pankuri sundra manifesto lcp 2013, aiesec in chandigarh

PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh

Fulfilling our DESTINY

Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a

thing to be achieved.


Section A | Opening note

In the beginning of the year 2012, we came to know that our LC was in Debt, that we owed a lacs of

rupees to the Member Committee and we barely had any reserves. All dreams of achievement had to be

put on hold. We recruited from various outbound colleges and a major proportion of the membership turned out to be hostlers. We did not know what would happen but we had a belief that we will rise and

we will be able to overcome the shortcomings during the year.

We did not stop any operations or rather we found a way around it of doing things differently. We did not have many members go out to colleges and sell forms for us but we worked our way around it and

started giving lead sessions instead. These sessions were instrumental in attracting the right kind of

people despite us not being able to promotion in the conventional manner. We also turned a investment conference into a profit generating conference. We knew we were in a grim situation but we did not

become weaker, rather we grew stronger.

I believe AIESEC in Chandigarh never fears and always breaks all stereotypes.

In 2009, we lived AIESEC with undiluted passion

In 2010, we achieved greatness In 2011, we learnt how to dream unlimited

In 2012, we performed with passion and purpose

Against all odds, The year 2013 for AIESEC in Chandigarh will be about fulfilling our DESTINY.

The year 2013 will be the year of culmination, where we accumulate our success and failures of the past years and utilize the learning to transform the LC and make it what is destined to be. It will be the year

where excellence in leadership will be fostered and real change agents will be created. IT will be the year where AIEEC in India will see an LC rise and create a new league of Local Committees for the world to

follow.

AISEC In Chandigarh, I hope you are ready for the challenge!


Section B | Personal Information

Full Name Pankuri Sundra

Date of Birth 1st July 1991

Address # 99, 28 A, Chandigarh

Mobile 9876010077

Email [email protected]; [email protected]

II Academic Qualifications

Bachelor of Engineering (B.E.)

B.A LLB(Hons), University Institute of Legal Studies, Panjab University December ‟09 | 7th Semester | Aggregate – 1st Division

Class XII

Vivek High School Sector 38, Chandigarh June 2009 | Aggregate – 74.3%

Class X Vivek High School Sector 38, Chandigarh

June 2007 | Aggregate – 82%

III Additional Experiences

Founder member: FIFA Gaming League

IV Software Skills

Software/OS Skill Level Packages of which I have Experience

MS Office Excellent Word, PowerPoint, Excel, FrontPage

Web Development & Internet Good FrontPage, Firefox, IE, Outlook

Mac Skills Good MAC OS X, iWork, iLife

Achievements

High School House Captain

Attained Duke of Edinburgh‟s Award (Silver Level).

School Round Square Member

Interests

Jigsaw Puzzles l Sudoku l Gaming l Music l Cross stich l Kho-Kho l Reading l Food

mailto:[email protected]

mailto:[email protected]


Section C | AIESEC Experience

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your

contribution/performance, as well as the main learning you derived from each role.

GCDP Team Member (5 months) – Aug ’09 to Jan ’10

I joined AIESEC knowing that this is the place where I wanted to be for long and instantly I started

working, trying to contribute in whatever little way I could. I used to sit throughout the night

spaming the whole AIESEC Network about Project Daves and trying to convince couple of Chineese

Eps to come down and work for the same. Along side, I started helping in another Project Initiative-

D-tox and started to approach schools and soon couple of art and painting work shops were

organised by me and my other team mates which got the LC about Rs. 15000.

Key Learnings:

1. Understanding AIESEC‟s Corework – Exchange

2. Market reseach and segmentation

3. Direct Sales

OC VP External Relations, Balakalakaar 2009 (2 months) – Oct ’09 to Nov ’09

A new inititave again- Balakalakaar 2009, as soon as i saw the application of the core OC have

opened, i instantly applied for the same and was selected as OC VP ER. One event with our target

getting 1500 underprivledged children, one day of full excitement and fun and learning, one day for

the little angles to paint away their dreams and all responsibility for making this happenwas on my

team and I. With no company ready to invest in our new initiative, we came up with a new stratergy

of Adopting a Balakalakaarand raised about Rs 70,000. Each day was a challenge and and me

and my team took it up corageously.I was awarded the ‟‟Best OC Member Award at the end of the

year but more than that i got my actual award at the day of the event itself when I saw 1500

smiling and happy faces around me.

Key Learnings

1. Product packaging-I made my first proposal then!

2. Managing diverse set of people in an intense environment

3. Stakeholder delivery

Team Leader Rural Development (7 months)– Feb ’10 to Aug ’10

This was the first time when cold water was poured on me and I was intrusted with yet another

position. I was given 7 members and that was the time when I realized my responsibility as I knew

there would be 7 pairs of eyes looking upto me. Our team had many team meets and Team chill

outswhich made us strong and bonded. We overshot our target and managed to deliver 40

expereinces. We celebrated our success with all 40 interns which came to Chandigarh. I had my first

homestay then -Alexander Wong who was from Indonesia. And after that about 60 interns came

over for home stays and left beautiful memories behind that my family and I will always cherish.

Key Learnings:

1. Stratergizing and Planning

2. Stakeholder Communication & Management

3. Member development

Team Leader Eureka/Pheonix (4 months)– Sept ’10 to Dec’10


This was something totally different and new for me. Our team name was ‟‟The Flintstones”and I

thought that we‟ll say Yaba-daba-dooand everything will start rolling but It didn‟t turn out to be like

that.It felt like everthing had become in slow motion. The company would take weeks to reply, the

Eps would take weeks to get convinced and It was harder to retain members as well. Everything

took time and this were I learnt to be patient. I believe my term was succesful as I developed my

team members and later three of them went ahead and took TL/OCP positions.

Key Learnings:

1. Implementing effective ways to do Exchange

2. Understanding team dynaimcs

3. Building IR for AIESEC Chandigarh

____________________________________________________________________________________

Alumni Relations Manager (3 months)– October ’10 to Dec’10

This was fun! As ARM I was working directly with the LCP then-Mr Sahil Dewan. It was new and

very exciting for me. I was to track and create a database for a start of all the Alumni since AIESEC

Chandigarh‟s Inception. I was on a duel role then and so I tried to raise some TN‟s for GIP aswell!

I solely organised an Alumni Engagement Event as well in November around Diwali at Cafe OZ(It

was a new and a cool place then!). I managed to re connect couple of Alumni back with AIESEC and

some of them still continue to visit AIESEC Chandigarh whenever they are in town and support in

whatever way they can.

Key Learnings:

1. Honed my general communication skills.

2. Managing puliing of an event solely.

____________________________________________________________________________________

Vice President Global Internship Program-Incoming Exchange (12 Months) – Jan ’11

to Dec’11

““Suit up, because this ride is going to be LEGEN...wait for it...DARY.”

I wasvery excited to be apart of ’’The Fellowship” and the GIP ICX commission. It was truely an

intensive learning experience. My department name was ’’The Punks’’ and I had an all boys

department and it is TOUGHto get work done from them. This was the most hardest, grilling yet

exciting expereinces of my journey in AIESEC. I was handling two projects-Build your Future and

Eureka/Pheonix. I worked hard to achieve an Increase in the absolute number of exchanges from 2

expereinces in 2010 to 16 experiences in 2011. A relative growth of 800%. In Project

Eureka/Pheonix, we delivered 20 expereinces. By the end of the year, the GIP-ICX portfolio won us

the Most Progessive LC in GIP-ICX award for 2011.

