Pankuri Sundra Manifesto LCP 2013, AIESEC in Chandigarh

Fulfilling our DESTINY

Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

Section A | Opening note

In the beginning of the year 2012, we came to know that our LC was in Debt, that we owed a lacs of rupees to the Member Committee and we barely had any reserves. All dreams of achievement had to be put on hold. We recruited from various outbound colleges and a major proportion of the membership turned out to be hostlers. We did not know what would happen but we had a belief that we will rise and we will be able to overcome the shortcomings during the year.

We did not stop any operations or rather we found a way around it of doing things differently. We did not have many members go out to colleges and sell forms for us but we worked our way around it and started giving lead sessions instead. These sessions were instrumental in attracting the right kind of people despite us not being able to promotion in the conventional manner. We also turned a investment conference into a profit generating conference. We knew we were in a grim situation but we did not become weaker, rather we grew stronger.

I believe AIESEC in Chandigarh never fears and always breaks all stereotypes.

In 2009, we lived AIESEC with undiluted passion In 2010, we achieved greatness In 2011, we learnt how to dream unlimited In 2012, we performed with passion and purpose Against all odds, The year 2013 for AIESEC in Chandigarh will be about fulfilling our DESTINY.

The year 2013 will be the year of culmination, where we accumulate our success and failures of the past years and utilize the learning to transform the LC and make it what is destined to be. It will be the year where excellence in leadership will be fostered and real change agents will be created. IT will be the year where AIEEC in India will see an LC rise and create a new league of Local Committees for the world to follow.

AISEC In Chandigarh, I hope you are ready for the challenge!

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

Section B | Personal Information Full Name

Pankuri Sundra

Date of Birth

1st July 1991

Address

# 99, 28 A, Chandigarh

Mobile

9876010077

Email

pankuri.sundra@aiesec.net; pankuri.aiesec@gmail.com

II Academic Qualifications Bachelor of Engineering (B.E.) B.A LLB(Hons), University Institute of Legal Studies, Panjab University December ‟09 | 7th Semester | Aggregate – 1st Division Class XII Vivek High School Sector 38, Chandigarh June 2009 | Aggregate – 74.3% Class X Vivek High School Sector 38, Chandigarh June 2007 | Aggregate – 82% III Additional Experiences Founder member: FIFA Gaming League IV Software Skills Software/OS

Skill Level

Packages of which I have Experience

MS Office

Excellent

Word, PowerPoint, Excel, FrontPage

Web Development & Internet

Good

FrontPage, Firefox, IE, Outlook

Mac Skills

Good

MAC OS X, iWork, iLife

Achievements   

High School House Captain Attained Duke of Edinburgh‟s Award (Silver Level).

School Round Square Member

Interests Jigsaw Puzzles l Sudoku l Gaming l Music l Cross stich l Kho-Kho l Reading l Food

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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.  GCDP Team Member (5 months) – Aug ’09 to Jan ’10 I joined AIESEC knowing that this is the place where I wanted to be for long and instantly I started working, trying to contribute in whatever little way I could. I used to sit throughout the night spaming the whole AIESEC Network about Project Daves and trying to convince couple of Chineese Eps to come down and work for the same. Along side, I started helping in another Project InitiativeD-tox and started to approach schools and soon couple of art and painting work shops were organised by me and my other team mates which got the LC about Rs. 15000.

Key Learnings: 1. Understanding AIESEC‟s Corework – Exchange 2. Market reseach and segmentation 3. Direct Sales  OC VP External Relations, Balakalakaar 2009 (2 months) – Oct ’09 to Nov ’09 A new inititave again- Balakalakaar 2009, as soon as i saw the application of the core OC have opened, i instantly applied for the same and was selected as OC VP ER. One event with our target getting 1500 underprivledged children, one day of full excitement and fun and learning, one day for the little angles to paint away their dreams and all responsibility for making this happenwas on my team and I. With no company ready to invest in our new initiative, we came up with a new stratergy of Adopting a Balakalakaarand raised about Rs 70,000. Each day was a challenge and and me and my team took it up corageously.I was awarded the ‟‟Best OC Member Award at the end of the year but more than that i got my actual award at the day of the event itself when I saw 1500 smiling and happy faces around me.

Key Learnings 1. Product packaging-I made my first proposal then!

2. Managing diverse set of people in an intense environment 3. Stakeholder delivery  Team Leader Rural Development (7 months)– Feb ’10 to Aug ’10 This was the first time when cold water was poured on me and I was intrusted with yet another position. I was given 7 members and that was the time when I realized my responsibility as I knew there would be 7 pairs of eyes looking upto me. Our team had many team meets and Team chill outswhich made us strong and bonded. We overshot our target and managed to deliver 40 expereinces. We celebrated our success with all 40 interns which came to Chandigarh. I had my first homestay then -Alexander Wong who was from Indonesia. And after that about 60 interns came over for home stays and left beautiful memories behind that my family and I will always cherish.

Key Learnings: 1. Stratergizing and Planning 2. Stakeholder Communication & Management 3. Member development  Team Leader Eureka/Pheonix (4 months)– Sept ’10 to Dec’10

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This was something totally different and new for me. Our team name was ‟‟The Flintstones”and I thought that we‟ll say Yaba-daba-dooand everything will start rolling but It didn‟t turn out to be like that.It felt like everthing had become in slow motion. The company would take weeks to reply, the Eps would take weeks to get convinced and It was harder to retain members as well. Everything took time and this were I learnt to be patient. I believe my term was succesful as I developed my team members and later three of them went ahead and took TL/OCP positions.

Key Learnings: 1. Implementing effective ways to do Exchange 2. Understanding team dynaimcs 3. Building IR for AIESEC Chandigarh ____________________________________________________________________________________  Alumni Relations Manager (3 months)– October ’10 to Dec’10 This was fun! As ARM I was working directly with the LCP then-Mr Sahil Dewan. It was new and very exciting for me. I was to track and create a database for a start of all the Alumni since AIESEC Chandigarh‟s Inception. I was on a duel role then and so I tried to raise some TN‟s for GIP aswell! I solely organised an Alumni Engagement Event as well in November around Diwali at Cafe OZ( It was a new and a cool place then!). I managed to re connect couple of Alumni back with AIESEC and some of them still continue to visit AIESEC Chandigarh whenever they are in town and support in whatever way they can.

Key Learnings: 1. Honed my general communication skills.

