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
â&#x20AC;Ś 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