2011 Survey Result AIESEC Alumni

The Current Worldwide State of AIESEC National Alumni Associations

Survey of AIESEC National Alumni Associations AIESEC alumni leaders from 44 countries participated in our survey.

Europe Austria Croa&a France Germany Italy Poland Portugal Romania Russia Slovenia Spain Switzerland Ukraine Americas Argen&na Brazil Canada Colombia Ecuador Mexico Panama Peru United States

Shading indicates countries par&cipa&ng in the survey. Other countries may par&cipate by visi&ng hYp://&nyurl.com/6sb9s77.

MENA Egypt Morocco Tunisia Africa Kenya Mozambique Nigeria

Asia-­‐Pacific Hong Kong India Indonesia Japan Korea Mainland of China Malaysia Mongolia New Zealand Pakistan Philippines Singapore Sri Lanka Taiwan Thailand Vietnam

The online survey was conducted during October – November 2011. 60% of respondents were current or former leaders of the country’s AIESEC alumni associa&on.

The others were regional alumni leaders or current or former AIESEC leaders in the country for which they completed the survey.

AIESEC National Alumni Associations – Their Goals Alumni networking and supporting AIESEC’s growth are the NAAs’ primary goals.

A large minority support external projects by AIESEC alumni as a secondary goal.

“Please describe the key objectives of your alumni organization.” # of NAAs

Other goals mentioned: • Disseminating AIESEC values • Reconnecting emotionally with AIESEC • Learning opportunities for alumni • Providing opportunities for personal and/or professional development • Bringing positive impact to society • Platform for learning, sharing, common projects, fun

High Medium Low Not an objecFve

Alumni networking

Support AIESEC’s growth

Support for external projects by AIESEC alumni

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Activities Most NAAs surveyed offer social events, social media networking and mentorship of AIESEC members.

“Please describe all activities that your alumni organization offers.” # of NAAs

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Communication Vehicles Most NAAs surveyed maintain a contact database and a Facebook page.

Many also publish a newsletter, maintain a website and have LinkedIn presence.

# of NAAs

“Please describe your alumni organization’s communication strategy with its members.”

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Structure and Leadership Most NAAs have part-time leadership and an active relationship with their AIESEC MCs. Nearly 20 of the surveyed NAAs have a formal structure with bylaws and elected leaders.

“Please describe your national alumni group organization’s leadership structure.”

# of NAAs

“Please describe your current AIESEC alumni group’s level of organization.”

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Funding The NAAs surveyed are funded primarily through event fees, membership dues and donations.

“Please describe all of your funding sources.” # of NAAs Annual dues are typically in the 10 – 50 Euro range

Note: AIESEC Alumni Mexico claims no cash outflow since phone, mail expenses and part-time secretarial services are donated and web-based communication options are free

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Value Provided and Activity Level Only a handful of surveyed NAAs perceive that they are “active” and offer “excellent” value.

Most of them have “sporadic” to “periodic activities” and offer “limited” to “good” value.

“Please rate the overall value and level of activity of your national alumni organization.”

“Please rate the overall value and level of activity of your local alumni chapters.”

# of NAAs

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Active Membership and Funding Adequacy In most cases, the surveyed NAAs have few active members.

Fewer than 30% of NAAs are adequately funded and self-sustaining.

Number of Active Members per NAA

“Please describe your alumni organization’s financial situation.”

800 700 600 500 400

Some NAAs have contact information for several thousand members, but it appears even those with large lists estimate their active membership at no more than a few hundred.

300 200 100

Average # active members = 75 (“Other” reflects a range of answers from “limited reserves” to “no formal financial planning”)

Median # active members = 25 0

* Note that fewer than 30% of NAAs say they are adequately funded even though more than 50% of NAAs charge memberships dues.

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Integration with AAI and AI The surveyed NAAs operate almost entirely independently of AAI and AI.

# of NAAs

“Our national alumni organization’s interaction and coordination with AAI is…”

“Please describe your national alumni association’s level of interaction/coordination with AI.”

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations – Regional Coordination A large minority of NAAs do coordinate some of their activities with other NAAs in their region.

Regional groups in Asia Pacific and Latin America are strongest and recently organized conferences.

# of NAAs

“Our national alumni organization involvement, participation and coordination with other AIESEC organization at the regional level is…”

Source: October-November 2011 online survey of national alumni association activities in 44 countries

AIESEC National Alumni Associations Speak Out The NAAs believe that a strong global vision will help them get more traction.

They are also telling us they need international support, leadership and resources.

What are your biggest needs?

Vision

What are your biggest constraints and challenges?

• “A strong international positioning.”

• “Members can’t see the value of the network.”

• “Clear goals for the alumni network.”

• “We have no activities other than socials.“

• “Organization ourselves around a common vision, common understanding of our role.”

• “Motivation for alumni to step into the association.”

• “To bring together into one aim/goal.”

• “Getting alumni to participate more actively in events and communication.”

• “A redesign of priorities.”

• “Members’ true involvement.”

• “Clear planning and activities.”

• “Mass disinterest.”

• “Activities that will attract members and keep them involved. We have to provide value.”

• “Real activities with take-home value.”

• “International networking.”

International Support

Leadership

Resources

• “Support from AAI to know how to start an alumni association in a young AIESEC country.”

• “Structure and guidelines for establishment.”

• “A leader.”

• “Inconsistent leadership.”

• “A full-time, motivated team.”

• “Raising funds in order to have a dedicated full-time position.”

• “A way to collect membership dues.”

• “Lack of active alumni to help organizing events and projects.”

• “Continuous funding to support the alumni association.”

• “Sponsorship for events and projects.”

• “Financial resources, though we are building our volunteer network.”

• “Truly committed folks willing to volunteer for activity coordination.”

Source: October-November 2011 online survey of national alumni association activities in 44 countries

The Current State of AIESEC National Alumni Associations Conclusion AIESEC Alumni is not exploiting its global scale, resulting in sub-efficiencies at many NAAs and a dramatic shortfall in results relative to their potential.

AIESEC Alumni is Not Exploiting its Global Scale

• • • • •

Dispersion and lack of policy coordination Unclear global platforms, goals and service offerings (i.e., “unclear value” for members) No centralized global database, membership and website administration Little coordination among AI, AAI and NAAs, with duplication/confusion of responsibility Weak infrastructure to support the development of new NAAs

Unclear, Suboptimal NAA Positioning

Difficulties/ Subefficiencies at Many NAAs

For Many NAAs, a Shortfall in Results Relative to Their Potential

• Frustrating search to deliver value to members • Programs drifting to domestic themes and social activity

• • • •

Subefficient NAA Operations • Bogged down in database, membership and website management • Difficulty recruiting a volunteer team

NAA Leadership Challenges • Difficult to lead in these circumstances • Often feels like “reinventing the wheel” in each country

Poor Country Coverage • It can also be very difficult to start up an NAA or to resuscitate one that has become inactive

Hard to deliver value in a given country or city for alumni and for AIESEC Insufficient member penetration relative to potential Administrative and funding challenges Weak governance and high turnover