Section A | Opening note Dear AIESEC in Chandigarh When I envision 2013, I just envision 2 things: The pure feeling of living 2013 & the awesome feeling of delivering 3 promises we made. Delivering promises is just a repercussion of my thoughts & feelings about AIESEC in general. It is answer to some simply stupid questions I keep on asking myself, like ―If I bring an intern to work with NGO, what is the impact she is making‖, ―When I meet someone why do I have to explain them what AIESEC is? Don‘t they know about it already?‖ or ―Why am I only engaging few 100 people every year, when there are lakhs of students in the city‖? And these questions, leads to 3 promises I want to make today to this local chapter, to this city, to you & to myself. ―Peace & Fulfillment of Humankind‘s Potential‖ Chandigarh, we AIESEC in Chandigarh, today promise to provide exchange & leadership experiences to the city, thus creating a positive impact on the society. These exchange experiences would not only provide leadership & management experience to young people , but will also provide them with global exposure. These exchange experiences would not only impact the NGOs & the companies, but would lead to growth of these NGOs & Companies through the quality international talent provided by us. These leaders would not only change AIESEC, but would go ahead & change the world, be those ethical & purposeful leaders the world needs today. ―We would contribute to the network, we would collaborate with the network‖ AIESEC in India, we AIESEC in Chandigarh, today promise to contribute to growth of AIESEC as an organization by growth in programs & expanding the network of AIESEC in India. We would also strive for collaborating with other LCs in the network for running regional initiatives, sharing knowledge. Pilot projects would be pioneered, LC strategies aligned with national plans & BCPs would given to the network. We are here to grow, but grow together with the network. ―We do what we say, we achieve what we plan‖ I, promise to myself, that for next 365 days I would work towards achieving everything planned in this manifesto. These are predictions, it would happen. These are bare minimums, this a minimum promise. and let me be straight with it, ―If I don‘t achieve it by the end of 2013, I won‘t be worth of being given discharge. But, there is something bigger than the promise. It‘s the feeling of 2013. The feeling is about being amazingly awesome, the feeling is about making it our year, the year of people, emotions, moments. I don‘t strive to be the best local chapter for the year 2013, I don‘t have any intentions to compete with others. The feeling is about being an AIESEC in Chandigarh member, the feeling is about finding new possibilities & doing great things. The feeling can be best described through this: "Long years ago we made a tryst with destiny, and now the time comes when we will redeem our pledge, not wholly or in full measure, but very substantially. At the stroke of the midnight hour, when the world sleeps, we will awake to life and freedom. A moment comes, which comes but rarely in history, when we step out from the old to the new, when an age ends and when the soul of a organization, finds utterance.... We end today a period of good, and we will discover greatness again" Enjoy reading the manifesto, remember these are my promises & not merely plans. Regards Animesh Aggarwal Candidate for the LCP 2013-2014 AIESEC in Chandigarh
Name
Animesh Aggarwal
Date of Birth
18 September 1991
Address
House No. 1158, Sector 43-B, Chandigarh
Telephone No.
0172-4027038
Mobile
+91 9815041330
Email Address
animesh.aggarwal@aiesec.net
Academic Qualification
Year
Institution
Score Achieved
MA (Economics)
2012-2014
Punjab University
-
Bachelors in Commerce
2009 - 2012
Punjab University
55%
Class 12th
2009
Shri Guru Harkrishan Model 81% School
Class 10th
2007
St. Johns High School
84%
Additional Achievements & Experiences:
Part of school cricket team for 3 years
Participated and won various cyber-gaming tournaments
Indira Holiday Home Summer Camp involving activities like rock climbing, repelling, trekking, etc.
Worked with Live2Own and Indian Gamers League as Regional Head
Skills:
Software
Skill Level
Packages
MS Office
Excellent
Word, Excel, PowerPoint, Publisher, One Note
Internet
Excellent
Firefox, IE, Chrome, Outlook
Designing
Good
Photoshop, Sony Vegas, Windows Movie Maker
Interests: Cricket | Gaming | Reading | Social Media | Travelling | Food
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. 2009 - The Start of the Journey Member - Development Sector Oct 2009 - Dec 2009 Being part of the most performing portfolio of AIESEC in India, portfolio with high operations & amazing set of leaders start with ―Hubris‖ was just perfect. From learning & understanding the AIESEC Way, to doing appointments & matching & to handling trainee houses & trainee experiences I tried to do as much as I can. I was able to perform decently well, and was awarded Best Member GCDP ICX for the year. Contribution & Key Learning: Understanding of exchange management processes, did 12 exchanges. First ever team experience in AIESEC Understanding of AIESEC Way & gaining AIESEC Knowledge Organizing Committee Vice President - Finance and Logistics Oct 2009 - November 2009 Balakalakaar 2009 couldn‘t have been any more challenging. It was the kind of push I needed in the early days of my AIESEC journey. From managing a budget of 1.5 lakhs, to managing logistics & resources, to agenda management this experience was a test of my patience & ability. I failed to deliver an extra-ordinary event, but this made me realize, we are here to fail & learn from our mistakes. Contribution & Key Learning: Financial Management & Budgeting, making a profit of 75000 INR. Logistics & Resource Management Crisis Management 2010 - Living AIESC! Team Leader - External Relations & Finance Feb 2010 - May 2010 You only fail just to explore more and be better. I failed miserably during this term, just to come out as a better leader. Contribution & Key Learning: Managed finances for all LC Run Projects Did appointments to sell Projects to companies Selling, Product Development and External Relations Meeting Deadlines My personal strengths & weaknesses Being part of the MB, instilled in me the feeling of ―Ownership‖ towards the LC. Team Leader - Project ASK May 2010 - September 2010 When they push you to your limits, you find your deep inhibited and unleash your true strength. With a bunch of new recruits and 15 internationals from 6 different countries, we delivered a successful project. I was challenged everyday, I found a new meaning of leadership everyday. It was also the opportunity to create an impact on the society, by delivering workshops on HIV/AIDS & spreading the knowledge. Contribution & Key Learning: Delivered workshops in 10 schools, with 15 interns. Managed logistics, finances & trainee house for the same. Trainee Management, Trainee Engagement, Client Management. Leadership Experience Project made a surplus of 50,000.
Team Leader - Project Conserve Sep 2010 - Dec 2010 This term was more about getting work done, than doing it. It was more about activating leadership & striving for excellence. Project was initiated in this year, and left a pipeline for 50 exchanges for 2011. I believe this was my preparation to do bigger things in 2011. Contribution & Key Learning Member training and development Leaving a strong pipeline for 2011 Stakeholder management 2011 - The Dream Run Vice President GCDP ICX Jan 2011 - December 2011 11 January 2011, AIESEC changed for me. I could no longer act stupid, I could no longer give excuses, I could no longer be lazy/laid back. The year it was all about giving selflessly to the organization, it was about having a vision & chasing it. It was about having a team, a family & lead them to achieve our dreams. It was the year I lived like AIESEC Chandigarh. Contribution & Key Learning Member retention & member development, creating leaders. Contribution towards local chapters planning & building strategic direction for LC & then working on it. Sustainable exchange contribution through my department. Innovations & new initiatives introduced in local chapter. Having a vision, & achieving it. Deeper understanding of AIESEC. 2012 - Purpose, Passion & Performance Vice President Expansions Jan 2012 - Present Taking a re-term was the easiest & unexpected decision. It just happened to me, and I am grateful of those people who made it happen to me. This year was taking AIESEC to new places, planting a seed & seeing it grow, giving more & more AIESEC experiences to people in the country. This experience has challenged my thoughts, my views. It helped me see a bigger picture, it helped me to expand my horizon. If 2012 wouldn‘t have happened to me, I would surely have ended on an incomplete note. Contribution & Key Learning: Expanding AIESEC into 3 different regions Delivering more than 100 exchange & TMP/TLP experiences Helping LC in strategic decisions, planning, etc. Brought in finances for the LC, to help in recovering our financial debt & be sustainable financially. Other Experiences Taken in AIESEC: Trainee House Manager in 2009 & 2010. Organizing Committee of May Local Congress 2010 & October Local Congress 2010. Quality Manager, AIESEC in Chandigarh 2011 National Quality Manager, AIESEC India National Support Team - Discover India Manager, AIESEC India
2. What have been your main achievements and non achievements in AIESEC in the past?
Fail & Rise, this is what this organization gives you. This is how I have experienced AIESEC in past 3 years. But at the end of the day, you are a better person, you have done great things. Achievements:
Build Your Future: In August 2010, me with a co-tl designed this project for the local committee. The project had a vision of providing similar learning we get in AIESEC to college students through our exchange program. Now after 2 years, we are still delivering experiences & working towards the vision of the project. It gives me a sense of satifaction that I was able to contribute to the organization & city.
