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SOLA PrinciplesPay Attention, Lot of things coming your way.Leave the Baggage behind.All Data is from January 1st to August 5th.Make Notes about thoughts and Inferences, and NOT DATADetails & Way ahead regarding SOLA will be revisited during Team Time.Be Open minded.Think of possibilities.Questions in the end.
AIESEC in AhmedabadState Of Local Affairs
oGIP
LC Exchange Inferences
Ma & Re is time Consuming
No Matches due to low Quality of EPs
No oGIP Exchange in Ahmedabad since 20 months
No Focused IR Strategy
S & D not aligned
LC Standings
AhmdBng
Brd ChdChn DI
DUHyd
IIT KGP Ind Jai Jal
KolLn
w MU
Mum
N.Mum
Pune Sur
0
10
20
30
40
50
60
70
10
64
12
40
30 30 30
25
16
30
24
17
25
50
30
40
5
Achieved ReTarget Re
Relation to Talent management
Improper OS defined till June 2013
A Proper OS to be Implemented by
August end.
Relation to Finance
No Financial Investments made in oGIP
so far.
What went wrongLack of Membership Education.Lack of Proper OS resulting in lack of Quality membership of oGIP.Low Quality EPs raised.Improper EP Recruitment.No Marketing Activities.Matching Processes not established resulting to no Realization.No research on Institute Timelines.Delayed Implementation of Plans.
Way forwardCountry Partnerships:
Growth wit Asia.Growth with Big Country Partners [Brazil, Canada, Poland]
Tapping into DA-IICT & other IT Colleges.Standardization of Process for Optimization.Partnering with TnP Cells of Engg. Colleges.Tapping Arts Colleges for ET.Membership Education: Defined Job Roles for members.Efficient Marketing Strategy.Proper Documentation & Standard Contracts.Identifying institute Timelines.
Way forwardRaising Quality EPs.Establish IR by Synergizing with Exchange Development.Right Expectation settings with EPs.Conducting EPICs, OPS & CPS to engage EPs in a Better way.Operational Training for Members.Creating Email Templates, EP Promotional Material.
Question s?
oGCDP
AIESEC IndiA ExchangE Stats: 2013 vs 2012
Raise Match Realizations
2012 901 339 233
2013 1334 699 621
SO What About Our LC ?
AieseC in Ahmedabad Exchange Stats: 2013 vs 2012
Raise Match Realizations
2012 41 12 10
2013 55 23 24
AieseC in Ahmedabad: Five year Progression
2009 2010 2011 2012 20130
5
10
15
20
25
30
Realisations
Realisations
InferencesRelative growth of 140 % in less than six months.Best performance of OGX in the last 7 years.Specialized Unit Model implemented successfully.However, the delivery rate needs to be more efficient.The only winners of the Revolution Campaign in JNC 2013 !You think all that is exciting ?
Raise Match Realizations
Target 80 47 55
Achieved 55 23 24
Targets Vs Achieved
Inferences
Less than 50 % of overall targets met.Disproportionate contribution of PDPU in terms of RMR.Low Market capitalization.Ad Hoc market untapped.Low visibility of oGCDP outside the Specialized Unit of PDPU.
Way Ahead
Creation of more Campus Units within the city.Global Leadership Campaign: To promote more virtual presences of oGCDP.Returned EP Campaigns: Capitalize on experiences of returned EP to promote better market visibility.External Relations Building: VPs only !!
Question s?
ICX
iGIP
RMR (2012 Vs 2013)
Raise Match Realization Projections0
20
40
60
80
100
120
98
2520
25
57
1812
18
85
23 2128
iGIP
2012 Overall 2012 Aug 4th 2013
Inferences
We have exceeded the projections of last entire Year.Growth by Q2 is more than 260%.Client delivery ratio is very low.98% of the clients are delivered with at least one Intern.Process Optimization needs to play a key role which has not been the case yet.Even though we have shown growth than the entire 2012 still we have quality issues and our IM is not in place.Better synergy from Marketing and IM Needed.
Way AheadBetter market research.Product Packaging and Evolution according to sectors.Synergy with marketing and CIM to ensure process optimization.Programme delivery efficiency through IR.(XD Synergy)NPS driving growth.Synergy with BD to drive NEP.ET to be used as tool for growth.Better CRM tools with synergy of CIM.Better EP tracking to ensure internal marketing and branding.
iGCDP
RMR (2012 Vs 2013)
R a ise Ma t ch R ea l iz a ti on Pr ojecti ons
202
119
102
0
303
146
125 14
6
211
27
42 49
iGCDP2012 2012 Overall 2013
Inferences
Poor member education resulting in less growth in first 6 months.Programme delivery efficiency was not taken into account at all.Showing negative growth then last year because of lack of leadership in the department.Raise to Realization ratio is very poor.No synergy with marketing and CIM to ensure internal branding.No synergy with BD and Marketing to ensure more and better delivered project.Nationally aligned projects are not done properly.