Key Learnings

1. Portfolio management and Implementation.

2. Building a department culture.

3. Talant Management for the department.

4. Stratergizing and Planning


Vice President Finance (12 Months)– Jan ’12 till today

“With great power comes great responsibility.”

I have learnt so much in this portfolio. Financial management; Budgeting; Accounting and Book

Keeping; Banking; Auditing; Planning and Stratergizing are somethings that i have gained

knowledge in my term. The moment i was made aware about the total amount we owed to the MC,

I took it as a challenge and decided that by the end of the year, I will not only clear the debt but

leave a reseve as well for the next year.This is also the year in which a Lcong-OSC was not an

investment but a profit generation source.

Key Learnings

1. Year long Crisis Management

2. Balancing between optimum utilisation of financial resources and debt repayment.

3. Finacial Restructuring

Other Experiences:

a) NLS Onsite OC – Jan ’10

b) MENAXLDS – Mar ’10

c) EBC – May Local Congress – May ’12

d) Heading the Quality Task Force– July’12

e) EBC- October Stratergy Conference-Oct’12

f) EBC- Youth to Business Forum- Oct ’12 till now

2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a

max of three each)

Whenever I try to recall my expereince and try to evaluate, I become very over critical for myself. I

always feel there could be something more I could have added. I have taken very diverse rolls head on

in this organisation and have learnt a lot from every position or roll I was put into and made the most of

it.

Following are some of my accomplishments in AIESEC that I really cherish:

1. Organizing Committee President Rural Development

GCDP ICX did not get any administrative fee from their clients. I took up this fantastic

oppertunity and really wanted to change this aspect about this portfolio. After lot of brain

storming on this with my NGO clients, I stratergised a new way of generating money from the

interns who came to work for project. We strated to charge interns a minimum amount of Rs

2000 for their 6 weeks free food and accomodation. I along with my team delivered 40

expereinces which fetched the Local Committee a sum of Rs 80,000 directly. During my term I

also was given an oppertunity to go to for an amazying conference-MENA XLDS in Jordan but I

set everything before I left so that my department and project did not sufer.

2. Balanced my life with AIESEC effectively

I am very close to my family, I have four Best Friends, and I like my college. I have managed to

strike a healthy balance between all this. I have never let these things get affected by each other

and I take it as a credit!


3. Grabbed all the diverse opportunities that came my way

It is a well known fact that one comes across many oppertunities in AIESEC and its up to the

individual as to how many he/she wants to grab. I have taken the maximum oppertunities that I

could. I worked across different portfolio‟s in AIESEC and have had a really diverse experience. I

believe I have lived AIESEC in its true form.

An area, which I consider I could have & should have done better in AIESEC are:

1. Not achieved my target when i was VP GIP ICX.

3. List the Local/ National/ International conferences you have attended and in what capacity.

Conference Profile Date Place

National Leadership Development

Seminar

Delegate Sep ‟09 Silvasa

LCONG Delegate Oct ‟09 Zirakpur

LCONG Delegate Jan ‟10 Zirakpur

National Congress ’10 Onsite OC Jan ‟10 Kodaikanal

MENA XLDS Delegate Mar ‟10 Jordan

LCONG Delegate May ‟10 Parwanoo

June National Conference ’10 Delegate Jun ‟10 Silvasa

National Strategic Conference ’10 Delegate Oct ‟10 Silvasa

LCONG Delegate Oct ‟10 Parwanoo

National Leadership Seminar ’11 Delegate Jan ‟11 Jaipur

June National Conference Delegate Jun ‟11 Silvasa

LCONG Facilitator Oct ‟11 Shimla

National Strategic Conference ’11 Delegate Oct ‟11 Silvasa

LCONG Facilitator,EBC May ‟12 Parwanoo

LCONG Facilitator,EBC Oct ‟12 Shimla

4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh. How do you

think other members on the team would evaluate your contribution to the team & LCs organizational

direction?

I have been apart of two executive body roles and if I look back at my experience, it has been a very

diverse, eventful, and an immensely learning experience.

Year 1: The Fellowship

This team comprised of very strong individuals. It was a mix of individuals who were very diverse and

this was something that made this team different and special. According to me, the members of the

Fellowship would view me as someone who was very balanced and someone who actively took part in

helping and reaching out to all portfolios in whichever way I could.

Year 2: Roo-Ba-Roo

Whatever I say about Roo-Ba-Roo is less. Roo-Ba-Roo is one team that is very close to my heart. I know

for a fact that I have found more friends for life in this team. The team would describe be as someone

who is very positive, excited, adaptable, and understanding. As far as LC‟s organisational direction is


concerned, I feel my contribution was more determined by the limitation of the portfolio that I am

heading and hence I was always viewing prospects from a safer perspective.

5. What are your three basic Learning‟s/Values for life, which you have derived through your AIESEC

experience? (Answer objectively)

All the experiences that AIESEC offers you, adds to your personal and professional learning. The

following are the ones that have definitely add to the person who I am today:

Culturally sensitive

Enjoying participation

Activating Leadership

Section D | Motivation

1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for

this role & what makes you best suited for this role?

“The only person you are destined to become is the person you decide to be.”

Over these three and a half years, in the back of my mind, I have always had that want to be the LCP of

this phenomenal local committee. The thing has kept me going every time is the thought of leaving

AIESEC. I am passionate of whatever I take up and I am very passionate about AIESEC and the thought of leaving it drives me to apply for a role in AIESEC.AIESEC in Chandigarh is a Local Committee which is

veryvalue driven in it's existence and that I believe is something which is hard toreplicate in any other organization. When I think of AIESEC Chandigarh in 2013, I want to be LCP for the following

simple reasons:

The amount of opportunities are limitless and with the path this LC is on, my commitment &

ownership through my vision for this LC will take it through to the ideal LC state, rather we will define an Ideal LC state in AIESEC.

Everyday spent in AIESEC, the passion for doing bigger things than the previous day personally

and in AIESEC keeps on accumulating; this role is the best vent for that passion and realizing the scope in 2013, I can‟t get any other platform in an capacity in AIESEC to do bigger things!

I foresee AIESEC Chandigarh: 1200 TMPs, facilitating 180 EP‟s experiences, hosting the biggest events in the city, handling a budget of approx 50 lacs, achieving the maximum impact till date,

inviting 300+ trainees, contributing to the National strategy of AIESEC India considerably well. Making every Member, Trainee, Client, Parent feel proud and just overwhelmed of being

associated with a phenomenon – AIESEC Chandigarh! Wow, what a feeling to represent this

phenomenon and guide it forward

“If you run you stand a chance of losing, but if don‟t run you have already lost!‟‟ Barack Obama


I am confident of being best suited for this prestigious roles because of the following:

Self Belief and determination: More than anything else, I believe my passion, unconditional

love, understanding of the current scenario and the road ahead, I believe I am ready and very

excited to take such a role.

Experience: This Local Committee needs a leader who understands the holistic functioning of

this chapter. I believe that the three and a half year experience I have gained in this

organisation, handling some of the most crucial and diverse roles in the local committee equips

me with the required knowledge and experience to take this most awesome local committee

forward.

2. Describe your future short-term and long-term career and personal goals. How do you expect an

LCP term to help you achieve these goals and why now?

Short Term Goals:

To complete my Law Degree in time with 1st Division.

To go for an International Conference.

