Q3 2014- AIESEC US MC Report

Page 1

AIESEC US MC14-15 QUARTER REPORT

QUARTER 3, 2014


Table of Contents Contents

Page

Agenda

1

Words from the President

2

Why we do what we do

3

MC Report

Our purpose, legacy and goals

4

GIP

5

Global Citizen

7

Process Enhancement

8

LC Development

11

External Relevance

15

Finance Report

16

Appendix I: (Information Updates)

19

Global Information System

20

Membership Model

22

Financial model

24

Appendix II AIESEC US Manifesto

27 28

Summary of results

30

Acronyms & Abbreviations

31 1


Words from the President Dear AIESEC US Plenary , It’s been a little over a quarter and we’re beginning to see the transformation we wanted. This quarter saw a lot of fundamental changes, from the legislation of a new membership and financial model to the creation of our collective dream in the form of the AIESEC US Manifesto. We’re seeing development in our focus programs and have revamped the face of LEAD. We also see the introduction of a new generation of AIESECers who are ready to live their experience and share their experience. In a few days we’ll have adopted a new global information system that will help us move closer to out achieving our goals for AIESEC 2015. While we’ve made progress, we recognize that there’s a lot more to be done. The next quarter is key, we’ll see a change in local leadership and know if we succeed in creating a peak for our exchange programs and finish 2014 strong. My hope for AIESEC US remains the same. To have the humility to see our organization The way it really is, courage to dream big, boldness to take ownership, accept change and dare to transform. Thanks to the leadership on the local level, we’re an organization that’s adopting a growth mindset and an attitude of #NoExcuses. Let’s keep the momentum, continue to pursue our mission relentlessly and develop the leadership the world needs, leadership the United States needs. Stay united by purpose and dare to transform.

Your MCP,

Niels Caszo

2


Our National Team is grounded in the mission of AIESEC to develop global leaders Why We Do What We Do

What is our Mission?

How do we achieve it?

How do we develop our leaders?

How do we change the world?

In the United States

• Peace and fulfilment of humankinds potential.

• We believe leadership is the fundamental solution to the problems the world faces • By providing young people with leadership development experiences that make them self-aware, responsible for the world and effective in communication. • By providing team, cross-cultural and professional exchanges experiences • Our experiences facilitate an inner journey of self reflection and an outer journey of challenges and obstacles to overcome. • By providing these experiences to every young person in the world, so we create a movement of globally minded responsible and entrepreneurial leaders who make an impact in the society they live in. • The US needs better leadership. We strive to provide these leadership experiences to every young person in the country. That is our contribution to a better United States of America.

3


We are focused on four tangible goals during our term in office AIESEC US MC 2014-2015 Goals Our Purpose

To create dynamic experience for young people in the US

Our Legacy Global Internship Program

To increase the program results by providing purpose-driven products and customer-oriented service

Process Enhancement

To enable a faster and simpler process for students and companies when they interact with AIESEC’s exchange programs

LC Development

To mature the existing AIESEC Chapters to be self-sustainable and increase the reach of AIESEC in key cities

To build organizational capacity and grow sustainably through our fast, focused and simple programs

To impact American society through our purpose driven products and customer-oriented approach

FY 14/15 Goals

External Relevance

To engage with business leaders to champion AIESEC’s value and goals

United by Purpose, Dare to Transform

4


Global Internship: There has been significant exchange growth versus last year FY 14/15 Goals To increase the program results by providing purpose-driven products and customer-oriented service

Key Metrics

Global Internship Program

LC Development

Process Enhancement

External Relevance

Q3 2014 Incoming Exchange (ICX)

Results Snapshot

50 45 40 35 30 25 20 15 10 5 0

We are on pace to achieve our 14-15 goals as long as we focus our sales efforts on multi-TN contracts, re-raises, focus sub products in partner countries and continue to push matching with country partners.