2. Managing puliing of an event solely.  ____________________________________________________________________________________  Vice President Global Internship Program-Incoming Exchange (12 Months) – Jan ’11 to Dec’11

““Suit up, because this ride is going to be LEGEN...wait for it...DARY.” I wasvery excited to be apart of ’’The Fellowship” and the GIP ICX commission. It was truely an intensive learning experience. My department name was ’’The Punks’’ and I had an all boys department and it is TOUGHto get work done from them. This was the most hardest, grilling yet exciting expereinces of my journey in AIESEC. I was handling two projects-Build your Future and Eureka/Pheonix. I worked hard to achieve an Increase in the absolute number of exchanges from 2 expereinces in 2010 to 16 experiences in 2011. A relative growth of 800%. In Project Eureka/Pheonix, we delivered 20 expereinces. By the end of the year, the GIP-ICX portfolio won us

the Most Progessive LC in GIP-ICX award for 2011.

Key Learnings 1.

2.

3.

4.

Portfolio management and Implementation.

Building a department culture.

Talant Management for the department.

Stratergizing and Planning

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 Vice President Finance (12 Months)– Jan ’12 till today

“With great power comes great responsibility.”

I have learnt so much in this portfolio. Financial management; Budgeting; Accounting and Book Keeping; Banking; Auditing; Planning and Stratergizing are somethings that i have gained knowledge in my term. The moment i was made aware about the total amount we owed to the MC, I took it as a challenge and decided that by the end of the year, I will not only clear the debt but leave a reseve as well for the next year.This is also the year in which a Lcong-OSC was not an investment but a profit generation source.

Key Learnings 1. Year long Crisis Management 2. Balancing between optimum utilisation of financial resources and debt repayment.

3. Finacial Restructuring Other Experiences: a) b) c) d) e) f)

NLS Onsite OC – Jan ’10 MENAXLDS – Mar ’10 EBC – May Local Congress – May ’12 Heading the Quality Task Force– July’12 EBC- October Stratergy Conference-Oct’12 EBC- Youth to Business Forum- Oct ’12 till now



2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each) Whenever I try to recall my expereince and try to evaluate, I become very over critical for myself. I always feel there could be something more I could have added. I have taken very diverse rolls head on in this organisation and have learnt a lot from every position or roll I was put into and made the most of it.

Following are some of my accomplishments in AIESEC that I really cherish: 1. Organizing Committee President Rural Development GCDP ICX did not get any administrative fee from their clients. I took up this fantastic oppertunity and really wanted to change this aspect about this portfolio. After lot of brain storming on this with my NGO clients, I stratergised a new way of generating money from the interns who came to work for project. We strated to charge interns a minimum amount of Rs 2000 for their 6 weeks free food and accomodation. I along with my team delivered 40 expereinces which fetched the Local Committee a sum of Rs 80,000 directly. During my term I also was given an oppertunity to go to for an amazying conference-MENA XLDS in Jordan but I set everything before I left so that my department and project did not sufer.

2. Balanced my life with AIESEC effectively I am very close to my family, I have four Best Friends, and I like my college. I have managed to strike a healthy balance between all this. I have never let these things get affected by each other and I take it as a credit!

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3. Grabbed all the diverse opportunities that came my way It is a well known fact that one comes across many oppertunities in AIESEC and its up to the individual as to how many he/she wants to grab. I have taken the maximum oppertunities that I could. I worked across different portfolio‟s in AIESEC and have had a really diverse experience. I believe I have lived AIESEC in its true form.

An area, which I consider I could have & should have done better in AIESEC are: 1. Not achieved my target when i was VP GIP ICX.

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

Conference National Leadership Development Seminar LCONG LCONG National Congress ’10 MENA XLDS LCONG June National Conference ’10 National Strategic Conference ’10 LCONG National Leadership Seminar ’11 June National Conference LCONG National Strategic Conference ’11 LCONG LCONG

Profile Delegate Delegate Delegate Onsite OC Delegate Delegate Delegate Delegate Delegate Delegate Delegate Facilitator Delegate Facilitator,EBC Facilitator,EBC

Date Sep ‟09 Oct ‟09 Jan ‟10 Jan ‟10 Mar ‟10 May ‟10 Jun ‟10 Oct ‟10 Oct ‟10 Jan ‟11 Jun ‟11 Oct ‟11 Oct ‟11 May ‟12 Oct ‟12

Place Silvasa Zirakpur Zirakpur Kodaikanal Jordan Parwanoo Silvasa Silvasa Parwanoo Jaipur Silvasa Shimla Silvasa Parwanoo Shimla

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?

I have been apart of two executive body roles and if I look back at my experience, it has been a very diverse, eventful, and an immensely learning experience.

Year 1: The Fellowship This team comprised of very strong individuals. It was a mix of individuals who were very diverse and this was something that made this team different and special. According to me, the members of the Fellowship would view me as someone who was very balanced and someone who actively took part in helping and reaching out to all portfolios in whichever way I could.

Year 2: Roo-Ba-Roo Whatever I say about Roo-Ba-Roo is less. Roo-Ba-Roo is one team that is very close to my heart. I know for a fact that I have found more friends for life in this team. The team would describe be as someone who is very positive, excited, adaptable, and understanding. As far as LC‟s organisational direction is

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

concerned, I feel my contribution was more determined by the limitation of the portfolio that I am heading and hence I was always viewing prospects from a safer perspective.

5. What are your three basic Learning‟s/Values for life, which you have derived through your AIESEC experience? (Answer objectively) All the experiences that AIESEC offers you, adds to your personal and professional learning. The following are the ones that have definitely add to the person who I am today:   

Culturally sensitive Enjoying participation Activating Leadership

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?

“The only person you are destined to become is the person you decide to be.”

Over these three and a half years, in the back of my mind, I have always had that want to be the LCP of this phenomenal local committee. The thing has kept me going every time is the thought of leaving AIESEC. I am passionate of whatever I take up and I am very passionate about AIESEC and the thought of leaving it drives me to apply for a role in AIESEC.AIESEC in Chandigarh is a Local Committee which is veryvalue driven in it's existence and that I believe is something which is hard toreplicate in any other organization. When I think of AIESEC Chandigarh in 2013, I want to be LCP for the following simple reasons: 







The amount of opportunities are limitless and with the path this LC is on, my commitment & ownership through my vision for this LC will take it through to the ideal LC state, rather we will define an Ideal LC state in AIESEC. Everyday spent in AIESEC, the passion for doing bigger things than the previous day personally and in AIESEC keeps on accumulating; this role is the best vent for that passion and realizing the scope in 2013, I can‟t get any other platform in an capacity in AIESEC to do bigger things!

I foresee AIESEC Chandigarh: 1200 TMPs, facilitating 180 EP‟s experiences, hosting the biggest events in the city, handling a budget of approx 50 lacs, achieving the maximum impact till date, inviting 300+ trainees, contributing to the National strategy of AIESEC India considerably well.

