aiesec ateneo de manila university: year end report 2011 - 2012

To the Reader:

Term 2011 - 2012 for AIESEC Ateneo de Manila Univer-sity is one of passion, commitment, growth, and learn-ing. I am pleased to present to you this Year End Report to provide a view on the term’s experiences. With this, may you see our successes and failures and the local committee born from these.

This report contains all pertinent information required by the AIESEC Philippines Member Committee and is a culmination of the term 2011 - 2012 of AIESEC Ateneo de Manila University.

About AIESEC AdMUAn overview of the LC’s infrastructure containing the Term Ambition, Focus Areas, Organizational Structure, the Executive Board, and the LC in Numbers

Performance ReportAn extensive report of the 8 departments of AIESEC AdMU and contains Performance, Results and Activi-ties, Process and Structure Assessment, Special Strat-egies and Initiatives, and Recommendations.

AnnexesVarious databases and trainings delivered.

Thank you for taking the time to get to know AIESEC AdMU in term 2011 - 2012.

Sincerely,

Kathleen Rose G. KhoLocal Committee President 2011 - 2012

1EXECUTIVE

SUMMARY

2ABOUT

AIESEC

ADMU

THE EXECUTIVE BOARDKathleen Kho

LOCAL COMMITTEE PRESIDENT

Dominic Santiago

VICE PRESIDENT for FINANCE

Carlo Enrico Rivera

VICE PRESIDENT for TALENT MANAGEMENT

Thomas Joel Godiaco

VICE PRESIDENT for COMMUNICATIONS

Claire Fuerte

VICE PRESIDENT for INCOMING EXCHANGE

Katrina Sanchez

VICE PRESIDENT for PROJECTS

Vincent Murga

VICE PRESIDENT for EXTERNAL RELATIONS

Ann Dumaliang

VICE PRESIDENT for OUTGOING EXCHANGE

Ron Richard Habla

VICE PRESIDENT for EXPANSION

RESPONSIBILITIESLC and Functional Planning and Strategy

Manage functional direction, planning and strategy

LC and Functional Participation and Representation

LC and functional representation in national and

international meetings and conferences

LC representation to various stakeholders

Opportunity seeking and mangement

Performance Management towards LC ambition,

AIESEC 2015, and AIESEC Vision

Monitor and drive functional performance towards

growth and results

Constant evaluation and reporting of function per-

formance to members,the EB, and the MC

Risk Management, Troublesho oting, and Crisis

Management

Learning Management

LC Support and Synergy

Management of LC legalities and Finances

TO BE A TOP GUN

LOCAL COMMITTEE

Providing life-changing experiences to ALL

Exchange Participants

High volume of quality exchanges realized

marked by absolute AND relative growth

Implementation and maturity of ALL TM Processes

Member empowerment seen through efficiency and complete AIESEC Experiences

Well-maintained, mutually beneficial

relationships with ALL stakeholders.

Management of both internal and external

relationships for organizational growth.

!"9#"2$%2#&

$'8#(2)&

MEMBERS

GCDP ICX RE

GCDP OGX RE

GIP ICX RE

GIP OGX RE

TMP RE

TLP RE

YEARS OF EXISTENCE

EXECUTIVE

BOARD

ICX

OGX

TM

FIN

ER

EX

P

PR

OJ

CO

M

MID

DLE

TEAM

S

MANA

GEMENT

THE ORGANIZATIONAL STRUCTURE

AIESEC Ateneo de Manila University operated with a team based organizational structure across 8

departments. The Local Committee President managed the Executive Board team of 8 vice presi-

dents. Each vice president managed their team leaders, who managed their own teams. This 3-level

organizational structure allowed the local committee to be intricately connected and made interaction

between top management and members easier. Expansion was mostly horizontal with the addition of

the Communications Department at the start of the year, and the Expansion Department mid-year.

EXECUTIVE BOARDKathleen Kho

LOCAL COMMITTEE PRESIDENTDominic Santiago

VICE PRESIDENT for FINANCECarlo Enrico Rivera

VICE PRESIDENT for TALENT MANAGEMENTThomas Joel Godiaco

VICE PRESIDENT for COMMUNICATIONSClaire Fuerte

VICE PRESIDENT for INCOMING EXCHANGEKatrina Sanchez

VICE PRESIDENT for PROJECTSVincent Murga

VICE PRESIDENT for EXTERNAL RELATIONSAnn Dumaliang

VICE PRESIDENT for OUTGOING EXCHANGERon Richard Habla

VICE PRESIDENT for EXPANSION

ProjectsRoxanne Lim

Iris AlonsoOCP for CODE REDJoseph Crisostomo

Kazumi ShiromaOCP for GOLD

Czare AquinoRaymond de AsisOCP for LEGACY

Mita VelosoLevi Vitug

OCP for EXPLOREArbie Baguios

Director for PBOX EducationKatherine Campos

Director for Project Management

Talent ManagementGeorgia Macapagal

Director for Pipeline Management

Katherine CamposDirector for

Recruitment & SelectionJose Tabora Tuason

Director for Competency Management

Meg YapDirector for Talent

Management InitiativesMartin Tee

Director for Performance and Pipeline ManagementShayne Diane Young

OCP for ALDS

CommunicationsMonnik TogleDirector for Information Management Inna VillaDirector for Brand ManagementJoan MagnoDirector for Public RelationsKevin LeeOCP for AIESEC WeekAra CabalongaDirector for Brand Management - OGXDeej FabianDirector for Internal Brand ManagementSarah AquinoDirector for Brand Management - ICX/ProjectsMartin TeeOCP for SOMWEEK

Outgoing ExchangeBrittne Lopez

Director for GCDP - Central and Eastern EuropeAna Marie Antonio

Director for GCDP - IberoamericaRon Habla

Director for GCDP - Asia PacificCharmaine Lozada

Director for GIP Accounts ManagementMargaret Kho

Director for GCDP - Asia PacificNathaniel Chan

Director for GCDP - BRIC & IberoamericaMichael Severino

Director for GCDP - EuropeJanice Apolinario

Director for Recruitment & SelectionRam Tan

Team Leader for Exchange Quality Committee

Incoming ExchangeNelson de Chavez

Director for Service and ReceptionCor Caoile

Director for DT TN Accounts (PBOX)Mita Veloso

Director for Corporate Accounts (GIP)Ryan Nicolas

Director for DT TN AccountsGabby Cantos

OCVP Matching for CODE REDKazumi Shiroma

OCVP Matching for GOLDKatrina Ngo

OCVP Matching for LEGACYLeonardo David

OCVP Matching for EXPLOREBrian Barrios

Team Leader for Housing

External RelationsAnjo PeraltaDirector for Financial AccountsMigi de JesusDirector for TN AccountsMica ValenciaDirector for Accounts ManagementCarlyn ChuacokiongDirector for Accounts ManagementMigi de JesusDirector for Accounts ManagementGillian PuaDirector for Accounts ManagementDana MadulidDirector for Alumni Relations

FinanceJonathan TyFinance Director for Incoming Exchange and ProjectsJustin LinaFinance Director for External Relations and CommunicationsJonathan TyDirector for OperationsJoan MagnoDirector for Finance Initiatives

ExpansionDenise Pena

Director for Expansion Marketing

Kenric UyDirector for

Expansion Marketing

“More than just the opportunity to drive for results

and start initiatives for growth with

amazing individuals, this

term has given me meaning.”