% % 14/15 14/15 Progress Achieved Growth Goal Q3 Goals

ICX Raises

220

42

100%

45%

ICX Matches

185

43

58%

257%

ICX Realizations

165

33

84%

155%

GT Raises

710

70

92%

62%

GT Matches

440

68

77%

36%

GT Realizations

400

95

90%

32%

Raises

Matches

Realizations

Goal

42

43

33

Achieved

42

25

28

Q3 2013

29

7

11

Q3 2014 Global Talent (GT) 100 90 80 70 60 50 40 30 20 10 0

Raises

Matches

Realizations

Goal

70

68

95

Achieved

65

53

86

Q3 2013

40

39

65

Q3 goals and achieved stats : 1st July – 30th September, 2014

 On Schedule/Plan  Delayed / Reachable 5  At Risk


…Global Internship: Our focused sales efforts are yielding results, although leadership lags Initiatives

Descriptions

Approach

Leadership in GIP

Creating role-models of success to drive growth in GIP. Provide the right training and education

Sales Development Program, Sales Summit at Summer National Conference Star Sellers. Coaching & Education Calls

Focused Sales

Pushing LCs to work smarter by generating leads through alumni and their personal network. Emphasizing re-raising with their current/old partners and raising multi-TN contracts Focus on target markets, sub products and country partners

Change the culture that ‘coldcalling’ is the only way to do sales Taught alternative ways to generate leads. We emphasized asking for multiple interns, instead of just one. Marketing material focused on country partners and sub products

Latin America Project

An effort to break the stereotypes that exist between the US and Latin American Countries. 80 Students to be sent to Latin America

Strengthen our country partnerships with Mexico, Colombia, Brazil and Peru to create more incoming and outgoing exchange between the US and these countries. Focus Sales with country partners

Driving growth in iGIP by doing national sales with target-market LCs.

MC VP BD and iGIP traveling to key markets around the US to do co-sales with the LCs in that area. This creates more ownership of the TNs from the LC and a better exchange experience for our trainees and partners.

LC-MC Co Sales

Outcome

12 TNs Raised from Sales Summit & Star Sellers

65% of meetings through forms other than cold call/email, 64% of TNs through multi-TN contracts , 31% of TNs through reraises

4 matches with Mexico, 5 matches with Colombia, 3 matches with Brazil

LC-MC Co Sales Proposal Created and first co-sales trip

Global Internship Program

LC Development

Process Enhancement

External Relevance

Expense

Progress

External Trainer (AIESEC alumni) for Sales Summit

-

150 USD (Investment to go to IGN summit), maybe

Developm ent Phase

Travel Costs to LA for Hans’ sales trip

Developm ent Phase

6


Global Citizen: The program saw a slower start than previous years which was accounted for while planning Q3 2014 Global Citizen(GC) Key Metrics

120

% % 14/15 14/15 Goal Q3 Goals Achieved Growth Progress

100 80

GC Raises

940

20

75%

0%

GC Matches

700

25

80%

-20%

40

GC Realizations

640

85

156%

-8.0%

20

60

0

Initiatives

Descriptions

Sub Issue Based Promotion

Identify target sub issues and create marketing material to compliment it.

National Application Flow

Rework the application process for students applying to the program to make it simpler and effective

Raises

Matches

Realizations

Goal

20

25

85

Achieved

15

20

91

Q3 2013

15

25

99

Approach Utilization of think tank consisting of NST and Local VPs form AIESEC US to generate content

Reintroduced Podio as national application system for easy tracking and management.

Outcome Two pager with necessary information, marketing material for sub issues Selections flow video and education material created. Easier tracking and follow up steps for LCs

Expense

Progress

Marketing Material Creation

-

 On Schedule/Plan 7  Delayed / Reachable Q3 goals and achieved stats : 1st July – 30th September, 2014  At Risk


Process Enhancement: Focused meetings and partnering have improved Incoming matches FY 14/15 Goals

We’ve seen an increasing matching rate due to the large supply of applicants from our country partners and the streamlined process changes made to our internal platform, Podio.

LC Development

Process Enhancement

External Relevance

Incoming Exchange

Results Snapshot

To enable a faster and simpler process for students and companies when they interact with AIESEC’s exchange programs

Global Internship Program

Key Metrics

13/14 Actual

14/15 Goal

Term Δ%

YTD* Progress Actual

Matches with Country Partners

NA

134

NA

18

Matches % of Raises

53%

80%

27%

68%

-

90%

-

61.7%

GIS Usage

ICX Process Efficiency 14 12

Target Sales

12 11

JD Type

10 8 6

2012/13

6 3

4

4

2013/14

1

2 Meetings Per Raise

Meetings Per Member

66% 10%60%

2014/15

Marketing IT Engineering Others

Sales per Ra.