Making every Member, Trainee, Client, Parent feel proud and just overwhelmed of being associated with a phenomenon – AIESEC Chandigarh! Wow, what a feeling to represent this phenomenon and guide it forward

“If you run you stand a chance of losing, but if don‟t run you have already lost!‟‟ Barack Obama

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I am confident of being best suited for this prestigious roles because of the following: Self Belief and determination: More than anything else, I believe my passion, unconditional love, understanding of the current scenario and the road ahead, I believe I am ready and very excited to take such a role.

Experience: This Local Committee needs a leader who understands the holistic functioning of this chapter. I believe that the three and a half year experience I have gained in this organisation, handling some of the most crucial and diverse roles in the local committee equips me with the required knowledge and experience to take this most awesome local committee forward.

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:   

To complete my Law Degree in time with 1st Division.

To go for an International Conference.

Being Local Committee President – AIESEC in Chandigarh.

Long Term Goals   

To have a Masters in Business Administration or Masters in Finance degree.

To become independent and start-up something good.

To get married! 

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?

On the Academic front, I‟m into the fourth year of my five-year law degree. Apart from this I have no other time commitments.

Being Local Committee President is a 24* 7 hours role. I would make myself available to handle all AIESEC responsibilities as and when the situation demands.

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. 

School House Captain: I was appointed the role of House vice Captain when I was in class 11.

After concluding my role as vice captain successfully, I was promoted to House captain in class 12. This is the highest position that a student can attain in a house. I was responsible for managing the students under my house, by ensuring disciple in the house, making teams for competitions and motivating students to contribute towards maintaining the house sprit. I always felt satisfied when I came across a shy kid who had the potential to do well in a competition but never took a step forward. I would always take an extra step to help such kids out and help them reach their potential. This was the most pleasing part of my role as a House captain. I also developed a competitive spirit and the knack of motivating students to work for the house.



FIFA Gaming League: This is an organization that I founded with my best friends. We conducted 3 FIFA tournaments which brought more than 300 enthusiastic participants from the

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tri-city. Even though I‟m not an avid gamer, I got involved with this because of my friends and thought that it would be a good learning opportunity. All the tournaments hosted by us where considered a success with great response from the participants. Many experiences learnt during my AIESEC career have helped me with organizing these tournaments and vice-versa. Talking to the media, promoting an event, getting sponsors and taking care of the needs of the participants are some key skills I developed through FIFA Gaming League. 

Fund- raising drive for cancer: I was always involved in Round Square during my school years. Round Square is an organization consisting of many schools internationally. Round Square holds conferences where ideas and cultures are shared. One conference I attended in Austrailia had a fund-raising drive for cancer. Once I came back to my school I decided to organize one such drive for cancer patients in Chandigarh. So with the school round square committee, we set up a booth near the canteen where we sold cookies, lemon- aid etc. which we made on our own and gave all the proceedings to a Cancer Trust. I felt proud by contributing in such a way and earned respect from teachers and other students, which is always a good feeling.

I feel that some of my strengths that have helped me be who I am and achieve my goals are: 

My Passion: I have always been very passionate towards anything that interests me. Once I make a commitment I make sure I follow through with it. My passion is what always motivates me and gives me that extra gear to complete what I want to do.



Flexibility: I feel I am a very flexible person as I adjust well to situations and know how to deal with people during those situations.



Direct Personality: I feel that is am very direct and straight forward as a person. I tell and react to situations as they are. I always prefer not to use politics while dealing with a situation

On the other hand, I believe that like everyone, I too have some weaknesses, like:  

I sometimes feel that I trust people too easily.

I have the habit of over analysing, which sometimes prolongs my decision-making. This is evolving with time. Also, I analyse myself more than required, which makes me a self-critical person (which at times is a good thing).

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.

By the end of the year 2013 AIESEC Chandigarh would become a financially healthy local committee

having am exponential growthin GIP and OGX, and a pioneer in using Net Promoter Score to provide high quality experiences.

The mission statement of 2013 will be the same as of 2012:

“Our mission is to create purposeful thought leaders driven by value and passion who strive for delivering happiness to all our stakeholders”

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6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in itâ€&#x;s current state.

My leadership style is a perfect balance between work and fun. I do not push anyone to work. I generally make people align their personal goals with the organisational goals. I believe in action more than perfecting plans and the same is reflected when I lead, as I demand quick and smart action. I am a person who tends to focus on the solution than the problem.

This is how I feel leadership should be in AIESEC always, a perfect balance between work and fun as AIESEC is youth run organisation.

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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.

The following are the two core products of AIESEC and along with it is explained the analysis of AIESEC‟s key competitors in the region: International Internships:There is no other organization, which offers international internships to college students and recent graduates in the city.

Leadership Opportunity:The Rotaract Club is one such organization, which provides leadership opportunity to members. The club is usually engaged in social welfare activities like blood donation camps, fund raising events and awareness drives etc. There are leadership opportunities in the club but they are limited opportunities.

Hence I conclude by saying that AIESEC does not have any key competitors in the region. No one organization provides the core products of AIESEC ie International Internships/Interns and Leadership opportunities. AIESEC is the only youth run organization, which offers these two products to young people and organizations. This makes AIESEC a unique and exclusive product leader in the market.

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?

In 2015 AIESEC in Chandigarh will create a cross generational positive impact on the society. AIESEC Chandigarh will be recognised across sectors the first choice partner for our ability to develop responsibility and entrepreneurial leadership. AIESEC Chandigarh‟s physical and virtual reach will make us the most credible and global youth voice.

In this context, in 2013 AIESEC in Chandigarh will be the year we deliver high quality experiences to all our stakeholders. It will be the year we will build a better brand in the city across sectors.

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Section F | LC Administration 1. List down the different aspects of the job role of an LCP. Role:The Local Committee President is the administrative head of the Local Committee. A Local Committee President envisions, delegates responsibility, monitors the execution and is finally accountable for the same. The key aspects of the Local Committee President‟s job role are:

Representation

Strategic Direction

Administration and Operations

LCP Executive Body management

Goverance and Accountability

Responsibilities & Action Steps:          

Represent AIESEC in front of all the stakeholders outside and in the AIESEC network such as Member Committee, others Local Committees, Board of Advisors, Universities, Companies, NGOs and other organizations.

Legal Representative along with the VP Finance.

I will facilitate the direction setting, implementation and control of the strategic plan for AIESEC Chandigarh in 2013.

Overall responsible for AIESEC experience implementation, in charge of tracking the effects on all the AIESEC Structure elements Develop and maintain the local BOA strategy (meetings, reports, communication); Final responsible for legalization and auditing Strengthen the management of the Local Committee office to ensure efficiency, accountability and sustainability of LC operations.

Leading and training the Executive Board Lead & empower this LC to achieve maximum impact in all domains.

Flow down the National Strategies.

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2. Analyse 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.

•AIESEC 2010 lived up to all that was envisioned for the year and even more.

•The focus on delivery was comendable and it brought alot of positive recognition internally aswell.