Being Local Committee President – AIESEC in Chandigarh.

Long Term Goals

To have a Masters in Business Administration or Masters in Finance degree.

To become independent and start-up something good.

To get married!

3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or

otherwise). Ideally, how much time should an LCP give to his role?

On the Academic front, I‟m into the fourth year of my five-year law degree. Apart from this I have no other time commitments.

Being Local Committee President is a 24* 7 hours role. I would make myself available to handle all AIESEC responsibilities as and when the situation demands.

4. What are your three most substantial personal accomplishments (non-AIESEC), and why do you

view them as such? Provide a candid assessment of your strengths and weaknesses.

School House Captain: I was appointed the role of House vice Captain when I was in class 11.

After concluding my role as vice captain successfully, I was promoted to House captain in class

12. This is the highest position that a student can attain in a house. I was responsible for

managing the students under my house, by ensuring disciple in the house, making teams for

competitions and motivating students to contribute towards maintaining the house sprit. I always

felt satisfied when I came across a shy kid who had the potential to do well in a competition but

never took a step forward. I would always take an extra step to help such kids out and help

them reach their potential. This was the most pleasing part of my role as a House captain. I also

developed a competitive spirit and the knack of motivating students to work for the house.

FIFA Gaming League: This is an organization that I founded with my best friends. We

conducted 3 FIFA tournaments which brought more than 300 enthusiastic participants from the


tri-city. Even though I‟m not an avid gamer, I got involved with this because of my friends and

thought that it would be a good learning opportunity. All the tournaments hosted by us where

considered a success with great response from the participants. Many experiences learnt during

my AIESEC career have helped me with organizing these tournaments and vice-versa. Talking to

the media, promoting an event, getting sponsors and taking care of the needs of the participants

are some key skills I developed through FIFA Gaming League.

Fund- raising drive for cancer: I was always involved in Round Square during my school

years. Round Square is an organization consisting of many schools internationally. Round Square

holds conferences where ideas and cultures are shared. One conference I attended in Austrailia

had a fund-raising drive for cancer. Once I came back to my school I decided to organize one

such drive for cancer patients in Chandigarh. So with the school round square committee, we set

up a booth near the canteen where we sold cookies, lemon- aid etc. which we made on our own

and gave all the proceedings to a Cancer Trust. I felt proud by contributing in such a way and

earned respect from teachers and other students, which is always a good feeling.

I feel that some of my strengths that have helped me be who I am and achieve my goals are:

My Passion: I have always been very passionate towards anything that interests me. Once I

make a commitment I make sure I follow through with it. My passion is what always motivates

me and gives me that extra gear to complete what I want to do.

Flexibility: I feel I am a very flexible person as I adjust well to situations and know how to deal

with people during those situations.

Direct Personality: I feel that is am very direct and straight forward as a person. I tell and

react to situations as they are. I always prefer not to use politics while dealing with a situation

On the other hand, I believe that like everyone, I too have some weaknesses, like:

I sometimes feel that I trust people too easily.

I have the habit of over analysing, which sometimes prolongs my decision-making. This is

evolving with time. Also, I analyse myself more than required, which makes me a self-critical

person (which at times is a good thing).

5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want

to leave behind? Also, frame a mission statement for the LC for 2013.

By the end of the year 2013 AIESEC Chandigarh would become a financially healthy local committee

having am exponential growthin GIP and OGX, and a pioneer in using Net Promoter Score to provide

high quality experiences.

The mission statement of 2013 will be the same as of 2012:

“Our mission is to create purposeful thought leaders driven by value and passion who

strive for delivering happiness to all our stakeholders”


6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in

it‟s current state.

My leadership style is a perfect balance between work and fun. I do not push anyone to work. I

generally make people align their personal goals with the organisational goals. I believe in action

more than perfecting plans and the same is reflected when I lead, as I demand quick and smart

action. I am a person who tends to focus on the solution than the problem.

This is how I feel leadership should be in AIESEC always, a perfect balance between work and

fun as AIESEC is youth run organisation.


Section E | General Questionnaire

1. Make an analysis of AIESEC‟s key competitors in the region (Local Chapter Geographical region)

and what challenges they present to AIESEC and what can we learn from them.

The following are the two core products of AIESEC and along with it is explained the analysis of AIESEC‟s

key competitors in the region:

International Internships:There is no other organization, which offers international internships to

college students and recent graduates in the city.

Leadership Opportunity:The Rotaract Club is one such organization, which provides leadership

opportunity to members. The club is usually engaged in social welfare activities like blood donation

camps, fund raising events and awareness drives etc. There are leadership opportunities in the club but they are limited opportunities.

Hence I conclude by saying that AIESEC does not have any key competitors in the region. No one organization provides the core products of AIESEC ie International Internships/Interns and Leadership

opportunities. AIESEC is the only youth run organization, which offers these two products to young

people and organizations. This makes AIESEC a unique and exclusive product leader in the market.

2. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth

Organization in 2015? In context to this, how will the year 2013 count to the progress to the

same?

In 2015 AIESEC in Chandigarh will create a cross generational positive impact on the society. AIESEC

Chandigarh will be recognised across sectors the first choice partner for our ability to develop

responsibility and entrepreneurial leadership. AIESEC Chandigarh‟s physical and virtual reach will make

us the most credible and global youth voice.

In this context, in 2013 AIESEC in Chandigarh will be the year we deliver high quality experiences to all

our stakeholders. It will be the year we will build a better brand in the city across sectors.


Section F | LC Administration

1. List down the different aspects of the job role of an LCP.

Role:The Local Committee President is the administrative head of the Local Committee. A Local

Committee President envisions, delegates responsibility, monitors the execution and is finally accountable

for the same. The key aspects of the Local Committee President‟s job role are:

Responsibilities & Action Steps:

Represent AIESEC in front of all the stakeholders outside and in the AIESEC network such as Member

Committee, others Local Committees, Board of Advisors, Universities, Companies, NGOs and other

organizations. Legal Representative along with the VP Finance.

I will facilitate the direction setting, implementation and control of the strategic plan for AIESEC

Chandigarh in 2013.

Overall responsible for AIESEC experience implementation, in charge of tracking the effects on all the

AIESEC Structure elements Develop and maintain the local BOA strategy (meetings, reports, communication);

Final responsible for legalization and auditing

Strengthen the management of the Local Committee office to ensure efficiency, accountability and

sustainability of LC operations.

Leading and training the Executive Board

Lead & empower this LC to achieve maximum impact in all domains.

Flow down the National Strategies.

LCP

Representation

Administration and Operations

Goverance and Accountability

Executive Body management

Strategic Direction


2. Analyse the trends of the past three years (including 2012) of AIESEC Chandigarh's strategic

direction (include performance & culture). How do you see the organization direction of AIESEC

Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2012.

•AIESEC 2010 lived up to all that was envisioned for the year and even

more.

•The focus on delivery was comendable and it brought alot of positive recognition internally

aswell.

•VP Projects and IR was introduced .

•Office culture came into being.

•Both the recruitments were extremely

successful.

•Alot of our BCP's were were followed by other

LCs.

•Members took up various oppertunities

such as such as International

Conferences and CEEDs.

2010

Elevating to Greatness

•The LC focused on implementing the

National Growth Drivers deined at NSC 2011

•The size of the executive body was

incred to capitalize the given market.

•VP LCD was introduced to expand in near by

cities.

•The LC hosted one national and one

regional conference.