Marketing

7

IT

15

Engineering

5

Others

23

Re. % Ra.

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk


…Process Enhancement: Outgoing Exchanges are also showing efficiency gains FY 14/15 Goals

We’ve seen an increasing matching rate due to the large supply of applicants from our country partners and the streamlined process changes made to our internal platform, Podio.

LC Development

Process Enhancement

External Relevance

Outgoing Exchange

Results Snapshot

To enable a faster and simpler process for students and companies when they interact with AIESEC’s exchange programs

Global Internship Program

Key Metrics

13/14 Actual

14/15 Goal

Term Δ%

YTD* Progress Actual

Matches with Country Partners

78

440

464%

50

Raise  Match (Weeks)

10

6 week

4 week

9 week

Global Citizen Process Efficiency 400% 300%

320% 216%

2012/13 2013/14 2014/15

200% 100% 0%

6% 16% Ra % App

70%63%73% Ma. % Ra.

69%62%

Gl. Talent Cy. Part

Re. % Ra.

Gl. Citizen Cy. Part.

Global Talent Process Efficiency 200%

181%

Gl. Talent

150% 100% 50% 0%

4% 3% Ra % App

Country partnership Results

69% 41%34% Ma. % Ra.

85% 44%32%

2012/13 2013/14 2014/15

Gl. Citizen

Program Type

Weeks Ra. to Ma.

Gl. Talent – CY

7

Gl. Citizen – CY

9

Gl. Talent

9

Gl. Citizen

11

Re. % Ra.

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

9


…Process Enhancement: a focus on new systems and improved partnering will be key Initiatives

Descriptions

Approach

Outcome

Country PartnershipsICX

Create partnerships with countries to align our TN raising strategy to the countries EP raising strategy

Created strong partnerships with 8 countries with the best EP supply of Marketing, IT, and Engineering : Germany, Mexico, Colombia, Brazil, India, Poland, Tunisia, Canada.

42% of TN applications are from country partners 85% of EP pool are country partner EPs 53% of matches are with our country partners

Country Partnership-GT

Create partnerships with countries to align our EP raising strategy to the countries TN raising strategy

Created strong partnerships with 5countries with the best TN supply of Teaching Marketing, IT: Colombia, Brazil, India, Turkey and China

19% of Eps since July matched with country partners and an average matching time of 7 weeks

Country partnershipGC

Create partnerships with countries to align our EP raising strategy to the countries TN raising strategy

Created 18 main partnerships with Tier 2 and Tier 3 countries for projects on Environment, Youth Empowerment and Social Entrepreneurship

25% of matched EPs in Q3 are to country partners with an average matching time of 9 weeks

Train members and give them access to the Global information System in order to test and familiarize with the platform

Create educational resources to train members on the usage of the system. Launch the testing phase of the system during the national conference Support LCPs with guidelines and testing tools Create an implementation plan + activities framework to implement at local level

GIS Implementatio n

100% LCPs on GIS 82,86% EBs on GIS 61,76% Members on GIS

Global Internship Program

LC Development

Process Enhancement

External Relevance

Expense

Progress

• •

IC Taiwan EuroCo Greece

• •

IC Taiwan IGN Summit Colombia

IC Taiwan

• •

IC Taiwan Development of payment platform and connection of the current platforms with the Global InformationSys tem

10


LC Development: The majority of LC’s are yet to perform in terms of exchanges FY 14/15 Goals

Results Snapshot Progress with change in the membership model and implementation of focus programs, recruitment and expansion initiatives, however majority of LC’s are in at a “start up” stage – local leadership a challenge.

To mature the existing AIESEC Chapters to be self-sustainable and increase the reach of AIESEC in key cities

7

3-5 4

Exchange/Members

.55

.70

.25

.59

# of Leaders

480

600

120

421

1

Term Δ%

YTD* Progress Actual

50+ 3

36 to 50

10

21 to 35 8

1-2 0

13

External Relevance

Local Committee Outgoing Exchanges Matched 6-9

5

Process Enhancement

13/14 Actual

10+

2

LC Development

Key Metrics

Local Committee Incoming Exchanges Raised

14/15 Goal

Global Internship Program

11 to 20 0 -to 10

8

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

11


…LC Development: A new membership model and expanding to key locations will help FY 14/15 Goals

Results Snapshot Progress with change in the membership model and implementation of focus programs, recruitment and expansion initiatives, however majority of LC’s are in at a “start up” stage – local leadership a challenge.