•VP Projects and IR was introduced .

•Office culture came into being.

•Both the recruitments were extremely successful.

•Alot of our BCP's were were followed by other LCs. •Members took up various oppertunities such as such as International Conferences and CEEDs.

2010 Elevating to Greatness

2011 Dream Unlimited

•The LC focused on implementing the National Growth Drivers deined at NSC 2011 •The size of the executive body was incred to capitalize the given market.

•VP LCD was introduced to expand in near by cities.

•The LC hosted one national and one regional conference.

•The August recruitment worked wonderes for the Local Committee bringing fresh blood.

•The LC had diverse and motivated membership in each of is initiative groups

•IM, Marketing, and TM has evolved as a portfolio emenselly.

•The August recruitment has worked again for the Locoal Committee.

•Expansionshave have sions have helped the local committee in debt repayment.

•In the begining of the year, the the LC was in debt. We have paid Rs 5,85,500 as of today.

•TL empowerment and pipeline building has been our focus.

•Transforming the brand in the city.

•National contribution in terms of BCPs

2012 Purpose Passion Performance

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SWOT Analysis of 2012

Strengths: Membership: Growth in membership due to entities,. Diverse membership from various colleges in and around the city.

LeadeGood and potential leaders in the entities, Good number of applicants for MB

Opportunities : Large no. of SMEs still untapped, Untapped IT companies, Good quality of students available.

The Year 2012

Weakness: Recruitments for the first half were not efficient, Lack of office cultre, negative growth in Exchange Programs, Delivery issues

Threats : Close knit community- One wrong experience is heavily propagated.

The next two years‌

The year 2013 will be all about delivering quality experiences. Itwill be about concentration on the delivery of the programme rather than the increase in the number of expereiences provided.The local chapter will also increase its external relevance in the city through collaborations and certifications of programs. The local committee will be will be financially sustainable and will all this fulfill its destiny.:) The year 2014 will be the year when AIESEC Chandigarh will grow exponentially in its operations by exploring opportunities to further build upon its capacity. The local chapter will have a motivated membership to take on the new organizational structure as well.

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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 are the focus areas for the year 2013:

NPS

Financial sustainability Enhanced External Positioning in the Student and the Corporate sector

Focus areas

1. Net Promoters Score  Introduction of VP EDIM in the Executive Body.  Education and training of members in the exchange departments on NPS.  Analysis and inferences for program evolution on a fortnightly basis and present them to the LC in order to improve the NPS trends.  Use the NPS feedback information to create showcasing impact material.

2. Financial Sustainability  Revenue generation through different programs/events.  Optimum utilization of financial resources.  High focus on imparting financial knowledge at every level  Budget based approach and tracking of operations at every level.

3. Enhanced External Positioning in the Student and the Corporate Sector  VP Marketing will be overall responsible for increasing brand visibility and product packaging of GIP and GCDP OGX and GIP ICX  VP Marketing will synergize with VP F to set a sufficient budget for branding initiatives ie YT ads, FB ads etc  Student sector will be aggressively tapped through EwA activities such as LEAD!N.  Aggressive promotions will be done via campus partnerships  Collaborating with other organizations, societies and event organizing committees will also enable the brand to be more visible.  VP BD will take leads from BoA for network support in tapping prospective clients .  Showcasing corporate success stories through different medium of promotion in the corporate network. This will involve some investments  Showcasing impact delivered by GCDP programs to tap on companies for direct support as CSR initiatives  Showcasing impact among students for promoting TMP, TLP and OGX

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

VP TM will work on getting certification for TMP and TLP to increase the credibility of an AIESEC experience.

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

1.Expanding AIESEC Network in India     

CityBasedExpansions UniversityBasedExpansions Specialized Unitsaccording tomarketbifurcation Heavier focusonmarketcapitalizationinexchange portfolios.

Diversificationofmarket base iniGIPandBDandfocusonnewmarketpenetration.

2.Financial Stability driving growth       

Financial auditingandtrackingofeveryportfolio by F managers DiscontinuationofCashTransaction Financial auditingandtrackingofeveryportfolio MonthlyFTFmeetingtoensureprofitabilityacrossportfolios.

StandardizationoffinancialmodelsacrosstheLC Evolutionoffinancial trackingand managementofiGCDPprojects Fortnightlybudgetingandfinancial forecasting

3.Colaborations across sectors  Strong focus on collaboration both Internal and External.  Colabration with Alumni and engage form a LATT in starting of the year.  Focus on MDPs. 4. Brand and Information Management  Standardisation of procedures with respect to IM  Podio implementation and Supoort.  Create and monitor Process Optimunisation  Extensive use of the exchange website.

5.Legalization  Financial trackingofallexternalpartnerships(Keepinga copyofallcheques/receipts/drafts/invoices)  Maintainingcompleterecordsofall Traineesthat arebrought inbyiGCDPandiGIP. (This includes Photocopies ofpassports and Visas, FROdocumentsandaccommodationdetails)  Discontinuationofcashtransactions  KeepingrecordsofallEPsandFinancial transactionsthrough EPcontractsandinvoices.

6. Programme Delivery Efficiency  Process optimisation through IM.  Every member of the LC given a defined jobrole.  Concentration on the delivery of the programme rather than the increase in the number of expereiences provided.  Implementation of GLE.

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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.

LCP

VP GIP ICX

VP GIP ICX

VP GCDP ICX

VP BD

VP GCDP OGX

VP GIP OGX

VP Marketing

VP Finance

VP TM

VP EDIM

EB level:      

All VPs will work directly with the LCP to make all administrative and executive decisions.

For reporting and synergy purposes, the VPs will work in task forces and groups as highlighted in the structure.

There is an Exchange Task Force with GIP ICX, GIP OGX, GCDP ICX and GCDP OGX. Finance Task Force having BD, Finance & LCP. LCP will be communicating through TM, Finance & Projects for dealing with different Task Forces for strategy & action.

As of now, there is only one VP in the structure for GCDP ICX, GCDP OGX, and one for GIP OGXeach.

New addition Vice President Experience Delivery and Information Management The IM job role will be the same as follows:      

Design and management of internal communications channels To create and monitor the Processes implementation and process optimization in all areas Administering the organizational climate & culture management Administering and supporting all IT resources in the LC Knowledge Management for a project to assure the sustainability of knowledge and proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.

AIM of Experience Delivery :Showcase, evaluation and improvement of all experiences Job role:   

To ensure info from all NPS feedback survey is being regulated and being sent to the right people in the LC and they are tracked on the follow up fire fighting actions To educate and train members in the exchange departments on NPS. To analyse and draw inferences for program evolution and present them to the LC in order to improve the NPS trends.

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VP Expansions



To use the NPS feedback information to create showcasing impact material.