Ann DumaliangVICE PRESIDENT for OUTGOING EXCHANGE

OUTGOINGEXCHANGEBuilding upon the structural foundation and exchange practices in the previous term, this year, the outgoing exchange de-partment has been able to pursue more initiatives for increased exchange support and delivery. This includes an exchange quality committee, a conscious effort at expectation setting as early as recruit-ment, as well as initiatives to improve GIP processes, among several others. Fur-thermore, a focus on member develop-ment ensured that members play a sig-nificant role in ogx activities and in driving results, and are coached in the process.

Synergy operations started with Market Expansion and the Communications De-partment created targeted and strate-gic opportunities for recruitment involving better, product brand management in the process. Moreover, the commitment that the people involved has contributed and poured into the term cannot be discount-ed. It is through such sincere hard work, perseverance to function as one team and dedication to results, and more im-portantly, changing lives, that allowed for it to surpass difficulties and achieve. All of these led the outgoing exchange de-partment 2011 to 2012 to ending with 100 percent growth in realizations for both the Global Internship Program and the Global Community Development Program. As its legacy, this term has left the next with even more foundations, more engaged mem-bers, more understanding of the programs and relevant external realities, and more ideas for the following years to anchor on and grow.

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

4 6 3 - 1 - 3 3 12 15 27 4 78

7 2 3 2 1 - - - 2 5 19 10 51

10 9 2 - 3 2 - - 1 - 2 28 57

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

16 8 10 - 5 15 15 10 5 15 20 120 239

10 9 2 - 3 2 - - 1 - 2 28 57 ACTUAL

GOAL

- �

5 �

10 �

15 �

20 �

25 �

30 �

MAY� JUN� JUL� AUG� SEPT� OCT� NOV� DEC� JAN� FEB� MAR� APR�

RAISE�MATCH�REALIZE�

GLOBAL COMMUNITY DEVELOPMENT PROGRAM

Countries ReMalaysia 14China 10Czech Republic 7Hungary 5Italy 4

14 1

4 1

2 7

9 15

4

Environment Sustainability

%HIV/AIDs & Environment

Career Orientation

Gender Equality

Language Education

�HIV/AIDs

�Entrepreneurship & Leadership

Cultural Education

Multi-Subject Education

0 2 4 6 8 10 12 14 16

GOALS and ACTUAL PERFORMANCE

RA-MA-RE Timeline

Top 5 Countries

Internship Issues

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

5 6 1 - - 1 2 1 1 6 5 2 30

- 2 2 1 - - 2 1 - - 1 1 10

1 2 1 2 1 1 1 1 1 - - 1 12

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

4 12 7 4 6 10 5 7 10 10 15 21 111

1 2 1 2 1 1 1 1 1 - - 1 12 ACTUAL

GOAL

- �

1 �

2 �

3 �

4 �

5 �

6 �

7 �



GLOBAL INTERNSHIP PROGRAM

Countries ReColombia 2Egypt 2Azerbaijan 1Brazil 1Cameroon 1Canada 1Hong Kong 1Singapore 1United Kingdom 1US 1

Year Level Re3rd Year Undergraduate 2Fresh Graduate 5Graduate '10 4Masters 1TOTAL 12

Background ReWith AIESEC XP 7Without AIESEC XP 5TOTAL 12

RA-MA-RE Timeline Top 5 Countries

Length ReLess than 3 months 33 months - 1 year 11 year - 1.5 year 8TOTAL 12

Educational Attainment

Duration

Exch

ange

Par

ticip

ant

Fiel

ds o

f Stu

dy

AIESEC Background


WORKFIELD Track Re

Communications

Advertising & Public Relations Track, Communications Technology 3

Psychology Organizational Psychology, N/A 2

Political Science N/A 1

Management Finance, Economics, Legal 3

European Studies International Relations, Internation Business 2

Electronics & Computer Engineering N/A 1TOTAL 12

0�3� 3�

0�4� 4�2� 3� 5�

9�12�

21�26�

6�

32�

57�

12�

69�

0�

10�

20�

30�

40�

50�

60�

70�

80�

GCDP� GIP� TOTAL�

2006-2007�2007-2008�2008-2009�2009-2010�2010-2011�2011-2012�

Breakdown of Realizations per Country

Yearly Performance

Comparative Graph over 6 AIESEC Terms

LC RePraha 2Brno 2

Karvina 2Katowice 2Miskolc 3

Timisoara 1Berdyansk 1

Tomsk 0TOTAL 11

LC ReDUT 1XMU 5UPM 3UKM 2

FTU HCM 2GDUFS 1CKLC 1

UI 0USM 3SISU 1

FTU Hanoi 0Chulalongkorn 2

TOTAL 21

LC ReManizales 1Joinville 1Itajuba 0TOTAL 2

GRAND TOTAL 34

EUROPE

IBEROAMERICA

ASIA PACIFIC

Partnerships

REALIZATIONS 2006

-200

7

2007

-200

8

2008

-200

9

2009

-201

0

2010

-201

1

2011

-201

2GCDP 0 0 2 9 26 57

GIP 3 4 3 12 6 12TOTAL 3 4 5 21 32 69

Program % GrowthGCDP 119% GIP 100%

COUNTRY GCDP GIP COUNTRY GCDP GIP

Malaysia 15 Czech Republic 7China 10 Hungary 5Vietnam 1 Poland 3Thailand 2 Romania 1Taiwan 2 Ukraine 1Singapore 1 Italy 4Hongkong 1 Austria 1India 1 United Kingdom 1Total 31 2 United States 1

Canada 1Tunisia 1 Total 22 3Azerbaijan 1 1Cameroon 1 Brazil 1 1Egypt 2 Colombia 2Total 2 4 Argentina 1

