AIESEC Oman | Business Plan 11-12 by AIESEC Oman

AIESEC in Oman

Business Plan 2011-12

v 6.4

Contents 2

Yallah’ Nahaqeq! AIESEC Oman and the tides of change

In Brief An overview of the 2011-12 plan

Building Member Efficiency Improving results by focusing on members

“Redefining results, redefining reality”

Ensuring Positive External Positioning

AIESEC in Oman’s vision for 2011-11 is redefining results, redefining reality. Redefining results highlights our commitment to achieving huge growth in the coming year. We identify a need to return to our core business— our exchange program— which defines AIESEC globally. We will recognize our success according to this priority. Redefining reality is both an internal and external commitment to rethink what we consider possible. AIESEC in Oman’s history does not feature many locally-driven results, and as such redefining reality represents an opportunity to let the membership prove that it is capable of becoming something more. It is an invitation for each one of us to re-envision our own potential and unite the ambitions of young people for a better Oman by making them a direct part of the solution.

Reinforcing the positive perception of our brand

Targeting Exchange for Impact Increasing the focus on our core business

2011-12 Budget & Finance A year in numbers

Appendices The leadership body of AIESEC Oman and common acronyms

Carleton last September with exchange programs. During worker who put an impressiv

2 1

Yallah’ Nahaqeq!

I have found that Seulmi is th does, identifying gaps in stru and approaches to specific p has had a powerful impact on evaluations of her performan a global organization that spe cooperation, I can safely say people of all sorts of backgro professionally and personally for a completely new and cha with new cultures is a charac refugees.

My only reservation with Seu personal effectiveness. Unde unforeseen personal crisis th uncompleted work. Apart from spotless and the quality of he

2011 is a pivotal year of growth

“Our members are dedicated to being a part of the solution”

and change for much of the

Nahaqeq,” — or “Let’s Achieve”—

Given perfectly embodies thewhat spirit Iofknow the about Seu

materials andthe do an exceptio desired change. It represents

Middle East. The Arab Spring,

for your refugee refugee cas have never observed her in a better Oman and a firm commitment to program requires a lot of poli coming-together of several visions of a

which threw so many countries into violent turmoil, has not escaped

play an active role in seeing it through.

Oman. Particularly in cities such as Sohar, more rebellious youth have taken to the streets in protest for jobs and increased pay. The Arab Spring

As a result, weOn are the proud to submit whole, I would descri this plan at such a key moment in committed to results. Workin history. accord her due consideration

Sincerely,

represents a change in mentality of the Middle East: a rejection of some of the old ways and a genuine desire to see certain key grievances addressed. The youth in our organization are not wholly different in wanting to address problems like unemployment, but they are not interested in achieving this

Rafael Pilliard Hellwig, Rafael Pilliard Hellwig, President 11/12, AIESEC in Oman Local Committee President,

AIESEC Carleton!

change by setting fire to supermarkets and looting streets. Our members are dedicated to being a part of the solution, both for themselves and for

AIESEC Carleton | 924 Dunton Office: +1 613.520.2600 e

others, by using AIESEC to achieve positive impact on Omani society— helping youth become more employable, and seeking out job opportunities for others directly with Omani businesses. Our most recent July conference, appropriately named ASPIRE, was a moment for the membership to reflect and dream about the sort of organization they wanted to be a part of in the 2011-12 year. Those conversations form the basis for much of this business plan, and the popular saying from the conference, “Yallah’

AIESEC in Oman | Business Plan 2011-12

2011-12 Budget Targets

In Brief

Global Internship Program Experiences

Global Community Development Program Experiences

Team Leader Experiences

160

Team Member Experiences 2011-12 Vision

“Redefining results, redefining reality” During the July 2011 ASPIRE

Growth Drivers

National Conference, the membership Increasing business results and the quality of our members’ experience by improving their knowledge, skillsets, and motivation.

of AIESEC in Oman defined three growth drivers— or organizational behaviors they feel are necessary to ensure rapid growth— for the 20112012 year. These growth drivers are the result of many hours of

Increasing Member Output

conversations among the membership about AIESEC in Oman’s current reality, external relevance, and potential for impact. The crosscutting themes in this document organize all initiatives

Ensuring Positive External Positioning

Reinforcing the positive perception of our brand, relevance, and impact on Oman and minimizing negative interactions with our stakeholders.

undertaken this year. We have recognized a need to focus simultaneously on improving the volume, quality, and sustainability of the areas and functions covered by our three growth drivers.

Targeting Exchange for Impact

Focusing on our core business of exchange in order to bring sustainable results and impact.