Second Level Management:

iGIP  Education/Akshar will happen in tricity schools.  TL TN/ET- Language institutions provide a lot of scope for growth in the tricity. A good client base has been established which can further be expanded in the coming year.  Build you Future will be run majorly in outstation colleges along with Triniti as a major client.  Team Leaders Eureka/Phoenix will be given different market sectors to look upon, as directed by the Vice President.  TL Emerging India includes business admin, HR, and Finance.

VP GIP ICX

TL Eureka/Pheonix

TL Eureka/Pheonix

TL Emerging India

VP GIP ICX

TL BYF

TL Education/Akshar

TL TN/ET

 Project icans, Project Healthcare/ ProdiGCDP are pilot projects.

iGCDP

VP GCDP ICX

Project iCan

Project Conserve

Project Rural Dev.

Project Footprints.

Project Heathcare/ProdiGCDP

 Conserve has very good clients and will be able to financially sustain exchanges.  TL Rural Development will be focusing on capitalizing on thecapacity of doing sustainable exchanges, majorly with EduCare.

 Project Footprints has Balniketan, HamariKaksha, YTTS along with number of other clients.

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oGIP

 VP GIP OGX

TL Eureka/Pheonix

TL Alumni Delivery

TL EI/Edu





TL Eureka/Phoenix is going to focus on IT and Engineering and Entrepreneurship.

TL EI/Edu is going to focus on LNs such as Business Administration and marketing and education.

TL Alumni Delivery will focus on servicing the Alumni.

oGCDP

VP GCDP OGX TL UR

TL UR

TL IR and matching

TL AIESEC Experience

 Team leaders to cover different geographical areas for convenience and efficiency  TL IR and matching to build county relations and help get bulk matches.  TL AIESEC Experience to take care of various aspects such as EP integration,

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Finance 

VP Finance

Cash Flow tracking manager

Financial Management Manager

Cash flow tracking manager will keeping a track of receivables from different function/programs Role of Marketing and PR Team: and following up on the same.  Financial Management manager for ELD • Marketing Strategies will manage LC book keeping, Programs LC administration, banking and will coordinate with National the finance • Driving Strategies in the team coordinators.

Talent Management

VP TM

Role of talent management team: Associate Member manager

TMP/TLP manager

Talant development TL

Lead responsible training and development manager



LEAD Implementation in the LC – The LEAD Manager is coordinating LEAD with the LC VP TM and TL Talent development.



Regular training and development in the LC to ensure overall education.



Tracking of overall personal development and learning of members (this has to be done with the TMP TLP Manager)



Coordinating Induction and mentorship sessions post recruitment and tracking the same along with the LC VP TM.

Role of Associate Member Manager:  Handling AM recruitment, induction in the LC.  Implementing AM projects in the LC through Project Managers.  Conversion to oGCDP is the bottom line of the AM Management team.

Role of TMP/TLP manager:   

TMP TLP Tracking and effective system management.

Ensuring that the LC Podio workspace is complete and up to date.

Coordinate with TM exchange coordinators

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dept.

Marketing

VP Marketing

Social Media management Team

Markwting and PR

Role of Social Media Manager:    

Drive Social Media strategies for the local entity align with the National Social Media Plan Educate LC in Social Media Usage Manage and review Official Social Media Channels Drive strategies to increase the size of the AIESEC virtual community in the city based onthe National Brand Alignment.

• Lead and manage direct marketing, PR, Advertising, Online Marketing, Event Managementand External Representation • Achieve targeted results and ensure timely and effective execution of Marketing tactics andprograms.

• Analyze, evaluate, plan and execute on both existing and potential marketing activities andstrategies.

Design benchmark criteria to measure the efficiency and effectiveness ofmarketing programs • Conduct and analyze market research to determine competitiveness • Measure the effectiveness of the marketing department and implement improved asrequired.

• Ensure accountability for results that maximize contribution to business objectives.

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Business Development

Role of Sale Team   

VP BD Sales Team

Delivery Team TL

ARM

 

Responsible for Lead generation Cold calling, mailing, etc.

Handling a particular project-GCDP, Recruitment, etc and doing related market research, company profiling, etc.

Responsible for initial appointments, follow up's and partnership management.

Ensure appropriate documentation and information management is maintained on thepartnerships.

Role of Delivery team   

To work with the various departments in the LC (Marketing, GCDP, GIP etc) to ensureadequate delivery to the client.

Create delivery reports and manage thepartnerships.

Innovate and look at new areas of engagement with the client and create MDP's.

Role of ARM- refer to Section I question 2.

Experience Development and Information Management





VP EDIM

KM

GIP

GCDP

TMP/TLP

ED Manager





KM manager will manage all the LC documents(hard and soft copies) and will make it available through systems.

GIP/GCDP will be responsible for internal marketing through exchange website, hosting matching manias, posters etc.

TMP/TLP will provide training sessions on myaiesec.net, podio, etc. and will standardize all documents and will coordinate with all IM exchange coordinators.

ED manager : refer to OS.

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Expansions

LCC TL GIP ICX

TL GCDP OGX

TL GIP ICX

VP Expansions Expansion Manager

TL F

TL CIM





LCC 

MB



TL TM

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

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

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

The above LCC structure is for Dehradun and Patiala both.

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 is one LC which has over come its challenges, evolved, grown bigger and better over the years. AIESEC Chandigarh has been one of the pioneering LC in implementing and strategizing newideas, which can be followed nationally. Apart from this, AIESEC Chandigarh has always contributed in terms of our BCPs that have been showcased nationally.

In 2013, the role-played and contribution made by AIESEC in Chandigarh would be more evident.

AIESEC in Chandigarh would give more strategic inputs and will empower other LCs at national forums.

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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

OGX

Overall Exchange Strategy Developme nt through IRand exchange website

Marketing

Expansio BD

TM

Project Branding, Myaiesec.net, Brand Education, KM, Virtual Forums

Product Packaging through MDPs, Partners Network

Manpower Planning, TM Processes in Project teams, CEEDS, LATT

Website & Virtual Platform, OGX Promotion Partnerships,

Promotion Partnership s, Client Network for WAP

EP Induction, EP Assessment, Reintegratio n, X+L

and IM

OGX

Overall Exchange Strategy Development through IR

CIM

Publications, Media Coverage, External Communicati on

Market Expansion, Knowledge Mgmt, University Relations

ER

Project Funding, Learning Partners

Recruitmen t & Event Selling, Talent Sponsorshi ps

Proposal Standardizati on & Virtual Platform as a Product

TM

R&R, Membership Efficiency and CM, Stakeholder Engagement

Talent Planning, Preparation , Experience Marketing

Membership mailers, Updates, use of Virtual Platform, Media

Recruitmen t & Event Raising

Financ e

Monitoring Receivables, Logistical Management

Accounting, Receivables , Investment s in CEEDs

Survey Budgets, Publication Partnerships

Planning according to budget deficits

Event Promotions & Partnership s

ns

Finance

Financial Policies, Budgeting, Project Feasibility.