Creating Leaders: I was lucky enough to get an amazing set of people to lead in 2011, I was lucky enough to be part of Unleashed. By the end of 2011, members of this department became Vice Presidents, Member Committee Members, Team Leaders in AIESEC & some moved on to do MBA, Jobs & Businesses thus taking AIESEC experience to real life. I feel happy & proud to be able to contribute to the experience of 20 individuals, who are now doing amazing things in AIESEC & outside AIESEC.
High Quality Stakeholders Experiences: Through the course of AIESEC, I believe to have built a good understanding of operations & strategies revolving around it. When AIESEC India was facing quality problems, my department was able to deliver 70 high quality exchange experiences, thus creating a positive impact. I regard this as achievement, because I delivered my promise to AIESEC, Stakeholders & the city.
Non-Achievements: Targets not completely achieved as Vice President 2011: We as a team were motivated and hardworking and we did put in our best foot forward, but somehow we couldn‗t deliver what I promised. The little satisfaction that I derive from this situation is that I am left a huge pipeline in terms of leaders & clients. Yet to avail the International platform of AIESEC: I couldn‗t go for AIESEC internship because of my growing responsibilities in AIESEC and my academic cycle. But, sooner or later I will definitely go for exchange. (When are you planning to go?) 3. List the Local/ National/ International conferences you have attended and in what capacity.
Conference Name
Year
Role
National Leadership Development Seminar
2009, 2011
Delegate, Facilitator
June National Conference
2010, 2011, 2012
Delegate, Delegate, Delegate
National Strategy Conference
2010, 2011, 2012
Delegate, Delegate, Delegate
National Leaders Summit
2011, 2012
Delegate, Delegate
March National Conference
2012
Delegate
Regional Youth Leadership Conference
2012
Chief Delegate
October Local Congress
2009, 2010, 2011, 2012
Delegate, Delegate, Facilitator, Facilitator
January Local Congress
2010, 2011
Delegate, Delegate
May Local Congress
2010, 2011, 2012
OC/Delegate, Facilitator, Facilitator
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? Being on the Executive Body of AIESEC Chandigarh has been a very intense, challenging and yet a very cherishable experience for me. A few things which contributed the most to this experience have been my teams and our team leaders. My Team – The Fellowship | Robaroo I have been lucky to be part of two unmatched teams. Both the teams were very different yet alike. They have been my critics; they have challenged me to the core and thus have been my strength in this City Beautiful. Both the teams have been like a Jigsaw puzzle where each one of us has completed the other. We have cried together, shared, smiled, laughed, celebrated, fought, hugged, trusted each other and have shared some of those ecstatic moments which I shall cherish for life. Both the teams have always respected my view points and have respected my contribution in the LC. Our Team Leader – The LCP Our team leader has been what we call the ―backbone of our team. If there was anyone on the team who would constantly support you, challenge you or push you to do more and help you realize the bigger picture it was this one guy who did it absolutely amazingly well. I would want to thank both of them for giving me my space and helping me improve each day.
5. What are your three basic Learning’s/Values for life, which you have derived through your AIESEC experience? (Answer objectively)
Give Selflessly: To achieve greatness, one needs to perform selflessly. I have always kept my professional will over my personal needs. I have learnt that I need to have faith & trust in the organization & its leaders. I need to know my why & then never question anything again. In this way I have learnt more than I could ever had, given more than possible.
Do, & keep it simple: I feel this is one of the biggest shortcoming of our organizations, hence it is something which I have learnt in past 3 years. There is no purpose of putting down great & complex strategies if its not going to mature into action steps & followed with passion & enthusiasm. Innovation is not only about doing new things, it is also about doing things differently. In the end what matters is, what we did not what we planned.
Never Judge Anyone: It is easy to pin point deficiencies in people and their work, but what requires true courage is actually going ahead & changing what you strongly believe in. Judging people, does not lead to any productivity, it actually leads to pessimism & competition.
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?
Please refer to opening note for this answer. My why to run for LCP is best described by my theme, my opening note & my letter of intent. 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 Goals:
Long Term Goals
Finish my post graduation with decent percentage.
Build a start-up around social entrepreneurship.
Work in a company for 2 years
Be a Ted-Speaker
Travel to at least 3 countries
Live with family
Become fit & healthy
Travel around the world
Be LCP of AIESEC in Chandigarh
3. Highlight your time commitment throughout the whole of next year (till Dec 2012; Academic or otherwise). Ideally, how much time should an LCP give to his role? Academics: MA Economics from Panjab Univerity (Correspondence) Time available for AIESEC: Every second of every day. Being part of Executive Body you could no more say I am working as a volunteer, it is a full time job. Being face of the local chapter, with so many responsibilities a LCP needs to be physically & mentally available for AIESEC & his job throughout the year. 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. Education & Knowledge: I am grateful of studying from an amazing school for 11 years. My alma mater gave me my values, ethics, beliefs. Gave me education & knowledge, experience & friends. I regard this as my personal accomplishment because who I am today, is majorly because of those 11 years in school. Computer Gaming: I spent 4 years playing all sorts of computer games, spending endless days & nights at gaming cafes, taking part in local & regional competitions. But more than, it was me getting out of my comfort zone, it was me meeting new people, it was me playing with a team, it was me learning each & every day. Working for social sector: ―I need to believe I can change the world‖. Working for social sector & making a difference gives me satisfaction & happiness. It gives me hope, that we could build a better world. We could eradicate poverty, bring literacy, raise the standard of living, improve education system, etc. Strengths: Ethical: This is one train which I embodied from my family & the upbringing I have received. I have always believed in my ethics & values & they define my actions. I know my limits & never in my life crossed them. Focused & Composed: I am mostly composed & focused while taking decisions or working. I take control over my emotions for the most of the decisions I make. Passionate: I can‘t imagine doing anything about which I am not passionate about, and doing things without enthusiasm I like to do. Passion has become the core of my behaviour & values, and it determines what I do. Weaknesses: I get complacent & laid-back, especially when things are running smoothly & there is no rush of things. I am critical about myself, work & others around me. I am very introvert, and its hard for me to show my emotions.
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.