•The August recruitment worked wonderes for the Local Committee bringing fresh blood.

•The LC had diverse and motivated membership in each of is initiative

groups

2011

Dream Unlimited

•IM, Marketing, and TM has evolved as a

portfolio emenselly.

•The August recruitment has worked again for

the Locoal Committee.

•Expansionshave have sions have helped the

local committee in debt repayment.

•In the begining of the year, the the LC was in debt. We have paid Rs 5,85,500 as of today.

•TL empowerment and pipeline building has

been our focus.

•Transforming the brand in the city.

•National contribution in terms of BCPs

2012

Purpose Passion Performance


SWOT Analysis of 2012

The next two years…

The year 2013 will be all about delivering quality experiences. Itwill be about concentration on the

delivery of the programme rather than the increase in the number of expereiences provided.The local

chapter will also increase its external relevance in the city through collaborations and certifications of programs. The local committee will be will be financially sustainable and will all this fulfill its destiny.:)

The year 2014 will be the year when AIESEC Chandigarh will grow exponentially in its operations by exploring opportunities to further build upon its capacity. The local chapter will have a motivated

membership to take on the new organizational structure as well.

Strengths:

Membership: Growth in membership due to entities,. Diverse membership from various

colleges in and around the city.

LeadeGood and potential leaders in the entities, Good number of applicants for MB

Opportunities : Large no. of SMEs still untapped, Untapped IT companies, Good quality of students

available.

Weakness: Recruitments for the first half were not efficient, Lack of office cultre, negative growth in

Exchange Programs, Delivery issues

Threats : Close knit community- One wrong experience is heavily propagated.

The Year 2012


3. What focus areas do you propose for AIESEC in Chandigarh in 2013? Give action steps that will

contribute to these focus areas.

The following are the focus areas for the year 2013:

1. Net Promoters Score

Introduction of VP EDIM in the Executive Body.

Education and training of members in the exchange departments on NPS.

Analysis and inferences for program evolution on a fortnightly basis and present them to the

LC in order to improve the NPS trends.

Use the NPS feedback information to create showcasing impact material.

2. Financial Sustainability

Revenue generation through different programs/events.

Optimum utilization of financial resources.

High focus on imparting financial knowledge at every level

Budget based approach and tracking of operations at every level.

3. Enhanced External Positioning in the Student and the Corporate Sector

VP Marketing will be overall responsible for increasing brand visibility and product packaging of

GIP and GCDP OGX and GIP ICX

VP Marketing will synergize with VP F to set a sufficient budget for branding initiatives ie YT ads,

FB ads etc Student sector will be aggressively tapped through EwA activities such as LEAD!N.

Aggressive promotions will be done via campus partnerships

Collaborating with other organizations, societies and event organizing committees will also

enable the brand to be more visible.

VP BD will take leads from BoA for network support in tapping prospective clients .

Showcasing corporate success stories through different medium of promotion in the corporate

network. This will involve some investments Showcasing impact delivered by GCDP programs to tap on companies for direct support as CSR

initiatives

Showcasing impact among students for promoting TMP, TLP and OGX

NPS

Financial sustainability

Enhanced External Positioning in the Student and the Corporate sector

Focus areas


VP TM will work on getting certification for TMP and TLP to increase the credibility of an AIESEC

experience.

4. Please mention detailed strategies and action steps related to the Six Development Blocs of

AIESEC India.

1.Expanding AIESEC Network in India

CityBasedExpansions UniversityBasedExpansions

Specialized Unitsaccording tomarketbifurcation

Heavier focusonmarketcapitalizationinexchange portfolios.

Diversificationofmarket base iniGIPandBDandfocusonnewmarketpenetration.

2.Financial Stability driving growth

Financial auditingandtrackingofeveryportfolio by F managers

DiscontinuationofCashTransaction Financial auditingandtrackingofeveryportfolio

MonthlyFTFmeetingtoensureprofitabilityacrossportfolios.

StandardizationoffinancialmodelsacrosstheLC

Evolutionoffinancial trackingand managementofiGCDPprojects

Fortnightlybudgetingandfinancial forecasting

3.Colaborations across sectors

Strong focus on collaboration both Internal and External.

Colabration with Alumni and engage form a LATT in starting of the year.

Focus on MDPs.

4. Brand and Information Management

Standardisation of procedures with respect to IM

Podio implementation and Supoort.

Create and monitor Process Optimunisation

Extensive use of the exchange website.

5.Legalization

Financial trackingofallexternalpartnerships(Keepinga copyofallcheques/receipts/drafts/invoices)

Maintainingcompleterecordsofall Traineesthat arebrought inbyiGCDPandiGIP. (This includes Photocopies ofpassports and Visas, FROdocumentsandaccommodationdetails)

Discontinuationofcashtransactions KeepingrecordsofallEPsandFinancial transactionsthrough

EPcontractsandinvoices.

6. Programme Delivery Efficiency

Process optimisation through IM. Every member of the LC given a defined jobrole. Concentration on the delivery of the programme rather than the increase

in the number of expereiences provided. Implementation of GLE.


5. Propose the organizational structure that you plan to follow for the next year including the

middle level management, functional roles as well LC entities.

EB level:

All VPs will work directly with the LCP to make all administrative and executive decisions. For reporting and synergy purposes, the VPs will work in task forces and groups as

highlighted in the structure. There is an Exchange Task Force with GIP ICX, GIP OGX, GCDP ICX and GCDP OGX.

Finance Task Force having BD, Finance & LCP.

LCP will be communicating through TM, Finance & Projects for dealing with different Task Forces for strategy & action.

As of now, there is only one VP in the structure for GCDP ICX, GCDP OGX, and one for GIP OGXeach.

New addition

Vice President Experience Delivery and Information Management

The IM job role will be the same as follows:

Design and management of internal communications channels

To create and monitor the Processes implementation and process optimization in all areas

Administering the organizational climate & culture management Administering and supporting all IT resources in the LC

Knowledge Management for a project to assure the sustainability of knowledge and

proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.

AIM of Experience Delivery :Showcase, evaluation and improvement of all experiences

Job role:

To ensure info from all NPS feedback survey is being regulated and being sent to the

right people in the LC and they are tracked on the follow up fire fighting actions

To educate and train members in the exchange departments on NPS.

To analyse and draw inferences for program evolution and present them to the LC in

order to improve the NPS trends.

LCP

VP GIP ICX VP GIP ICX VP GCDP

ICX VP BD

VP GCDP OGX

VP GIP OGX VP

Marketing VP Finance VP TM VP

Expansions VP EDIM


To use the NPS feedback information to create showcasing impact material.

Second Level Management:

iGIP

iGCDP

VP GIP ICX

TL Eureka/Pheonix

TL Eureka/Pheonix

TL Emerging India

VP GIP ICX

TL BYF TL TN/ET TL

Education/Akshar

VP GCDP ICX

Project iCan Project Conserve Project Rural Dev. Project Footprints. Project

Heathcare/ProdiGCDP

Education/Akshar will happen in tricity

schools.

TL TN/ET- Language institutions

provide a lot of scope for growth in the tricity. A good client base has

been established which can further be expanded in the coming year.

Build you Future will be run majorly in

outstation colleges along with Triniti

as a major client. Team Leaders Eureka/Phoenix will

be given different market sectors to

look upon, as directed by the Vice President.

TL Emerging India includes

business admin, HR, and Finance.

Project icans, Project Healthcare/

ProdiGCDP are pilot projects.