Financial tracking through Podio.

Investments , tracking, IR Building,

Budgeting, Event handling, Tracking EP Payment modules

Investments Website and Virtual Platform Budgeting

Newsletters, Blogs, Media

External Sessions Support

Fun raising, Inking raising

Membership Investments

Fund Raising, In Kind Raising

Membersh ip Investmen t

R&R

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

Calendar for the year

Event

Timeline

Youth 2 Business

January

Recruitment

January

Global Entrepreneurs event

January End

One day without shoes

May

May Lcong

May end

Balakalakaar

June 1st Week

Global Village/World Cuisine Festival

July

Recruitment

August

National Strategy Conference

October

OSC

October last week

25 Year Celebrations

November

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1. 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?

AIESEC Chandigarh is a Local Committee, which is humble, passionate, and value driven.

Things I would want in the year 2013:  

    

An Office culture, which existed in 2010 and in the beginning of 2011, which helped each member grow. I would want to inculcate the same again.

The members many a times are unable to keep a balance between education, parents and work.

AIESEC teaches us time management and how to set our priorities right. Members need to learn how to balance their academics with AIESEC effectively.

Strong Department Culture and members having stronger motivation and ownership for their own departments, which also creates a healthy competition.

Trainee Interaction & Involvement through LC Forums and a series of Event Initiatives done by Trainees & Members. Involving Trainees for Member Education& Learning Circles.

Stronger Alumni participation in training A self OGX culture: believing in the product we sell, it would be something that helps us boost exchange AIESEC Chandigarh„s LCong Culture is one turning point for every member every year and I would want to retain the same.

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

A Vice President will play a very crucial role in 2013 in the Local Committee. The key aspects of the role of a VP will be:      

Planning and strategizing for the particular department, and flowing down the same in the department Focus on member development of all members in the respective department through performance review, personal goal setting, etc.

Timely execution of plans in order to achieve high performance Develop an optimal team/department culture Focus on member and team leader training Review and hold accountable the respective TLs/members.

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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?

Program

Evolution Proposed

Top 3 strategies

iGIP

Aggressive marketing

Product packaging with help of Marketing, Extensive use of NPS for better CRM, Aggressive use of exchange website

Relevance with External Market

Great number of SMEs, and the IT sector growing shows that iGIP has a lot of scope to grow in the city.

oGIP

LNâ€&#x;s implementation

Concentrating on short term internships, Alumni capitalization, internal market

There are a lot of colleges in and around the tri-city and hence there is a lot of scope as recent graduates can be tapped.

iGCDP

Financial sustainability

Product packaging with help of marketing, selling gcdp projects.

There are many NGOâ€&#x;s which have come up in and around the city which are financially healthy.

oGCDP

EwA activities

Parent forums, Aligning to MC direction for better delivery, Partnering with ET clients to do off cycle realization

Inbound and Outbound colleges are growing and the market is just huge.

TMP

OS evolution, Talent capacity driving growth

Dual role, tracking of feedback mechanism

Proving practical leadership skills, talent sourcing,

TLP

OS evolution, Talent capacity driving growth

Dual role, BD for external certification, monetary refinement

Proving practical leadership skills

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2. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of:

AIESEC Chandigarh-2013 GCDP ICX

GIP ICX

GIP ICX

GIP OGX

GCDP OGX

Dehradun

TU

Project Conserve

25

Project Worldview

20

Project Rural Deveopment

20

Project ican

10

Project Healthcare

10

Project ProdiGCDP

15

Project Footprints

25

Emerging India

30

Eureka

25

Pheonix

15

Education

30

TN ET

30

Eureka/Pheonix

20

Emerging India/Education

20

Alumni Relations Delivery

10

Outbound

35

Inbound

40

GCDP OGX

15

GCDP IGX

15

GIP OGX

0

GIP ICX

5

GCDP ICX

20

GIP ICX

5

GCDP OGX

30

GIP OGX

0

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GCDP OGX : 120 GCDP ICX : 160 GIP ICX : 130 GIP OGX: 50 TMP: 1200 TLP: 400 AM: 2000



a. Membership Volume & Experience All the leadership roles (Exchange and exchange support) to be filled by the 1st half of December



All leadership roles to go through extensive training, designed by VP TM with external help



There will be two management body cycles. 1st MB term will be a nine month term.



All managerial roles will be leadership roles but not a part of TLP programme (unless they have membership under them)



Recruitment OCs, event OCs and conference OCs will add to the member experience



The Executive Body will pay attention on development of each member in their respective departments, hence focusing on optimum delivery of TMP and TLP



GBMs and other forums to have more innovative sessions and external involvement rather than just information



Each department will have its own unique work and team culture



Motivation and competitive feeling to be driven through RnR Campaigns, LCongs, etc.



Members will go through all the 6 components of the Learning Environment. b. Logistical Management



VP F to take up the Outsourcing Project to reduce the burden of delivery and infrastructural requirement on LC funds



FTF needs to review budgeted versus actuals regularly, and control exchanges which are not financially sustainable.



As a result of inertia of the brand, the LC will be able to have a substantial growth in OGX in the tri-city as well as outbound and expansion markets. This will increase capacity for the planned ICX.



ICX exchanges have been planned in such a way that the sustainable exchanges and exchanges which do not require infrastructure from the LC out number the exchanges which involve certain financial implications



QTF will be in close synergy with ICX departments to cater to all logistical needs (through the Outsourcing agency)



Creating office space and maintaining a strong Office culture to boost member performance

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c. Stakeholders Experience Delivery : VP EMIM to take charge for the same A. Members 

TM cell to focus on designing training models to enhance value proposition for TMP and TLP; training through LTT and external involvement



Mentorship structure to be long term, wherein the mentor-mentee relationship does not end post department allotment



VPs to pay regular attention to TMP and TLP experiences of their respective department

B. Trainees 

All trainees to be inducted by the respective exchange departments as per the induction model defined by VP TM



QTF to cater to all in-house trainee grievances



QTF to organize timely LC informal forums for trainee engagement



Regular review and feedback mechanism to be a part of the delivery process

C.Clients 

A proper Sales culture to be flown down in the membership through LTT training, in order to make possible efficient selling and partnerships



VP BD to flow down CRM policies and VP EMIM to send surveys and analyze the same.