“AIESEC Chandigarh is the first choice organization for delivering high voume of excellent stakeholder experiences around the world. We are known for engaging and delivering socially responsible, culturally sensitive & entrepreneurial leaders around the world who create a cross generational impact on the society.” Mission Statement for AIESEC in Chandigarh 2013:
― Striving everyday, to deliver our promise, our promise to the city, AIESEC & ourselves ‖ Its 1st January 2020, I am sitting in my office, checking mails. I receive a mail from LCP of AIESEC in Chandigarh, its been long I heard from anyone in AIESEC. I am excited & nervous to read the mail. The mail is short & crisp, he is inviting me to discharge party of his last EB. I remember my times, I want to go, but with my team & relive the moments. I remember 1st January 2014, when I was with my team. We all were at my rooftop, sitting beside born fire, cherishing the winters. We all just sat there, staring at skies, at each other. The feeling was serene, pure. We looked at each other & I knew we all were feeling the same. The feeling was of satisfaction that we delivered our promise, the feeling was of living the year the way we wanted to. The feeling was that ―The Year: 2013‖ happened. We all would not meet everyday now, we all will take our own different paths, but we all know 1 thing which would connect us. The feeling of being part of something bigger than ourselves, the feeling of living like an AIESECer for 1 year. … and when we leave today. We know AIESEC Chandigarh is pioneering 2015, we know 2014 would be big, we know we our working towards ―peace & fulfilment of humankind‘s potential‖. We know we have left behind amazing leaders who will take this phenomena forward. and we know we Delivered Promises. 6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in it’s current state. I think AIESEC Chandigarh needs a consistently strong ethical & purposeful leadership. Every Leader in AIESEC Chandigarh needs to put the organization above themselves and their personal achievements & ambitions, to make sure the organization grows in a sustainable manner. To support the mature Leadership mentioned above AIESEC in Chandigarh definitely needs to bring in a Culture of Learning from one another & a Culture of Striving for Excellence. If these two qualities are imbibed by Leaders of the country then in one year Leadership terms, selfless achievement of goals is definitely possible for the organization. Also, the Leadership of AIESEC as a youth organization will also define what kind of Leaders it will produce for our country and hence Leadership which is strong Some of my beliefs captured from one of my Conference Experiences in AIESEC: ” If you are a Leader – Never treat some people like ‘Somebody’ and some like a ‘Nobody’ on any basis, all are equal” ”Never talk too much or believe in confirmations too much, the motive might get lost, just go for it” ”Leadership needs to focus on giving people experiences around the highest level, which means rising one level above confidence, achievement & self-esteem.”
willed & humble , focusing on DOING. I have represented and striven to imbibe all the qualities mentioned below through the last 3 years of my AIESEC experience and hence it‘s in accordance to my style of leadership.
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. Key competitor of AIESEC in region, which I would be analysing is Make A difference (MAD). MAD is an organization present in various cities in India, working towards providing education to the needy through its volunteer programs. What does MAD exactly do:
MAD‘s vision: ―To bridge the inequality in society through education‖
MAD set-ups evening classes in slum areas of the city or in govt schools to provide education to students from class KG to 6th. They teach subjects like maths, science, English, etc.
These classes are taken by MAD volunteers (who are also member of MAD) for 2 hours everyday on voluntary basis. They majorly deliver English Classes (main product of MAD) which total combined is a course of 100 hours covered over 56 sessions.
They have more than 1500 volunteers & teaching more than 3000 kids.
Why a key competitor?
They are providing a similar leadership experience to students as we do in AIESEC.
It is a voluntary organization.
They are working for the society, by creating a direct impact.
Though I believe, more than a competitor we need to collaborate with MAD to grow together. There are various avenues for collaboration, and it should be looked into nationally & locally. 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? Role AIESEC would play in the city in 2015:
AIESEC would provide a collaborative environment which would empower young people everyday to live a high quality experience.
We would be regarded as a first choice partner for our ability to develop responsible & entrepreneurial leaders.
We would be regarded as the youth voice in the city.
AIESEC would be a synonym of international experience & leadership.
Companies would want to partner with us, to collaborate & grow together by us providing them with international talent.
It would be time, when AIESECers would be regarded as socially responsible ethical leaders who have understanding of global environment & management, thus suitable for jobs after graduation.
Role AIESEC would play in 2013:
Delivering our promise of working towards our vision of ―Peach & Fulfilment of Humankind‘s Potential‖
Delivering our promise of expanding AIESEC network, delivering 490 exchanges & creating a cross-generational impact on the society.
Providing more & more TMP & TLP experiences to the young people of the city, & providing more engagement opportunities through EwA activities & youth empowerment sessions.
Section F | Administration 1. List down the different aspects of the job role of an LCP. Local Committee President of AIESEC Chandigarh is the face of a local entity in the city and international AIESEC Network. The LCP is responsible to drive down local and national strategies through the executive body to membership, in order to take local committee towards the year vision thus working towards the 2015 vision. LCP is also responsible for all the stakeholder experiences and is accountable for the actions of local committee.
Legal responsible and accountable of local committee‘s proceedings and also in charge of review and application of compendium. Being face of AIESEC in Chandigarh for all its stakeholder‘s both internal and external, such as Member Committee‘s, other LCs, Board of Advisors, Companies, NGOs, Universities, etc. Review year plans and objectives, and alignment to national strategy and direction. Managing board of advisors and strategize board involvement. Review of targets and performance by the board periodically and taking guidance for future. Coaching and team management of executive body, driving down strategies through EB to members and ensuring operational and personal efficiency, accountability and sustainability. Create and protect the culture and identity of the local entity. Reporting of local committee status to the national level. Overall responsible for protecting and safe-guarding the brand name of the entity externally as well as internally. 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. Year 2010 - Elevating to Greatness With the repercussion of large volume of experiences delivered in 2009, local committee had to face obstacles in the starting of the year itself in terms of quality issues. The focus shifted to bring in remedial measures & deliver quality services to all the stakeholders. Team Leader Delivery were introduced to evolve our OS so as to have optimal manpower & processes for delivery. The year was all about sustaining the performance of the local committee in all exchange programs & also strengthening functions to support exchanges. The culture of ownership & excellence was thriving in the local chapter. It was supported by RnR Campaigns & forums like GBMs, LCongs, etc. AIESEC Chandigarh also lead in innovation, by bringing in a lot of BCP for internal network. By the end of the year AIESEC Chandigarh won Best Talent Management, Best Finance, Most Progressive CIM & Best Local Committee Award.
Year 2011: Dream Unlimited The year was focused on taking 2011 forward & having exponential growth in oGCDP & iGIP programs, expanding into new markets & creating a strong brand in the city through the ways of showcasing impact & events. Focus was on implementing national growth drivers which were defined at NSC 2010. Expansions was a focus area & bringing in standardized processes in exchange functions was focused upon to deliver quality experiences. Though the year saw growth in exchange performance, with iGIP doing more than 100 exchanges & OGX capitalizing on expansions market, not many events were done in the year. Recruitments also failed, with very low member retention thus leading to membership crunch for the major part of the year. But AIESEC Chandigarh contributed to national network, by delivering 2 amazing conferences, aligning MC goals with LC plans & being a pioneering local chapter. Local Chapter won Best CIM, Most Progressive GIP ICX, National Contribution Award & Regional Growth Award. Year 2012: Purpose, Passion, Performance The year started with a huge financial debt, membership & leadership crunch & bad delivery of Q1. The LC could have cribbed about it, blamed the past, but it took this situation more as a challenge, as an experience. The year was all about strengthening our processes, recovering debt & having a strong & inspired membership. LC also focused again on entity development, which brought in huge surplus & exchange. AIESEC in Chandigarh also gave national plenary a new Official Expansion; AIESEC in Dehradun. With focus on delivering high volume & high quality of TMP/TLP experiences, our TM processes evolved with regular membership assessment & tracking, competency based recruitment & focusing on empowering team experiences. AIESEC in Chandigarh did the most successful recruitment, by recruiting highly smart & empowered 99 members in August. This recruitment has been a pillar of strength for us, & will determine our Q4 & 2013 performance. Also, we delivered a unique conference ―October Strategy Conference‖ which has surely changed how conferences need to be done at local level. The Next 2 Years.. 2013 is all about taking 2012 forward, and capitalizing on the pipeline left by 2013. The year would be about doing 490 exchanges through highly empowered MB & enthusiastic & purposeful membership. The year would witness growth in GIP & GCDP OGX program. GCDP ICX would involve in terms of delivering financially sustainable quality experiences, which would result in impact & branding of the local chapter. This all would be supported by functions, brand building through experience delivery, process optimization through IM & LC becoming financially sustainable. LC will also contribute by expanding AIESEC India network & making 2 new LCs by the end of the year, and various new satellite expansions in Shimla region. We would also take up IIT Roorkee & make it an official expansion by the mid year. This entities would contribute to LCs program performances & finances. 2014, would build upon development happened in 2013. 2014 would be the year of exponential growth in all exchange programs. GCDP ICX would grow, as we delivered quality experiences in 2013 & created a strong brand. OGX would become a culture in the LC by then, and integrated experiences would contribute to majority of OGX. Expansions would also contribute to OGX. GIP ICX would be on all time high, due to strong experiences delivered in 2013 which helped companies grow. 2014 would be the year, Chandigarh would know that they need AIESEC. 3. What focus areas do you propose for AIESEC in Chandigarh in 2013? Give action steps that will contribute to these focus areas. Sustainable Growth in all Programs: Growth in OGX through integrated experiences, university relations & expansions. Process Optimization in GCDP ICX, to deliver better quality experiences & creating an impact. CRM & LNs driving growth in GIP ICX. Expanding GIP Market and focusing on delivery of experiences. GIP OGX growth, by raising according to LNs, focusing on Education EPs & capitalizing on OGX market OS evolution supporting growth in these programs. All these leading to a strong brand & growth in finances.