Crosscutting Themes VOLUME v

AIESEC in Oman | Business Plan 2011-12

SUSTAINABILITY

v

QUALITY

Growth Driver #1

Increasing Member Output What does it mean?

Key Performance Indicators for Member Output Q1

Total

Main Resp.

Increasing business results and the quality of our members’ experience by improving their knowledge, skillsets, and motivation.

increasing the VOLUME of member output Team Member Program experiences

160

Team Leader Program experiences

# new members recruited

180

# uncompleted roles*

# inactive members**

What does it entail? v

Delivering trainings on functional areas and processes as well as leadership and soft skill development

*Role left before the stated end date **Members who do not contribute to LC performance

Total

Main Resp.

v

Decreasing reliance on the Member Committee for basic operational support and training

increasing the QUALITY of member output # members developed according to our development model*

N/A

155

220

% TL receiving coaching**

100%

% new members attending Kickstart

N/A

% TL attending leadership summit

90%

N/A

90%

N/A

90%

# members attending int’l conferences

# evaluations of member development*

N/A

v

Clearly defining and tracking desired behaviors from the membership

What is the desired outcome?

*This KPI will become better defined as we progress in the creation of the development model. **Having regular and structured meetings with their leader in which they discuss personal development as a tool to increase performance

Total

Main Resp.

increasing the SUSTAINABILITY of member output # internally certified LC trainers

# LC level coaches

% EB with ≥2 replacements identified

30%

60%

100%

Executive Ratio*

3:5

1:5

1:10

40%

50%

80%

% exchanges raised by team members % TL receiving transition into new role

N/A

100

Unique # of people applying for MC**

# LCs with an Advisory Board

A self-sustaining base of talent which drives the majority of the business’ results

Main Responsible over the Growth Driver Jamie Wernet Vice President, Talent Management & LC Development

* EB to non-EB ** Including AIESEC Oman members applying to a local or international MC, as well as international AIESECers applying for Oman’s MC

AIESEC in Oman | Business Plan 2011-12

Initiatives for Member Output

Main Responsible

Support

Start Date

End Date

Investment (OMR)

1-AUG

31APRIL

1-SEP

31OCT

100

1-JUL

15-JUL

Start Date

End Date

Investment (OMR)

1-SEP

15DEC

1-JUL

30-JUN

1-SEP

1-APR

1-JAN

1-APR

At least 15% of membership internally certified

1-SEP

1-APR

100% attendance at each meeting

How We Recognize Success

increasing the VOLUME of member output Maximize time effectiveness by synchronizing recruitment and election cycles across LCs

Run consolidated recruitment campaign on both LC and MC levels

Add two new Expansion LCs (AIESEC Sohar and AIESEC Caledonian)

Main Responsible

Support

Having all LCs running on a coordinated recruitment and election cycles 1 month of targeted Facebook advertising, 3 media appearances related to recruitment, and 30 applicants referred by national campaign A total of 5 LCs exist in AIESEC in Oman

How We Recognize Success

increasing the QUALITY of member output Develop National Competency Model specific to the needs of Omani youth

Submit proposals to externals for projects related to member development

Deliver 6 profile-specific conferences*

Deliver 1 Train the Trainers conference** Deliver 2 National Presidents Meetings

CEED

Having a defined set of measurable characteristics we aim to foster in members Securing at least 18 learning partners or external facilitators An increase in both the number of trainings attended by members and the relevance of those trainings

*Conferences targeted for members in specific role or level of experience **TtT is an internal certification program for facilitators and trainers

Main Responsible

Support

Start Date

End Date

Investment (OMR)

How We Recognize Success

increasing the SUSTAINABILITY of member output Create a national level LC tracking framework

1-AUG

1-JUN

All LCs maintain membership records on the same system

Conduct LC membership standard revision to accurately reflect organizational priorities

1-OCT

15-JAN

Revised membership standards are approved by the national plenary

Implement LC level alumni strategy

1-NOV

30-JUN

Standardize university relations

1-OCT

1-FEB

Each LC having an alumni responsible, who coordinates structured interaction between members and alumni All university stakeholders are satisfied with their structured participation with AIESEC, reducing barriers to members’ ability to perform and reducing risk to LCs

“AIESEC’s true power lies with our membership base; it will be our role to build and harness that power to maximize our impact.” - Jamie W ernet

AIESEC in Oman | Business Plan 2011-12

Growth Driver #2

Ensuring Positive External Positioning Key Performance Indicators for External Positioning Q1

Total

Main Resp.

increasing the VOLUME of external positioning # brand aligned media appearances (English +Arabic)

# Facebook fans

750

900

1050

1200

# Twitter followers

150

400

700

1000

# company meetings (VP ER)

300

# companies met (VP ER)

160

# sales people (selling nationally)

# national partnerships signed

# company meetings (LC level) amount of operational funds raised

150

350

600

700

1800

13058

5890

5500

7890

32338

What does it mean? Reinforcing the positive perception of our brand, relevance, and impact on Oman, and minimizing negative interactions with our stakeholders.

