Q3 2014- AIESEC US MC Report

QUARTER 3, 2014

AIESEC US MC14-15

QUARTER REPORT

Table of Contents

1

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

External Relevance

11

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

Words from the President

2

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 anew membership and financial model to the creation of our collective dream in theform of the AIESEC US Manifesto. We’re seeing development in our focus programsand have revamped the face of LEAD. We also see the introduction of a newgeneration of AIESECers who are ready to live their experience and share theirexperience.

In a few days we’ll have adopted a new global information system that will help usmove 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 achange in local leadership and know if we succeed in creating a peak for ourexchange programs and finish 2014 strong.

My hope for AIESEC US remains the same. To have the humility to see our organizationThe way it really is, courage to dream big, boldness to take ownership, acceptchange and dare to transform.

Thanks to the leadership on the local level, we’re an organization that’s adopting agrowth mindset and an attitude of #NoExcuses. Let’s keep the momentum, continueto 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

3

Our National Team is grounded in the mission of

AIESEC to develop global leaders

• 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.

What is our

Mission?

• 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.

Why We Do What We Do

How do we

achieve it?

In the United

States

How do we develop our

leaders?

How do we change the

world?

4

We are focused on four tangible goals during our term

in office

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

External Relevance

To engage with business leaders to

champion AIESEC’s value and goals

FY 14/15 GoalsOur Legacy

To create dynamic experience for

young people in the US

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

Our Purpose

United by Purpose, Dare to Transform

AIESEC US MC 2014-2015 Goals

5

Global Internship: There has been significant

exchange growth versus last year

To increase the program

results by providing

purpose-driven products

and customer-oriented

service

ICX Raises 220 42 100% 45%

ICX Matches 185 43 58% 257%

ICX Realizations 165 33 84% 155%

Key Metrics14/15

Goal Progress%

Achieved

FY 14/15 Goals

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance

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.

Results Snapshot

On Schedule/Plan Delayed / Reachable At RiskQ3 goals and achieved stats : 1st July – 30th September, 2014

Raises Matches Realizations

Goal 42 43 33

Achieved 42 25 28

Q3 2013 29 7 11

0

5

10

15

20

25

30

35

40

45

50

Q3 2014 Incoming Exchange (ICX)


Goal 70 68 95

Achieved 65 53 86

Q3 2013 40 39 65

0

10

20

30

40

50

60

70

80

90

100

Q3 2014 Global Talent (GT)

14/15

Q3 Goals

%

Growth

GT Raises 710 70 92% 62%

GT Matches 440 68 77% 36%

GT Realizations 400 95 90% 32%

6

…Global Internship: Our focused sales efforts

are yielding results, although leadership lags

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance

Initiatives Descriptions Approach Outcome Expense Progress

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

12 TNs Raised from Sales

Summit & Star Sellers

External Trainer

(AIESEC alumni)

for Sales Summit

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 contractsFocus on target markets, sub products and country partners

Change the culture that ‘cold-

calling’ 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

65% of meetings

through forms other

than cold call/email,

64% of TNs through

multi-TN contracts ,

31% of TNs through re-

raises

-

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

4 matches with Mexico,

5 matches with

Colombia,

3 matches with Brazil

150 USD

(Investment to

go to IGN

summit), maybe

Developm

ent Phase

LC-MC Co Sales

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

Proposal Created and

first co-sales trip

Travel Costs to

LA for Hans’ sales

trip

Developm

ent Phase

7

Global Citizen: The program saw a slower start than

previous years which was accounted for while planning


Goal 20 25 85

Achieved 15 20 91

Q3 2013 15 25 99

0

20

40

60

80

100

120

Q3 2014 Global Citizen(GC)

GC Raises 940 20 75% 0%

GC Matches 700 25 80% -20%

GC Realizations 640 85 156% -8.0%

Key Metrics14/15

Goal Progress14/15

Q3 Goals

%

Growth

%

Achieved


Sub Issue Based Promotion

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

Utilization of think tank consisting

of NST and Local VPs form AIESEC

US to generate content

Two pager with

necessary information,

marketing material for

sub issues

Marketing

Material

Creation

NationalApplication Flow

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

Reintroduced Podio as national

application system for easy

tracking and management.

Selections flow video

and education material

created. Easier tracking

and follow up steps for

LCs

-

On Schedule/Plan Delayed / Reachable At Risk

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

Process Enhancement: Focused meetings and

partnering have improved Incoming matches

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


To enable a faster and

simpler process for

students and companies

when they interact with

AIESEC’s exchange

programs

Matches with

Country PartnersNA 134 NA 18

Matches % of Raises 53% 80% 27% 68%

GIS Usage - 90% - 61.7%

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.