To mature the existing AIESEC Chapters to be self-sustainable and increase the reach of AIESEC in more cities

Key Metrics

13/14 Actual

14/15 Goal

Global Internship Program

LC Development

Process Enhancement

External Relevance

Term Δ%

YTD* Progress Actual

% of Full Member

44.4

65

12.6

50

New Expansions

4

2

-50

2

LC Membership Status City Tier Full Member

3 12

15

Member on Alert Official Expansion

# of LCs

Tier 1 & 2

13

Tier 3

4

Tier 4

13

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

12


…LC Development: In addition we need to track LC performance, membership and finances more closely FY 14/15 Goals

To mature the existing AIESEC Chapters to be self-sustainable and increase the reach of AIESEC in more cities

Global Internship Program

LC Development

Process Enhancement

External Relevance

Results Snapshot Progress with change in the membership model and implementation of focus programs, recruitment and expansion initiatives, however majority of LC’s are in at a “start up” stage – local leadership a challenge.

Local Committee Performance Tracking Incoming Exchange Raises

Raised % of Matched (ICX)

Sales Meetings/ Member

Outgoing Exchange Matches / Member

Raised % of Matched (OGX)

Exchange : Non Exchange

Integrated XP %

Program Expense

L&D Expense

FY ‘14 Top 5

9.2

49

8.98

3.67

64%

49

2.2

unknown

unknown

FY’14 Average

3

47

4.61

2.11

51%

53

1

unknown

unknown

FY’13 Average

2.9

45

3.26

2.02

55%

57

unknown

unknown

unknown

13


…LC Development: Changes to recruitment practices have helped, coaching results pending Initiatives

Descriptions

Approach

Recruitment

Focused on creating screening practices based on identifying a candidate’s values- to align with AIESEC values and culture. Focused efforts to change the content of inducting members into “Generation 2015,” which is the future ambitions of our organization.

Created a tool and gave training on what qualities to look for in potential candidates, and how to asses that through screening practices. TM National Support Body played a huge part in making efforts to support recruitment and induction materials.

LC Coaching

Change of model to have MC coaching LCs in their focus program to support sustainable growth, transition and LC development. Transition into a more hands on approach and LC involvement

Every MC member has 2 or more LC they coach. The MC has been having bi-weekly coaching calls with LCPs and are currently in the process of making coaching visits.

Expansions

Focus Program Support

Outcome

Global Internship Program

LC Development

Process Enhancement

External Relevance

Expense

Progress

# Applications =981 -

Increased knowledge and exposure with LCs. Better working relationship with the MC. Awaiting results for the fall

LC-MC coaching visit financial cost split

Focused expansion initiatives taking place in Boston & LA

Taking a city based approach to starting Boston, working with current alumni and faculty in the city. Working with warm leads from LA.

AIESEC activities started in 3 universities in Boston with a full BoA. IG opened at UCLA and USC starting to develop.

Doms travel to Boston

Implemented focus programs for LCs. Upgrading Growth model to support development of local functions to support their focus exchange program

LCs are given 1-2 focus programs and received tailored support from the MC in these programs.

LC started working on growing from their successes. Awaiting results for the fall

# of members recruited = 500

LC-MC coaching visit financial cost split

14


External Relevance: We are lagging in terms of external sponsorship or endorsements … FY 14/15 Goals

Results Snapshot

To engage with business leaders to champion AIESEC’s value and goals

We can do a lot more with the market we are in, however the lack of tangible activity in the pervious year is a setback for the team. More external support and advise is needed

Global Internship Program

LC Development

Process Enhancement

External Relevance

Key Metrics

13/14 Actual

14/15 Goal

Nat'l Partnerships ($)