What does it entail? v

Collaboration between LCs and the Member Committee on a targeted media strategy

v

A commitment to deliver on all promises

Total

Main Resp.

v

Every member is a stellar brand ambassador

increasing the QUALITY of external positioning 1

% refund requests

18%

<10%

% EPs who would recommend the program to a friend

60%

70%

80%

90%

# deliverables not met

# strategic partners

Total

Main Resp.

# dissatisfied accounts

increasing the SUSTAINABILITY of external positioning

What is the desired outcome? AIESEC in Oman is seen as a firstchoice partner and key driver in the development of Oman’s youth

Main Responsible over the Growth Driver

% exchange accounts re-raised

50%

% partnerships raised through warm contacts

30%

35%

40%

60%

70%

# partners re-raised (nationally)

# long term partnerships raised (nationally)

Vice President, External Relations

# alumni newsletters

Antonio Lobo

AIESEC in Oman | Business Plan 2011-12

Initiatives for External Positioning

Main Responsible

Support

Start Date

End Date

Investment (OMR)

How We Recognize Success

increasing the VOLUME external positioning 2 newspaper articles; 1 media or Facebook ad; engaging 1 learning partner with members Engaging 20 companies and 200 students to position AIESEC as a platform to connect students and corporates Positioning AIESEC as an organization that is relevant to society, engaging 90 corporate representatives and 550 Students Having members from LCs engaged in selling nationally and contributing to the national budget

Run National Recruitment Campaign

1-SEP

31OCT

100

Run a career fair

1-NOV

30-JUN

Run 2 Branding events

1- NOV

30-JUN

Establish ER TF Raising 2 partners for January and June national conferences

1-SEP

15-JUN

100

Support

Start Date

End Date

Investment (OMR)

1-MAR

31-MAY

450

Having evaluated existing partnership and looked into new ideas to implement and enhance partnerships sustainably

1-SEP

15-JUN

100

Having members from LCs engage in strengthening communications nationally

Main Responsible

How We Recognize Success

increasing the QUALITY of external positioning Host an end-of-year Partners dinner

Establish Communications TF to assist with press releases, ads, and arranging press conferences

Create and administer an internal communication survey

1-DEC

1-JUN

Conduct a brand audit

1-DEC

1-JUN

Create and administer a company satisfaction survey

1-SEP

30-JUN

Evaluating the % of company Satisfaction

Create and administer an EP satisfaction survey

1-SEP

30-JUN

Evaluating the % of EP Satisfaction

Collect endorsements from different external stakeholders

1-SEP

30-JAN

Collecting endorsements from at least 5 universities and 5 national Partners

Main

Support

Start Date

End Date

Investment (OMR)

Responsible

Identifying and evaluating different channels of communication internally Collection of usable data on AIESEC’s brand perceptions in Oman

How We Recognize Success

increasing the SUSTAINABILITY of external positioning Increasing LC knowledge of communications by hosting a communications summit

1-NOV

1-JUN

150

Having members from Communication teams trained on how to enhance the quality of Communications within their LCs and nationally.

“In Oman it is important to positively position AIESEC in the external market as a first-choice organization for both the student and business communities.” - Antonio Lobo

AIESEC in Oman | Business Plan 2011-12

Growth Driver #3

Targeting Exchange for Impact Key Performance Indicators for Targeting Exchange Main Resp.

# exchanges realized

120

# TNs realized (total)

# GIP ICX

# GCDP ICX

55%

850%

60%

40%

# EPs realized (total)

# GIP OGX

# GCDP OGX

400%

433%

undefined

1050%

1071%

Total

Main Resp.

% refund requests

18%

<10%

% company satisfaction

70%

80%

90%

100%

% EP satisfaction

82%

90%

100%

# dissatisfied accounts

# Outgoing Preparation Seminars

Total

What does it mean? Focusing on our core business of exchange in order to bring sustainable results and impact.

increasing the VOLUME of exchange

% growth in TN Re. per LC

% growth in EP Re. per LC # people working in exchange

increasing the QUALITY of exchange

v

The Member Committee addressing the challenges and bottlenecks around marketing activity at the LC level

v

Providing greater training to our membership around sales and marketing

v

Continued servicing of our current partners and communicating AIESEC’s exchange programs

What is the desired outcome? A higher number of international students experiencing Oman and an increase in the number of Omani students gaining international work experience.