Expanding AIESEC Network:
Building strong culture, membership & leadership base in Dehradun. MoP by JNC 2013 for Dehradun. Capitalizing on Patiala market, evolving from AIESEC in Thapar University to AIESEC in Patiala. This entity would contribute towards OGX & GCDP ICX growth. Official expansion by JNC 2013 & MoP by NLS 2014. Taking IIT Roorkee in January itself, focusing on GCDP OGX & GIP OGX from this entity. Official expansion by JNC 2013 (maximum NLS 2013). Focusing on OGX & membership development. Shimla to be taken up, by university relations & building satellite expansions which would result in GCDP OGX & ICX projects like ASL. Universities to be taken up: Jaypee University, Bahra University, St. Pete majorly. Overall expansions is the best growth strategy for us, as they require minimum investment & yield high results. To make this happen, we would invest high membership in this portfolio, so as to handle high level of operations. Maximum contribution by parent local chapter for these entities.
Financial Sustainability Driving Growth:
All programs will yield profit in 2013, thus making them self-sustainable. Smart investments on administration, traineeship & membership. Investments like: CEEDs, International Conferences, RnR Campaigns, Subsidies & Reimbursements, Office Space, etc. All projects to have a budget, planned income & expenses. TL Projects would be responsible to making projects they are running self-sustainable in support of VP Exchangers. Regular financial review & tracking by FTF & EB members. Book keeping & accounting methods to be a culture of the organization. Financial policies training & implementation. Building new products to bring in more revenue in the organization. ER Surplus to be used as reserves & membership investment only.
4. Please mention detailed strategies and action steps related to the Six Development Blocs of AIESEC India. Expanding AIESEC Network in India: Please refer to previous question for this. Financial Sustainability Driving Growth: Please refer to previous question for this. Collaborating Across Sectors: Collaborate with external events, which would give us branding & would further lead to ELD growth. Tapping & collaborating with alumni network for GIP ICX & OGX. Creating a local support group for GCDP ICX, to create a platform of collaboration of NGOs & Companies thus delivering better experiences. Collaborating with govt. organizations. LC - LC collaboration for knowledge & training, support for events. Regional events & initiatives to be taken up. Collaboration across programs in LC itself, for knowledge & resource sharing. Brand & Information Management: Creating brand through showcasing experiences of exchange programs. Using virtual platforms for promotions, also utilization of aiesec.in to create a brand virtually. Internal marketing through standardized promotional tools & exchange website. Process Optimization through better information systems. Standardization of LEAD & Youth Empowerment workshops to project a unitary brand image Brand alignment of all events and external partnerships Heavy shift towards Knowledge Management and Alignment to AIESEC in Delhi IIT/India‘s IM principles
Legalization:
Changing bank signatories every year and having an affidavit of it
Maintaining all partnership records and documents
External auditing on time for governance and accountability purposes of our finances
Creating a legalized link between national office and local office
Program Delivery Efficiency:
Process optimization through IM.
Shift to Podio & Myaiesec.net for creating of IM & KM hub.
Sales training given to members to optimize raising processes.
Account managers for better CRM processes, CRM policies training & implementation by VP BD.
Outsourcing of trainee house management.
High delivery rate in OGX & GIP ICX, by building IR. (LC-LC Partnerships, CEEDs, BDMs, National Partnerships, International Conferences.
Using of NPS for feedback & bettering our processes.
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. Exchange Organization Structure:
Exchange Support Organization Structure:
Information System team would have managers for each program, working in synergy with all programs for implementation of information systems. Information Management Team would comprise of Internal Marketing Manager, KM Manager & Internal Communication Manager. Sales & Delivery team would assist BD in selling of products, follow-ups & CRM. TM Function Manager is responsible for external partnership for training, building systems for review & appraisal, where as TM Program manager is responsible for tracking TMP & TLP in department.
Expansions Organizaiton Structure: Expansion would have a total of 26 leaders, including LCCs. Expansions should have a floating membership of 150 (70 Doon, 50 Patiala) Organization Structure of expansions can change post Q2, according to the need of the expansions (based on developments made in Q1 & Q2) Expansion Manager Role: Training & Development, Operations & Delivery, Synergy between parent LC & entity, Visits & Culture Management, University Relations
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 Chandigarh has been recognized as a value-driven, ambition yet humble local chapter, having a strong legacy and a strong membership base. In past 3 years, our LC has not only been one of the top performing LCs but have also been known for pioneering in implementation of new ideas thus giving a lot of BCPs to the national plenary. AIESEC Chandigarh has given a lot of thought to the national plenary and has always focused on national growth drivers. We are known for taking up pilot projects, being aligned to MC strategies & delivering BCPs. Year 2013: This is the year, AIESEC in Chandigarh will yet again deliver the promise it has made to AIESEC India network. We would achieve our minimum promise in each program, be aligned towards national strategies, collaborate with other LCs thus growing together as AIESEC in India. We would also take up new pilot projects for MC & pioneer in them. AIESEC in Chandigarh will show AIESEC India, how to plan & achieve it (being that all LCs have been lacking in achieving targets/goals), thus being a pioneering local chapter. 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
CIM
Finance
CIM
ER
TM
Finance
Exchange development through IR, involvement of EPs in delivery processes (Trainee Buddies)
Project Branding through virtual forums, show casing impact, Mobile projects for EWA activities
Product Development & Fund Raising, Alumni Market Capitalization.
Manpower Planning, Training Module, R&R, Opportunities
Budgeting and project feasibility
Brand building and promotions in student sector
Promotion Partnerships, Partner Network, Alumni Market Capitalization.
Manpower Planning, Training Module, R&R, Opportunities, EP Induction and reintegration
Budgeting, Financial Policies, and Modules
Event Promotions & Partnerships
Newsletters, Blogs, Media
Investment on virtual platforms and publications
External Sessions
Fund Raising, In Kind Raising, Revenue Management and fund raising
Exchange development through IR, Trainee involvement in OGX promotions.
Publications, Media Coverage, External Communication
Knowledge Management and University Relations
Project Funding, Learning Partners,
University relationships & Promotional Event
Brand development & proposal standardization, web space, annual newsletter
R&R, Personal Goal Setting, Membership appraisal
R&R, Personal Goal Settings, Membership appraisal
Brand Development and proposal standardization, web space, annual newsletter
AIESEC XP Certification, external sessions for skill building
Project feasibility, logistical management
Investments on CEEDs, Investment and receivables tracking
Promotions & Publication partnerships
In kind raising, budget deficit
ER
TM
OGX
R&R, CEEDs, International Conferences Investments
R&R, X+L, Initiative and CEED Investments
Synergy with Expansions:
All exchange programs need to assist expansion in operational training, building IR & helping in delivery. All exchange programs need to make sure entities are aligned with local & national strategies. OGX need to assist expansions & entities with university relations. Support functions need to support entities with training & national & local alignment. Resource sharing by all portfolios & programs with entities. Regular visits by TL Exchangers to entities, for training & operations.
