aiesec unsw 2011 reckon finance award application

RECKON FINANCE AWARDJANUARY NATIONAL CONFERENCE 2011

AIESEC UNSW

AIESEC UNSW 2010

There was a strong focus on sustainability for the year 2010, which involved paving the path for future generations of AIESEC UNSW to grow and develop.

OVERVIEW

@UNSW Sustainabil

ity

LEADERSHIP PIPELINE,EXCHANGE & LEADERSHIP

AIESEC UNSW has achieved a strong leadership pipeline through high quality engagement of members.- 2 LCP candidates- 9 EB Candidates

AIESEC UNSW has provided leadership opportunities to groom future LCPs and VPs.- UNSW OCP and team for MPMs- UNSW OCP and team for NEWCON- UNSW OCP and team for SPMs - RTF Leader and team for O-Week

LEADERSHIP PIPELINE

Focus on leadership transition where members of the outgoing and incoming EB attended a 4-day Transition Conference away from Sydney.

Focus on encouraging leaders to go on exchange:– Reached and exceeded X+L goals for 2010

2010 Goals Actuals

Exchange & Leadership

2 3

LEADERSHIP PIPELINE

EXCHANGE + LEADERSHIP

EXCHANGE PIPELINE & LC-LC PARTNERSHIPS

LC-LC PARTNERSHIPS

Established strong LC-LC partnerships with many reserved positions filled:– 6 positions filled out of 7 reserved with AIESEC UNAND

in Indonesia– 5 positions filled out of 5 reserved in Taiwan– 3 positions filled out of 5 reserved in Ghana

Expansion plans:– WENA – 1 partnership (organised for Semester 1 to

coincide with their summer vacation)– CEE – 2 partnerships– Africa – 2 partnerships– AP – 3 partnerships likely to be re-raised

OGX PIPELINE

Record OGX results:– 38 raises (124% growth)– 24 realisations forcasted (60%

growth) – Absolution growth in EP

realisations of 2

Improved OGX processes:– Increased number of MRBs to

attract more EPs. A total of 6 MRB preps and MRBs for 2010.

– OGX members are more actively engaged primarily because of their specific role descriptions.

OGX STRATEGY

OGX aims to improve the LC’s use of resources i.e. money, people, time and materials. – Utilising the Summer holiday period to raise LC

partnerships, for higher numbers in matched and realised EPs in Q3 & Q4.

OGX aims to maintain relationships with EPs and maximise chances of EPs to members and X+L.– Re-integrate EPs into the LC and encourage

participation during O-Week, recruitment and information stalls/sessions.

ICX PIPELINE

Raised two internships with:– The Centre for Social Impact (1

TN)– Google Australia (7 TNs)

High growth in ICX in 2010:– 8 raises (700% growth)– 8 realisations forecasted (700%

growth)– Absolute growth in TN realisations

of 7

ICX STRATEGY

AIESEC UNSW promises to provide for both TN takers and TNs with the utmost level of professionalism, efficiency and value.

ICX goals for 2011:– Raise and realise 4 TNs.– Target market sectors where AIESEC UNSW

have previous relations or are familiar to the LC.

– Focus on raising MTs and TTs (having factored in the social environment).

SALES & EXCHANGE

In 2010, AIESEC UNSW has developed a key partnership with STA Travel.– Provision of printing for all materials AIESEC

UNSW requires, which has been helpful in the running of information sessions and stalls to promote AIESEC and exchange.

AIESEC UNSW Finance will take on an additional role in 2011 that focuses on sponsorship and business development.– Providing sales support, market research and

sponsorship development to strengthen current processes and place a strong focus on exchange.

STRONG FINANCIALS

LC SUSTAINABILITY

$13,446 LC cash-at-bank.

95.6% income generated through exchange:– Strong exchange results.– Opportunity to diversify revenue with new ICX TN

takers & through sponsorship, which is now an additional role of Finance.

Substantial increase in profit margin:– 26.9% profit margin in 2010.– 9.5% profit margin in 2009.

REVENUES AND SURPLUSES Revenue of $29,169 for the year 2010:

– Revenue $16,384 for Q1 FY 10/11.

95.6% of revenue generated through exchange:– 50% from ICX.– 46% from OGX.

A surplus of $7,842.13 was generated for 2010:– A surplus of $5529.58 was generated in Q1 FY10/11.

BUDGETED VS ACTUALS

FINANCIAL SUSTAINABILITY Stringent management of funds and

budgeting in finding the best way to reduce expenses and finding the most efficient and effective method of spending allocated funds.

Creating a RnR strategy that rewards members and drives performance.

Creating a LC Development Fund where portfolios can apply for funding in order to improve their processes or increase their efficiency.

INVESTMENTS IN AIESEC UNSW

INVESTMENTS IN MEMBER

DEVELOPMENT UNSW Finance ran a Quicken training event at

UNSW with high numbers of expressions of interest.– Within 3 hours of listing the event on social networking

sites and email, we had over 50 expressions of interest.– Event catered for 23 people from UNSW and 7

AIESECers from Macquarie University.– Received very positive feedback from attendees.

Will aim to run at least one Quicken training event per semester in 2011 to cater for high demand.

Invested in an RnR night for members with alumni attendance.

Strong LC culture has led to a high number of members attending conferences:

– AIESEC UNSW had one of the largest delegations for the July National Conference 2010 (NEWCON).

INVESTMENTS IN MEMBER

DEVELOPMENT

– Majority of conference attendees have taken on leadership positions or become active members within the LC.

INVESTMENTS IN EXCHANGE Exchange subsidies of up to $300 (this is the

LC portion - thus pricing the EP fee cost price) for members who have made a significant contribution to AIESEC UNSW based on the following criteria:– Contributes to X+Ls− High performance and contributed to the growth of

LC

Other requirements to receive this subsidy: − Rewards members and encourages them to be re-

enter the LC and promote exchange for AIESEC UNSW

INVESTMENTS IN EXCHANGE The exchange subsidy has been beneficial

as it contributed to 2 X+Ls. 1. Annie Tan, VP OGX2. Christania Tanuwidjaya, RTF leader & OCP

SPM

Other investments in exchange: Investment in substantive “Aussie Packs”

to maintain strong relations with EPs.

INVESTMENTS IN EXCHANGE Information stalls and

sessions promoting AIESEC and exchange, for example, UNSW Careers Expo and Volunteers Expo. – This contributed to a

record of 38 EPs being raised in 2010.

AIESEC UNSW organised an EP & Intern dinner to build strong relations with our stakeholders.

INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONING Engaging with external partners and stakeholders

so AIESEC UNSW has more positive exposure and both greater on and off-campus presence.

Goals Our Actions and Results

Establishing strong

University Relations

UNSW Global Exchange OfficeUNSW Careers OfficeARC - Student Union

Establishing key Faculty

Partnerships

Australian School of BusinessSchool of Education

School of Social Science & International Studies

Gaining Sponsorships

Australian School of Business - $1000Conference & Initiate the Future

Sponsorship - $2500

INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONINGPlanning for 2011 Training members in brand awareness and

marketing AIESEC.

Increase brand awareness through a greater Web presence:– Ensure professionalism as it will be the first point of

contact for most students and potential partners.– Investing in a simpler and cleaner user interface

that is easy to navigate.– Will have regularly updated news and information.– Storehouse of key information catering for different

stakeholders.

THANK YOU