Total

Main Resp.

increasing the SUSTAINABILITY of exchange

What does it entail?

Main Responsible over the Growth Driver Ekaterina Donina

% members working in exchange

23%

25%

26%

27%

% retention of exchange members

70%

90%

100%

Vice President, Exchange Program

% companies re-raised

70%

80%

90%

% people applying for TLP after TMP in exchange program

15%

30%

50%

60%

AIESEC in Oman | Business Plan 2011-12

Initiatives for Targeting Exchange

Main Responsible

Support

Start Date

End Date

Investment (OMR)

JW, AL

1-JUL

30-JUN

How We Recognize Success

increasing the VOLUME of exchange Establish exchange processes (meetings, matching, servicing, etc) on a local level

Deliver projects based on exchange

1-SEP

30-JUN

Create exchange culture

1-SEP

30-JUN

Create national outgoing exchange project

1-OCT

15JUNE

Start Date

End Date

Investment (OMR)

1-SEP

1-JUN

1-OCT

30-JUN

15-SEP

30-JUN

Start Date

End Date

Investment (OMR)

1-JUL

30-JUN

1-JUL

30-JUN

Main Responsible

Support

Having all LCs able to run basic, selfsustaining exchange processes All LCs participate in competitions to drive exchange on these timelines Creation of exchange policies, competitions, standard learning circles, and spirit National scale recruitments delivery to brand and popularize AIESEC Oman among youth

How We Recognize Success

increasing the QUALITY of exchange Create servicing and reception teams

Implement rewards and recognitions system

Begin regular evaluation of stakeholder experience

Main Responsible

Support

Implementation of EP manager, reception team, and intern buddy systems Measurable data on our performance and stakeholder satisfaction Measurable and trackable data on our performance and stakeholder satisfaction

How We Recognize Success

increasing the SUSTAINABILITY of exchange Encourage ongoing EP recruitment

Encourage delivery of exchange process at LC level

EPs recruited, matched, and realized in all months without interruption Constant coaching of Local Committee exchangers, tracking results, limited assistance

“AIESEC provides Omani youth with unique opportunity to enter their future with advantage of international experience.” - Ekaterina Donina

AIESEC in Oman | Business Plan 2011-12

Annual Budget 2011-12 For the period starting July 1, 2011 and ending June 30, 2012. All figures are in Omani Rials, OMR.

REVENUE Fundraising National Partner’s Group

32,338

Alumni Donations

250

Board Donations

4,000

Total Fundraising

36,588

Programs TN Company Fees

9,107

Account Premium Fees

500

EP Student Fees

3,375

Other Programs Revenue

125

Total Programs Revenue

13,107

National Development Other Income TOTAL REVENUE

About the Budget

EXPENSE The 2011-12 budget was created with

Salary & Related Expenses

moderate revenue estimates in mind. As

Motor Vehicle & Taxi Expenses

cash basis of accounting to one of accrual,

5,340

500

Presidents’ Summit

committees or details regarding the

Total Travel

management of cash and balance sheet

1,100

Expro - Exchange Projects Conf

does not include activities of local

12,460

800

IPM - Int'l Presidents' Meeting

only represents operational activities. It

54,000

IC - International Congress

the new budget reflects this change and

3,800

Travel

AIESEC in Oman is moving away from a

505

7,820

Communication

accounts such as payables.

Telecom (Internet/Phone/Fax)

Marketing & Advertisements

It is the stated objective of this team to off all outstanding liabilities AIESEC in

Total Communication

Oman held as of June 30, 2011. Retained

General Office

earnings will be allocated first to debt

Rent

repayment, on a gradual basis as cash

Insurance

becomes available. Surplus beyond this will

Office Supplies

be used to establish reserve funds to

Office Utilities

ensure a healthy and secure future for the

Repairs & Maintenance

organization.

Accounting & Legal

60 2,090

Main Responsible over Finance

AIESEC International Conferences Losses National Development

Rafael Pilliard Hellwig

TOTAL EXPENSE NET INCOME

260 1,500 540 1,420 13,770

Other Expenses

President

9,000 1,050

Total General Office Staff Development

650

Other Communication

finish the year out of insolvency by paying

1,380

1,660 2,000 1,000 1,200 700

42,700 11,300

AIESEC in Oman | Business Plan 2011-12

Key

Performance Indicators for Finance

Total

Main Resp.