$56,363

$116,480

19.7%

$22,940

Y2B Org Involvement

-

20

-

3

Endorsements

-

8

-

-

Term Δ%

YTD* Progress Actual

National Partnership Revenue $90,000 $80,000

$76,538

Programs

$70,000 $60,000

$56,363

$50,000

2012/13

$40,000

2013/14

$30,000

$22,940

$20,000 $10,000

2014/15

# of Endorsements

Global Internship

-

Global Citizen

-

Global Talent

-

AIESEC Membership

-

"We are very proud and happy with the excellent results that we have obtained through our relationship with AIESEC." Humberto Pacheco Managing Partner, PwC Mexico

$MC Revenue

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

15


…External Relevance: … but strides have been made in our Youth to Business Forum FY 14/15 Goals

Results Snapshot We can do a lot more with the market we are in, however the lack of tangible activity in the pervious year is a setback for the team. More external support and advise is needed

To engage with business leaders to champion AIESEC’s value and goals

LC Development

Process Enhancement

External Relevance

Key Metrics

13/14 Actual

Y2B Org Involvement

-

20

-

3

17

3

-

17

New BoD member

14/15 Goal

Global Internship Program

Term Δ%

YTD* Progress Actual

Youth to Business Forum: External Engagement 12 2

Univesities

3

NGOs

1 2 1

4

Start Ups

2014 Summer

2014 Winter (Goal)

10 8

6 4 2 0

1 1 2012 Winter

2013 Summer

2013 Winter

2

Fortune 500

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

16


…External Relevance: We recognize a need for guidance in our messaging and activities Initiatives

Descriptions

Approach

Outcome

Global Internship Program

LC Development

Process Enhancement

External Relevance

Expense

Progress

Youth To Business (Y2B)

Y2B is an event with the aim to connect local, national and global businesses and leaders with members of AIESEC and students. The strategy is to use these event to generate leads for ICX and EP for OGX

“Youth engagement in local communities” was the topic of discussion. We had 5 externals including 2 BoD members and a UN representatives

Y2B event held in August. The event created a loss financially but was successful in content and contributing to delegate XP of SNC.

Externals Flights, hotel costs

National Partnerships

Working with current partners to upscale partnerships and MNC as potential partners

Focus on Bay Area, New York and Chicago. Working with LC to provide delivery support to partners

8 raises, 10 matches and 10 realizations with national partners

Hans’ sales trip

Endorsements

Working to partner with Ashoka to endorse our Global Talent Youth Empowerment programs in Africa and Social Entrepreneurship in BRICK countries. In the future, looking for endorsements form companies with CSR grants.

Working with AIESEC Alumni in Ashoka to meet with the Director of Ashoka’s Network of Change making Schools in Africa and the Director of Fellows.

Opportunity to create internships just for US students in South Africa, Ghana, Kenya, Brazil, and India sponsored by a wellrespected and Global Organization aligned with AIESEC’s mission

None so far, but might need investing from the United States side

Public Relations

Strategically positioning AIESEC in out corporate and student market to enhance our brand and generate leads for Eps and TNS. And membership.

Working with AI to partner with key organizations like the UNMyWorld2015, Elite Daily, Global Poverty Project ( Global Citizen). Having AIESEC represented at events like Adobe Max 2014, & B2B marking content creation

This is definitely our least developed project with the highest potential . We’re yet to see results from PR initiatives

Conference attendance and external engagement costs at conferences

17


AIESEC MC Finance Report Based on MC 14/15 Budget Projections Revenue

Key Budget Items

$2,525K Other

Outgoing

Incoming Trainees Citizen Talent

Global Current

$360K

$312K

$173K $108K

ICX

$29K

OGX

$38K

TM

$15K

$2,498K $119K

Strategic Fund

Expenses

Investments

$27K

Marketing

$10K

Donations

$162K

OD

$12K

Conferences

$115K

Other

$15K

$217K

Fees

Other

$56K

Insurance/SEVIS

$93K

$87K

Travel

Global Fees

$124K

Coaching

$16K

$237K

Other

Conference

$71K

$1,246K

MC Admin

$593K

Global Current

LC TNs

$106K

MC TNs

$95K

Insurance/SEVIS

$111K

Conferences

$132K

LC OGX

$169K

Reward & Rec

$24K

MC OGX

$4K

Other Exp.

$81K

Salaries/ Fringes

$714K

Office Exp.

$462K

Program Exp.