Key Metrics13/14

Actual

14/15

GoalProgressTerm Δ%

FY 14/15 Goals Results SnapshotYTD*

Actual

Target Sales

Marketing

IT

Engineering

Others

JD Type Sales per Ra.

Marketing 7

IT 15

Engineering 5

Others 23

12

3

10%

11

4

60%

6

1 66%

-

2

4

6

8

10

12

14

Meetings Per

Raise

Meetings Per

Member

Re. % Ra.

ICX Process Efficiency

2012/13

2013/14

2014/15

Incoming Exchange

* YTD Results are through 30th September, 2014

…Process Enhancement: Outgoing Exchanges

are also showing efficiency gains

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


To enable a faster and

simpler process for

students and companies

when they interact with

AIESEC’s exchange

programs

Matches with

Country Partners78 440 464% 50

Raise Match

(Weeks)10 6 week 4 week 9 week

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.

Key Metrics13/14

Actual

14/15



Actual

Outgoing Exchange


Gl. Talent -

Cy. Part

Gl. Citizen -

Cy. Part.

Gl. Talent

Gl. Citizen

Country partnership ResultsProgram Type

Weeks

Ra. to

Ma.

Gl. Talent – CY 7

Gl. Citizen – CY 9

Gl. Talent 9

Gl. Citizen 11

216%

70% 69%6%

63% 62%16%

73%

320%

0%

100%

200%

300%

400%

Ra % App Ma. % Ra. Re. % Ra.

Global Citizen Process Efficiency

2012/13

2013/14

2014/15

181%

41% 44%

4%34% 32%

3%

69%85%

0%

50%

100%

150%

200%

Ra % App Ma. % Ra. Re. % Ra.

Global Talent Process Efficiency

2012/13

2013/14

2014/15

9


Country Partnerships-ICX

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

• IC Taiwan

• EuroCo

Greece

Country Partnership-GT


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

• IC Taiwan

• IGN Summit

Colombia

Country partnership-GC


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

• IC Taiwan

GIS Implementation

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

100% LCPs on GIS

82,86% EBs on GIS

61,76% Members on GIS

• IC Taiwan

• Development

of payment

platform and

connection of

the current

platforms with

the Global

InformationSys

tem

10

…Process Enhancement: a focus on new

systems and improved partnering will be key

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance

11

LC Development: The majority of LC’s are yet

to perform in terms of exchanges

To mature the existing

AIESEC Chapters to be

self-sustainable and

increase the reach of

AIESEC in key cities

Exchange/Members .55 .70 .25 .59

# of Leaders 480 600 120 421

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.

Key Metrics13/14

Actual

14/15



Actual

2

5

4

13

7

Local Committee

Incoming Exchanges

Raised

10+

6-9

3-5

1-2

0

13

8

8

10

Local Committee

Outgoing Exchanges

Matched

50+

36 to 50

21 to 35

11 to 20

0 -to 10


Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


12

…LC Development: A new membership model

and expanding to key locations will help





AIESEC in more cities

% of Full Member 44.4 65 12.6 50

New Expansions 4 2 -50 2



Key Metrics13/14

Actual

14/15



Actual

City Tier # of LCs

Tier 1 & 2 13

Tier 3 4

Tier 4 13

1512

3

LC Membership Status

Full

Member

Member on

Alert

Official

Expansion


Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


13

…LC Development: In addition we need to

track LC performance, membership and

finances more closely

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance





AIESEC in more cities



FY 14/15 Goals Results Snapshot

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’14Average

3 47 4.61 2.11 51% 53 1 unknown unknown

FY’13

Average2.9 45 3.26 2.02 55% 57 unknown unknown unknown

Local Committee Performance Tracking

14

…LC Development: Changes to recruitment

practices have helped, coaching results

pending

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


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.

# Applications =981

# of

members recruited =

500

-

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.

Increased knowledge

and exposure with LCs.

Better working

relationship with the

MC. Awaiting results for

the fall

LC-MC coaching

visit financial

cost split

ExpansionsFocused 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

Focus ProgramSupport

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

LC-MC coaching

visit financial

cost split

External Relevance: We are lagging in terms

of external sponsorship or endorsements …

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance

To engage with business

leaders to champion

AIESEC’s value and goals

Nat'l Partnerships ($) $56,363 $116,480 19.7% $22,940

Y2B Org Involvement - 20 - 3

Endorsements - 8 - -

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

Key Metrics13/14

Actual

14/15



Actual

$76,538

$56,363

$22,940

$-

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

$80,000

$90,000

MC Revenue

National Partnership Revenue

2012/13

2013/14

2014/15

Programs# of

Endorsements

Global Internship -

Global Citizen -

Global Talent -

AIESEC

Membership

-

On Schedule/Plan Delayed / Reachable At Risk* YTD Results are through 30th September, 2014