8. Give an activity calendar of AIESEC in Chandigarh for the year 2013.
Events
Timeline
Objective
Financial Implications
MB Summit
January
Training of MB, MB plans, MB Development
Close to none.
Recruitment
Jan – March
Promotion of TMP & OGX Opportunities
Empower/GEE
February
Part of recruitment, to promote OGX opportunities majorly.
April
Bringing LC together to connect new recruits with the LC, empowering people for high performing Q2 & Q3.
No financial implications
Balakalakaar + Impact Week
July
Creating a platform for direct impact. Leverage from social event. Showcasing DT projects. AIESEC‘s youth initiative. Profit
Large scale event, high amount of funds can be raised for the event. Brings a lot of brand also for the LC
July Local Congress
July
Celebrating success, planning for Q2 & Q3
No financial implications
LC Day
Recruitment
MB Summit
Aug - Sep
August
Promotion of opportunities of manpower
Medium investment required, but in-kind support for printing would be required Medium investment needed, would need to raise around 50k for the event.
Recruiting manpower for the LC
Medium investment required, but in-kind support for printing would be required
MB Training & development
No financial implications
Events
Timeline
Objective
Financial Implications
Youth to Business
October
A platform for youth to con- Medium investment required nect with corporates, to but high funds could be genempower & build ideas. It erated through this event would also be a networking forum.
October Local Congress
October
Celebrating Q1-Q3, connect- No financial implications. ing new recruits with the
Celebrating 25 Years of AIESEC in Chandigarh
November
Celebration of our 25 years No major financial implicaof existence. Connecting tion, self-sustainable. Alumni back to the organ-
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? Organization culture is a backbone for any organization, it is important for highly successful workplaces to have a culture of belief, faith, trust, respect & ambition. Culture is defined with the set of values & ethics organization follows. Culture of AIESEC in Chandigarh can be easily defined as: People‘s organization added with emotions for the local chapter to do great things. RnR drives our performance A culture of empowering local forums like GBMs & LCongs. Culture of high ownership for one‘s department. Culture I see in 2013:
Members & leaders going for exchange need to become a culture in the LC, this would boost our OGX. We also need to reintegrate a lot of returned EPs in the LC. Members need to have ownership towards their team‘s goal & targets. Office would be setup by 1st February, so a strong office culture which would create a professional working environment for members. A culture of LC forums being attended by 90% of membership. For the same, LC Forums will try & give as much value as they can for members. RnR should not only lead high performance by members, but more importantly it should bring in inspiration to be innovative, try out new things, find out new possibilities. RnR need not focus on high number of exchange. Culture of going for international conferences & CEEDs. Culture of maximum participation by members at national & regional conferences. Engagement of trainees & alumni in the local chapter. (Remember how Carson & Karem were part of EB in 2011 & 2012 respectively ;))
10. Describe the role a VP will play in the LC (around performance & attitude) in 2013. Role vice president would play in 2013:
Leading and directing department towards a common goal Adminstration and governence of the department Alignment of department’s progress to LC’s progress Review & hold respective TLs accountable Collaboration and coordination with other departments & external organizations Providing training, support & knowledge to GB & MB members To lead by examply and inspire people with actions Contribution towards the strategic direction of the local chapter by giving inputs at forums Commitment and maturity towards local chapter, keeping the EB term on the top of the priority list
Section G | Programs 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? Program
Evolution Proposed
Top 3 strategies
Relevance with External
iGIP
Capitalization of Education market.
Implementation of Learning Networks for better experience delivery.
Raising according to sub-products & defined job roles.
Implementation of GLE & involving all stakeholders for creating a strong relation & network.
iGIP builds a strong corporate network for AIESEC & its members. It brings in credibility for AIESEC members, which enhances the professional value of experiences provided.
CRM to be a key focus area to engage clients more in our activities so as to build strongerrelations.
Growth of companies (small scale & large scale) in the city by providing them with global talent.
Brings in opportunity for companies to enter into international market & expand business globally. (For ex. Cue Blocks expanded into Germany through an
Connects youth of Chandigarh to global market, by providing management & technical internships.
Summer Internships internationally for students currently pursuing graduation. (Engineering students going for iGIP during 6 months internship)
Creates direct impact
Has a power to connect NGOs, Students, Companies, Government. Bringing all of them together to change & evolve the city
Brings in global talent & ideas to make our city better.
oGIP
Implementation of Learning Networks.
Alumni market capitalization.
iGCDP
Supply & Demand Analysis for right raising & high delivery rate.
OS Evolution - TMP & TLP driving growth in oGIP
Alignment to global supply & demand, LCLC partnerships.
Education Sector
Focus shifts from number of experiences to impact.
Packaging projects for business development.
Showcasing impact to builds a strong brand.
Packaging, promoting & delivering LNs
Alumni engagement through newsletters, events, networking fo-
Local support group to be formed
SOPs to be developed, which supports & leads to quality experiences, impact & branding.
New projects & project development. (SME based project)
Program
Evolution Proposed
Top 3 strategies
Relevance with External Market
oGCDP
Integrated experiences to become a trend in the LC.
University Based Expansions & Satellite Expansions.
International relations through CEEDs, BDMs & International Conferences.
Campus Ambassadors for better university relations & fast/efficient processes for raising.
Raise on time, Match on Time, Deliver on time.
Evolution in OS to support marketing & experience delivery.
Provides global exposure to the students, which helps in building global socially responsible leaders, thus helping us achieve our vision. One of it‘s kind experience gives an opportunity to explore & develop to young people, thus creating an impact on the society.
2. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of: a. Membership Volume & Experience b. Logistical Management c. Stakeholders Experience Delivery d. International Relations AIESEC in Chandigarh Exchange Targets Portfolio
GCDP ICX
GIP ICX
GCDP OGX
Project
Project Target
Footprints
60
Rural Development
20
Conserve
20
Worldview
10
iCAN (CancerAwareness)
20
Healthcare
10
Adhoc
10
Expansions
40
Eureka
30
Phoenix
15
Emerging India
30
Education
25
Expansions
10
InBound
30
OutBound
30
Expansions (Unversity Based, City Based &
70
Portfolio Target
190
110
130
AIESEC in Chandigarh Exchange Targets Portfolio
GIP OGX
Project
Project Target
Eureka & Emerging India
15
Phoenix (IT & CSE Majorly)
20
Education
10
Expansions
15
Portfolio Target
60
TMP
1200
TLP
400
a. Membership Volume & Experiences
Having a floating membership of 130+ at all time in the Local Chapter. To meet this demand, optimized recruitment (portfolio specific pocket recruitment), skill-based recruitment for functions, focusing on short-term TMP experiences for IM & Marketing & 2 large scale recruitment to cope-up with major membership crunch which comes during Q1 & Q3.
High focus on leadership/MB empowerment. First MB to be in place by 25th December, followed up regular training & development. MB Summit at the time of need (refer to year activity calendar). Minimum of 2 MB cycle, can increase depending upon performance of MB & change in OS if required.