$70K

LC OGX

$86K

MC OGX

$22K

$1,572K Contracts

$1,020K

Admin

$207K

Insurance/ SEVIS

$451K

Insurance/SEVIS

$376K

Other Rev.

$101K

Other Exp.

$10K

Net Income

($951K)

$979K

 Better than budget  <10% Worse than budget  >10 % Worse than budget

= $28K 2014-15 Projections vs 2014-15 Budget

18


Appendix I Information Updates  Global Information System

 Membership Model  Financial Model

19


Global Information System Description The Global Information System is the new platform for information and process management that will replace the current multiple, old and unconnected systems with the purpose of improving the operations of AIESEC entities.

Approach • Create educational resources to train members on the usage of the system.

• Launch the testing phase of the system during the national conference • Support LCPs with guidelines and testing tools • Create an implementation plan + activities framework to implement at local level

Outcome •

100% LCPs on GIS

82,86% EBs on GIS

61,76% Members on GIS

20


…Global Information System Membership registrations on the platform 459

• Expectations of the platform. • Expected Professional Internship (GIP) match time = 4 weeks. • Expected Volunteer internship (GCDP) match time = 2 weeks. • Unification of the current information systems in just one platform. • Facilitate the engaging and delivering of experiences for more young people.

Members registered

741

Members not registered

EBs on the system

• Actions performed • Back up plan for all the available and matched forms. • Keep separated the payment platform from Global Information System. • Backup the documents of the payment platform and stop collecting personal documents of EPs

Full EB registered

6 29

EB incompleted

FY 14/15 Goals Implement the new global information system in AIESEC US to perform our exchanges

Key Metrics

14/15 Goals

14/15 Actual

% Ebs on GIS

100%

82,86%

% GIS Usage

90%

61,76%

1

0,7

Weekly logins/member

We are ready to perform incoming exchanges using the platform. We are expecting the final version of the system to clarify the outgoing exchanges side

21


Membership Model Description A new membership model was passed at SNC 2014 with the idea of enabling LCs to focus on the strengths in their market and university while ensure sustainability of their LC. The new membership model increases the standard to be a member LC of AIESEC US in a way that allows LCs to allocate their resources towards building on their previous success.

Approach • Creation of an eight member team of LCPs to interview LCs and create a model for AIESEC US that has complete buy-in • Focus on LC sustainability, success and market potential • 4 months discussion and creation process to gain support of all LCs

Outcome •

Model was legislated by the national plenary at Summer National Conference 2014

University Registration, Board of Advisors, and financial reserves mandatory

Incoming exchange criteria for city based LCs increased from 2 exchanges to 4 with a minimum of 2 partners

Outgoing exchange criteria for university based LCs increased from 2 exchanges to 30

22


‌ Membership Model ď ľTimeline The current membership model requirements of 2 ICX and 2 OGX will stay in effect till Winter National Conference 2014 .The new membership model will come into effect at Summer National Conference 2015. This gives LCs in AIESEC US to adapt to the changes and restructure their LCs for success.

Abbreviations IG- Initiative Group OE- Official Expansion GM- General Member FM- Full Member MOA- Member On Alert SONA- Sate of National Affairs report 23 23


Financial Model Description Starting in January we will start a new financial model (MC-LC split and cost-sharing) that is very similar to what is used by AIESEC International, AIESEC Germany, and many other countries. The idea behind the model is to have more ownership from the LCs towards their finances and create a transparent model for LCs to hold MC accountable.

Approach •

An intern (CEED) from AIESEC Germany helped develop this model in June and July.

The intern worked with local VP finances and LCPs to understand the current financial state of LCs and tailored the model to our current reality and financial requirements

Outcome •

The MC will still take in the same (or similar) revenue and incur the same costs, but the process is streamlined and occurs up front.

Simpler budgeting process and a greater understanding among the LCs on why they are giving money to the national budget

24


… Financial Model The Model •

The distribution of the affiliation fee across LCs will be based on all revenue earned by each LC. The revenue for each LC will be calculated from January 1 – December 31, with a preliminary preview given out for review by all entities on December 15. The final distribution will be given out for LCs to review on January 15. The portion that each LC will be responsible for paying will be calculated as follows: total LC revenue / total of all AIESEC US LC revenues.