Total 2 3

ASIA PACIFIC EUROPE

IBEROAMERICA

MIDDLE EAST & NORTH AFRICA


China 28 Germany 14Australia 9 Czech Republic 9India 8 Russia 8Indonesia 8 France 6Malaysia 7 1 The Netherlands 2Japan 6 1 Poland 2Singapore 4 Austria 1Cambodia 1 Switzerland 1Hong Kong 1 Lithuania 1New Zealand 1 United States 1Taiwan 1 United Kingdom 1Vietnam 1 Total 46 0Total 75 2

Egypt 3Brazil 2 Pakistan 3Total 2 0 Cameroon 1

Total 7 0

ASIA PACIFIC EUROPE

MIDDLE EAST & NORTH AFRICAIBEROAMERICA

0�3� 3�

0�4� 4�2� 3� 5�

9�12�

21�26�

6�

32�

57�

12�

69�

0�

10�

20�

30�

40�

50�

60�

70�

80�


2006-2007�2007-2008�2008-2009�2009-2010�2010-2011�2011-2012�


Yearly Performance


LC RePraha 2Brno 2

Karvina 2Katowice 2Miskolc 3

Timisoara 1Berdyansk 1

Tomsk 0TOTAL 11

LC ReDUT 1XMU 5UPM 3UKM 2

FTU HCM 2GDUFS 1CKLC 1

UI 0USM 3SISU 1

FTU Hanoi 0Chulalongkorn 2

TOTAL 21

LC ReManizales 1Joinville 1Itajuba 0TOTAL 2

GRAND TOTAL 34

EUROPE

IBEROAMERICA

ASIA PACIFIC

Partnerships

REALIZATIONS 2006

-200

7

2007

-200

8

2008

-200

9

2009

-201

0

2010

-201

1

2011

-201

2GCDP 0 0 2 9 26 57

GIP 3 4 3 12 6 12TOTAL 3 4 5 21 32 69

Program % GrowthGCDP 119% GIP 100%

PROCESS AND STRUCTURE ASSESSMENT

VP OGX�

GIP Team� GCDP Team - AP�GCDP Team -

WENA & IBEROAMERICA�

GCDP Team - Central and

Eastern Europe�

Recruitment and Selection

Organizing Committee�

BM OGX�

Exchange Quality Committee�

VP OGX�

GIP Team� GCDP Team - AP�

GCDP Team - BRIC�

GCDP Team - Europe�

Recruitment and Selection�

Exchange Quality

Committee�BM OGX�

2nd Semester1st Semester

GCDP and GIP Accounts Management Recruitment and Selection Exchange Quality

Committee

Structures

Description of Teams

The structure for Term 2011 - 2012 retains the team-based structure established in Term 2010 - 2011. The GCDP and GIP teams handle the entire exchange ex-perience of each account from raising, matching, realization and up until debrief-ing. These teams are divided on a per re-gion basis. During the first half of the term, a Team WENA and Iberoamerica exist-ed. However, due to the small volume of exchange participants expected to ac-tually go for these regions for their GCDP exchange, this team was replaced with Team BRIC, also in an effort to distribute Malaysia and China to different teams as these countries were expected create high volume exchanges.

The Recruitment and Selection team manages the recruitment and selection process along with the Brand Manage-ment for OGX team under the Communi-cations Department. It was treated as an organizing committee during the first half of the term but was latter changed into a Directorial position for 6 months in the aim of making the recruitment cycle plan-ning and execution more seamless and efficient. In each of these teams, there is a point person for logistics, program and accounts management.

The exchange quality comittee is a cross-GCDP & GIP team. Its members spearhead exchange preparation ac-tivities such as the Ambassador’s Day, Send-Off and Debriefing and the creation of servicing materials such as the Re-ception Bo oklet Compilation, VISA Re-search, Travel Agency Partner and the Exchange Participant Kit.

Recruitment�

Partnerships with ICX Entities�Meetings with School Departments and External Entities�In-campus Recruitment Campaign Preparation�

Selection�

Orientation Session�Assessment Center�Review Board Interview�

Raising / Matching�

EP Form Raising�Matching Proper�AN Forms Exchange�

Exchange Preparation�

Ambassador's Day�Send-Off Dinner�

On Exchange/ Post Exchange�

Check-Up��#��+ ��

General Process Overview

GCDP Process AssessmentRECRUITMENT

An April-May recruitment was conducted in order to sustain GCDP exchanges into Jun-Jul. Although an August in-campus re-cruitment was conducted, it lacked access to the graduate market and was not able to garner sign-ups to sustain realizations for the following months. The November-December and January-February cycles brought in numbers for the summer. As these were conducted at a later date compared to recruitment cycles in the previous terms, this also affected the Ra-Ma-timeline.

SELECTION

Orientations were conducted as needed throughout the entire term. This is based on a standard powerpoint material given. The orientation session and assessment center, as based on the Global Competency Mod-el, are conducted sufficiently but has a lot of ro om for improvement in terms of execution. The payment model allows for more ap-plicants to go through the RBI but has also affected fall-out ratios from RBI to Raising, which stand at 61 raises -94 RBI Passers.

DEBRIEFING

An debriefing sheet exists for GCDP exchange participants. Multiple sessions were conducted for this from Jun-Jul while trickle down EPs are debriefed on a one-on-one basis. The XQC was strengthened as a result of the comments received, and initial partnerships were made based on the output of the debriefing. However, Only the VP and Interviewers are thoroughly familiar with the output.

RAISING - MATCHING - REALIZATION

As attributed to the delay in raising and aca-demic load at this point in the timeline raises to matches went further down to 41 match-es - 61 raises (not including standing raises for Jun-Jul). This may also be attributed to the number of GCDP MIS students raised, com-ing from the job fair, that were not able to lo ok for OJTs applicable for their OJT (5 raises). Realizations are constantly watched over, and a FB group is maintained for quick com-munications with exchange participants.

PARTNERSHIPS

Partnerships from last term were sustained. Iberomamerica was explored with two matches, and with partnerships in the region hav-ing a high potential of growing GIP exchanges. Two more European countries, Hungary and Poland, were also explored, and LC partners with these were established. Partnerships with Ukraine and Roma-nia weakened due to strong VISA constraints. Partners within the Asia Pacific remain strong.

GIP Process AssessmentRECRUITMENT

The GIP program, though given support to, was not focused on this term. As such, recruitment was heavily reliant on walk-ins. A pre-matching ini-tiative with the Internship Mailer was started, how-ever, with the lack of a structure and experienced matchers to conduct this, it was not sustained. Targeted Recruitment initiatives for language and technical institutions with Market Expansion were started during the latter half of the term. Commu-nications were established however the recruit-ment proper was yet to be executed. Applica-tions for GIP also came in during the Ateneo Job Fair 2012. While more than 350 sign-ups were garnered during the Job Fair for both GIP and GCDP programs, with most applicants being un-dergraduates or graduates, the lack of sufficient time to prepare and adjust supply and with the GCDP Peak underway, this event. along with the partnership with the Placement Office, was not maximized.

