project funding, Learning partners

KM, recruitment, Promotion in tri-city.

Recruitment and event selling, talent sponsorships.

Proposal standardization, virtual platform as a product

TM

R&R, membership efficiency, CRM

Talent planning, preparation, integrated experiences

Recruitment and fund raising for events

Finance

Monitoring receivables, logistical solutions

Accounting, receivables, investment in CEEDs

Membership mailers, Updates, Virtual platform, media houses Survey budgets, publication partnerships

Budget planning, tracking cash flow

R&R, investment in CEEDs

Expansions

Client transition

IR

Collaborations, promotions, myaiesec.net

Funding and collaboration

Membership driving growth

BD

Newsletters, blogs , media

External Partnerships for revenue generation

Collaborations, promotions, myaiesec.net

Induction model, TMP TLP tracking

Monitoring investment and receivables Receivables and financial reviews

8. Give an activity calendar of AIESEC in Chandigarh for the year 2013.

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Activity/Project Promotions and Marketing – LDP & LEADin! Y2B

Annual General Meeting Recruitment Induction and Training

Impact week

May Local Congress Global village Balakalakar Promotions and Marketing – LDP & LEADin! Recruitment Induction and Training

Alumni Event OSC AGM Transition

Objective  To enhance external positioning before recruitment starts.  OGX Promotions  To enhance outreach and brand AIESEC properly  Revenue Generation  Yearly Plan ratification  EB 2012 Discharge  TMP-TLP opportunities  Manpower planning for the LC operations  Induction and training of new membership regarding exchange processes.  Membership settlement & culture formation.  To position the social sector as a product before the summer cycle.  Revenue Generation  Impact and showcasing  Alignment of goals on all hierarchical levels  Increasing outreach through international Product – Exchange  Direct Impact  Revenue Generation  External Positioning pre recruitment.  OGX growth and ELD Conversion  Manpower planning and allocation  TMP-TLP Opportunities  Induction and training into exchange processes  Membership settlement & culture formation.  To engage and develop/capitalize upon the Alumni network  Alignment of goals on hierarchical levels  Strategic direction  Annual elections  Transition into 2014

Possibilities Toward Sustainable Prosperity

Timeline January – February

January

January February February – March

March

May June July July

August September – October

September October November December

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 9. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will you retain and what aspects will you change in the coming year? How do you plan to do the same?

Culture shall be defined as the ideals followed up through passing time, moulded as well as accepted by the people who are part of the process. The year 2012 for AIESEC in Chandigarh saw a culture driven by ethical leaders for a purpose ignited through passion making way for performance. We have seen healthy culture due to the two conferences we organised and the involvement of the Management Body as an Integral team of the LC. Processes made way for clear expectations for membership and Leadership for targets, combined with generating purpose and adding meaning to our operations saw people coming together and celebrating AIESEC in the local chapter.

Aspects to Retain Excellent Forums MB’s role as a team Purposeful Actions MB and GB Appraisal

Aspects to add Office Culture Talk less, Do more Accountability towards failure MB-EB Connect

10. Describe the role a VP will play in the LC (around performance & attitude) in 2013.             

To develop intuition regarding problems-possibilities faced in his/her portfolio.

Planning and strategizing for the certain portfolio.

Planning and strategizing regarding the direction of the LC. Be an ideal leader to the general body member.

Focus on member development and experience delivery of all members of the portfolio.

Member Education across all parameters regarding the certain portfolio.

Live and breathe all the six AIESEC values.

Timely review of performance driving accountability eradicating loose culture.

To gain understanding and act accordingly towards issues faced by the LC at a given particular time.

National alignment of the LC portfolio and driving down growth strategies.

Responsible for culture formation and driving down established LC culture into the portfolio.

Be selflessly selfish.

Be the leader whom he/she idealizes.

Section G | Programmes 1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences in 2013? How are these connected with the external environment?

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Program

Evolution Proposed

Top 3 strategies

Relevance with External Market

iGIP

Product packaging for each LN separately.

BD-Marketing Synergy for effective product packaging.

Learning Networks being defined will make way for implementation of corporate environment of workplaces, with interns contributing to the same resulting in generation of high quality excellent stakeholder experiences.

External Positioning.

Sales & Sales delivery involving implementation of Learning Networks. oGIP

oGIP Specialized unit

Defining upper end Growth.

Market capitalization in synergy with the VP marketing.

Talent Planning and Talent allocation through optimized recruitment filling SU positions

iGCDP

Local Support Group

Collective attention of a support group.