To support exchange management processes, having task forces in EB & MB. Task forces for quality management, international relations, brand & information management, to be in place by mid-January to bring in processes for exchange in the starting of the year itself. To integrate global experiences in membership experience, regular opportunities for GB in terms of CEEDs & International conferences. Major focus on sending members one exchange & re-integrating maximum number of GCDP EPs. High focus on training & development, through forums delivered by EB & externals. Forums are directly proportional to the need of the local chapter. RnR campaigns would be more focused on bringing out innovations in the LC & would inspire people to try out new possibilities & do thing differently, rather than leading to high numbers. Members will go through 6 components of the Learning Environment
b. Logistic Management Trainee House Outsourcing to be responsibility of VP Finance & VP ICX, which needs to be sorted out in 2012 itself & carried forward in 2013. Quality Task Force to be formed, which would only be providing assistance to trainees & other stakeholders to register complaints/queries. QTF would track these complaints/queries & make sure they are resolved by the respective teams. Having an office by 1st February 2013 & maintaining a strong office culture. Finance manager in every department, tracking income and expenses of the department and giving report mentioning required areas of investment in near future so as to plan investments in time. Finance manager should submit reports every-fortnight and income and expense sheet every month. Maintaining a store house to keep LC logistics safe and tracked properly which would lead to efficient and productive use of LCs logistics. Having standardized processes for logistic management, & proper IM tools for the same.
c. Stakeholder Experience Delivery Clients: Every clients needs to have an account manager. VP ER to flow down CRM policies & VP Exchangers to track their implementation. Constant communication through newsletters. Involvement of our clients through LNs, Local Support Groups, Events, etc. Client referral and client‘s network exploration models to be formed. Trainees: Defining standard procedures for delivery & tracking delivery on those basis. Quality Task Force as a back-end customer care service, getting in complaints & making sure they are resolved at the same time. Using NPS as feedback mechanism, & evolving processes according to the feedback. Involvement of trainees in LC & Department Forums, Trainee Specific events. (BKK in July) Exchange Participants Reintegrate EPs EPIC at regular intervals EPs as Associate Members Proper assessment of experiences of EPs & then promoting the same d. International Relations EB Level IR Task Force, which deals only with striking partnership with LC. CEEDs & International Conferences, at least 15 people going for them in the year Internal Marketing Package to be designed by March, which would be a standard promotional material for matching. Exchange website to be re-launched for internal marketing No matching mails, no spamming culture in LC, progressive ways of matching to be followed. 3. 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 Promote Score (NPS) is a feedback mechanism tool, which focuses on taking feedback from EPs, Trainees, Members & Leaders. It help us in evualuating what our stakeholders like about the experience & what could go better for a better experience delivery. It also helps us in understanding, how many of stakeholders would go ahead & promote AIESEC & its experience. NPS is important to be integrated in our current system, as it is a direct feedback. It tells us strenghts, on wich we need to keep capitalizing & our weaknesses on which we need to improve.
Need of regular assessment of feedback by stakeholders. Following up with all detractors as soon as possible, and to take actions to improve experiences if needed/possible. Following up with our promoters, record & track experiences to showcase for internal marketing. NPS report should be framed at regular time intervals & should be promoted through internal marketing. Assessment should evolve into processes & actions to improve our delivery procedures.
Action steps for better delivery of our programs: Standard Operating Procedures, Process Optimization. Tracking of procedures & experiences through IM Tools Proper knowledge management to be followed AIESEC Experience managers need to have a full-fledged team CRM to be a part of sales process: account management, documentation, communication Quality Task Force to track & resolve issues through different teams (Logistics team, Departments for job role issues, etc) Trainee events & trainee engagement to be a focus area. 4. State your understanding of the inter-relation between the 4 ELD programs. What do you propose for 2013 that will ensure capitalization of this inter-relationship. TMP & TLP Driving Growth: The inter-relation between the 4 programs is very simple, number of TMP & TLP experiences need to drive growth in GCDP & GIP. For growth in GCDP & GIP programs we need to evolve our OS, analyse our need of TMP & TLP to run the program. When optimum TMP & TLP is provided, program should grow. The TMP & TLP experiences need to evolve to support exchange systems, by introduction of task forces in departments & specific job roles & goals for all members & teams. To ensure capitalization in 2013, following measures would be taken: EB level & MB level task forces. These task forces would mainly include information system task force, international relation task force, finance task force, process optimization task force. Department task forces (defined job roles for each member), sales team, delivery team, etc. Each team & team member need to have defined goals & job roles. Evolution is OS will support sub-systems & exchange systems. 5. List down any innovation(s) that you intend to bring in Program departments/teams. With the introduction of TMP & TLP, a focus has shifted more to having more strong team experiences. Strong team experiences simply means, each team having a vision, goal, culture, objectives & targets. It also brings in concept of dual experiences, by having task forces in departments helping in building sub-systems to support exchange. Every department needs to be divided in to teams under TLs defined as per OS. These departments will have set vision & goals to achieve. Every department then also needs to have need based task forces, headed by a TL. Department & Teams need to have defined culture for themselves which would form backbone of how they function. Department teams would also induct trainees, bringing global talent to team thus leading to X + TMP. Implementation of Global Learning Environment
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? The year 2012 saw growth in all functions (except BD), but whereas our performance declined in all programs (except GCDP ICX). This clearly shows, synergy was lacking between functions & programs in the year 2012 & we couldn‘t capitalize on our strong functions.
Marketing as a function started supporting programs only after Q2, & gave high returns to GCDP OGX through successful promotions during August Recruitment.
Membership selection, induction, training & review processes were brilliantly followed, giving us the right membership. But lack of strong leadership & major membership crisis for first 4 months lead to low performance in programs.
No business development, which means surplus to invest in any portfolios. No products packaging. CRM happened in Q2 & Q3 only, when it was need of the hour.
Finance in GCDP ICX synergy was brilliant, with no loss made in the portfolio. But no as such investments were made in all programs to boost exchange, majorly due to low bank balance & debt towards MC.
How to evolve synergy in 2013:
Identification of synergy while planning.
Planning action steps for the same, with timelines & responsible.
Building systems for synergy, OS supporting functions & programs synergy.
Implementation & regular review of synergy.
Synergy in-between these portfolios to be major focus areas:
Finance & BD for review, tracking & generating income accordingly.
Finance & exchange programs, for financial tracking & making smart investments.
BD & programs, for product packaging & CRM.
Marketing & programs, for showcasing impact thus enhancing external positioning.
IM & programs (MAJOR SYNERGY) for process optimization through information systems.
Expansion & exchange program, for delivery of exchanges in entities.
Expansion & functions, for training & tracking of entities performance in functions.
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.
Strong communication and implementation channel as well as strong review mechanism for the membership and leadership through Exchange support managers and frequent tracking systems.
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. Also selection through externals.
Healthy number of AM throughout the year has made way for optimized recruitment in the future
Induction & Mentorship processes was the perfect induction module.
Marketing: Portfolio evolved from communication to marketing, now having dynamic & vast operations. It now deals with not only PR, but also on brand building, product packaging, media relations, café partnerships, social media utilization, partnerships, etc.
Amazing promotion for recruitment, using pull strategy rather than push strategy of selling forms. LeadIns really attracted the crowd, giving us high number of applicants for membership & exchange.
Quality branding techniques so as to be efficient. Right media articles, café promotions, usage of social media. But we need to exponentially increase these branding techniques to have a better external positioning.
Marketing only synergizing with GCDP OGX, more synergy needed with other programs.
Information Management: This function evolved a lot this year, & we also pioneered it for AIESEC in India. This portfolio is critical for achieving 2015 goals.
Exchange website was launched for internal marketing, but no follow-up due to lack of synergy.
Utilisation of podio & myaiesec.net focused, but again not followed-up properly due to lack of synergy.
Good KM practices, but needs to better.
IM Policies designed but not implemented.
Finance: Finance was the need of the hour, we were into high depression in this portfolio with low bank balance, low reserves & high debt. Majorly focused on cost-cutting to get rid of debt & leave 2012 with decent savings.
No loss incurred on any program.
Effective outsourcing
Cost-cutting at all levels
No investments made to boost exchange—majorly due to LCs financial health
Finance education, regular internal & external auditing
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? Business development & External Relations as a portfolio is responsible for product development, product packaging, selling, CRM, Alumni relations & Board Management. This portfolio requires:
Product Development & Packaging for the local chapter, to enhance the value propositions of all our products. Bringing in finances & tracking the same, through the means of Sponsorship Income for Events, Year Long Partnerships, Selling Projects & Multi-Dimensional Partnerships. BD is overall responsible for all Client-Relationship Management. CRM policies need to flown down by VP BD in LC & track the implementation of the same. In-kind support to the local chapter. BD is responsible for management of Board of Advisors, regular meetings, financial & in-kind support, references need to be capitalized from BoA. BD is responsible for planning & implementation of event calendar. Alumni Relation Management needs to be done by BD, resulting in oGIP raises, iGIP raises, in-kind & financial support, intellectual support through the ways of regular interactions, forums, newsletters, etc. VP BD is integral part of Finance Task Force, regularly reviewing incomes & expenses, forecasting need of finances & thus generating revenue at the right time. VP BD is also responsible for documentation, creating proposals & impact reports. VP BD is over-all responsible for Local Committee Development in terms of diversifying products & projects.