SELECTION

The Orientation Session for GIP is already separate from that of the GCDP and is therefore able to focus on information more relevant to GIP applicants (i.e. workfields, countries they can go for given the work-field, expectation-setting). The selection process for GIP is composed of an As-sessment Center, where an initial screening for matchability is already conducted, and a Review Board Interview conducted by the Member Committee.

RAISING - MATCHING - REALIZATION

The GIP Team takes care of GIP Appli-cants, and delivers matching sessions to exchange participants. Matching sessions for TNs (including GEPs) may be done more consistently and even be implement-ed as a standard to increase EP Match-ing efficiency. Self-matching is the method of matching applied to GIP, with Exchange Participant Managers following-up to en-sure that applications are moving. The GIP Team also aids EPs in acquiring information needed for VISA procedures, and follows up on them during Realization. The team was able to create 12 GIP Re. However, with more focus on GIP and a greater attention to continuously selling the product to the EPs even after exchange, matching ratios can be increased.

DEBRIEFING

Debriefing has not yet been conducted to Exchange Participants on GIP as they have not yet returned to the country.

Special Initiatives

GEP Matching Session (OGX)

The APO Partnership and the Job Fair Recruitment opened opportunities and areas for growth especially for GIP. The APO Partnership allowed for the Internship Mailer to be tested though it was not given sufficient focus. From these

series of attempts, CVs of various students that submitted during the Job Fair were collected, and a database is available for ICX's viewing. Various ICX entities have expressed interest in sustaining this practice. Finding a way to

make this a standard practice has a potential of growing into an efficient pre-matching initiative.

The XQC created materials and activities for outgoing EPs to make sure that what is promised during the Orientation is given to them, and so that Exchange Preparatio can be more seamless for EP Managers. The XQC was able to create a

Reception Booklet Compilation, VISA booklet, Exchange Participant Kit, and partnered with a travel agency. This has especially allowed for VISA problems to be put at minimum.

The Expansion Department's initiative to tap Technical and Language Institutes can increase our market reach, grow GIP, and increase exchanges for dry months.

The GEP Matching session conducted by the GIP Team allowed for Exchange Participants to gain a better understanding of how to get matched to Global Exchange Partners and what procedures are involved in such. This term, 6 matches are for GEPs out of the 14 matched/realized exchange participants, and out of the 9 management-

related matches. However, an area for consideration may be to segment GEP GIPs/Multinational GIPs and Local GIPs for better product packaging and to sell Local GIPs better, to which matching is relative faster and less competitive.

SPECIAL INITIATIVE DESCRIPTION

Job Fair Recruitment and APO Partnership (COMM, OGX)

Exchange Quality Committee (OGX)

Market Expansion to Language Instutions and Technical

Institutes (Market Expansion)

VICE PRESIDENT’S RECOMMENDATIONS

RECOMMENDATION DESCRIPTION

Loyalty to Student Timeline and Efficient Matching

Stay conscious of student market timeline for the later half of the term. Recruitment, Raising and Matching must conducted according to timeline (preferrably with

recruitment starting November & January, not later). It is crucial for raising-matching to be done efficiently as to avoid having the market consider other summer options,

and to minimize fall-out ratios.

Sales Culture & CRMWhile OGX is operations, it handles a service product. This said, interaction of EP Managers with the exchange participants play a key role in continuously selling the product and maintaining EP loyalty and cooperation through the entire experience.

Net Promoter Score Implementing the NPS will allow for a measurable way of assessing how well CRM is being conducted, more so enforce the idea of conducting it among EP Managers.

Investing in a GIP Team and GIP Sub-product Development

Investing in a GIP Team that will handle and develop the product will allow it to grow as vital for 2015. This will allow COMM and Market Expansion to sell it better and

OGX to match better.

Matching Sessions for GIP || GIP EP Booklet

GIP Matching Sessions should be continued and standardly be given to exchange participants, so that they may understand how it is conducted and how they can do it properly should they self-match. Exchange Participant booklets may also be given to serve as quick reference for a possibly long GIP Matching.

Horizontal Structural Growth under the VP

A horizontal structural growth with small matching teams (3 members) will allow for matching teams to focus on particular key countries/regions and minimize burn-out. This will, at the same time, will allow Directors to keep closer coordination with all their members.

Revised Payment Mode and/or Selection Process

Current payment model seems inapplicable to the Ateneo market in terms of ensuring how invested an applicant is to the program once he/she is passed (Application fee is only PHP 500.00). Adjusting this should minimize fall-out ratios following the RBI and allow for more efficient Ra-Ma-Res.

Bigger Orientation Sessions

Orientations, along with complete details, should be broadcasted in-campus to maximize walk-in pull. There are very little walk-ins for this term, whereas many of orientation attendees in the previous term come from walk-ins. This may serves as a way to increase Sign-up to OS Ratios. As well as this, while Orientations are conducted for walk-ins, small orientations should not be seen as a basis of how orientations should be conducted. Orientations must be done with the idea of selling the product and making it as catchy to the audience as possible.

Stories Shared Using exchange experiences to sell the product has proven to be powerful and must be continued.

GIP: CV Database for Pre-matchingCV Database initiative for GIP ICX, as tied with GIP OGX applications, have a huge potential of quickly and efficiently growing GIP OGX, but will require a skilled devoted point person handling this to make sure it is moving.

Debriefing and Evaluation Debriefing serves as an avenue wherein one gain valuable information from exchange participants and must be used for analysis, on top of reintegration.

Advance Planning for Job FairThe Job Fair for students will only be useful if the LC can find ways for more efficient GIP recruitment and/or if OGX can prepare in advance for GIP ICX partners.

“In all my years in Ateneo, one of the things I’m proud

to take away is that I graduated with degrees in AIESEC and... that other

major.”Claire Fuerte

VICE PRESIDENT for INCOMING EXCHANGE

I NCOMIN GEXCHANGEFor the past few years, an underlying problem of the Incoming Exchange function was a lack of proper direction to match the growth needed by the lo-cal committee. Although this resulted to an increase in our exchange num-bers, it to ok a toll on trainee relations that bred unsatisfactory feedback from our trainee customers. Because of this, the Incoming Exchange department needed to be fast and focused in order to match the growth of the Local Com-mittee, growth needed in the Philippines and growth to make an impact globally.