Increased visibility in the city.

We are currently growing, fulfilling criteria to take up an oGIP SU if taken, would define growth strategies for AIESEC in India beforehand contributing to more than 50% of the totality of targets achieved, capitalizing on the inbound and outbound technical market raising EPs as ET trainees.

The formation of a local support group will culminate in a lot change in the current external brand of AIESEC I the city beautiful, involving the city’s elite to help and support a cause.

Brand activation and Market acceptance. oGCDP

College based Team structures

College based Team experiences Team leaders for college departments

The portfolio will come closer to its market eliminating the bad brand as Team leaders will operate on college time basis and yet making the whole environment a part of the process.

Marketing in college environment TMP

Virtual Experiences

Formation IM systems Tracking and feedback mechanism

Imagine the impact we can generate through the establishment of a working virtual membership system.

GLE implementation TLP

Marketing TLP as a Internships

Marketing-TM Synergy.

BD for external collaborations providing certification.

The very idea of being a team leader in AIESEC in Chandigarh being equal to that of a marketing or HR associate experience in an MNC, moving towards the ideal state one step at a time.

Monetary refinement

1. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of: a. b. c. d.

Membership Volume & Experience Logistical Management Stakeholders Experience Delivery International Relations

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Portfolio

Membership Volume & Experience TMP – 100 TLP – 30

Logistical Management

iGIP

TMP – 100 TLP – 30

Client based Infra, NIL Financial implications

oGCDP

TMP – 80 TLP – 20

-

TMP – 40 TLP – 10

-

Dehradun (June)

TMP – 300 TLP – 80

-

Thapar(Full year)

TMP – 150 TLP – 50

iGCDP

oGIP

Outsourcing infrastructure, NIL Financial Implications

-

Stakeholder Experience Delivery Exchange Support Managers under the Director TM, CRM Drive.

Exchange Support Managers under the Director TM, CRM Drive.

Exchange Support Manager under the Director TM Exchange Support Managers under the Director TM

International Relations

Target

IR and IM, strong Q1 & Q3, Incoming CEED

200

Strong IR and IM, Incoming CEED

105

IR TL and Outgoing CEEDs

135

DAAL analysis for oGIP pool analysis

65

-

-

-

-

GIP ICX – 5 GCDP ICX -15 GCDP OGX -15 GIP OGX - 0 GIP ICX – 5 GIP OGX – 0 GCDP OGX – 30 GCDP ICX - 15

Total Targets for the year 2013 for AIESEC in Chandigarh – 590(Including Expansions) 2. How important is the integration of Net Promoter Score in evaluation of our Program Delivery? What are the action steps that you propose leading to better delivery of our programs?

Net Promoter Score: Net promoter score is the totality of all scores generated through a numerical feedback, based upon AIESEC Experience as a whole, created to rate entities through Promoters, Detractors as well as passive, making way for a feedback mechanism available for everyone to view in the international network.

AIESEC in Chandigarh has fared well in the net promoter score and comes under the green zone, among only other 2 LCs, collectively recognized as the best local chapters in terms of qualitative management in the AIESEC in India network.

The net promoter score and its integration into LC qualitative realm are indispensable, where focus needs to shift from quality auditing internally but also externally by the AIESEC International network.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 We shall have strategies under which action plans shall be embarked, for each element namely Promoter, Detractor and Passive.

Better delivery in all programs ensuring Program efficiency delivery, shall follow inculcation of each sub system into the all the processes as well as project of the local chapter, ensuring all aspects covered whenever any project or process is implemented.

Financial Management

Organisational Structure

Exchange Management

Talent Management

Information Management

*NOTE - All the financial subsystems collectively are surrounded by the outline of Brand.

3. State your understanding of the inter-relation between the 4 ELD programs.

What do you propose for 2013 that will ensure capitalization of this interrelationship?

The inter-relation between the 4 ELD programs can be understood through sub-systems given above, as clearly seen, all 4 come from the same head – Exchange management, thus belong to the same aspect of implementation and expected results. All four of them have functional parts contributing to each other in building elements, concluding a close knit synergy system being inevitable, so as to achieve and maximize results of synergy through effective utilization of each other’s pros and cons.

Ensuring capitalization: The next year will see effective synergy systems laid down in between the portfolios contributing towards high ELD growth in itself due to tracking and research owing to functional heads of the programs. The same people will help develop as well as maintain systems for sustainable growth to take place with respect to synergy and sustainability.