Conserve has very good clients

and will be able to financially

sustain exchanges.

TL Rural Development will be

focusing on capitalizing on

thecapacity of doing sustainable

exchanges, majorly with EduCare.

Project Footprints has Balniketan, HamariKaksha, YTTS along with

number of other clients.


oGIP

oGCDP

VP GIP OGX

TL Eureka/Pheonix

TL EI/Edu TL Alumni Delivery

VP GCDP OGX

TL UR TL UR TL IR and matching

TL AIESEC Experience

TL Eureka/Phoenix is going to

focus on IT and Engineering and

Entrepreneurship.

TL EI/Edu is going to focus on

LNs such as Business

Administration and marketing

and education.

TL Alumni Delivery will focus on

servicing the Alumni.

Team leaders to cover different

geographical areas for convenience and efficiency

TL IR and matching to build

county relations and help get bulk matches.

TL AIESEC Experience to take care

of various aspects such as EP

integration,


Finance

Talent Management

VP Finance

Cash Flow tracking manager

Financial Management

Manager

VP TM

Associate Member manager

TMP/TLP manager

Talant development TL

Lead responsible

training and development

manager

Cash flow tracking manager will

keeping a track of receivables

from different function/programs and following up on the same.

Financial Management manager

will manage LC book keeping, LC administration, banking and

will coordinate with the finance team coordinators.

Role of talent management team:

LEAD Implementation in the LC – The LEAD

Manager is coordinating LEAD with the LC

VP TM and TL Talent development.

Regular training and development in the LC

to ensure overall education.

Tracking of overall personal development

and learning of members (this has to be

done with the TMP TLP Manager)

Coordinating Induction and mentorship

sessions post recruitment and tracking the

same along with the LC VP TM.

Role of TMP/TLP manager:

TMP TLP Tracking and effective system

management.

Ensuring that the LC Podio workspace is

complete and up to date. Coordinate with TM exchange coordinators

Role of Associate Member Manager:

Handling AM recruitment, induction in the

LC.

Implementing AM projects in the LC

through Project Managers.

Conversion to oGCDP is the bottom line of

the AM Management team.

Role of Marketing and PR Team:

• Marketing Strategies for ELD

Programs

• Driving National Strategies in the


Marketing

VP Marketing

Social Media management

Team

Markwting and PR

dept.

• Lead and manage direct marketing,

PR, Advertising, Online Marketing, Event Managementand External

Representation

• Achieve targeted results and ensure timely and effective execution of

Marketing tactics andprograms.

• Analyze, evaluate, plan and execute

on both existing and potential

marketing activities andstrategies. Design benchmark criteria to measure

the efficiency and effectiveness ofmarketing programs

• Conduct and analyze market research to determine

competitiveness

• Measure the effectiveness of the marketing department and implement

improved asrequired.

• Ensure accountability for results that

maximize contribution to business

objectives.

Role of Social Media Manager:

Drive Social Media strategies for the

local entity align with the National

Social Media Plan

Educate LC in Social Media Usage

Manage and review Official Social

Media Channels Drive strategies to increase the size

of the AIESEC virtual community in

the city based onthe National Brand Alignment.


Business Development

Experience Development and Information Management

VP BD

Sales Team Delivery Team TL

ARM

VP EDIM

KM GIP GCDP TMP/TLP ED Manager

Role of Sale Team

Responsible for Lead generation

Cold calling, mailing, etc.

Handling a particular project-GCDP,

Recruitment, etc and doing related market research, company profiling, etc.

Responsible for initial appointments, follow

up's and partnership management.

Ensure appropriate documentation and

information management is maintained on thepartnerships.

Role of Delivery team

To work with the various departments in

the LC (Marketing, GCDP, GIP etc) to

ensureadequate delivery to the client. Create delivery reports and manage

thepartnerships.

Innovate and look at new areas of

engagement with the client and create

MDP's.

Role of ARM- refer to Section I question 2.

KM manager will manage all the LC

documents(hard and soft copies) and will

make it available through systems.

GIP/GCDP will be responsible for internal

marketing through exchange website, hosting

matching manias, posters etc.

TMP/TLP will provide training sessions on

myaiesec.net, podio, etc. and will standardize

all documents and will coordinate with all IM

exchange coordinators.

ED manager : refer to OS.


Expansions

6. Give your assessment of the role-played and contribution made by AIESEC in Chandigarh

towards the National Association? How should this evolve in the year 2013?

AIESEC Chandigarh is one LC which has over come its challenges, evolved, grown bigger and better over the years. AIESEC Chandigarh has been one of the pioneering LC in implementing and

strategizing newideas, which can be followed nationally. Apart from this, AIESEC Chandigarh has always contributed in terms of our BCPs that have been showcased nationally.

In 2013, the role-played and contribution made by AIESEC in Chandigarh would be more evident.

AIESEC in Chandigarh would give more strategic inputs and will empower other LCs at national forums.

LCC

TL GIP ICX TL GCDP

OGX TL GIP ICX TL F TL CIM TL TM

VP Expansions

LCC

MB

Expansion Manager

The expansion managers will be

responsible for one expansion

each, between Dehradun and

Patiala.

The expansion managers are not

in hierarchy with the expansion

itself but only with the VP

expansions.

The Expansion will itself have a

LB/EB under the LCC with

membership underneath.

The above LCC structure is for

Dehradun and Patiala both.


7. Layout a synergy plan & accountability structure between different portfolios in the LC. How will

you as LCP ensure you track common bottom-lines of two VPs? (Also consider LC Entities, EwA

and LLC activities into account)

LCP ICX OGX Marketing

and IM BD TM

Expansio

ns Finance

Overall

Exchange

Strategy

Developme

nt through

IRand

exchange

website

Project

Branding,

Myaiesec.net,

Brand

Education,

KM, Virtual

Forums

Product

Packaging

through

MDPs,

Partners

Network

Manpower

Planning,

TM

Processes in

Project

teams,

CEEDS, LATT

Financial

Policies,

Budgeting,

Project

Feasibility.

Financial

tracking

through

Podio.

OGX

Overall

Exchange

Strategy

Development

through IR

Website &

Virtual

Platform,

OGX

Promotion

Partnerships,

Promotion

Partnership

s, Client

Network

for WAP

EP

Induction,

EP

Assessment,

Reintegratio

n, X+L

Investments

, tracking,

IR Building,

Budgeting,

Event

handling,

Tracking

EP

Payment

modules

CIM

Publications,

Media

Coverage,

External

Communicati

on

Market

Expansion,

Knowledge

Mgmt,

University

Relations

Event

Promotions

&

Partnership

s

Newsletters,

Blogs, Media

Investments

Website

and Virtual

Platform

Budgeting

ER

Project

Funding,

Learning

Partners

Recruitmen

t & Event

Selling,

Talent

Sponsorshi

ps

Proposal

Standardizati

on & Virtual

Platform as a

Product

External

Sessions

Support

Fun raising,

Inking

raising

Fund

Raising, In

Kind

Raising

TM

R&R,

Membership

Efficiency and

CM,

Stakeholder

Engagement

Talent

Planning,

Preparation

,

Experience

Marketing

Membership

mailers,

Updates, use

of Virtual

Platform,

Media

Recruitmen

t & Event

Raising

Membership

Investments

Membersh

ip

Investmen

t

Financ

e

Monitoring

Receivables,

Logistical

Management

Accounting,

Receivables

,

Investment

s in CEEDs

Survey

Budgets,

Publication

Partnerships

Planning

according

to budget

deficits

R&R


Calendar for the year

Event Timeline

Youth 2 Business January

Recruitment January

Global Entrepreneurs event January End

One day without shoes May

May Lcong May end

Balakalakaar June 1st Week

Global Village/World Cuisine

Festival

July

Recruitment August

National Strategy Conference October

OSC October last week

25 Year Celebrations November


1. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will

you retain and what aspects will you change in the coming year? How do you plan to do the

same?