Centering its operations and initiatives to improve its matching and realization functions, the goal of the department was simply to make our customers satisfied with our products while achiev-ing growth. For this, the department cre-ated strong synergies with External Relations, Projects and Finance depart-ments to ensure all of the experiences we promise would be delivered.

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

20 20 6 8 20 3 15 44 16 - 2 5 159

13 22 13 4 2 5 14 35 13 6 - - 127

2 12 35 8 5 2 4 21 20 21 2 - 132

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

1 10 25 5 22 18 15 10 25 30 30 9 200

2 12 35 8 5 2 4 21 20 21 2 - 132 ACTUAL

GOAL

- �

5 �

10 �

15 �

20 �

25 �

30 �

35 �

40 �

45 �

50 �



GLOBAL COMMUNITY DEVELOPMENT PROGRAMGOALS and ACTUAL PERFORMANCE

RA-MA-RE Timeline

Top 5 Countries

Internship Issues

19�1�2�

25�2�

57�24�

1�

0� 20� 40� 60�

Multi-Subject Education�Cultural Education�

Entrepreneurship & Leadership�HIV/AIDs�

Language Education�

Social Sciences�

Environment Sustainability�

Countries ReChina 28Germany 14Australia 9Czech Republic 9Russia 8India 8Indonesia 8

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

- 4 - - 1 - - 1 2 - - 5 13

- - 1 - 1 - - - - - - - 2

- - 1 - 1 - - - - - - - 2

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

- 4 10 4 4 4 4 4 4 4 4 4 50

- - 1 - 1 - - - - - - - 2 ACTUAL

GOAL

- �

1 �

2 �

3 �

4 �

5 �

6 �



GLOBAL INTERNSHIP PROGRAM

ReBusiness 1Information 1TOTAL 2

RA-MA-RE Timeline

Top 5 CountriesAcademic Backgrounds

DurationInternshipWork!elds


Length ReLess than 3 months 23 months - 1 year 01 year - 1.5 year 0TOTAL 2

Countries ReJapan 1Malaysia 1

Workfield ReBusiness 1Marketing - 1TOTAL 2

2� 1� 3�1� 0� 1�

11�

0�

11�18�

7�

25�

45�

7�

52�

130�

2�

132�

0�

20�

40�

60�

80�

100�

120�

140�


2006-2007�2007-2008�2008-2009�2009-2010�2010-2011�2011-2012�



REALIZATIONS 2006

-200

7

2007

-200

8

2008

-200

9

2009

-201

0

2010

-201

1

2011

-201

2

GCDP 2 1 11 18 45 130GIP 1 0 0 7 7 2

TOTAL 3 1 11 25 52 132

Yearly Performance

GCDP 189% GIP -71%Program % Growth

PartnershipsCountry

TOTAL

VietnamIndonesia

SinagporeRE

3137

FTU, HanoiUI

Local CommitteeNTU


China 28 Germany 14Australia 9 Czech Republic 9India 8 Russia 8Indonesia 8 France 6Malaysia 7 1 The Netherlands 2Japan 6 1 Poland 2Singapore 4 Austria 1Cambodia 1 Switzerland 1Hong Kong 1 Lithuania 1New Zealand 1 United States 1Taiwan 1 United Kingdom 1Vietnam 1 Total 46 0Total 75 2

Egypt 3Brazil 2 Pakistan 3Total 2 0 Cameroon 1

Total 7 0

ASIA PACIFIC EUROPE

MIDDLE EAST & NORTH AFRICAIBEROAMERICA

Start Stop Continue Assessments RecommendationsDuration 8 weeksCompany contact Rase EustaquioContact Number and Email -

TN Manager and Email Mita Veloso ([email protected])

Start Stop Continue Assessments RecommendationsDuration 24-27 weeksCompany contact Ryan MarshallContact Number and Email -

TN Manager and Email Carlyn Chua ([email protected])

Start Stop Continue Assessments RecommendationsDuration No new forms availableCompany contact Millet GaurinoContact Number and Email -TN Manager and Email N/A

FStart Stop Continue Assessments Recommendations

Duration 12-40 weeksCompany contact Florinda MesaContact Number and Email -

TN Manager and Email Ferisse Galgana([email protected])

Start Stop Continue Assessments RecommendationsDuration 12-52 weeksCompany contact John HunyhContact Number and Email -

TN Manager and Email Via Abellanosa ([email protected])

Start Stop Continue Assessments RecommendationsDuration 8-26 weeksCompany contact Richard BackstromContact Number and Email [email protected] Manager and Email N/A

Start Stop Continue Assessments RecommendationsDuration 24 weeksCompany contact Angelito ChuaContact Number and Email -


Start Stop Continue Assessments RecommendationsDuration 6-68 weeksCompany contact Joseph ChamorroContact Number and Email -


GLOBE TelecommincationsClearer communications

between TN Manager and TN contact

Providing an exact itinerary or program for potential trainees for expectation setting

Conducting own internviews

especially for specific needs and

concerns

Not applicable, no realizations as of April 30, 2012.

SLATE ResearchProviding an exact

itinerary or program for potential trainees for expectation setting

Exchange Participants have been satisfied with the program especially their market research

activities.

CB Richard Elis



concerns



concerns

Providing an exact itinerary or program for potential trainees for expectation setting

Exchange Participants have been absorbed to the company and have generally been valued by the TN. Housing and salary

have been their general concern.

Salary compromise that will be able to provide food and

accommodations. Otherwise, for the Local Committee to innovate in order to provide these needs.

AHEAD tutorial services

Union Galvasteel Corporation


Infinity tutorial services


Pancake House


Bank of Makati


Start Stop Continue Assessments Recommendations

Duration 6 weeksIdle time for

the exchange

Immersion activities

Company contact Earl Christopher SegalesContact Number and Email -

TN Manager and Email Jaz Matias ([email protected])


Duration 6 weeks

Company contact Aude CouturierContact Number and Email -

TN Manager and Email Monica Sillona([email protected])

Exchange Participants

recognize LP4Y as a legitimate

internship and are generally satisfied with the work that was provided for

them. AIESEC

Providing an exact itinerary or

program for potential trainees for expectation

setting

Ateneo Center for Educational Development

For the AIESEC Exchange Program to be included in organization operations to

maximize the potential increasing their number of

volunteers.

Life Project 4 Youth

Creating an immersion

program for exchange

participants to

Providing the specific

expectations setting that were laid out

For AIESEC ADMU to properly package this

internship to be able to bring in the right people for

the TN.For the LC, to be more strict with matching given

the specific needs of the TN.

Exchange deemed that the experience

was satisfying.