4. List down any innovation(s) departments/teams.

that

you

intend

to

bring

in

Program

Innovations required:   

Task forces supporting the exchange development functions for several areas required.

Continuation of the exchange support Team leader in each team integrated into departments, only for OGX shall one singular person overlooking and managing synergy with the functional head.

Exchange support task force headed by the director TM, who will be handling the program part of TM, *Please Refer to SEC F Q5.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013    

Integrated team experiences from the initial part of the year contributing the MB as well as GB culture in later parts of the year.

Office culture which was lacking this year shall be there in 2013.

Task forces catering to IR & IM, showcasing impact, QTF and IRTF. Leadership development through internal LEAD program headed by the Talent development team under the VP TM.

Section H | Functions 

Generic 1. What is your view about the state of synergy between Program and Functional teams in the LC in 2012? What do you propose to evolve the same in 2013?

Synergy - Programs and Functions AIESEC in Chandigarh has grown immensely in most functions, showing negative growth only in BD, in the year 2012. The functions have gone through immense process optimization at the National level, with flow-down of the same into the local chapters. AIESEC in Chandigarh being nationally aligned generally saw the propagation of all growth drivers and focus areas on the local level. We have managed to build a strong functional unit to support exchange, but the same has not been instrumental in driving growth in ELD. There have been several avenues where synergy established could have generated ELD growth across major programs. This has been due to the lack of identification of synergy as well as immature synergy systems in between the certain programs and functions. The state of synergy has also been neglected under self-assessment of the executive board. We have grown marginally in defining processes and introducing new systems for ELD growth but failed at making them sustainable for future adaptation. The future requires sustainable synergy systems along with functional units focussing on creation of systems developed to cater to ELD growth.

Evolution of Synergy

Synergy Identification

Defining Expected outcome & Goals

Plan of Action

Synergy Systems

Implementation

Review

Sustenance

2. Give a critical assessment of all Functional portfolios of the LC for the year 2012.

Talent Management: Talent Management in the year 2012 saw holistic growth in its operations adding EWA, AM, Newly defined Talent allocation plan and identifying synergies with all major programs and functions, alongside growth in TLP-TMP operations making both TM as a function as well as portfolio one of the most integrated elements of a local chapter. 

TM as a program, making TMP TLP tracking efficient through exchange support managers and new processes. Strong communication and implementation channel as well as strong review mechanism for the membership and leadership through Exchange support managers and frequent tracking systems. The program was instrumental in defining synergy with

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 different departments/portfolios. The program failed at driving growth in programs except TMP-TLP, which resulted due to low EWA-ELD conversion.  TM as a function, strong established synergy with the marketing cell made way for immaculate recruitment alongside induction and training. The recruitment saw external collaboration making ELD programs externally relevant. Healthy number of AM throughout the year has made way for optimized recruitment in the future for certain portfolios, namely oGIP & iGIP. HR tracking and planning were made possible with a membership ready with defined job roles and team vision/purposes leading to new dimensions in education and empowerment, along with MB empowerment throughout the year. Potential avenues include LEAD program, Transition system and increasing the credibility of TMP and TLP as products in the external market.

Marketing: Marketing has evolved into its role from its predecessor known as Communications, which was more of PR than marketing, whereas marketing includes PR as a sub header. 

Synergizing with the VP TM, defining a breakthrough strategy in recruitment, alongside student outreach in the city due to off campus promotions as well as web coverage in the form of logo spaces. There has been a good social media culture in the local chapter which was capitalized by the marketing team this, by using social media strategies to drive growth in ELD.  The year has been about LEAD and also LDP, defining student outreach in the city and its youth.  There has been a lack of external positioning of the AIESEC brand owing to low number of volunteering in external events and lack of credible media links to the organisation. Synergy with programs has been lacking in the first 2 quarters, coming to contribute ELD numbers in Q3 in OGX majorly. The year has seen lesser available avenues for showcasing impact, leading to lesser positioning of ELD products in the youth of the tri-city. Future Prospects involve external positioning, showcasing impact and synergy with the BD cell to define and package products.

Information Management: The function is clearly one of the most important elements in reaching 2015, deriving sustainable systems supporting operations and knowledge management for all portfolios ideating sustainability in education and thought. 