AIESEC Chandigarh is a Local Committee, which is humble, passionate, and value driven.

Things I would want in the year 2013:

An Office culture, which existed in 2010 and in the beginning of 2011, which helped each

member grow. I would want to inculcate the same again. The members many a times are unable to keep a balance between education, parents and work.

AIESEC teaches us time management and how to set our priorities right. Members need to learn how to balance their academics with AIESEC effectively.

Strong Department Culture and members having stronger motivation and ownership for their

own departments, which also creates a healthy competition.

Trainee Interaction & Involvement through LC Forums and a series of Event Initiatives done by

Trainees & Members. Involving Trainees for Member Education& Learning Circles. Stronger Alumni participation in training

A self OGX culture: believing in the product we sell, it would be something that helps us boost

exchange AIESEC Chandigarh„s LCong Culture is one turning point for every member every year and I

would want to retain the same.

2. Describe the role a VP will play in the LC (around performance & attitude) in 2013.

A Vice President will play a very crucial role in 2013 in the Local Committee. The key aspects of the role

of a VP will be:

Planning and strategizing for the particular department, and flowing down the same in the department

Focus on member development of all members in the respective department through performance review, personal goal setting, etc.

Timely execution of plans in order to achieve high performance

Develop an optimal team/department culture Focus on member and team leader training

Review and hold accountable the respective TLs/members.


Section G | Programmes

1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences

in 2013? How are these connected with the external environment?

Program Evolution Proposed Top 3 strategies Relevance with

External Market

iGIP Aggressive marketing Product packaging

with help of

Marketing, Extensive

use of NPS for better

CRM, Aggressive use

of exchange website

Great number of

SMEs, and the IT

sector growing shows

that iGIP has a lot of

scope to grow in the

city.

oGIP LN‟s implementation Concentrating on

short term

internships, Alumni

capitalization,

internal market

There are a lot of

colleges in and

around the tri-city

and hence there is a

lot of scope as recent

graduates can be

tapped.

iGCDP Financial

sustainability

Product packaging

with help of

marketing, selling

gcdp projects.

There are many

NGO‟s which have

come up in and

around the city which

are financially

healthy.

oGCDP EwA activities Parent forums,

Aligning to MC

direction for better

delivery, Partnering

with ET clients to do

off cycle realization

Inbound and

Outbound colleges

are growing and the

market is just huge.

TMP OS evolution, Talent

capacity driving

growth

Dual role, tracking of

feedback mechanism

Proving practical

leadership skills,

talent sourcing,

TLP OS evolution, Talent

capacity driving

growth

Dual role, BD for

external certification,

monetary refinement

Proving practical

leadership skills


2. Please give your (probable) targets for the next year. Please justify the same, especially along

the lines of:

AIESEC Chandigarh-2013

GCDP ICX Project Conserve 25

Project Worldview 20

Project Rural Deveopment 20

Project ican 10

Project Healthcare 10

Project ProdiGCDP 15

Project Footprints 25

GIP ICX Emerging India 30

Eureka 25

Pheonix 15

GIP ICX Education 30

TN ET 30

GIP OGX Eureka/Pheonix 20

Emerging India/Education 20

Alumni Relations Delivery 10

GCDP OGX Outbound 35

Inbound 40

Dehradun GCDP OGX 15

GCDP IGX 15

GIP OGX 0

GIP ICX 5

TU GCDP ICX 20

GIP ICX 5

GCDP OGX 30

GIP OGX 0


GCDP OGX : 120

GCDP ICX : 160

GIP ICX : 130

GIP OGX: 50

TMP: 1200

TLP: 400

AM: 2000

a. Membership Volume & Experience

All the leadership roles (Exchange and exchange support) to be filled by the 1st half of

December

All leadership roles to go through extensive training, designed by VP TM with external help

There will be two management body cycles. 1st MB term will be a nine month term.

All managerial roles will be leadership roles but not a part of TLP programme (unless they have membership under them)

Recruitment OCs, event OCs and conference OCs will add to the member experience

The Executive Body will pay attention on development of each member in their respective

departments, hence focusing on optimum delivery of TMP and TLP

GBMs and other forums to have more innovative sessions and external involvement rather than

just information

Each department will have its own unique work and team culture

Motivation and competitive feeling to be driven through RnR Campaigns, LCongs, etc.

Members will go through all the 6 components of the Learning Environment.

b. Logistical Management

VP F to take up the Outsourcing Project to reduce the burden of delivery and infrastructural

requirement on LC funds

FTF needs to review budgeted versus actuals regularly, and control exchanges which are not

financially sustainable.

As a result of inertia of the brand, the LC will be able to have a substantial growth in OGX in the

tri-city as well as outbound and expansion markets. This will increase capacity for the planned

ICX.

ICX exchanges have been planned in such a way that the sustainable exchanges and exchanges

which do not require infrastructure from the LC out number the exchanges which involve certain financial implications

QTF will be in close synergy with ICX departments to cater to all logistical needs (through the Outsourcing agency)

Creating office space and maintaining a strong Office culture to boost member performance


c. Stakeholders Experience Delivery : VP EMIM to take charge for the same

A. Members

TM cell to focus on designing training models to enhance value proposition for TMP and TLP;

training through LTT and external involvement

Mentorship structure to be long term, wherein the mentor-mentee relationship does not end post

department allotment

VPs to pay regular attention to TMP and TLP experiences of their respective department

B. Trainees

All trainees to be inducted by the respective exchange departments as per the induction model defined by VP TM

QTF to cater to all in-house trainee grievances

QTF to organize timely LC informal forums for trainee engagement

Regular review and feedback mechanism to be a part of the delivery process

C.Clients

A proper Sales culture to be flown down in the membership through LTT training, in order to

make possible efficient selling and partnerships

VP BD to flow down CRM policies and VP EMIM to send surveys and analyze the same.

Constant communication, review and feedback mechanisms to be effectively implemented

Exchange Participants

Induction and re-integration of EPs by OGX teams as per guidelines of VP TM

Feedback and review mechanisms to be implemented along with Report Submission to be made compulsory

D. Exchange Participants

Induction and re-integration of EPs by OGX teams as per guidelines of VP TM

Feedback and review mechanisms to be implemented along with Report Submission to be made

compulsory

E. Parents

Having Parent evenings for every Recruitment cycle to introduce them to AIESEC activities Inviting parents for relevant LC events like Balakalakar, etc

i. International Relations

Planned CEEDs

Strong implementation of the Ambassador Programme, especially for GIP Programme

Experience case studies to be extensively promoted in the network along with videos of the

same CEEDs and International Conferences to be promoted through subsidies


3. How important is the integration of Net Promoter Score in evaluation of our Program Delivery?

What are the action steps that you propose leading to better delivery of our programs?

NPS is of critical imporatance as it objectifys qaluity. It gives you a concrete assesment of the

quality of the exchange program without including personal biases or preconcieved notions of

quality in the minds of the EPs and trainees.