2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in the LC in 2012. Product
Target
Details
Recruitment
1,50,000
Selling of 2 large scale recruitment & pocket recruitment. Recruitment to be combined with LeadIn & February Recruitment to have a recruitment based event called ―Empower‖.
Balakalakaar
4,00,000
Balakalakaar would be organized in the month of July. It would be a week long event, with 3 pre-events & then a major event BKK. BKK has a high selling power, due to pre-events, high scale of promotions & involvement of volunteers & social-aspect attached to it.
Youth to Business Forum
4,00,000
Youth to Business Forum to be held in September at ISB involving corporates & students from the region & the country. The event has a high value proposition as it involves students & corporates & is organized at ISB. This event will also yield MDPs.
Other Products
1,50,000
Selling products like GBMs, Local Conferences, Logo Spaces on proposals & promotional material, online promotions, collaborative events.
Products
Targets
Details
BoA Funding
3,00,000
Revamping our Board, and striking partnership for financial support in Q1 itself.
Project Funding
1,00,000
Selling of projects like Footprints, which are sustainable & running successfully from past few years.
Expansions
5,00,000
Expansions would hold events like Balakalakaar, Youth to Business Forum. Also university partnerships would yield funds on the basis of year long part-
3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)? Other sources of regular income for LC:
Collaborative partnerships for assistance in organizing external events like Princiapal Summit, Leadership Development Program, Youth Fests, etc.
Selling of logo spaces on proposals, virtual platforms, etc to companies to generate regular income.
Partnering with Tour & Travels company to provide trainees travel packages all over India and earning commission through it.
Partnering with visa agencies, to assist EPs in getting visa & thus earning commission through it.
Crowd-Funding for GCDP Projects. (Ex – Adopt a Balakalakaar)
Financial Management 1. Describe your understanding of the role of Vice-President Finance in the LC. Finance is the most vital and dependent portfolio, which works in synergy of all other portfolios. Though very underrated in past, the portfolio has evolved with years and now vice president finance holds a very key position in the local chapter. The role of vice president finance comprises of the following things.
LC Budgeting: Estimating the revenues and expenses of the year and constant review of budget
Investment Planning: Planning smart investment areas – Traineeships, Membership, Administration
Accounting, Book-Keeping & Reporting
Auditing: External and Internal Auditing
Controlling and Tracking Cash Flow
Governance and Accountability
Reviewing and introducing financial policies in the local committee
Logistics Management
Banking
Imparting financial knowledge to the local chapter
Legal Representative of the Local Chapter
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2013 with respect to financial sustainability? A financially healthy local chapter is one who have enough working capital to manage day to day expense, earns profit through its products (exchange), have enough reserves/savings for emergency situations & has no debt. Financially stable local chapter will always strive do more & grow, as they have enough finances to make smart investments. To
Enough working capital to manage day to day expenses All programs generating profit Savings enough to tackle any emergency situation Healthy book-keeping & accounting practices, education & implementation of financial policies Positive cash flow throughout the year No liabilities (no debt internally or externally) Any other income apart from exchange becomes a part of savings/corpus Healthy investments & decent ROI on investments work towards financial sustainability in 2013, following steps will be taken: Average bank balance of 1,50,000 INR throughout the year. Education & implementation of financial policies Each exchange program will generate profits (including iGCDP) Motive of events need to generating profits - a minimum of 50%. No liabilities & minimum receivables. Regular tracking of incomes & expenses & reviewing the same by FTF on weekly basis & EB on monthly basis. Budgeting for each project & will be followed. TL Exchanges will be financial responsible for their projects. Which also means exchanges need to planned in accordance to finances.
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?
Creating reserves to the tune of 3,00,000 INR by the end of the year. Book keeping to be followed, all income & expenses need to be tracked. It would help in making analysis for the coming years. Regular review & planning of income & expenses. Weekly review meeting by FTF & monthly review by EB of finances. 80% of surplus generated from sponsorship income will be used to build reserves 50% of administration fee would be taken at the time of raise. 80% of this raise money would be treated as a liability and thus would be kept as reserve money. It is done, so as to build reserves to pay reconciliation fee when these raises get realized & not use up this money for other expenses FINANCE to be part of all EXCHANGE PLANS. Budget for all PROJECTS No losses to be incurred in trainee houses or logistic management
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 a function includes the following things:
Manpower Planning: Manpower planning was good in 2012, OS was well-defined with each teams having defined objectives & goals. Need of manpower was analyzed well in time & accordingly recruitment was done. Manpower Selection: Competency based selection module was followed, interviews were based on assessment of competencies. Also externals were involved for taking GDs & TA which filtered out the right crowd for interviews. The same would be followed in 2012 Induction: Induction module was MC aligned, inducting them into the organization by developing & giving them knowledge about 2 major components: Leadership & International Environment. Also, August RYLC played a major role in inducting the new recruits into the organization. Mentorship: Mentorship was again based on competency development & analyzing the competencies of new recruit. Mentorship was not a 1 time process, it is followed up & continues even after induction process. Mentorship also trained new recruits with basic knowledge of exchange. Appraisal & Review: Regular review mechanism was followed with membership, personal goal settings were done & right direction were given to members. This helped EB in analyzing the membership & their needs, thus aligning LC goals to personal goals. Training & Development: Regular training on exchange processes & functions, combined with regular external sessions. Partner‘s day was a huge success, with empowering membership through LEAD sessions.
TM as a program: Talent Management as a program simply means how TMP & TLP is driving growth in programs. Number of TMP & TLP involved in each department/project should be directly proportional to exchange done. If this is the case, then TM as a program is successful. In 2012, we had the right amount of manpower, our capacity was filled. But we lacked in number of leaders, thus les teams were formed, but teams had the right manpower. But this high TMP numbers didn‘t convert into program performances, majorly because of membership & leadership crunch for first 4 months. February recruitment didn‘t have high retention, thus loosing out on program performance. 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: No OC for recruitment, random promotions done. Involvement of externals for conducting GDs & TA, which saved time & effort for selection process. Less forms sold (thus less choices), but a decent turn up. No competency based assessment & selection, selection was based more upon softer aspects. Weak induction majorly due to lack of time. May Recruitment: Only online promotion & used previous database for promotion. Conversion of associate membership to core membership, this helped as associate membership already understood basics of the organization & culture so induction became easy. Induction happened through small-mentorship, mentorships were successful as they were well-planned & were done according to needs of the LC & membership.