A major project, the exchange website was launched in the starting of the year, which had a huge potential to drive growth in ELD programs but remained no-capitalized due to lack of synergy between the VP IM and program responsible and thus the project never saw sustenance, ultimately for the next team to decide its fate. The project is one of the best initiatives taken up in AIESEC International network, which has the potential to internally market our products with great efficiency.  PODIO implementation saw success due to efforts put in for an IM culture to establish, helping managing work better and making AIESECers more aware of themselves and their work.  Lack of synergy between programs and the portfolio has led to several possibilities lost.  IM by AIESEC in Chandigarh in the year 2012 has been a revolution, being recognized as the best IM local chapter even after process implementation implications.

Finance: Finance is the function and one of those elements which connects the local chapter to the outside world. 

Financial review in major programs owing to cost structures and revenue streams from all possible stakeholders have made us financially sustainable as an LC even after delivering a large amount of experiences in the social sector. Financial management in regards to other

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 programs has been sharp and efficient, with the only hurdle being overdue receivables from clients, hampering our state of finances.  We have run operations and required infrastructure through cost cutting and the outsourcing project for ICX accommodation without an LC office space. The requirement for the year ahead would be a fully functional LC office space creating avenues for culture formation and learning environment catering to growth in programs.  The total internal debt to the national association still stand and combining the new recon statement amounts for 12 lac, out of which we have paid a significant amount of INR 5, 85,500 this year. Thus financial sustainability is to be a focus area for the LC in 2013. *Refer to SEC F Q3!  Education on the financial management sub-system among the membership is a green zone but awaits the standardization and formation of SOPs based on which, an IM system catering to knowledge management can be build, leading to effective sustenance of educational procedures and thus making the portfolio sustainable in this dimension.

Business Development: Business Development is one the major focus areas for the LC in the coming year,*Refer to SEC F Q3. The portfolio has faced several hurdles in its becoming, an integral contributing part of the local chapter operations.      



Lack of an integral whole responsible for the second part of the year.

Innovation by inviting an international CEEDer as VP BD for 2 months, contributing in planning and execution of “World Cuisine Fest”.

Lack of Product packaging and synergy with the Marketing head for positioning of the end product.

Bad brand and low market acceptance, CRM campaign started and executed to curb the same.

Amount of money raised in totality – INR 5, 15,000; 3 Lac contributed by expansions.

The portfolio has come to a corner where it requires the move and shift in the right direction which will be defined by the engagement of the AIESEC brand in widespread avenues generating brand impact by the virtue of the products we offer.

External Relations 1. What is your understanding of External Relations and Business Development?

What all according to you falls under the purview of the portfolio?

The business development portfolio covers the following aspects:



Sales

Sales Delivery

BOA Administration

Product Packaging

Alumni Reations Management

Stakeholder Management

The business development portfolio driven through effective stakeholder management is a focus area for AIESEC in Chandigarh for the year 2013. The portfolio shall see growth developing business for programs and functions, responsible for monetary funding as Mos, through the same.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 

 





The portfolio shall help establish engagement avenues for positioning of the AIESEC brand so as to capitalize on the value of our products in the local reality. Business Development will drive growth in monetary funding by identifying such key opportunities of collaboration and engagement.

The portfolio shall be based upon strong stakeholder management contributing to the organisation’s brand value in the external market.

Business development as a portfolio shall drive growth in all programs through making each and every product sellable through product packaging in synergy with the marketing team, positioning it and the selling the same leading towards financial sustainability driving growth.

The portfolio shall overlook ELD conversions from LLC engagement and activities designed for alumni engagement. Identifying Master, Senior and Junior Alumni groups and tapping them accordingly for ELD growth.

The VP BD role involves a lot more than the prevalent notion of funding for LC events, the year 2013 will make way for defining structures wherein the VP BD will contribute.

2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in the LC in 2012.

Product Recruitment

Target INR 1,00,000

Balakalakar

INR 3,00,000

GCDP ICX Projects

INR 2,00,000

Global Village

INR 2,00,000

Possibilities Toward Sustainable Prosperity

Details The recruitment will be sold off to external organisations under MDP’s, providing physical, direct as well as virtual promotions.

Recruitment Partners will be targeted 1 month in advance, creating avenues for better client delivery as well as structuring to the process A societal development, direct impact event based on the development sector project – Footprints.

The project brand positioned in the external market 6 weeks prior to the event making way for meaningful partnerships to happen.

The combination of exchange into its operation as an event alongside significance of the issue – Child rights, will make way for a highly potent product.

All Six nationalized as well as Regional Projects will be sold under Micro financing highlighting value proposition of each project.

Product Packaging.

External Positioning.

The gathering will see the ensemble of 60-70 Internationals at a single physical location accredited to

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 cultural equality.

The event shall be promoted throughout the first half of the year through the local support group of GCDP ICX. Perpetual Revenue Generation INR 1,00,000 Leadership Development LDP & LEAD project and LEAD through OGX for perpetual generation of money throughout the year This is a new initiative under the BD portfolio enabling income without actually selling, but instead incubating a business model.

The two projects shall be taken care of by EBC’s with complete teams throughout the year.

BOA Funding INR 1,00,000 The BOA shall be reviewed and revisited for their valuable contribution.

External Partnerships INR 2,00,000 External Participation in external event such as college events, youth fests, and key summits in the city of Chandigarh.

Program Sales – Micro financing INR 1,00,000 Micro Financing being a slow yet effective way of revenue generation shall be taken up for all major programs as products.

The total funding amount in 2012: INR 13, 00,000

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)?

Models for Perpetual Revenue Generation throughout the year: Leadership Development Programme (LDP): The project shall be developed as a business model with external collaboration, alongside an LDP team working towards delivery of expected results, stakeholder management and synergy with business development. The business model shall result in monetary input throughout the year based upon activities of the allocated LC manpowerLDP team with external support involving revenue sharing.

LEAD: The LEAD project shall move towards Youth Empowerment through the LEAD program with allotted manpower working on the same. Student outreach will be maximized for EWA to ELD conversion, with the constant support of OGX. The OGX responsible will be accountable for handling operations and volume of LEADs delivered resulting in perpetual income owing to direct physical and virtual promotions under partnerships.

Micro Financing – Program Sales: Program packaging of all products available under all programs, followed by positioning in the external environment and then sales, throughout the year through micro financing. The procedure shall include a full time sales team working on sales leads, building the initial part of the partnership along with a delivery team, ensuring proper tracking and delivery of the partnership(s). These partnerships will be several and based upon small amount of funding, yet CRM with the same has to remain effective to drive growth in business development as a portfolio,*Refer to SEC F Q3!

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013



Financial Management 1. Describe your understanding of the role of Vice-President Finance in the LC.

2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2013 with respect to financial sustainability?

A Financially sustainable Local Chapter: “A financially sustainable local chapter is one, with the Finance function contributing towards the growth of all programs by constant review of all possible financial implications, eradicating procedures rendering loss on a certain program, devising cost structures and revenue streams in regards to all stakeholders along with investment planning, making the specific program not only financial sustainable independently but also leading to the same sustainability to drive growth, ultimately imparting member education through established information systems, providing security of intellect and intuition developed over time.”

The vision for AIESEC in Chandigarh for the year 2013: “AIESEC in Chandigarh, Finances will embark upon financial reviewing in programs, driving growth in them through financial sustainability, with exchange operations collectively being independent and sustainable in finances, whilst generating information systems contributing to knowledge management making intellect and intuition secure for the future, free from any debt; external or internal.”

3. What long-term action steps do you propose that will prevent the LC from facing a similar financial situation as it did in the previous year?

AIESEC in Chandigarh has been through a lot of hurdles, past one year. Long-term plan of action ensuring the same doesn’t happen anytime in the future:

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 Local Legal advisory: A local legal advisory overlooking our processes and reviewing budgets and SOPs before implementation, guiding whenever in doubt regarding a financial implication surrounding local realities.

Constant Financial Review of Programs: Review in cost structures pertaining to inflow and outflow regarding all stakeholders, keeping a check on skewed program growth.

Budgeting at all levels: Budgeting of all projects, small or big, MBs/EBs/OCPs/EBCs first priority when making a plan for their project/team or event, helping creating a culture of tracking respecting financial procedures at the same time, increasing accountability.

Limiting growth in unsustainable programs: Limiting to grow in certain programs in the year 2013, i.e. GCDP ICX, setting up processes and systems for financial sustainability ensuring the same driving growth through experience delivery and stakeholder management making way for the best and biggest in 2014.

Perpetual Revenue Generation:*Refer to SEC H – ER – Q3 Long –Term BD partnerships: Long Term partnerships for business development prospects in the near future.

Constant member education: Member education on the financial sub system making membership aware about finances and causal effects.

Information systems for KM: Information system developed in synergy with IM making way for safekeeping intellectual resources and SOPs. Outsourcing Infrastructure – The accommodation outsourcing Project: Establishment of the outsourcing project making infrastructure problems go away yet making a profit.

4. Attach an outline budget with respect to your ELD program targets, including ER income from events, collaborations etc.

Cash Inflow

Cash Outflow

iGCDP – INR 2,00,000

iGCDP Outflow – INR 1,00,000

iGIP - INR 6,30,000

iGIP Outflow – INR 2,62,500

oGIP – INR6,50,000 oGCDP – INR 13,00,000 ER – INR 7Lac

oGIP outflow – INR 3,25,000 oGCDP outflow – INR 5,20,000 Misc – 2lac

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013



Talent Management 1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2012.

TM as Program 







 



The Program part of TM is directly linked to driving productivity amongst all programs, through TMP TLP processes and tracking of membership and leadership experiences.

Review and mechanism of membership and leadership goals analysing trends and factors governing productivity towards results, strengthening process management by following TMP TLP processes analysing existing talent capacity and requirement.

Strong communication and implementation channels to capitalize upon talent capacity.

Development and management of pilot projects under the VP TM driving growth in ELD based on EWA conversions.

TMP – TLP tracking and management.

Recruitment management and a talent pool for ELD conversion available throughout the year.

EWA pilot projects.

TM as Function 



  





The function part of TM is inked to proper functioning involving training and LEAD for the membership, ensuring membership and leadership health throughout the year.

Strong recruitment synergy with VP Marketing based upon positioning of brand in the external market along with TMP and TLP as a product, made credible through external involvement/outsourcing GDs and TAs. Externally relevant selection procedures.

Ensuring National Guidelines are being followed for induction management.

Moving towards optimized recruitment for GIP, due to competencies required under talent allocation.

Formation, development and sustenance of transition systems in between cycles of middle level management as well as executive boards and other operational teams.

Track of MB performance and driving culture and performance related attitude in the MB through education on all fronts with the help of talent development team and the internal LEAD programme.

For Performance evaluation of both portfolios in the year 2012; *Please refer to SEC H – Generic – Q2 For change in O.S.,*Please refer to SEC F Q5

2. Analyse the recruitment’s conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?

February Recruitment, 2012:     

Recruited 66 People for the local chapter.

Low size delegation for RYLC – 28.

Weak member induction and training.

No integrated team experiences within department.

GD and TA outsourced.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013  Late start to recruitment.  Lack of Synergy in OGX and Marketing driving no growth in OGX post recruitment  Decent culture and work ethics  Hard working membership as seen in crucial times of April and May. May Pocket Recruitment, 2012:   

All TMP roles filled were EWA conversion.

Good membership but low retention due to lack of induction and engagement.

Membership recruited in this recruitment made possible filling several Q3 roles and as well as TL positions for Q4.  Membership currently is motivated and looked up as senior members waiting to occupy bigger roles in the near future.  As recruitment was totally EWA conversion, there were no promotions. No integrated experiences from this batch. Many people have left or are content with leadership development at local level.

August Recruitment, 2012:  

Recruited 98 people in the LC itself.

The batch got recruited by doing recruitment in a certain way defining the future sets of recruitment for the AIESEC India network, making way for better brand positioning utilizing minimum resources and LC/EB time.  A sizable delegation of 55 for RYLC.  Excellent parents meet organised by the EB.  Excellent culture of play and freshness in the Local Chapter resulting in the local chapter becoming an attraction hub for people associated saw culture of purposeful leadership and followership. The recruitment saw immense potential in the people of the local chapter after a long time doing justice to recruitment being a focus area for 2012.  Recruitment was sold and the concept of perpetual revenue generation was introduced along with ideas and concepts learned from LDP.  Marketing made numbers happen in oGCDP through the positioning strategy and effective capitalization.  A true sense of ownership is seen under incubation.

Innovations & Betterments:  

  

Better partnerships with external organisations making the brand credible helping packaging TMP – TLP as a better product.

Promotion and Marketing for LDP and LEADin! Designed to position TMP TLP as a product way in advance in regards to timeline culminating in better brand acceptance and structured approach systems for college partnerships for recruitment later cracking for internships.

Structured approach by synergy between Marketing and OGX for defining responsible and accountability of ELD conversions.

Early start to February recruitment to kick off the year.

Synergy between VP TM and VP BD ensuring delivery of partnerships.

3. How to increase external value of our Membership?

Ways to increase external value of our membership: 

Positioning of TMP TLP as products in the external market, marketing synergy required for the same.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013





Internal LEAD programme headed by the talent development team, in association with support from the national association because of De-centralization of LEAD training and following the same in the internal organisation.



Showcasing integrated experiences by promoting and marketing in virtual and pgysical spaces.



Pilot Projects implementation to brand TMP and TLP experiences, making them more relevant.

Marketing 1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically analyse the same. Also evaluate its contribution to growth in ELD programs.

Marketing as a Function: Marketing holds a great deal of emphasis in AIESEC in Chandigarh currently as well as the year 2013. 

Developing strategies for ELD programmes, contributing towards ELD growth through EWA programs.  Leadership development project as a generator of perpetual revenue and help in YE; youth empowerment, tracking ELD conversion.  Driving down National Strategies in the Local Chapter.  Management and leading direct marketing teams, PR head, advocating and overlooking advertising as well as online marketing, marketing amongst the event management team and external representation for the local chapter enhancing brand visibility and consequent acceptance.  Designing and implementation of criteria to measure efficiency and effectiveness of marketing, establishing review systems, governance of the brand of AIESEC in Chandigarh.  Market Research to determine the competition of the organisation in the local vicinity.

Currently we are in need of some certain measures in the marketing function which will make us embark upon a much better path.    

Social media management responsible for member education on Social Media and devising social media strategies for ELD conversion.

Media relations and management for better brand visibility.

Tracking brand activation activities such as events, YE and opening/closing conferences for projects.

Showcasing impact in the form of showcasing experiences linked via Project Reports, Impact reports and Stakeholder experience sharing.

2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD programs in 2013?

Evolution of Marketing: Marketing marketing strategies marketing

shall evolve as a centralized marketing cell for the whole local chapter responsible for of all products available, maximizing brand evolution and acceptance through its focussing on ELD growth amongst all programs. The portfolio shall be responsible for of al portfolio in various avenues created in synergy with the VP BD and the VP TM,

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 through direct marketing, online marketing, advertisements, PR and event management’s teams positioning the product so as to maximize its visibility and the dimensions of prospective partnerships, giving the stakeholders several choices to choose from, allowing the concept of Product basket to capitalize upon it, again defining synergy with BD. The marketing portfolio is overall responsible for the brand image of the local chapter and member education on issues surrounding building and threats to brands in dynamic cultures like that of the city beautiful.

Contribution to ELD programmes: 







Contribution to OGX through recruitment cycles and marketing integrated experiences. The portfolio and the function shall see better synergy in order to maximize on it huge potential to work as a growth driving machine. The year 2013 will see synergy systems tested in the first quarter, making way for better synergies and review in the remaining quarters.

Contribution to ICX through showcasing the impact generated by the portfolio. The year 2013 shall see maximized avenues for positioning of products, made credible due to showcasing impact in the first quarter. The later quarters shall see collaborations across sectors synergizing with the VP BD creating physical and virtual externally relevant avenues to position and gain visibility through showcasing impact in the same. Marketing shall help product packaging and positioning to sell GCDP ICX projects driving growth across programs sustainably in accordance to finances.

Contribution to TMP TLP through synergy is recruitment and ELD conversion through EWA, which has been a good case practice since May 2012 recruitment. The year 2013 shall see a better synergy based model between marketing and talent management for growth in TMP TLP through EWA activities targeted through marketing, under youth empowerment.

Information Management 1. What are the various spheres in the LC in which Information Management plays a huge role or can a play a huge role?

Spheres where information management shall play a huge role for AIESEC in Chandigarh in the year 2013: 











Sustainable knowledge management systems: Knowledge management and formation of information systems/projects where everything remains secure for the further generations to access as well as constant reminders about reviews and timely checks regarding knowledge levels and alignment to the LCs need regarding the specific area/direction.

Internal Communication: Internal communication in the local chapter through internal newsletters, mailers, generating an IM culture in the LC involving and overall management of PODIO as well as Google groups/Facebook Groups.

Exchange management: Introduced a highly potent IM tool, the exchange website, but was not capitalized upon due to lack of synergy and understanding in the potential of such an initiative. To revive the same, and use as an internal marketing tool for better International Relations discarding old and orthodox methods of matching.

Transition of Leadership roles: Formulation of a mechanism overlooking smooth and timely transitions for all portfolios across the hierarchy. The system shall help speeding up the process of transition. The VP TM and the VP IM shall work upon it Trainee – Management Systems: Trainee management systems, working in accordance of OS overlooked by the VP IM for efficient tracking and judicial use of resources of the local chapter.

Financial tracking: Tracking of cash inflow and outflow, storage of the same for financial implications that might occur in the future.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2013.