Till now our virual support systems provided no such bech marking standard. Even though ideas

such as 5 star rating have been used in the past, but it has not been successful. But the fact that

NPS has been successfully been implented by 10 countries and has been taken up by AIESEC

international strongly, it is of great imporatnce and will definetly help in the maintaining a quality

check of all the LCs.NPS is an Measure of Success of Vision 2015.

AIESEC Chandigarh is the pioneering LC and it should denietly go ahead and pioneer this as well.

The following are the action steps that I propose leading to better delivery of our programs:-

Structure Change

NPS education for every member.

Treat NPS as a Measure of Success.

4. State your understanding of the inter-relation between the 4 ELD programs. What do you

propose for 2013 that will ensure capitalization of this inter-relationship?

TMP/TLP provide the manpower for the running the exchange programs. They run the exchange

and exchange support programs to providethe experiences. If TMP and TLP are well planned

effectively, then GIP/GCDP performance will grow exponentially.

Taking the case study: Brazil and Columbia growth in TMP/TLP program has reflected a

complimentary growth in GIP/GCDP programs.

Refer to OS.

5. List down any innovation(s) that you intend to bring in Program departments/teams.

1. Every Exchange team to incorporate the following:

Synergy based roles-A member in every team taking up roles for synergy with

exchange support ieTM coordinator, Fcoordinator ,IM coordinator. IR/country responsible-A member of a team to take up one countryand build

relations and all TNs to be matched with that country should done through him.

2. Vice President Experience Delivery and Information management :Refer to OS.


Section H | Functions

Generic

1. What is your view about the state of synergy between Program and Functional teams in the LC

in 2012? What do you propose to evolve the same in 2013?

During the first half of the year, there was negligible synergy between the Programs and the

functional teams in the Local Committee. In the second half of the year, their was synergy

between the Marketing and oGCDP wherein through Lead!n, students were pitched OGX well.

TM synergised with all programs leading to substantial growth. BD took an initiative ie CRM drive

which lead to improved CRM.

I propose to evolve the same through the OS structure that is proposed. Please refer to Section F

question 7.

2. Give a critical assessment of all Functional portfolios of the LC for the year 2012.

Refer to the below functions question for the same.

External Relations

1. What is your understanding of External Relations and Business Development? What all according

to you falls under the purview of the portfolio?

Business development as a portfolio has greatly evolved over the years. It includes having a strong CRM

base and using the same as a BD product. It includes evaluating the external environment for various

projects and programs. Having yearlong sustainable partnerships and striking Multi-dimensional

partnerships are also an integral function. BD should also innovate around perpetual revenue generating

source

The following falls under the purview of the Business development portfolio:

Revenue through events and conferences

BOA Involvement Multidimensional long term Partnerships

In-kind Support

Product and program packaging


2. Give your (probable) ER target for the next year. Justify the same, considering the ground

realities faced in the LC in 2012.

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from

direct exchange programs)?

Apart from direct exchange revenue, the above-mentioned events will bring regular income to

the LC as they are spread throughout the year. The LDP program and Crowd funding project,

which will bring regular income to the LC.

Financial Management

1. Describe your understanding of the role of Vice-President Finance in the LC.

Finance is the back bone and the life blood of any organizations, hence it is the most important

and integrate part of the LC.

The following is the job role of Vice-President Finance in the LC:

Local Committee Budgeting: Preparing and reviewing the annual budget of the LC and holding

other portfolio heads accountable for meeting budget requirements

Accounting: This includes maintaining all financial accounts and proper books of income and

Product Target Details

Youth to Business Rs. 3,50,000 It is quite feasible as ISB has been confirmed as

our Venue Partners already.

Balakalakaar and

One day without

shoes

Rs. 4,50,000 It will include some Events customized to Partner

and Virtual Forum Presence.

Recruitments (both) Rs. 2,00,000 There are already potential clients for Recruitment

Cycles and August Recruitments

National Strategic

Conference and

Local Conferences

Rs. 7,00,000 This is quite feasible again as we raised the same

amount for JNC 2011.

Projects (iCan,

WorldView,

Healthcare

conserve,

Footprints, )

Rs. 2,00,000

SCB type partnerships for World View and

Footprints. Timeline- Yearlong. Project teams to

work on a proportion of it.

Other Products

(LDP, Media,

Website, GBM’s,

Magazine ads)

Rs. 1,00,000 These are Ad hoc products, which are offered

throughout the year.

Total Rs. 20,00,000


expenses, recording every financial transaction

Auditing: VP F is responsible for both internal and external audits.

Governance: VP F is responsible for introduction and implementation of all financial policies of the local chapter both internally and externally. VP F is also the legal representative of the LC

along with the LCP.

Banking

Investment Planning: VP F is responsible for the investments of the local chapter making sure all

investments have a definite Return on Investment. He is responsible for tracking the same, and implementing cost-cutting initiatives wherever needed.

Imparting Financial Knowledge

2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2013 with respect

to financial sustainability?

The current reality of AIESEC Chandigarh is that the LC is not financially sustainable. The LC owes some amount to the MC.

A Financially Sustainable LC here refers to an LC:

Covering all operation expenses and investments from the exchange income and maintaining a

20% surplus out of exchange income alone.

Having sufficient liquidity throughout the year with minimal liabilities and receivables/bad debts.

All events planned should generate a 50% profit minimum.

Having more In-kind support from our stakeholders to make our day to day functioning more cost effective.

Having proper implementation of financial policies.

Having surplus from ER funding only as additional funds and not being dependent on it for core

operations

Having reserves which can enable the local committee to function for 6 months without any income.

In 2013, the financial position of the Local Committee would be sustainable, as we will begin the year by clearing the debt and having a fixed deposit of Rs 1,24,44. It will build on through sufficient

revenue generation through ER funding at the starting of the year itself with the first event

happening in January i.e Youth to Business. The many events and a national conference planned for the next year will be good sources of fund generation. The volume of exchanges projected by iGIP

and oGIP and oGCDP would further build on the financial reserves. In the next year, the administration fee will be increased as well. The LCP program will run in full swing and would fetch

us revenue. With all the above strategies working out, I foresee our Local Committee in a very promising financial position.


3. What long-term action steps do you propose that will prevent the LC from facing a similar

financial situation as it did in the previous year?

The following are the long term steps that will prevent the LC from facing a similar financial

situation as it did in the previous year:

Appointing the outgoing LCP or one outgoing EB member. He/she will be a will be sent

a monthly report of the LC finances.

No cash payments/receipts. Transactions only by drafts and cheques.

Total transparency with the GB with a finance update at every GBM.

Financial tracking with the help of VP IM throughPodio.

Building more FD over the year. (But not sweeping FD‟s).

Maintaining a hard copy of all the Invoices/recipts/contracts/bills etc which at the end of

the month will be reviewed at the FTF.

4. Attach an outline budget with respect to your ELD program targets, including ER income from

events, collaborations etc.

Inflow

oGCDP: 12,00,000

iGCDP: 16,00,000

iGIP: 7,80,000

oGIP: 5,00,000

ER: 20,00,000

Total: 46,40,000

Outflow

oGCDP: 3,00,000

iGCDP: 80,000

iGIP: 3,25,000

oGIP: 2,00,000

Admin: 3,00,000

Misc: 2,00,000

Total: 14,05000

Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a program?

Evaluate the performance of both in 2012.