Constant communication, review and feedback mechanisms to be effectively implemented Exchange Participants



Induction and re-integration of EPs by OGX teams as per guidelines of VP TM



Feedback and review mechanisms to be implemented along with Report Submission to be made compulsory D. Exchange Participants



Induction and re-integration of EPs by OGX teams as per guidelines of VP TM



Feedback and review mechanisms to be implemented along with Report Submission to be made compulsory E. Parents

 

Having Parent evenings for every Recruitment cycle to introduce them to AIESEC activities Inviting parents for relevant LC events like Balakalakar, etc

i. International Relations    

Planned CEEDs Strong implementation of the Ambassador Programme, especially for GIP Programme Experience case studies to be extensively promoted in the network along with videos of the same CEEDs and International Conferences to be promoted through subsidies

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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?

NPS is of critical imporatance as it objectifys qaluity. It gives you a concrete assesment of the quality of the exchange program without including personal biases or preconcieved notions of quality in the minds of the EPs and trainees.

Till now our virual support systems provided no such bech marking standard. Even though ideas such as 5 star rating have been used in the past, but it has not been successful. But the fact that NPS has been successfully been implented by 10 countries and has been taken up by AIESEC international strongly, it is of great imporatnce and will definetly help in the maintaining a quality check of all the LCs.NPS is an Measure of Success of Vision 2015.

AIESEC Chandigarh is the pioneering LC and it should denietly go ahead and pioneer this as well.

The following are the action steps that I propose leading to better delivery of our programs:  

Structure Change NPS education for every member.

Treat NPS as a Measure of Success.

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 provide the manpower for the running the exchange programs. They run the exchange and exchange support programs to providethe experiences. If TMP and TLP are well planned effectively, then GIP/GCDP performance will grow exponentially.

Taking the case study: Brazil and Columbia growth in TMP/TLP program has reflected a complimentary growth in GIP/GCDP programs.

Refer to OS.

5. List down any innovation(s) that you intend to bring in Program departments/teams.

1. Every Exchange team to incorporate the following:  Synergy based roles-A member in every team taking up roles for synergy with exchange support ieTM coordinator, Fcoordinator ,IM coordinator.  IR/country responsible-A member of a team to take up one countryand build relations and all TNs to be matched with that country should done through him.

2. Vice President Experience Delivery and Information management :Refer to OS.

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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?

During the first half of the year, there was negligible synergy between the Programs and the functional teams in the Local Committee. In the second half of the year, their was synergy between the Marketing and oGCDP wherein through Lead!n, students were pitched OGX well.

TM synergised with all programs leading to substantial growth. BD took an initiative ie CRM drive which lead to improved CRM.

I propose to evolve the same through the OS structure that is proposed. Please refer to Section F question 7.

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

Refer to the below functions question for the same.



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 as a portfolio has greatly evolved over the years. It includes having a strong CRM base and using the same as a BD product. It includes evaluating the external environment for various projects and programs. Having yearlong sustainable partnerships and striking Multi-dimensional partnerships are also an integral function. BD should also innovate around perpetual revenue generating source The following falls under the purview of the Business development portfolio:     

Revenue through events and conferences BOA Involvement Multidimensional long term Partnerships In-kind Support Product and program packaging

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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

Youth to Business

Rs. 3,50,000

It is quite feasible as ISB has been confirmed as our Venue Partners already.

Balakalakaar and One day without shoes

Rs. 4,50,000

It will include some Events customized to Partner and Virtual Forum Presence.

Recruitments (both)

Rs. 2,00,000

There are already potential clients for Recruitment Cycles and August Recruitments

National Strategic Conference and Local Conferences

Rs. 7,00,000

This is quite feasible again as we raised the same amount for JNC 2011.

Projects (iCan, WorldView, Healthcare conserve, Footprints, )

Rs. 2,00,000

SCB type partnerships for World View and Footprints. Timeline- Yearlong. Project teams to work on a proportion of it.

Other Products (LDP, Media, Website, GBM’s, Magazine ads)

Rs. 1,00,000

These are Ad hoc products, which are offered throughout the year.

Total

Rs. 20,00,000

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

Apart from direct exchange revenue, the above-mentioned events will bring regular income to the LC as they are spread throughout the year. The LDP program and Crowd funding project, which will bring regular income to the LC.



Financial Management 1. Describe your understanding of the role of Vice-President Finance in the LC. Finance is the back bone and the life blood of any organizations, hence it is the most important and integrate part of the LC. The following is the job role of Vice-President Finance in the LC: 

Local Committee Budgeting: Preparing and reviewing the annual budget of the LC and holding other portfolio heads accountable for meeting budget requirements



Accounting: This includes maintaining all financial accounts and proper books of income and

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expenses, recording every financial transaction 

Auditing: VP F is responsible for both internal and external audits.



Governance: VP F is responsible for introduction and implementation of all financial policies of the local chapter both internally and externally. VP F is also the legal representative of the LC along with the LCP.



Banking



Investment Planning: VP F is responsible for the investments of the local chapter making sure all investments have a definite Return on Investment. He is responsible for tracking the same, and implementing cost-cutting initiatives wherever needed.



Imparting Financial Knowledge

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

The current reality of AIESEC Chandigarh is that the LC is not financially sustainable. The LC owes some amount to the MC. A Financially Sustainable LC here refers to an LC: 

Covering all operation expenses and investments from the exchange income and maintaining a 20% surplus out of exchange income alone.



Having sufficient liquidity throughout the year with minimal liabilities and receivables/bad debts.



All events planned should generate a 50% profit minimum.



Having more In-kind support from our stakeholders to make our day to day functioning more cost effective.



Having proper implementation of financial policies.



Having surplus from ER funding only as additional funds and not being dependent on it for core operations



Having reserves which can enable the local committee to function for 6 months without any income.

In 2013, the financial position of the Local Committee would be sustainable, as we will begin the year by clearing the debt and having a fixed deposit of Rs 1,24,44. It will build on through sufficient revenue generation through ER funding at the starting of the year itself with the first event happening in January i.e Youth to Business. The many events and a national conference planned for the next year will be good sources of fund generation. The volume of exchanges projected by iGIP and oGIP and oGCDP would further build on the financial reserves. In the next year, the administration fee will be increased as well. The LCP program will run in full swing and would fetch us revenue. With all the above strategies working out, I foresee our Local Committee in a very promising financial position.

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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?

The following are the long term steps that will prevent the LC from facing a similar financial situation as it did in the previous year:      

Appointing the outgoing LCP or one outgoing EB member. He/she will be a will be sent a monthly report of the LC finances.

No cash payments/receipts. Transactions only by drafts and cheques.

Total transparency with the GB with a finance update at every GBM. Financial tracking with the help of VP IM throughPodio.

Building more FD over the year. (But not sweeping FD‟s).

Maintaining a hard copy of all the Invoices/recipts/contracts/bills etc which at the end of the month will be reviewed at the FTF.