Information systems will play a key role in functioning and administration of the local chapter in the year 2013. The establishment of systems across programs making way for smooth operations shall drive growth in the programs owing to formation of IM culture within the LC, helping transition go smoothly, through different shifts in the roles that an MB member or EB member might go through.

The VP IM shall be responsible for driving growth through exchange management’s - element internal marketing, marketing the organisation’s EPs and TNs in an effective way creating new ways to establish international Relations among international entities. Internal Marketing campaigns and projects such as the exchange website shall see consistent reviewing leading to better avenues for synergy and developments of such projects. The Function shall also administer the LCs IM needs with IM responsible from each portfolio, catering solving problems and finding new opportunities for the association and the network to grow stronger. All of this will cater to IMs stronghold and consequent administration of the local chapter.

Section I | EwA and LLC 1. Give an outline plan of EwA activities that will be conducted in 2013, which will ensure growth in ELD programs in 2013.

EWA-Engagement with AIESEC  EWA  Associate Membership

Youth Empowerment 

GCDP-X

English Proficiency Program

LEADin!

 

LDP

Associate membership will work as per two TM projects as per now; GCDP-X and English proficiency program.

Youth Empowerment project will work as per two projects, namely LEADin and LDP, both being perpetual revenue generation models.

ELD growth will be driven through the above mentioned projects only.

GCDP-X will run as a volunteer program for AM to work along with.

English proficiency program will focus on growth of speaking skills and personal development skills of people who would want to learn the same.

2. Give an outline plan of LLC activities that will be conducted in 2013, which will ensure evolved and improved Alumni Relation Management.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013



iGIP Synergy

oGIP Synergy

Fund Raising 

Collaborate to set targets

Capitalization on International Alumni as TN takers

Identify current needs

Alumni Delivery

Growth in number of Alumni on exchange

Specific Demans

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 

Identification of master, senior and junior alumni making way for implementation of the nationally aligned strategy.

LLC activities driving growth in programs iGIP and oGIP. Alumni engagement through formal and informal forums.

Calling back to the LC for chairing and motivation of members, alongside having a strategy for capitalization.

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013 SECTION J WHY, “PEACE & FULMILLMENT OF HUMANKIND”S POTENTIAL!”?

Why not anything else?

Why do we feel like contributing when watching someone in need?

Why is that, most of the people in the world want peace but practise hate?

Why is that borderlines have separated the human genome, making us venomous and thus, this has happened to all of us, hate is no stranger to the soul, we all have it within us, waiting to hold a grudge. But when good times are in propagation, everyone seems to love each other irrespective to sex, cast, color, creed.

Why all the hypocrisy, with smiling faces now and angry ones behind each other?

Are we really that bad a race (Human), that we cannot even resolve small big conflicts between singular people? Have we forgotten our social/people skills? If yes, then why? And why were we taught socialism and mannerism in the first place if the world was so full of people in state of wellbeing and friendliness?

Well there is a thing with human beings and it isn’t pretty, we all are haters inside wanting to see and eat and taste our share of the world, trying to put our hands on everything we like, destroy everything we want to, beat up everyone we want to and do everything we want to!

Well, there’s a bit of a problem, there are other people too, as when you do what you want to do, you can surely restrict or even hurt a different person, ergo, the “we” from the whole aspect went away and all of a sudden, you are alone. And yes you are!

We, as an organisation respect human values and have a vision saying, “Peace and fulfilment of humankind’s potential”! Because we do realize our own shortcoming and we are scared within to get hurt by someone who might be enjoying his/her life but impressions on us would render depression.

The reason the vision is impossible to achieve, not by the virtue of the statement or the words in it but by the virtue of it being a vision because we need to get reminded of our co-existent self, thriving in a growing population, and sooner or later, you will be surrounded by people whom you love, people who love you and all of that, but always do remember, there are people around you like you, not bearing your soul, but whatever that means does not make a difference to the very human quality about you, which is feeling things, and the addiction of certain feelings only get people hurt. What I have learned here in this organisation is that people around you might have the same tendency to avoid, hurt, hate and even kill you, but try taking it easy, as the entire mentioned are only to satisfy some certain set of needs for a human body/psyche. I propose to reach that balance amongst our immediate environment, starting here, from this organisation! AIESEC in Chandigarh!

Abhijeet Singh

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

Possibilities Toward Sustainable Prosperity

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Abhijeet Singh| Manifesto For Local Committee President| AIESEC in Chandigarh 2013

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