15

"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

…External Relevance: … but strides have

been made in our Youth to Business Forum

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance

To engage with business

leaders to champion

AIESEC’s value and goals


New BoD member 17 3 - 17

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

Key Metrics13/14

Actual

14/15



Actual

On Schedule/Plan Delayed / Reachable At Risk* YTD Results are through 30th September, 2014

16

2 1 1

4

2

3

1

1

2

0

2

4

6

8

10

12

2012

Winter

2013

Summer

2013

Winter

2014

Summer

2014

Winter

(Goal)

Youth to Business Forum:

External Engagement

Univesities

NGOs

Start Ups

Fortune

500

17

…External Relevance: We recognize a need

for guidance in our messaging and activities

Global

Internship

Program

Process

Enhancement

LC

Development

External

Relevance


Youth ToBusiness (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

NationalPartnerships

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 well-

respected 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 UN-

MyWorld2015, 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

AIESEC MC Finance ReportBased on MC 14/15 Budget Projections

18

Revenue Expenses

$312K

$173K

$108K

$1,572K

$360K

$237K

$217K

$1,246K

$593K

$119KOther

$2,525K $2,498K

Global

Current

Global

Current

MC

Admin

Other

Fees

Strategic

Fund

$87K Travel

Talent

Incoming

Trainees

Citizen

Ou

tgo

ing

Key Budget Items

Net Income ($951K) $979K = $28K

Investments $27K

Donations $162K

Conferences $115K

Other $56K

Better than budget

<10% Worse than budget

>10 % Worse than budget

Insurance/SEVIS $93K

Global Fees $124K

Contracts $1,020K

Insurance/ SEVIS $451K

Other Rev. $101K

Salaries/ Fringes $714K

Office Exp. $462K

Program Exp. $70K

2014-15 Projections vs

2014-15 Budget

ICX $29K

OGX $38K

TM $15K

Marketing $10K

OD $12K

Other $15K

LC TNs $106K

MC TNs $95K


LC OGX $169K

MC OGX $4K

LC OGX $86K

MC OGX $22K

Conferences $132K

Reward & Rec $24K

Other Exp. $81K

Coaching $16K

Conference $71K

Admin $207K


Other Exp. $10K

Information Updates

Global Information System

Membership Model

Financial Model

Appendix I

19

Global Information System

20

DescriptionThe 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

21

…Global Information System

Implement the new global

information system in

AIESEC US to perform our

exchanges

% Ebs on GIS 100% 82,86%

% GIS Usage 90% 61,76%

Weekly

logins/member1 0,7

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

Key Metrics14/15

GoalsFY 14/15 Goals

741459

Membership registrations

on the platform

Members

registered

Members not

registered

• 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.

• 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 EPs29

6

EBs on the system

Full EB

registered

EB

incompleted

14/15

Actual

Membership Model

22

DescriptionA 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

23

… Membership Model

TimelineThe 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

Financial Model

24

DescriptionStarting 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

25

… 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

26

… Financial Model

LC Share * legislated budget=

LC contribution

LC revenue/∑LC revenue = LC Share

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)

The AIESEC US Manifesto

Summary of AIESEC US 2014-2015 Results

Acronyms and Abbreviations

Appendix II

27

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

29


Summary of AIESEC US 2014-2015 Results

Global Internship Program

To increase the program results

by providing purpose-driven

products and customer-oriented

service

ICX Raises 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

NPS (ICX/GT) 59/29 65/46 10/59 62/-6

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

External Relevance

To engage with business leaders

to champion AIESEC’s value and

goals

FY 14/15 GoalsOur Legacy Key Metrics13/14

Actual

14/15

Goal

YTD*

ActualProgress

ICX Ma. Cy Part. 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%

Δ%

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

New BoD member 17 3 - 17

Nat'l Partnerships ($) $56,363 $30,000 19.7% $22,940


Endorsements - 8 - -



GIP Global Internship Program

GCDP Global Community Development Program

iGIP Incoming Global Internship Program

GC Global Citizen

GT Global Talent

TN Trainee Nominee

LC Local Committee

EP Exchange Participant

CysPart

Country Partner

GIS Global Information System

MC Member Committee

MCVP Member Committee Vice President

BD Business Development

ICX Incoming Exchange

Ra Raises

Ma Matches

Re Realizations

BOA Board of Advisors

LCP Local Committee President

Acronyms and Abbreviations

31

BOD Board of Directors

NPS Net Promoters Score

GC Global Current

NCB National Control Board

EB Executive Board

SNC Summer National Conference

WNC Winter National Conference

CEED Cultural Envoy for Exchange Development

AI AIESEC International

WENA Western Europe, North America

AD Account Delivery

X Exchange

L&D Learning and Development

Y2B Youth To Business

Documents

Q3 2014- AIESEC US MC Report