GIP TN Information

GCDP TN Information

Start Stop Continue Assessments RecommendationsDuration 6 weeksCompany contact Laurie JavierContact Number and Email -

TN Manager and Email Cor Caoile ([email protected])

Start Stop Continue Assessments RecommendationsDuration 8-10 weeksCompany contact Teresita SilvaContact Number and Email -

TN Manager and EmailClaude Tolentino([email protected])

Start Stop Continue Assessments RecommendationsDuration 8 weeksCompany contact Joni JocsonContact Number and Email -

TN Manager and Email Carlyn Chuacokiong([email protected])

Start Stop Continue Assessments RecommendationsDuration 12-16 weeksCompany contact Zenaida RosalesContact Number and Email -

TN Manager and Email Eyana Mallari ([email protected])

Start Stop Continue Assessments RecommendationsDuration 6-12 weeksCompany contact Herbel SantiagoContact Number and Email -



Duration 6 weeksLaying out your

measures of success for your

trainees

Keeping your

trainees idle

Company contact Iris AlonzoContact Number and Email [email protected]

TN Manager and Email Gabby Cantos ([email protected])




Keeping your

trainees idleCompany contact Levi Vitug Giving trainees

more ownership Contact Number and Email [email protected] Taking weather

into consideration

TN Manager and Email Katrina Ngo ([email protected])

Start Stop Continue Assessments RecommendationsDuration 6 weeks Keeping

your Company contact Kazumi ShiromaContact Number and Email [email protected]

TN Manager and Email Kazumi Shiroma ([email protected])




trainees

Keeping your

trainees idle

Company contact Katrina SanchezEnsuring your itineraries with

partners

Making operations

complicated

Contact Number and Email [email protected]

TN Manager and Email King David

Providing an exact itinerary or

program for potential trainees for expectation

setting

Laying out your measures of

success for your trainees

Ensuring your itineraries with

partners

Colayco Foundation

Avoid idle time with exchange participants

Child Hope Asia, Philippines


Exchange Participant was satisfied with the internship.

PHINMA Foundation

Promoting the unique

aspects of the Philippines through this

project

Explore had a great concept but had poor follow through

Study blog formats and production techniques so that trainees will have a background

to learn from. This will also prevent idleness during their stay and promote creativity

from them.

L.E.G.A.C.Y.Continue your

community insertion activities

The frame work of the project heavily rellies on the necessity to

have projects members in during the project's activities. This means that unavailability of members causes set backs and cancellation of activities.

GOLD

Create a better business model

and processes for better operations


Continue your community insertion

Problems with this project involved confusion between AIESEC and

partners' expectations. This caused a lot of confusion for incoming

trainees which impaired operations.

Clear up your expectation setting.

Explore Philippines

AHON (Acts of Hope for the Nation) Foundation, Inc.


Code RedKeep your

educational and

community partners

Trainees tend to complain about the idleness of the project and the mismatch of its job description

(marketing) with what is delivered during the realization.

However, because of its goal and the educational content this project

still shows a lot of potential to create a bigger impact.

Because of the potential impact this project can

provide, of course this should continue. However, the heart

of GCDP lies also in the impact all individuals involved.

Trainees should be given more ownership and also be more

involved with the project.

CPTCSA (Center for the Prevention and Treatment of Child Sexual


GCDP TN Information


Incoming Exchange�

GIP TN Management�

GCDP TN Management�

GCDP Projects Matching�

Service and Reception�

Host Family�

External Relations�

Marketing Accounts Manager�

Projects�

Organizing Committee Presidents�

Finance�

Finance Manager for

ER-ICX�

Incoming Exchange�

TN Management�

GCDP Projects matching teams�

Coordinator for Trainee Services�

Host Family�


TN Account Managers�

Projects�

Organizing Committee Presidents�

Finance�

Finance Manager for ER-

ICX�


Structures


Marketing Accounts Manager�

1st Semester 2nd Semester

Synergy and Structure Assessment

This structure was created based on this year’s departmental focus areas: Quality Exchange Experience, Securing Country Partnerships, Hands on Matching and Customer Relations Management with current TN partners and future TN partners. This structure was also influenced by the new AIESEC pro-grams for exchange, the Global Internship Program and the Global Community Development Program.

In support of the Local Committee’s (LC’s) focus on Massive Exchange Growth and Quality Relations, the GIP TN Manage-ment, GCDP TN Management and GCDP Projects teams were created to strengthen the core of the LC’s Incoming Ex-change functions.

In addition to Quality Relations, the Service and Reception team was continued from the previous term in order to create initiatives and opportunities for member - trainee interaction.

This structure was created based on the activity of the mem-bers during the first half of the term. Due to heavy sales activity, but the lack of sealed exchange partners, most matchers had to deal with inactivity. Because of this, the department focused on a lot of training and understanding of processes with the External Relations department.

Also, another change in operations were necessary for Train-ee Servicing. Because of the lack of structure and implemen-tation within the function, one member was appointed to fa-cilitate all trainee servicing. This required the full co operation of TN Managers in handling their respective trainees, also an initiative for better Customer Relations Mangement with the trainee.

Because of the depart-ment’s focus on match-ing, the responsibility for raising was transferred to the External Rela-tions department under the Marketing Accounts team.

Projects�LEGACY,

GOLD, Explore Philippines and

Code Red�

To add to our exchanges, the Projects department worked hand-in-hand with Incoming Exchange through job de-scription and itinerary crea-tion; and follow-through while creating fulfilling and impactful exchanges in the Philippines.

Finance�Finance

Manager for ER-ICX�

The Finance depart-ment handled all ex-penses and aided in initiatives to improve servicing such as the departmental pick-up rotation system and arrival kits.

Raising�

Market Research�Company meetings�CRM�Raising a TN�

Matching�

Promotional strategies�Assessment of the potential Exchange Participants�Matching in the Myaiesec.net session�

Realization�

Intern's arrival�CRM/Assessment of the intern's experience�Intern's departure�

As mentioned above, the raising process is per-formed by the PROJ and ER with the following steps indicated in the figure. However, ICX also par-ticipates in raising forms on Myaiesec.net through reviewing the previous departments’ created job descriptions.

From Raising, ICX is fully in charge of promoting the created opportunities in the AIESEC network while matching them to deserving participants.

In co operation with the FIN department; housing, pick-ups, drop-offs, dinners and other services are being provided during realization. ICX also has an evaluation system throughout the exchange to en-sure that all that was promised prior to arrival were fulfilled.

In line with the linear Raise-Match-Realize Exchange Process, the synergy group created a “Process, Step, Needs” system which also indicated accountable personnel for a smo oth understanding of responsibilities among departments.