Way AheadMore and more sellable projects to be taken forward to ensure financial sustainability.More sustainable raises.Better CRM tools.External branding by Events and Project Reports.More CSR Partners to ensure sustainability and growth.IR driving efficiency.CIM and Marketing to be used as tools for Internal branding and tracking
Question s?
XD
LC RMR [2012 v/s 2013]
InferencesPoor Conversion Rate.Alarming Decline of iGCDP.Considerable Growth in oGCDP & iGIP.Lack of Education in members.Low Capitalization of Summer Cycle.
International Relations
InferencesCapitalizing on Country National Partners.Maximum number of exchanges in AP & MENA Region.Huge number of iGIP EPs from various different countries from all regions.
CEEDERs hostedCEEDer from China.CEEDer from TaiwanCEEDer from US.CEEDer from UK.
Quality - NPS
InferencesLack of NPS knowledge.Low response rate.Zero TMP/TLP on Exchange.Lack EP and intern Engagement.Improper expectation settings.
Way aheadProcess optimization.Off-peak utilization.Capitalization of national partnerships.Operational training and membership development.TMP/TLP on exchange.EP-intern engagement.ILCEPs and CEEDs.NPS knowledge and implementation.
Question s?
TM
TMP – TLP: (2012 vs 2013)
TMP TLP0
50
100
150
200
250
300
350
88
47
291
99
Chart Title
2012 2013
InferencesProper Implementation of TM Processes.LC processes aligned to national direction.TMP TLP Avenues were not utilized properly.NO TMP-TLP on Exchange.Poor team tracking and management on system.Poor Member Retention. (43%)Poor Leadership Pipeline.Lack of a primary performance management system.Low NPS & Poor Response Rate
TM as a Function:
Negligible LEAD Implementation.Poor Induction Processes.Lack of innovations in Membership Development & Engagement activities.Poor Recruitments.Lack of Quality Membership.Growth in iXPs.
Current Membership Status:
Full Members: 29Members on Probation: 50Members on Alert: 11Total Membership: 90
Key Projects:
August RecruitmentFormation of “Talent Support Group” (Board of HR)
Question s?
Marketing
LC Update
Year long partnership with L.J. Group of Institutes.Marketing Partnerships: Café unplugged, Cabana, Amore, Get-together, Chocolate room.
LC Updates
TMP/TLP Applicants0
50
100
150
200
250
300
350
400
450
400
2013
OGX Applications0
20
40
60
80
100
120
140
160
140
2013
LC UPDATES
No. Of Youth Empowerment Sessions0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
0
2013
External Partnership0
1
2
3
4
5
6
7
8
9
8
2013
LC UPDATES
Print Online TV Radio0
0.5
1
1.5
2
2.5
3
3.5
3
0
1
0
2013
External Forums0
0.5
1
1.5
2
2.5
2
2013
Inferences
Tracking has improved only for OGX applicants and social media are now tracked. NOT EwA to ELD.Over all conversion ratio of EwA to ELD is low.However, More focus is required in conversion rate.Targeted Market Penetration and Quality of the Content has gone up.Focus of Brand Reputation Building and Initiatives such as Market Research, Feed backing has increased and is being documented.
Way forward
Bottom-line of Marketing is getting raise, Hence EwA to ELD is a focus area.Planning to be done for all programs using the GTCM Model.Targeted Market Penetration through research and feed backing initiatives and proper data analysis of the same.More promotional events like YE and GV apart from PDPU.initiating long term partnership with colleges.ORS Tool to be created to track EwA to ELD.AIESEC-BETA to be initiated post recruitment.
Question s?
CIM
PERFORMANCE UPDATE
AIESEC Ahmedabad is currently in Cluster C.Plan for Monthly newsletters to be generated ideally covering 4 areas:
LC, Department, Stakeholders, IR is set.Just 1 newsletter generated in the past six months.Usage of PODIO for knowledge management has been initiated in our LC.Communication channels such as Facebook group, Google groups and PODIO workspaces are managed as a part of communication.Generation of feedback forms as a part of analysis for August Recruitment.Usage of [email protected] is strongly driven down in our LC.
BOTTLENECKS
Lack of IM - KM Education in the LC.Lack of members working for the Department.Timelines were not followed.Hardly any ELD conversion (Tangible Output).Low PODIO usage.No process flow maps generated.No Business Intelligence reports generated .Lack of Implementation of CIM Policy.
FUTURE PROJECTS
CIM Education and Awareness. Podio as the ONLY Knowledge Management Tool apart from Filing. AIESEC Ahmedabad documentary. Performance Management Tool. (Synergy: TM) Process Optimization Tool. (Synergy: XD) Internal and External Communication through regular Newsletters, wikis, conversation forums etc. Right membership in the Department from apt backgrounds (IT, Computers, Data Analyst etc.)