Instead of splitting every exchange as we do now, the LCPs will vote each December (WNC) how much the LCs should be required to pay to the national budget (2013 was ~$210,000) based on the upcoming administration and operational requirements of the national staff

25


… Financial Model  The Model The LCs will be invoiced at the start of the year for the full amount that they are required. The invoice will be payable in two segments (January, July) to help with LC cash-flow issues. The amount each LC will owe will be based on the amount of revenue that they earned the previous year compared to all other LCs (including non-exchange revenue)

LC Share * legislated budget= LC contribution LC revenue/∑LC revenue = LC Share

26


Appendix II  The AIESEC US Manifesto  Summary of AIESEC US 2014-2015 Results

 Acronyms and Abbreviations

27


The AIESEC US Manifesto 1.

We are building a community of leaders with the tools to transform our nations mindset

2.

Our exchange programs nurture leaders who unite our nation and strengthen the AIESEC global network

3.

We lead by example, crafting a nation that is culturally inclusive and provides equal opportunity for people to fulfill their quest for happiness

4.

We embrace and encourage in others a global mindset that we believe makes us relevant

5.

We are believers of opportunity. We grow together to provide meaningful and transformative experiences for ourselves and others around the world

6.

We take global responsibility by living our mission and pursuing it relentlessly

7.

We collaborate in the development of a strong and sustainable system that allows us to achieve the results that challenge our nation for the better

8.

Our purpose is bigger than our differences. Change is always possible.

9.

The development of our members is directly connected with the pursuit of our mission 28


The AIESEC US Manifesto

29


Summary of AIESEC US 2014-2015 Results Our Legacy

Global Internship Program

FY 14/15 Goals

Key Metrics

To increase the program results by providing purpose-driven products and customer-oriented service

Process Enhancement

LC Development

To mature the existing AIESEC Chapters to be self-sustainable and increase the reach of AIESEC in key cities

To engage with business leaders to champion AIESEC’s value and goals

Δ%

YTD* Actual

Progress

137

220

60%

42

ICX Matches

73

185

153%

25

ICX Realizations

72

165

129%

28

GT Raises

560

710

27%

65

GT Matches

190

440

131%

53

GT Realizations

180

400

122%

86

59/29

65/46

10/59

62/-6

X

134

X

18

ICX Ra.-Ma. Weeks

9weeks

6weeks

3weeks

8weeks

OGX Ma. Cy Part.

78

440

464%

50

OGX Ra.-Ma. Weeks

10

6 week

4 week

9 week

GIS Usage

-

90%

-

61.67%

New Expansions

4

2

-50%

2

Exchange/Members

.55

.70

.25

.59

# of Leaders

480

600

25%

421

% of Full Member

44.4

65

12.6

50

17

3

-

17

Nat'l Partnerships ($)

$56,363

$30,000

19.7%

$22,940

Y2B Org Involvement

-

20

-

3

Endorsements

-

8

-

-

ICX Ma. Cy Part.

New BoD member

External Relevance

14/15 Goal

ICX Raises

NPS (ICX/GT)

To enable a faster and simpler process for students and companies when they interact with AIESEC’s exchange programs

13/14 Actual

* YTD Results are through 30th September, 2014

 On Schedule/Plan  Delayed / Reachable  At Risk

30


Acronyms and Abbreviations GIP

Global Internship Program

BOD

Board of Directors

GCDP

Global Community Development Program

NPS

Net Promoters Score

iGIP

Incoming Global Internship Program

GC

Global Current

GC

Global Citizen

NCB

National Control Board

GT

Global Talent

EB

Executive Board

TN

Trainee Nominee

SNC

Summer National Conference

LC

Local Committee

WNC

Winter National Conference

EP

Exchange Participant

CEED

Cys Part

Country Partner

Cultural Envoy for Exchange Development

AI

AIESEC International

GIS

Global Information System

WENA

Western Europe, North America

MC

Member Committee

AD

Account Delivery

MCVP

Member Committee Vice President

X

Exchange

BD

Business Development

L&D

Learning and Development

ICX

Incoming Exchange

Y2B

Youth To Business

Ra

Raises

Ma

Matches

Re

Realizations

BOA

Board of Advisors

LCP

Local Committee President

31


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