August Recruitment: The most successful recruitment in past 5 years of AIESEC. Recruited 99 members (Female Leadership) Promotions through LeadIn & class room presentations (no random selling) with involvement of externals. Separate OGX promotions during recruitment, which gave us 15 raises. Competency based selection Competency based induction Involvement of externals for GD & TA Recruitment in 2013: February recruitment to focus more upon OGX raising, than recruitment members. 80% of February recruitment should focus on OGX. OGX raises should be integrated as members as soon as they are raised. This is because, February is the only time we could promote OGX (keeping college schedules in mind). Pocket recruitment - portfolio specific. For ex: Recruitment in May to have enough members for delivering summer cycle, year long recruitment for IM Managers, Marketing Managers (Content writing, Media Relations) Empower/GEE to be a part of February recruitment. Recruitment should not be a long project, recruitment should end maximum in 30 days. So we need to plan well & increase our efficiency. LeadINs to be continues & conducted throughout the year. Associate Membership to be converted into ELD at the right time. So focus on AM needs to be given, then need to involved in LC activities & given basic knowledge about AIESEC, so that conversion becomes easy. Reintegrating 80% of EPs into LC. Recruitment also need to generate profits, by sponsorship income & form selling. 3. How to increase external value of our Membership? Increasing the external value of TMP & TLP programs of AIESEC will be one of the major priorities of VP TM. It will be achieved through: Partnering with externals & alumni, for training & development of membership. Getting selections & AIESEC experience certified by externals. Showcasing membership experiences through virtual platforms. Partnering with organizations to provide job opportunity to AIESECers. 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 portfolio has evolved in 2012, becoming much more dynamic & vast in its nature. Marketing is not only about PR, but about brand building, collaborations & partnership through various different ways. Marketing in 2012: Promotions for all events was done brilliantly through media & café partnerships. Media appearances & café partnerships, were of need based only & not for numbers. They actually helped in brand building. Social media was used in a good way, but it could surely be improved in the coming years especially by high usage of aiesec.in Marketing in the 2nd half of the year, contributed to GCDP OGX raises by promoting it through LeadINs. More focus needed from marketing of GIP ICX program in 2013, to boost its raising. Also TMP & TLP experiences needs more focus.
2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD programs in 2013? Marketing would evolve in 2013 by the following ways, thus contributing to our ELD programs.
Properly marketing events like Empower, Youth to Business Forum, Balakalakaar would contribute to GCDP OGX, GIP ICX & GCDP ICX directly. Partnership with external forums, for networking & delivering session would again boost GCDP OGX & GIP ICX. Youth empowerment sessions (LeadIns) to be held throughout the year for promotion of TMP & GCDP OGX. Using social media to promote our experience delivery of all programs thus building a strong brand of AIESEC as a leadership organization providing international experiences. Using media articles & café partnerships, to indirectly/directly promote all ELD programs. Regular newsletter & magazines to engage the city with AIESEC & showcase AIESEC. AIESEC Beta for creating a brand in schools, which would yield results in the coming years in terms of TMP & GCDP OGX. Partnering with other organization & societies in relevant initiatives.
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? Information Management plays a huge role in the following ways: Process optimization through IM. Creative for promotion Effective & efficient utilization of myaiesec.net Education & implementation of IM & KM Policies Knowledge management & Documentation Development of information systems to support exchange Design & management of internal communication channels. Regular newsletters for internal network Assistance in internal marketing 2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2013. Role of information systems in 2013: Building a culture of knowledge management & documentation. All records, documents, proposals, forums output need to be documented & compiled. Tracking needs to become a part of exchange processes. Usage of information systems, for better delivery. Regular newsletter for better internal communication. Standardized Internal Marketing tools to be developed. Standard creative for programs, so that they can use it for designing portfolio specific creative. Processes need to be followed, things need to tracked, this would solve half of our quality issues. Information Systems in 2013, would assist exchange programs directly. It would build systems so as to have all processes run smoothly. It would help exchange systems in regular documentation & knowledge management. VP IM would have all documents, creative, contracts, etc of the LC.
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 simply means ―To engage more people with AIESEC, our purpose & values‖ to create promoters of AIESEC & build ELD customers. Through this way, we want more & more people to experience AIESEC. EwA activities deals with students getting in touch with EwA activities, enjoy AIESEC, understand it & then move ahead & become a promoter. In this way we are engaging a lot of people, and building our promoters. Those who are influenced enough, want to join AIESEC thus become our members. There are two broad ways of EwA activities, Associate Membership & Youth Empowerment. The would be run in the following ways in the LC:
Youth Empowerment Sessions (LeadIns & AIESEC Beta) to be run throughout the year. These sessions have an objective of promoting AIESEC, educating people about our vision & beliefs & providing them with opportunities of membership & exchange. People who get rejects at GD/TA/Interview stage or live/study in far-off places or can‘t give enough time to AIESEC would be recruited in as Associate Members. These associate members will be given basic education about AIESEC way, to understand what we do & why we do it. Opportunities would be promoted to these associate members on regular basis like home-stays, trainee events, trainee buddies, events volunteer, ngo volunteer etc. Campus ambassadors in all outbound colleges When needed, few of these associate membership would be recruited into AIESEC. (Pocket Recruitment)
Contribution to ELD through EWA:
20 campus ambassadors, can easily bring in 50 oGCDP exchanges. Conversion of AM to Core-members. Promoting leadership & exchange opportunities through YE Sessions, which will bring in 80% of our membership & lead to 20 exchanges
2. Give an outline plan of LLC activities that will be conducted in 2013, which will ensure evolved and improved Alumni Relation Management. AIESEC in Chandigarh would be celebrating 25 years of existence, & honoring & reconnecting of alumni would be done. So for the same, following activities would be taken up in 2013:
25 years impact report would be generated by July 2013 & a copy of the same would be sent to all EB members of past 25 years.
Alumni of the month campaign would be followed, where every month 2-3 alumni‘s stories would be promoted in external network. These alumni would also be invited to LC forums, to come & reconnect with the local chapter & empower members.
Alumni as mentors for EB members by Q1 end and for MB members in Q2 end. These mentors would provide training & guidance to EB & MB members throughout the terms.
Alumni newsletter to be launched every 2 months, promoting GIP OGX opportunities, giving updates about LC.
Alumni would be invited for all events, also alumni would be supported with AIESECs network.
Alumni event in November (celebrating 25 years), planned & promoted well in time.
Thank You for Reading my Manifesto, I hope you enjoyed it.
‘Peace & Fulfillment of Humankind’s Potential’ But, Are we really creating impact? Are we really reaching out to millions of people every year? Are we really doing relevant things? 70,000 AIESECers
6,000 Partners
9,00,000 Alumni
20,000 Exchanges
The Real Question today is,
Are we really Delivering our Promise? 50,679,700 Young people between the age of 18-25 are on Facebook
(5/17) * a Billion Corporates want International Talent.
Nearly 750 TEDx Events alone were delivered in 2010 across 60 countries. With a minimum of 700 TEDxers attending each event.
AIESEC in Chandigarh: Delivering Promises AIESEC is the only organization, which offers such unique products that cater to diverse segments of society yet we are the worlds best kept secret. It is time we start achieving our goals & targets, it is time we start doing relevant things, it is time we get few steps closer to our vision. It is time we deliver our Promise. Our Promise to the CITY AIESEC Chandigarh in 1988 promised the city that each & everyday of our existence we would strive to achieve “Peace & Fulfillment of Humankind’s Potential” by providing exchange & leadership opportunities. Our Promise to AIESEC & AIESEC India Being a pioneering local chapter, we promise to contribute to growth of AIESEC & AIESEC INDIA through collaboration, pioneering pilot projects & growth in ELD programs. Our Promise to Ourselves This manifesto is our promise to us. Everything written over here is a prediction, and we all would make sure we achieve it. 2013, would be all about growth in exchange programs, expanding AIESEC India network thus leading to financial sustainability & enhanced external positioning
Recon to be paid 1635000 (40% of total admin fee for each program) GCDP ICX 95000 GIP ICX 660000 GCDP OGX 520000 GIP OGX 360000
Minimum Income from LC GIP ICX GCDP OGX GIP OGX
1130000 500000 360000 270000
GCDP ICX GIP ICX GCDP OGX
GIP ICX
GIP OGX
GCDP OGX GIP OGX
Note
Worst Case Scenario has been taken for evaluation of recon
GCDP OGX GIP ICX GIP OGX Events
Profits Through Expansions 210000 30000 60000 100000 400000
Note
Money Invested in LC Administration Traineeship Membership GCDP ICX Savings Corpus
2230000 400000 300000 500000 200000 200000 600000
25% of exchange income & 80% of event income is to be invested back in the expansions itself, if any surplus still remains then this would add up as reserve & to be utilized in paying off initial money to expansions when they become independent.