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

Inflow

Outflow

oGCDP: 12,00,000

oGCDP: 3,00,000

iGCDP: 16,00,000

iGCDP:

iGIP:

7,80,000

iGIP:

3,25,000

oGIP:

5,00,000

oGIP:

2,00,000

Admin:

3,00,000

Misc:

2,00,000

Total:

14,05000

ER:

20,00,000

Total: 46,40,000



80,000

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.

“Key to maximizing effectiveness is streamlining the processes” TM as a function includes :    

Making the selection procedure more externally relevant so that all the students who do not get selected in AIESEC still become promoters of AIESEC. Having a Strong recruitment synergy with marketing. This also includes focus area being LEAD programs.

Implementation of the Induction procedure in alignment with national guidelines.

Allocation of members based on the Competency model.

On the other hand, TM as a program is directly linked to productivity. It includes:

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

 

Having a strong mechanism in place for performance assessment.

Having a Strong communication and an implementation channel.

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?

Recruitment is one of the most important projects for a local committee. The quality of recruitment done by an LC makes or breaks the year for it. This year, the Selections team was headed by VP Talent Management and the promotions team of the Organizing Committee headed by VP Marketing.

Analysis of Recruitment in 2011 - 2012 February Recruitment: Due to lack of membership in the local chapter the Organizing Committee could not be formed which played a negative role for a perfect recruitment. City colleges were not tapped at all and major part of membership came from outskirt colleges. February recruitment needs a planned approach from the executive board and stronger synergy between VP marketing and VP Talent Management The whole recruitment process was outsourced and involved externals like Bulls-eye for conducting our GD and TA processes and also involved EduCorp our HR partner for selection training and local training session as well.The mentor-ship process could have been better and also allocation of membership needed a new approach based on competencies.

January and May Recruitment - 40 members were recruited in the local chapter and all were EWA to ELD conversion majorly through associate membership. It also involved specialized recruitment for IM which couldn't work well though.

May recruitment help to fill the membership crunch in the local chapter for quarter 2 ( Summer realizations ) . The induction process could have been better August Recruitment The whole process was well planned and followed the national timelines of 40 day recruitment. Lead!n product got a breakthrough which in subsequent year can be well established in the city in the coming year 14+ Lead!n session were conducted which shifted our approach from traditional recruitment to a external concept of recruitment. Major city colleges were tapped and female leadership was the theme Selection : The whole process was outsourced involved externals . The induction process was well laid out , even the mentor-ship and LTS were very well planned. The allocation was done on basis of competencies Positives : Less duration and less involvement of EB Perfect Induction and selection plan throughout Marketing - Lead!n as product Avenues : Move to optimized recruitment and skill based Short / quick recruitment Focus of EWA recruitment

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

3. How to increase external value of our Membership?

Adding value to AIESEC membership is possible through making our members acquire the skill sets and competencies required in the corporate sector by providing them skill building training by externals. The competencies acquired should be certified by our board of advisors and credible organizations. In all exchange portfolio, while selling AIESEC„s international program, we should also focus on mentioning the worth of our local membership. Providing them an opportunity such as the LEAD programs for customized leadership development. Also, networking with all alumni running their own enterprises for suitable placement of our members.



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.

Performanc e and Scalability

Impact on the individual

Relevance in society

AIESEC in Chandigarh is one of the leading LCsin Marketing. The year 2012 saw Communications as a portfolio evolve into Marketing. Over the year, a lot of emphases have been laid on product packaging and brand building rather than just Public relations. Also, Focuswas laid on OGX in the second half of the year, which led to a good number of raises for the winter cycle. We had very good media appearances, and good event promotions. Youth Empowerment has also been one of the highlights of the year.

Some of the shortcomings in the portfolio were that we were not able to synergise with GIP-ICX in terms of product packaging. Showcasing Impact has also been a grey area.

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

Marketing should have a pull strategy and not a push strategy. This includes having YE sessions throughout the year and creating a database of the youth in and around the Tri-city and approaching them for recruitments. Focus should be laid on Social Media and online marketing in terms of there should be content driven virtual spaces, Facebook advertisements, YouTube advertisements etc. Marketing should lay more emphasis on External collaborations with organizations such as TIE, CII and TFI. In 2013, Product packaging will contribute to ELD programs. Marketing will synergize with GCDP and GIP and by also making theseprograms externally relevant through experience sharing.This will be done by showcasing impact across exchange portfolio‟s to increase external relevance is the focus area for the year.  

iGCDP – Impact Reports, Trainee Case Studies and trainee events. oGCDP – Impact Reports and EP Case Studies

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

  



iGIP – Client and EP case studies oGIP – EP Case Studies TMP & TLP – Membership Case Studies

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 spheres:      

Design and management of internal communications channels To create and monitor the Processes implementation and process optimization in all areas Administering the organizational climate & culture management Administering and supporting all IT resources in the LC Knowledge Management for a project to assure the sustainability of knowledge and proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.

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

The role of Information management in functioning and administrationwill be building processes and driving a culture of sustainability and documentation. The IM department would focus on proper documentation of resources and ensuring the simple availability of all documents though effective use of Podio. Another focus area would be the Engagement sheet where the experience of every member would be documented across sector. The function will have huge benefits for not only for 2013 but for many years to come.

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

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.

Engagement With AIESEC will have majorly two projects ie Youth Empowerment and Associate membership In 2011, the total number of associate membership engaged was 300 who were engaged this year and majorly involved GCDP- X programs wherein around 75 associate members are now working with various NGOs especially with Arrive safe. Out of the total associate members, 20 members were also converted into ELD from associate membership.

Associate Membership as a concept in the year 2013 needs to drive GCDP OGX. This year focus will be on converting these associate members on exchange and engaging them with EWA activities. The activities of associate membership also need to be showcased properly.

More focus of event EWA and database tracking  Conversion of EWA database into ELD during recruitment  Plan events accordingly  Start collaborating with other youth run organizations to make AIESEC relevant

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

The Alumni Relations Manager who will be working under VP BD will conduct LLC activities. This manager will be thoroughly trained by the VP BD in aspects of communicating and managing alumni.

In 2013, ARM should focus on the following in order to service the alumni:



Connecting all the Alumni back to the LC.



Planning visits to the major cities where alumni are concentrated, for example, Gurgaon, New Delhi and Mumbai



Sending newsletters to the Alumni Database once in every two months about the LC‟s progress, opportunities available ie GCDP,GIP, upcoming events etc.



25 years Celebrations – The event will be in November and should be planned in New Delhi and the communication about the same should happen 3-4 months in advance



Raising GIP/GCDP opportunities for the LC.

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

Section J | Blank Page Challenge You have one page and all your creativity to propose what is the biggest question/challenge that lies in front of AIESEC in Chandigarh today and give an answer to it. You have the license to change the system, to challenge any paradigms and unleash the potential of the organization.

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh