AIESEC ETHIOPIA PROJECTS’ GROWTH STRATEGY 2014/15 A strategic plan and implementation strategy for exponential growth of iGCDP in Ethiopia
AIESEC in Ethiopia Tel +251912616686
Addis Ababa
et.aiesec.org nebiyu.sultan@aiesec.net
Table of Contents
Contents STRATEGIC SYSTEMS OF EFFICIENCY ________________________________________ 1 PARTNERSHIP STRATEGY ___________________________________________________ 6 MEMBER DEVELOPMET STRATEGY __________________________________________ 12 FINANCIAL STRATEGY _____________________________________________________ 17 TRACKING/MANAGEMENT SYSTEM __________________________________________ 19 IMPLIMENTATION TIMELINE _________________________________________________ 22 THREE YEAR GROWTH PLAN________________________________________________ 23
STRATEGIC SYSTEMS OF EFFICIENCY
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STRATEGIC SYSTEMS OF EFFICIENCY Projectized Structure for All Projects Why a Projectized Structure? Because it is efficient. The basic concept is that every project has a defined Beginning, implementation period and an End. Imagine if you have a set deadline for activities, and you know what to expect at each stage of your activities. In this situation, you know when you will have to go for sales meeting, when you should have a house, how many inters will be coming, and when they will be coming, and finally be able to compile the result of the project and pass the knowledge gathered for the next phase of the implementation. Example Project Name: Green Addis Project start Date: August 14th, 2014 – Opening Ceremony Number of interns required: 6 Start date of Intern’s Activities: November 6th, 2014 EP LEAD Date - Start: November 3rd, 2014 EP LEAD Date – End: December 15th, 2014 Project End Date: December 20th, 2014 – Closing ceremony Project team Project Manager o Promotions Driver o Local Volunteer Coordinator o Sales Manager
In the example above, the Exact date of the activity of inters is very well known. This will solve the problem of not knowing when to conduct the EP LEAD program. In addition, Knowing when inters are supposed to come and go, will be an efficient management system for planning housing.
STRATEGIC SYSTEMS OF EFFICIENCY
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Characteristics of the projectized organization structure:
The project manager has all authority and power in this type of organizational structure.
Project team member report to the project manager.
The project manager controls the budget, resource, and work assignment.
When the project ends, project team is disbanded and team members and other resources are released.
A projectized model is the solution for most iGCDP Projects
1. Housing Problem Name
July
August
September
October
November
December
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Akbar Naqvi AnneBernadine Co Caroline Ferretti ZIhao He Shivam Thakur Carina Lasee Neha syed mariam neparidze
A projectized model, encourages the culture of early matching. By starting the matching process early in the project, the VP ICX, will be able to predict the status of the house at any point in time. The Project manager can assign the start date of the project to align with a date in which the house will be available. Or the LCVP can decide whether it is a god idea to get a new house or not; will it be financially feasible or just a waste of money.
2. Matching Problem Another major problem we have with the current structure, is the gap between the project start date and the promotions start date. When the planned start date of the project arrives, most projects don’t have the inters that they need, and will be in a last minute frenzy to get interns. If
Pg. 03
STRATEGIC SYSTEMS OF EFFICIENCY every project is planned properly, the project manager can define the date in which he/she wants the interns to come. Because of the early matching the system encourages, we can maximize the realization rate for every project.
3. EP LEAD Although we have not properly implemented it before, EP LEAD is an essential program to have in order to increase the quality of the experiences we deliver. In this program the most foreseeable problem, is the varying arrival date of interns. If the start date of a project is defines, then one can know the exact arrival date of interns, and hence have a fixed date for delivering the EP LEAD session.
4. Innovation around Projects There are several project that are currently going on, in which the job of h Project team is merely re-implementing it or getting EPs for it. But with a defined end date of a project, the next project team will be able to innovate around the project and make it better that its previous running. Every Project team will have the chance to run the project in a different manner and still maintain the success of the project.
5. Airport Pick up Another problem this system will solve is the management of the airport pickup service. By defining the date in which you want interns to come, you are basically arranging multiple inters to arrive at the same time.
6. Autonomy Another main advantage of projects performed inside the iGCDP portfolio is that each project team has complete control over the results. Project goals are determined by the members, not by earlier implementations of the project, and thus are better suited to meet organizational need. Additionally, an atmosphere driven by self-government fosters a supportive environment in which growth and skill development thrive.
STRATEGIC SYSTEMS OF EFFICIENCY
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Local Volunteers in Projects “engage and develop every young person in the world”. In terms of members, due the scale of our operations the number of members we can have is very limited. But then again, the number of people that apply for membership is increasing exponentially every year. What happens to those applicants that don’t get in? What is our rate of converting them into promoters? What is our rate of converting them into exchange participants? And then again, how many projects have we turned down, because we fell it is unrealistic to be run by internationals alone. In addition to the new range of project we can deliver, we will be able to magnify the value proposition of the GCDP experience, push our contribution for AIESEC 2015
Experiential Learning
Cross Cultural
Social Impact
GCDP Experience
Personal Development
International Friend Network
Through a strategic use of local Project participants we can engage more people and finally be able to convert all the applicants into the ELD phase or at least use them as promoters. This new system of HR manipulation will open many doors for the growth of our projects.
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STRATEGIC SYSTEMS OF EFFICIENCY 1. Language barriers There are many projects that AIESEC can implement in Ethiopia, but the fact that only Ethiopians speak Amharic, limits the activity that we can do. By involving both local and international volunteers in our projects, we will be able to have realizations for projects that is to be implemented by EPs. 2. Conversion of Applicants As stated before the number of applicants to sign up for AIESEC membership is stunning. It is also fact, that we can’t accept all of them. By engaging these students in activities of AIESEC, we can convert then to be Exchange Participants. These students will work together with interns in the projects. This will help them to understand that the same opportunity, as the interns, is available to them. It is likely that these students would want to go on exchange to the countries of the international volunteers, therefore a good strategy will be for the students to work with interns from RUTAKE, so as to encourage regional exchange. 3. Team Experience for EPs One of the top demanded issues amongst the Global EP supply, is Leadership. What better way is there to give the opportunity to give leadership training, than by actually leading a team? In this system EPs will be given the opportunity to lead a team, and we can track the activity of the team, in order to make sure that a quality expertise is delivered both for the Local Volunteers and the EPs.
PARTNERSHIP STRATEGY
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“Don’t put all your eggs in one Basket”
PARTNERSHIP STRATEGY IRC The closest partnership we currently have is the one with Kenya. The experience AIESEC Ethiopia offers, is one which is the cheapest from most unique from the rest of the IRC countries. Our mere cultural difference offers Kenyans a unique experience. We can easily extend this partnership to the rest of the IRC countries for a magnified growth in the IRC.
Realization within RUTAKE 2012-2013 70 60 50
14
40
4
30
32
9 12
3
20
10 29
8
16
10
11
14
13 5
4
0 Kenya '12
Kenya '13
To Kenya
Tanzania '12
To Rwanda
Tanzania '13
To Tanzania
Uganda '12
To Uganda
4 5 2 Uganda '13
Ethiopia
We should take full advantage of the cultural difference Ethiopia has from the rest of the countries in East Africa. As such we have grown in realization from Kenya, but are yet to fully utilize the rest of the IRC Countries. We are greatly approaching the limit we can take from Kenya, the reason we have managed to get such reach numbers from Kenya, is because of the decline of the partnership with Rwanda, which tells us that it is a highly likely that we can lose that partnership if we don’t take care. Our EP maintenance from Kenya has to be on point. If we can keep Kenya satisfied and with the current growth rate we will be able to get approximately 37 realizations from Kenya in 2014.
PARTNERSHIP STRATEGY
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Realization from the rest of the East African Countries is declining, but we can still tap into the Tanzanian and Ugandan Market. We are slowly growing in the realization from Uganda, but declining from Tanzania. If they push their OGX drive, just a bit, and with the right marketing, we can get up-to 8 realizations each from Uganda and Tanzania in 2014 2014 Optimistic Realization Prediction: 46 from IRC Quarterly Breakdown: September – October – November: 6 December – January – February: 7 March – April – May: 9 June – July – August: 28
The Rest of the World
3- Year Trend of GCDP Realization to Africa 700 600 500 400 300
200 100 0
2014
2013
2012
2011
PARTNERSHIP STRATEGY
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As we can see from the above chart, peaks for realization to Africa are in June-July-August and December-January-February. My main Strategy in my term will be to start partnerships for the September-October-November off-peak season, and maintain those partnership for the Peak seasons. The challenge with approaching the big entities is the fact that we cannot deliver on the number of TNs they want to sign up for. The best way to handle this situation is to Partner up with a selected few LCs in those countries. The selected countries for this partnership are Germany (Particularly LC Bamberg; LC Wuerzberg), China (LC NKU, LC UIBE, LC RUC), and Italy (LC Trieste; LC Milano).
S-O-N Realizations to Africa 45 40 35 30 25 20 15 10 5 0
2013
2013
2012
Expected maximum numbers for September-October-November Germany: 6 China: 3 Italy: 3 RUTAKE: 6
PARTNERSHIP STRATEGY
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Country partnership Summary The basic reason of the partnerships is to get some sort of an assurance of the realization of projects. By strictly focusing on existing partnerships, and the creation of new ones, we can work with some kind of an assurance of project realizations. These partnerships, however, do not emanate out of the blue. We have to work towards them. Currently the only active partnership we have is with Kenya. The rest of our partnerships have been canceled or are not paying off. In order to start new partnerships, we have to focus on individual EP promotion for realization in June-July. Our focus of targeted promotion will be those countries we want to partner with for September-October-November season. Namely, Germany, China, Italy and Brazil. Expected results from Partnerships
September October November
Germany 2 3 1
Italy 2 1 0
China 2 0 1
Brazil 1 0 2
Kenya 2 2 2
Uganda 0 0 0
Tanzania 0 0 0
December January February
Germany 3 2 1
Italy 0 1 0
China 0 9 6
Brazil 4 4 0
Kenya 2 3 1
Uganda 1 0 0
Tanzania 0 0 0
March April May
Germany 1 1 1
Italy 1 2 0
China 0 0 1
Brazil 0 2 1
Kenya 1 4 0
Uganda 0 2 0
Tanzania 2 0 0
China 6 20 6
Brazil 1 0 0
Kenya 14 11 5
Uganda 2 1 0
Tanzania 1 4 0
June July – ‘15 August – ‘15
Germany 9 6 3
Italy 4 5 0
Total Results from Partnerships: September ’14-August ’15 : 212
PARTNERSHIP STRATEGY
Pg. 10 Demand Based Projects
Another focus for the off-peak season is to design projects that are highly demanded, or most attractive to EPs.
Global EP Supply Issues of Interest
Cross Cultural Dialogues
Entreprenureship
Leadership
Language
Children Rights
Protect & Showcase Local Traditions
The three top issues globally that are most attractive to inters are Cross-Cultural Dialogues, Entrepreneurship and Leadership respectively. If we are to focus in our planned partners, the priority of focus varies accordingly.
Country
Top Issues
Germany
Cross-Cultural Dialogue, Entrepreneurship
Italy
Cross-Cultural Dialogue, Entrepreneurship
China
Cross-Cultural Dialogue, Child Rights, Protection and Showcase of Local Tradition, Language Literacy
Brazil
Cross-Cultural Dialogue
Kenya
Entrepreneurship , Cross-Cultural Dialogue
Uganda
Entrepreneurship
Tanzania
Entrepreneurship
PARTNERSHIP STRATEGY
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Our major stakeholder in designing projects is the society which we serve. But we also have an obligation to our interns. Therefore, we should design our projects to incorporate the needs of EPs as well. Two of the most requested experience are the Cross-Cultural Dialogue and Leadership. Both of which are Experiences we can incorporate in all our projects. Cross-Cultural Dialog is: 
Showcasing own culture and traditions to increase its reputation and recognition

Leading discussions around cultural differences and diversity with different stakeholders involved to overcome cultural stereotyping
By giving them the opportunity to participate in various events that includes the showcasing of their Culture and also the understanding of other cultures, we will be able to incorporate in all out projects the number one requested for internship in the network. A great and simple example in this regard is the Global Village event that any LC can host at any time with enough interns. Leadership is: A sub issue that includes all projects and activities which aim to develop leadership to a specific target audience. One system that we will be starting this year is the implementation of EP LEAD program. The next step in that is to help EPs implement the major role of being a leader which is creating more leaders. Refer to Local Volunteers for projects on Page 3 for more information. In addition to the incorporation of 2 of the issues to our projects, we should have projects for a targeted Audience. For Example, Targets or our YES Projects will be Kenya, Germany and Italy; while on projects on, say tourism, will be from China.
MEMBER DEVELOPMET STRATEGY
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“Learning is about building the capacity to create that which we could not create”
MEMBER DEVELOPMET STRATEGY Creating Career Development Culture Learning is about building the capacity to create that which we could not create...it is intimately connected to action. A learning organization is one which continually expands its capacity to create its future. Similarly a development culture is one in which individuals grow in ways needed by the organization. Career development is an ongoing process of planning and directed action towards personal work and life goals. Development means growth, and continuous application of one's skills. The purpose is to ensure best fit possible between individual interest the requirement of the portfolio. As it stands now, AIESEC has a very good organizational system that supports growth and development for improved performance. One of the areas in which we are lagging behind is in the contribution of the top and middle management to the development of members. The other shortcoming we have is in the creation of the responsibility of members in their own development. Members cannot be empowered if the MC and LCEBs command and control. Empowerment is not a one way street. By replacing the idea of working together for a common goal, with the resolve of working for one’s own development, career and life meaning, we will be running an organization with a super-brain, of efficient and effective operations. Planning a Career Development Path Without the big picture, people tend to jump in to meet their immediate needs and may not realize that the answer they are seeking may be to the wrong question. Therefore, the first step involves looking inward to asses and identify those factors critical to the individual’s success and satisfaction from work. The second step, then, is looking outward to understand the needs of AIESEC and opportunities and develop a career focus. The third component of the development planning process is looking forward. This involves setting goals and action plans to achieve appropriate outcomes for the members and the organization.
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MEMBER DEVELOPMET STRATEGY
Step 1: Looking inward – Self insight, selfassessment, and feedback
Step 2: Looking
Step 3: Looking
Outward – career
Forward – Action
focus, AIESEC
Plan, Goals, Plans,
needs and realities
and implementation
With the help of these three basic path for the creation of a development plan, the goal is to create a six step plan to start the culture of career development. They re 1. Identify AIESEC’s and the member’s needs 2. Envision a desirable outcome 3. Determine design Elements and the process 4. Communicate and educate 5. Implement the process 6. Evaluate and keep process alive
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MEMBER DEVELOPMET STRATEGY
Creating a Culture of Innovation While many organizations focus on addressing problems, the most successful focus on raising the bar. One of the ways they do this is by creating a culture where innovation thrives. When this organizational strength is magnified, it can become a source of competitive advantage.
The goal of creating this culture is to scale up the diversity of our projects. It seems that most of our activities now are stuck in the Literacy/Education pillar.
Although we have some projects in Economic growth, the status quo is “projects on education, is one we are strong in”. The fact is we can’t give such high regard to the Education pillar without giving the others a fair chance. The current culture that stifles creativity/Innovation is the financial situation of LCs. My solution for this is to give LCs free TNs for any unique pilot program. Developing a project to be successful is difficult. Although TN fee is not the most pressing of the financial requirements in running projects, the MC should contribute to the development by sharing some of risks.
MEMBER DEVELOPMET STRATEGY
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Steps in Creating an Innovative Culture 1. Define relevant issues of projects, in the Ethiopian society: Maybe our focus should change from those defines above. Therefore one of the activities of the National Planning Conference should be defining in which Issues we should be prioritizing our projects in. 2. Project Design Guide: One think that could possible hold back members from designing projects is that they don’t know where to start. “A Complete guide in designing Projects” is a booklet that will help them in implementing their ideas. The preparation of such documents should take priority before starting asking members to design projects. 3.
Launch a Campaign inviting all members to participate: by launching a “YOU SOLVE IT” challenge for all members, we will engage members in the creation of projects that they think is relevant. And the pillars that we have defined will guide them in coming up with ideas for solving these issues.
Project design Guide
Idea Conribution by Each memebr
Pillars of Focus
Unique, Quality projects
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MEMBER DEVELOPMET STRATEGY
Team Structures for Maximum Member Development To this date, one of my most treasured experiences in AIESEC is my role as LCEB. The team experience of an EB is one of the most demanding and fulfilling leadership experience. Unfortunately, we cannot give this opportunity to everyone. At most this chance is given to 6% of the organizational structure or any other AIESEC organization for that matter. Although we can’t make everyone LCEB, we can however give them a similar experience if not the same. Every project team, should have full autonomy over the project. The range of experiences the project can deliver should be utilized for the quality of experience it gives to members. By working in a project team a member should be able to gain financial skills, sales skills and marketing skills in addition to the project design skills. MC
NST -
LCVP iGCDP
Prmotions Driver
Project Manager
Project Manger
Local Volunteer Coordinator
Sales Manager
FINANCIAL STRATEGY
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FINANCIAL STRATEGY Grants and Funds Application per Project There are approximately 150 grant applications released every month globally just for implementations in Africa. AIESEC Ethiopia qualifies for some 30%of those grants. Although the VP finance should be applying for these grants, the sheer number of application will make it impossible to apply for every grant opportunity. By opening up the gates for more applications per grants not only will be increase our odds of getting it but also increase our brand with larger grant agencies. The problem we currently have is that we don't know where to find these grants. First step is to register our organization in the directories of these grant agencies. Such as Embassies, GIZ, JICA, other government supported initiatives, ministries‌‌the works. Another major challenges, with grants, is almost all of them don't align with the activities of AIESEC. For example it is very rare to find grants that allow budgets that include the participation of exchange participants. This is not to say that these agencies don't want to include interns in the projects, but that they don't want money to be allocate for it. The only non-project allocation of budget is what is called 'overhead cost' which includes salaries and volunteer allowances, office supplies, internet and telephone bills, costs of regular meetings, reporting costs, etc. For this aspect of the project approximately 10-20 percent of the project cost is allocated. Our opening is this. As a volunteer student organization most of this costs don't concern us. What we can do is register our accommodation cost as volunteer allowance or salary, and use that money for the accommodation. This is just one of the many basic expense manipulation that we can use to qualify for most grants.
Partnership with Various Local NGOs "Money doesnt bring happiness, but lack of money sure brings missery"
One market we are yet to approach properly is the NGO Sector. There are currently approximately 1200 Local and International NGOs in Ethiopia, working in various sectors. Be it funding or implementation, we as AIESEC in Ethiopia have a shortage. While on the other had most other NGOs have the funding but lack the HR and implementing body. Out member
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FINANCIAL STRATEGY structure is the most attractive to any partnering organization. We are an organization comprised entirely of volunteers. One thing NGOs need to do is reduce their overhead cost, the prospect of partnering with an NGOO that virtually has zero overhead cost, is an ideal platform for them to scale up their operations.
MAP OF NGOs AND THEIR OPERATION ON ETHIOPIA
TRACKING/MANAGEMENT SYSTEM
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“To navigate a plane, looking at the fuel indicator is too limited”
TRACKING/MANAGEMENT SYSTEM Implementation of Balanced Scorecard System As on organization we have come to rely on exchange numbers way too much. To navigate a plane, looking at the fuel indicator is too limited – other factors impact the success of a flight; a cockpit requires a balanced measuring system! The fact that a project doesn’t realize interns, doesn’t make it a bad project just as the fact that a project realized many inters doesn’t make it a quality project. A balanced scorecard is a set of quantifiable measures derived from our strategies. The Balanced scorecard focuses on four main perspectives 1. Customers 2. Internal Processes 3. Member Education/development 4. Finance According to the strategies put, each of the above perspectives should be designed in a manner which provides for maximum efficiency. They are also perfect measures for tackling some of the challenges we’re facing in the implementation of strategies. Namely;
Unclear Vision and Strategy
Lack of organizational Alignment
Disjointed planning and processes
Inability to evaluate and improve performances
TRACKING/MANAGEMENT SYSTEM
Pg. 19
AIESEC Ethiopia – balanced scorecard framework
Financial Perspective “To succeed, how must
Balanced Budget
we look to our TN
Revenue Sources
takers and Partners?
Value
Customer Perspective
Internal Perspective VISION
“To achieve our mission,
Purpose
how must we look to our
Service
and
Quality
STRATEGY
customers?
“To satisfy our customers, which project processes must we excel at?
Member Development and Growth “To accomplish our mission, and
Innovation
support internal processes, what
Continuous Learning
kind of members and educational
Intellectual Assets
systems do we need?
Reception/EP Induction Perceived Societal impact
TRACKING/MANAGEMENT SYSTEM
Pg. 20
Customer Perspective Our Partners, what do they want exactly? What is our value proposition in serving them? Our Community, what does it need? What is our value proposition? In terms of our partnerships, I have highlighted the demand from our target partners. Which entities will be interested in which of our projects. As per their strength each LC should pick a focus area in their marketing. Operational Excellence – Product Leadership – Customer Intimacy. The focus of the MC should be on the Operational Excellence of all projects. As an entity we should focus on operation excellence while still pushing for the improvement in our customer intimacy and product excellence at the LC level. The selling point of the MC is the efficiency of our operations, the defined activity of all projects, and the “no frills” of the intern’s stay.
“To achieve our vision how should we appear to our customers?”
Objective Be a leader in Operational Excellence
CUSTOMER Measures Partnerships renewed and scaled up Number of positive feedback from partners Perfect NPS score
Targets Partner entities
Initiatives Projectization of the portfolio
Internal Process Perspective Which are the processes we must excel at in order to continue adding value to for customers? So the task is to identify those processes and develop the best possible measures with which to track the progress.
“To satisfy our stakeholders and customers, which business processes must we excel at?”
Objective Defined MoS and quality standard of all projects
INTERNAL PROCESS Measures Number of new innovative projects developed Success of marketing campaigns in each project Quality standard of projects
Targets Interns
TN Takers
Initiatives Project report/evaluation done by all inters. All members start designing projects
TRACKING/MANAGEMENT SYSTEM
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Member development Perspective “To accomplish our mission, and support internal processes, what kind of members and educational systems do we need?
MEMBER DEVELOPMET Objective Measures All members Trainings delivered understand our to members objectives and values and know Member retention in the portfolio how to contribute to it. Member satisfaction survey
Targets Members
Initiatives Design pillars of GCDP focus. Guide books on Project implimetation
Financial Perspective Financial measures ensure we’re achieving our results in an efficient manner that minimizes cost. Our cst registration system should change in order to apply for grants. There are very few grants who are willing to invest in the accommodation of inters. At the same time, these grants leave an overhead cost margin for the implementation. By properly registering these costs to fit the need of the Grant provider or even partner, we can open we doors of revenue streams.
“To succeed financially, how must we look to our TN takers, Partners and Grant initaitives?
Objective Structure all activities in manner which makes sense of investment from externals
FINANCIAL Measures Identified New revenue streams Financial systems of projects
Targets TN takers
Partners
Grants
Initiatives Design mechanisms for project system to apply from grants Partnership with various NGOs for project implementation
IMPLIMENTATION TIMELINE
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IMPLIMENTATION TIMELINE Development must occur too fast and continually to be owned by LCs. As such all strategies and first outcomes must occur within the first quarter of the term. June
Projectization
Team restructuring Education Pilot Implimentation Local Vlunteers Pilot Implimentation Partnership IRC non-IRC Career Development Culture Member/Organizational review Action Plan Communicate/Educate Implimentation Evaluation Innovative Culture Focus Pillars definition Project design Guide Boook Campaign Launch Finance Partnership with other NGOs Grant Fund Application guide Balanced Scorecard Educate on new system Implimentation
July
August
September
October
November December
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
THREE YEAR GROWTH PLAN
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“Before you can determine the route, you need to know the destination�
THREE YEAR GROWTH PLAN There are several strategies put in place in this document. While some strategies pay off immediately, others either take time to show results or take time to implement properly. The expected results over the next 3 years is outlines below. Although most of the strategies, such as projectizing, can be implemented in all portfolios the predictions below are all strictly focused on the iGCDP portfolio.
1. Member Education One of the major focusses of the 1415 term should be the implementation of a career development culture. With this culture members not only will they be able to identify the value of their learning but also align it with their future goals. In a career development culture the development of members is the main priority. In synergy with the Talent management team, we can develop the culture and by 15/16 it will be the norm. With a regular evaluation and surveys, we can be the TOP entity in Africa. Implementation of a proper measurement system of member education should also be a priority of the TM team, in order to measure the success rate of a career development culture.
2. Number of members Using Local volunteers and a projectized system of activities, will dramatically increase our member retention, participants in the ELD Phase, and contribution of those members.
Membership Growth 400 350 300 250 200 150 100 50 0 Q3 '14 Q4 '14 Q1 '15 Q2 '15 Q3 '15 Q4 '15 Q1 '16 Q2 '16 Q3 '16 Q4 '16 Q1 '17 Q2 '17 Active members
Local Volunteers
THREE YEAR GROWTH PLAN
Pg. 24 3. iGCDP number
In AIESEC the bottom line is our exchange numbers. If our activities down translate into higher exchange number it will all be meaningless. In 3 years’ time the 16/17 term should be able to easily deliver 321 experiences. These patterns follow a minimum growth rate and maximum use of the projetized model.
iGCDP Growth over 3 years 140 120 100 80 60 40 20 0 Q3 '14 Q4 '14 Q1 '15 Q2 '15 Q3 '15 Q4 '15 Q1 '16 Q2 '16 Q3 '16 Q4 '16 Q1 '17 Q2 '17 Partnerships
Direct marketing