Question s?
BD
Lc status
Year Target: Rs.7,40,000/-2 Global Villages Done.Rs.10,000 raised.1 NEP Realization.1 Joint Board [EB-BoA] Meeting Done.1 External Event Tie up (Startup Weekend Ahmedabad, February).2 Alumni Clients (New Accounts).3 Alumni First Thursdays organized.
INFERENCES
The Department is Nationally Aligned.Not many events in the First 6 months.CRM process non implementation.Alumni not capitalised.
UPCOMING EVENTS
Stakeholder’s Dinner (16th September 2013)Ahmedabad Youth To Business (Last Week of October,2013)Balakalakaar (January,2014)
Question s?
LC
Lc status
Target AchievedExchanges 356 86
Membership 125 90Leadership 36 31
Exchanges
iGCDP 41iGIP 21
oGCDP 24oGIP 0Total 86
Team Priorities
oGCDP driving growth through SUs.Experience Development.Financial Sustainability.
LC Focus Programmes
oGCDPiGIP
Quality Assurance Plan
To do Right Expectation Setting with EPs and Clients and IMPLEMENT it.To ensure Proper member engagement by ensuring output oriented LC forums and Meets.To Integrate EPs with LC for Experience development.To make EPs aware about the Importance of NPS.Regular Feedbacks with EPs, Trainees & Clients.EP Buddies.
Mission for AIESEC in Ahmedabad
to become the 1st Choice Partner by delivering High Quality Experiences to all Stakeholders and create a Value
Based Platform for the Youth of the City
Vision for AIESEC in Ahmedabad
AIESEC in Ahmedabad shall strive to be an Operationally, Structurally and
Financially evolved LC to provide high Quality Experiences and increase Visibility
Year Theme
What The F !!!
AIESEC as an NPO
An NPO(not for profit organization) means an organization where the additional profit is invested for the well being of the organization and not distributed as commission or dividend among the employees.
What is Finance?
Finance studies and addresses the ways in which individuals, organizations raise, allocate and
use monetary resourcesover time, taking into account the risks
WHAT IS THE JOB ROLE OF A VICE PRESIDENT FINANCE
Vice President Finance
Planning
Budgeting
Contingency/Corpus
Cash Flow
Operating Principles
GovernancePayments &
Receipts
FSC
Accountability
Book Keeping
Income & Expense
Sheet
Audits
Monthly Tally 5th
Recon Quarterly
External Audits
Financial Education
Finance Basics
Events & Project Finance
Management
Cash Flow
Bank Transactions
Investments
Price Structure
August 31stGeneral Model
Raise 3000 5000
Match 0 0
Realization 7000 5000
oGCDP
iGCDP• TN:
• EP
Raise 0
Realization 3500
200$(Approx. Rs. 12000)
oGIP Duration 2-3 months 3-12 months
12-16 months
RaiseRealization
50007000
500010000
500013000
Total 12,000 15,000 18,000
iGIP Duration 1-3 Months
3-6 Months
6-9 Months
9-12 Months
12 or More
RaiseRealizatio
n
30007000
400011000 6000
13000800016000
1000016000
Total 10000 15000 19000 24000 26000
Reconciliation
Reconciliation or Recon in short is a fee that an LC pays which is a part of its inflow from an EP or TN to the MC for the services that they provide such as myaiesec.net, LC goal setting and servicing
New Financial Structure
CALCULATION
TOTAL EXCHANGES(Realizatio
ns)of all 21 LCs (Per quarter)
TOTAL EXPENSES INCURRED BY THE MC
(Investments made towards the welfare of the
LC-50% share)
RECON PER EXCHANGE(per quarter)(PAID DURING
REALIZATION)
10 20 30
100000
200000
300000
10000 16666.6666666667 18750
Income Recon
AIESEC in AhmedabadFinance
State of Local Affairs
Financial Status:• Bank Balance as on 5th August’2013: 82,731• Total outstanding's: Income: 12000(NEP), 7000(iGIP PDPU),
16000(iGIP raise) , 27500(PDPU iGCDP realization)• Expenses: 89500(Recon)+12000(maintainance)
Contribution Department wise for Debt Repayment
133200
18500
24050
9250
oGCDP oGIP iGCDP iGIP
RECOVERY RATES
oGCDP oGIP iGCDP iGIP
82.4675324675325 81.8181818181818
58.0357142857143
48.9910313901345
Inferences• Basic Processes Implemented• Recovery not up to mark due to Legal limitations• Lack of financial awareness within the LC• Bank Balance can manage around 70% of Outstanding Income• Less efficient implementation of financial Policy• iGIP outstanding cleared more than a month later than realization and
forms being raised before collection of raise money from corporates and no certificates obtained for TDS.