General Process Overview

Special Initiatives

Host Family Program

One of the most unique initiatives to support Quality relations is the Host Family Program. Based on the increasing demand for housing and at the same time more opportunities to better know our culture, this pro-gram was created. In the implementation of the programme, six families were recruited and ten exchange participants were housed in the program. After which 100% of the exchange participants that answered our post-evaluation surveys have indicated that they would recommend other participants to take part in this experience as well.

Exchange Participant Preparation Agreement

One of the biggest challenges for exchangers is to create and meet expectations for exchange participants. Because of this, the Exchange Participant Preparation Agreement was made. This agreement is a docu-ment which is sent prior to matching an individual to our projects or TN takers which contain AIESEC ADMU’s trainee services along its respective. It also has a checklist of instructions and reminders in aid for the trainee’s arrival to the Philippines.Because of this initiative miscommunication between AIESEC ADMU and our traineess regarding our trainee services have lessend since.

Creating accountability is convenient but can also cause confusion in member activity. For Incoming Exchange operations, the bulk of realization activity fell on the shoulders of the Service and Reception team/Co ordinator for Trainee Services throughout the whole term. Visibility of TN managers were limited mostly throughout the whole stay of our trainees which caused disappointments. But despite those comments, the efforts of the S&R team/CTS were commended by exchange participants.

In addition, pre-arrival/matching operations were seen as “Above Average” according to trainees through our post-exchange evalu-ations survey. These participants claim to appreciate the “fast and efficient” processes done to accommodate their application to our exchange opportunities.

Standard for Job Description Creation

Packaging a project and a TN is essential because competition in matching is high among all AIESEC enti-ties. In order to stand out, our packaging strategy was to impose a standard in writing job descriptions for our TN forms. Not only would this enable our projects and TNs to stand out among the many other opportunities in the network it also helps in the common exchange problem of incorrect expectation setting.Apart expectation setting, it also serves as training for the TN managers to sell the project/TN they would match. This allows the matcher to better understand their customer by understanding what possible ques-tions to anticipate while selling their accounts.


Servicing TN Exchange Partners

Although there was a focus on CRM this year, this was not thoroughly exercised by the ICX department especially with the partner TN-taker. One way to become more involved with the

trainee and to establish further relations with the TN is to create an evaluation system. Creating this evaluation system would allow the partner TN-taker to evaluate AIESEC's

services and to possibly continue or improve processes with the partner.This would also allow the TN-taker to evaluate the exchange participants that they interact

with which could also be sent to partnered AIESEC entities for their own reference.

Servicing Trainees

Due to the heavy demands in trainee servicing, it is imperative that proper expectation setting will be set and followed prior to the arrival of the trainee. Although this mindset was constant throughout the term, cases of improper expectation setting could not be avoided. One of its main causes is the lack of accountability felt by TN managers especially during their trainee's arrival. That being said, it would be best to constantly remind TN managers of their job description and for them to be able to understand the importance of their participation throughout each exchange process.

Another issue in servicing is the expectation of trainees set by their home entity which, at times, are not aligned with the services of AIESEC ADMU. Expectations such as being given time to travel during exchange, culture presentations and LC integration are some expectations that are promoted in particular home entities which may clash with local services. The Exchange Participant Preparation Agreement may be able to solve this by editing the services that would meet the needs of the local committee.

Host Family Program

The Host Family Program is a wonderful activity to share AIESEC's global network to the local community as well as to share our Filipino culture to our exchange participants. Given the positive reviews, this program would be a great EWA activity to promote AIESEC's opportunities to more individuals.

However, recruitment is very essential in implementing the host family program which requires the help from other departments. The Communications department has a lot of experience in recruitment through our member recruitment for the local committee and exchange recruitment activities for Outgoing Exchange. In order to continue with this program, it is essential that a formal process would be made along with the Communications department to reap more and better results in the future.

International Relations

Email blasts and digital posters have been the usual promotional strategies for many Incoming Exchangers. However, this term, AIESEC ADMU had the advantage of

international presence by having local participants engage in international conferences. Through relationship building, many other entities took notice of our local committee and

trusted our brand and quality. Now that this has been established, it would best to have an arm to continue presenting our brand to the international network and systematically

maintaining relationships with our entities.

To do this, an International Relations division or initiative can be made through creating formal and informal partnerships. This could include monthly updates on the opportunities AIESEC ADMU has to offer (from merchandise, conference, CEED or others) as well as statuses of our partnership in terms of exchange numbers. This is so AIESEC ADMU can

maintain relationships as well as presence in the global network.


“Sometimes, you !nd yourself being thrown

around in a storm, looking for a way to get

out, and wondering how you got there in the !rst place. Then you wake up to the fact that you have no other option but to keep moving forward and the the only way

out, is through.”

Carlo Enrico RiveraVICE PRESIDENT for TALENT MANAGEMENT

T A L E N TMANAGEMENTThe Talent Management Department has always faced the challenge of translating go od sounding theories such as those of member motivation, alignment, and the like into relevant ac-tion. With that in mind, the TM Depart-ment approached this term with the mindset of impacting the LC with con-sistent action and output.

TM’s relevance and performance this term was predicated on the proper ex-ecution of TM Processes, and nothing less. Processes executed in the past, continued to be executed, and were improved. Non-existent processes were initiated, executed, and evalu-ated, the most prominent of which are the LC Performance Appraisal System and Member Development Fund Re-wards System. TM also went beyond the Processes as it saw fit, in the spirit of creating fulfilling AIESEC Experiences, particularly through initiatives in mem-ber relations and member feedback.

It was the smallest department in the LC, starting with 4, and ending with 9 mem-bers. But throughout the term, it was run by driven individuals who believed in the relevance of Talent Management. And it was supported by a set of offic-ers who believed in the practice of tal-ent management. Together, these were invaluable elements to TM’s success-es this term.