“Key to maximizing effectiveness is streamlining the processes”

TM as a function includes :

Making the selection procedure more externally relevant so that all the students who do

not get selected in AIESEC still become promoters of AIESEC.

Having a Strong recruitment synergy with marketing. This also includes focus area being

LEAD programs.

Implementation of the Induction procedure in alignment with national guidelines.

Allocation of members based on the Competency model.

On the other hand, TM as a program is directly linked to productivity. It includes:


Having a strong mechanism in place for performance assessment.

Having a Strong communication and an implementation channel.

2. Analyse the recruitment‟s conducted this year. What innovations do you propose in the existing

processes to make them even more effective for next year?

Recruitment is one of the most important projects for a local committee. The quality of recruitment done by an LC makes or breaks the year for it. This year, the Selections team was headed by VP Talent

Management and the promotions team of the Organizing Committee headed by VP Marketing.

Analysis of Recruitment in 2011 - 2012

February Recruitment: Due to lack of membership in the local chapter the Organizing Committee could not be formed which

played a negative role for a perfect recruitment. City colleges were not tapped at all and major part of

membership came from outskirt colleges. February recruitment needs a planned approach from the executive board and stronger synergy between VP marketing and VP Talent Management

The whole recruitment process was outsourced and involved externals like Bulls-eye for conducting our GD and TA processes and also involved EduCorp our HR partner for selection training and local training

session as well.The mentor-ship process could have been better and also allocation of membership

needed a new approach based on competencies.

January and May Recruitment - 40 members were recruited in the local chapter and all were EWA to ELD conversion majorly through associate membership. It also involved specialized recruitment for IM

which couldn't work well though.

May recruitment help to fill the membership crunch in the local chapter for quarter 2 ( Summer realizations ) . The induction process could have been better

August Recruitment -

The whole process was well planned and followed the national timelines of 40 day recruitment. Lead!n

product got a breakthrough which in subsequent year can be well established in the city in the coming year

14+ Lead!n session were conducted which shifted our approach from traditional recruitment to a external concept of recruitment. Major city colleges were tapped and female leadership was the theme

Selection : The whole process was outsourced involved externals . The induction process was well laid out , even the mentor-ship and LTS were very well planned. The allocation was done on basis of

competencies

Positives :

Less duration and less involvement of EB

Perfect Induction and selection plan throughout Marketing - Lead!n as product

Avenues :

Move to optimized recruitment and skill based

Short / quick recruitment Focus of EWA recruitment


3. How to increase external value of our Membership?

Adding value to AIESEC membership is possible through making our members acquire the skill sets

and competencies required in the corporate sector by providing them skill building training by externals. The competencies acquired should be certified by our board of advisors and credible

organizations. In all exchange portfolio, while selling AIESEC„s international program, we should also

focus on mentioning the worth of our local membership. Providing them an opportunity such as the LEAD programs for customized leadership development. Also, networking with all alumni running

their own enterprises for suitable placement of our members.

Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically

analyse the same. Also evaluate its contribution to growth in ELD programs.

AIESEC in Chandigarh is one of the leading LCsin Marketing. The year 2012 saw Communications

as a portfolio evolve into Marketing. Over the year, a lot of emphases have been laid on product

packaging and brand building rather than just Public relations. Also, Focuswas laid on OGX in the

second half of the year, which led to a good number of raises for the winter cycle. We had very

good media appearances, and good event promotions. Youth Empowerment has also been one

of the highlights of the year.

Some of the shortcomings in the portfolio were that we were not able to synergise with GIP-ICX

in terms of product packaging. Showcasing Impact has also been a grey area.

2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD programs

in 2013?

Marketing should have a pull strategy and not a push strategy. This includes having YE sessions

throughout the year and creating a database of the youth in and around the Tri-city and

approaching them for recruitments. Focus should be laid on Social Media and online marketing in

terms of there should be content driven virtual spaces, Facebook advertisements, YouTube

advertisements etc. Marketing should lay more emphasis on External collaborations with

organizations such as TIE, CII and TFI.

In 2013, Product packaging will contribute to ELD programs. Marketing will synergize with GCDP

and GIP and by also making theseprograms externally relevant through experience sharing.This

will be done by showcasing impact across exchange portfolio‟s to increase external relevance is

the focus area for the year.

iGCDP – Impact Reports, Trainee Case Studies and trainee events. oGCDP – Impact Reports and EP Case Studies

Performance and

Scalability

Relevance in society

Impact on the

individual


iGIP – Client and EP case studies

oGIP – EP Case Studies

TMP & TLP – Membership Case Studies

Information Management

1. What are the various spheres in the LC in which Information Management plays a huge role or

can a play a huge role?

Information management plays a huge role in the following spheres:

Design and management of internal communications channels

To create and monitor the Processes implementation and process optimization in all areas

Administering the organizational climate & culture management

Administering and supporting all IT resources in the LC Knowledge Management for a project to assure the sustainability of knowledge and

proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.

2. Comment on how you envision the role of Information Systems in the functioning and

administration of the local committee in 2013.

The role of Information management in functioning and administrationwill be building processes and

driving a culture of sustainability and documentation. The IM department would focus on proper documentation of resources and ensuring the simple availability of all documents though effective use of

Podio. Another focus area would be the Engagement sheet where the experience of every member would be documented across sector. The function will have huge benefits for not only for 2013 but for many

years to come.


Section I | EwA and LLC

1. Give an outline plan of EwA activities that will be conducted in 2013, which will ensure growth in

ELD programs in 2013.

Engagement With AIESEC will have majorly two projects ie Youth Empowerment and Associate membership

In 2011, the total number of associate membership engaged was 300 who were engaged this year and majorly involved GCDP- X programs wherein around 75 associate members are now working with various

NGOs especially with Arrive safe. Out of the total associate members, 20 members were also converted into ELD from associate membership.

Associate Membership as a concept in the year 2013 needs to drive GCDP OGX. This year focus will be

on converting these associate members on exchange and engaging them with EWA activities. The activities of associate membership also need to be showcased properly.

More focus of event EWA and database tracking

Conversion of EWA database into ELD during recruitment Plan events accordingly

Start collaborating with other youth run organizations to make AIESEC relevant

2. Give an outline plan of LLC activities that will be conducted in 2013, which will ensure evolved

and improved Alumni Relation Management.

The Alumni Relations Manager who will be working under VP BD will conduct LLC activities. This

manager will be thoroughly trained by the VP BD in aspects of communicating and managing

alumni.

In 2013, ARM should focus on the following in order to service the alumni:

Connecting all the Alumni back to the LC.

Planning visits to the major cities where alumni are concentrated, for example, Gurgaon, New

Delhi and Mumbai

Sending newsletters to the Alumni Database once in every two months about the LC‟s progress, opportunities available ie GCDP,GIP, upcoming events etc.

25 years Celebrations – The event will be in November and should be planned in New Delhi and the communication about the same should happen 3-4 months in advance

Raising GIP/GCDP opportunities for the LC.


Section J | Blank Page Challenge

You have one page and all your creativity to propose what is the biggest question/challenge that lies in

front of AIESEC in Chandigarh today and give an answer to it. You have the license to change the

system, to challenge any paradigms and unleash the potential of the organization.

pankuri sundra manifesto lcp 2013, aiesec in chandigarh

Documents

year of culmination

chandigarh mobile

destiny destiny

pankuri sundra date

member committee

fifa gaming league

outlook mac skills good

th semester aggregate