Amount of debt paid off (OMR)

3,500

1,800

3,000

11,300

% LCs with budgets

20%

60%

100%

Current Ratio (at end of quarter)

0.55

0.8

0.95

1.2

improving the CONDITION of finance

Amount of LC debt

What does finance in the 2011-12 year entail? v

Coming out of balance sheet insolvency by paying off the 11,300 OMR of outstanding debts held as of June 30, 2011.

v improving the QUALITY of finance # LC-level VPFs

# MC budget reviews

# financial statements presented to Board of Advisors

# conferences making a loss*

* At the time of writing, the July ASPIRE conference had already made a loss

1,000

Main

Support

Implementing robust and enduring finance processes and mechanisms that will ensure a healthy future for AIESEC in Oman

A sustainable and transparent organization that increasingly derives its funding from its core business programs.

Initiatives for Finance Responsible

v

What is the desired outcome?

improving the SUSTAINABILITY of finance Amount invested in reserve funds

Moving to an accrual basis of accounting to more accurately reflect performance and earnings

Start Date

End Date

Investment (OMR)

How We Recognize Success

improving the CONDITION of finance Deliver 3 basic LCP finance orientation and training sessions.

Coaches

1-SEP

31DEC

Main

Support

Start Date

End Date

Cost (OMR)

Responsible

Having LCPs understand the basics of managing an LC on a financial level and having them understand how their operations contribute to the budget

How We Recognize Success

improving the QUALITY of finance Create a plan for the repayment of the 2,003 BHD debt outstanding with AIESEC in Bahrain

1-JUL

1-AUG

~2,045

Put in place and accrual accounting software system

1-JUL

15AUG

A software system is up and running

Integrate exchange finance directly into our CRM system

15-SEP

31DEC

Finance generated from exchange can be tracked via the CRM software

Main

Support

Start Date

End Date

Investment (OMR)

How We Recognize Success

1-SEP

31DEC

A Finance Oversight Committee exists and convenes monthly to review the finances of the organization

1-JUL

30-JUN

1,000

Responsible

A clear plan exists and has been sent to AIESEC in Bahrain

improving the SUSTAINABILITY of finance Establish a Financial Oversight Committee which includes both AIESEC members and board members

Establish a rainy day-reserve fund with specific usage policies in a separate bank account controlled by the shareholders

AIESEC in Oman | Business Plan 2011-12

A separate fund is established with its own policies and controls

1 2

Appendix A:

Leadership Body of AIESEC in Oman

National Staff Rafael Pilliard Hellwig [RP] President

Jamie Wernet [JW] National Vice President, Talent Management & LC Development

Local Committee Directors

Antonio Lobo [AL] National Vice President, External Relations

Aisha Al-Bulushi Interim Director, AIESEC Bousher

Ekaterina Donina [KD] National Vice President, Exchange Program

Abdualaziz Haddad

Ewelina Brania [EB]

Fayas Fazil

Summer CEED from Poland

Director, AIESEC Waha

Samir Khan Expansion Director, AIESEC Sohar

Director, AIESEC Downtown

Jihad Bilal Expansion Director, AIESEC Caledonian

Appendix B:

Commonly Used Acronyms BCP

Best Case Practice

BoA

Board of Advisors

CEED

Cultural Envoy for Exchange Development – An internal exchange program in which experienced AIESECers work on operational projects in another country, usually for a short term

OPS

Outgoing Preparation Seminar – A pre-departure seminar for exchange participants that prepares them for various aspects of living and working abroad

Quarter 1, spanning from July 1 to September 30

Quarter 2, spanning from October 1 to December 31

Quarter 3, spanning from January 1 to March 31

Executive Board

Quarter 4, spanning from April 1 to June 30

EPs

Exchange Participants – Students recruited from Oman who will participate in an international internship experience

R&R

Rewards and Recognition

External Relations

Raised – Classification of an exchange that has been listed as an opportunity on our online database

ERTF

External Relations Task Force

Finance

Realized – Classification of an exchange that has been fulfilled, i.e. an intern that has begun work their host country

ICX

Incoming Exchange

Team Leader

Local Committee

Talent Management

LCP

Local Committee President

Traineeship

Member Committee

TtT

OGX

Outgoing Exchange

Train the Trainers – An internal certification program for trainers and facilitators

Vice President

AIESEC in Oman | Business Plan 2011-12