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

- - 184 17 34 250 - - - - - - 485

79 7 4 168 17 34 241 - - - - - 550

8 79 7 4 168 17 34 241 - - - - 558

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

8 79 7 4 168 17 34 241 - - - - 558 ACTUAL

GOAL

- �

50 �

100 �

150 �

200 �

250 �

300 �



TEAM MEMBER PROGRAMGOALS and ACTUAL PERFORMANCE

RA-MA-RE Timeline

Year LevelsTop 10 Course BreakdownCOURSE TOTAL

BS Management 40BS Management Engineering 37BS Management, Major in Communication Technology 19AB Communications 14BS Management, Major in Legal Management 10BS Health Sciences 8

AB European Studies 7AB Management Economics 7AB Psychology 7BS Psychology 7Others 65TOTAL 221

GENDER TOTALMale 91Female 130TOTAL 221

YEAR LEVEL TOTAL1 502 673 574 45

Exchange Students 2TOTAL 221

Gender Breakdown

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

8 1 18 5 10 30 - 1 8 31 - - 112

8 3 1 18 5 11 29 - 9 - - - 84

28 5 3 4 18 5 10 29 - - - - 102

RAISE

MATCH

REALIZE

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

TOTA

L

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 130

28 5 3 4 18 5 10 29 - - - - 102 ACTUAL

GOAL

- �

5 �

10 �

15 �

20 �

25 �

30 �

35 �



TEAM LEADER PROGRAM

RA-MA-RE Timeline

Membership Count on Team Experiences


MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JAN

FEB

MAR

APR

YoY

Gro

wth

107 107 109 278 278 274 273 273 273 239 226 221 107%RAISE

TM PROCESS EXECUTION FOR TMP EXECUTION FOR TLP

Talent Planning

Talent Marketing

Talent Selection

Talent Induction

Talent Goal Setting

Talent Allocation

Allocation in general is done based on all available data. New members were allocated based on Talent Goal Setting, MSI, and even their application forms.

The speed at which allocations had to be done though, given the tight timeline, might have given some members the feeling that they are being thrown into a role without them really knowing why, what to do, and how exactly they can contribute.

Also, a lot of members were allocated into roles with very minimal workload at the start. (e.g. ICX teams but no TN supply --- supply and demand management)

For most Team Leader positions in the LC, application processes are made in order to screen and select the best person fit for the role. The application process normally includes an application kit to be submitted, and an interview. From there, the Executive Board decides on the best people to allocate to the different Team Leader roles.

Talent Education and Training

Vice Presidents exerted efforts in training their members with regards to their specific roles. Functionally speaking, members are trained (in theory at the very least).

However, overall LC knowledge and alignment is lacking. Other than ALDS, NLDC Bringback, and a few general AIESEC knowledge sessions before July recruitment, there was no clear followthrough to address member alignment and general education. Internal Communication can be improved in this regard as well.

Outside functional training and general AIESEC knowledge activities, a localized version of AIESEC International's LEAD Program was offered to Team Leaders exclusively. The program was geared towards training them in terms of their Management Skills, Leadership Skills, and AIESEC Skills. While improvements can be made in terms of frequency and execution, this is an initiative that the LC plans to build on in the coming terms.

Talent plan was created and was used for all pipeline management related purposes. Specifically this included recruitment and selection, allocation/reallocation processes, and briefing/debriefing. Branding was clear during the July recruitment. With the overarching theme "Share Yourself with the World" AIESEC AdMU was seen as a leadership development and international organization.

It was difficult though to draw the lines with regard to attracting a specific kind of profile because all functions were in need of growth anyway. In any case, more promotional materials with job overviews could have been released, but the regulations imposed by the Council of Organizations of Ateneo limited the promotional materials we could use.The Global Competency Model was used as a basis for selection, and contributed to proper expectation setting.

Something to look into would be role-based selection, wherein the selection and allocation processes are streamlined into one process. However that would have implications to the timeline of the selection-induction-allocation processes.The AIESEC AdMU Leadership Development Seminar (ALDS) was a local conference which served also served the purpose of inducting new members. All induction elements were incorporated into the agenda.Clear execution of Talent Goal Setting (TGS) was done only during ALDS. Templates were given to Team Leaders to execute and document TGS but there was no followthrough. It was also assumed that executing TGS was common sense, which was not the case. Not all Team Leaders knew how to do TGS properly.

Execution of TM ProcessesPROCESS AND STRUCTURE ASSESSMENT

TM PROCESS EXECUTION FOR TMP EXECUTION FOR TLP

Pipeline Management

Performance Appraisal

Talent Review

Coaching & Mentoring

Talent Motivation / Rewards and Recognition

Succession Planning

Career Planning

Fast Track

Exit Interview

H4TF Processes

This term, allocation and reallocations were done generally on a per sem basis with most functions. That said, within each semester, there was not much movement done and members stayed in their respective roles.

That said, when a team or function would end up undermanned due to some members falling out, there was no clear system in place of quickly transferring and reallocating people in that function to cope even just on the short term.

Top management is not afraid to give high performing members roles of bigger responsibility. The LCP was able to quickly prepare for fast tracking certain members. Some members of the Executive Board 2012-2013 can be considered fast-tracked members, as some of them only became members this term.

A more consistent framework can be put in place though for members to be fast tracked. Right now, a member is fast track based on observation, feedback, and willingness of the member.Exit interviews are open to members who decide to leave the organization. However, members who want to leave generally do not care enough to be interviewed anyway. Nonetheless, it is offered to all as a venue to look back on their AIESEC Experience and to give feedback to the organization.

There were no efforts of executing this in AIESEC AdMU for the term.

Clear efforts of executing Performance Appraisals across all teams to track individual performance and team health. Improvements can be made in the following areas:- Techinicalities of filling up forms- Providing actual feedback to members. PA for most tends to be purely about recording and not really communicating feedback.- Allowing for a more holistic Performance Appraisal through bottom-up (Team Member to Team Leader, and peer-to-peer) approachTalent review was being done based solely on hard skills training and experience, to see functional skills our members have. That said, review and tracking of soft skills, and the GCM for that matter is missing.Members of the EB clearly coach their respective members with regards their roles and output. Coaching accountability is also made clear among all TLs as well.

The LC currently does not have a way of measuring or monitoring how well coaching is done. Also, there are very few people in the LC who are capable of doing mentoring, in the strictest sense.The LC's most formal Rewards and Recognition system is the Member Development Fund, which involves allocating a fraction of the LC's funds to reward high performing members with merchandise, and subsidies. The system was only implemented in January though. Ideally it should have been done much earlier. Also, it is not creating the noise that it ideally should as an Rewards and Recognition scheme. Communication, followthrough, and hype can be greatly improved.

Aside from this, during the last AIESEC AdMU General Assembly, certain members were recognized for their efforts, and achivements in front of the whole LC.Ideally we would want more people going for roles and positions, than is available. Right now, that is not the case in the LC.

LEAD is an effort for Succession Planning, but scheduling and execution can be improved. Also it might be good to note that officers from other organizations in AdMU explicitly tell their potential successors early on that they are eyeing them.

There was no focus on executing this TM process for the term. Considered to be a factor here was that the LC's External Relations Department did not focus on getting learning partners this term. The closest semblance of an attempt to execute this were talks from professionals during AIESEC AdMU Week.

Execution of TM Processes

2nd Semester1st SemesterStructures

The Po ol Structure Director for Competency Management

Role and Structure Assessment

For TM SOP roles, instead of dividing the TM members into separate teams, all TM members were accountable to all team leaders in executing the TM Processes, wherein a Team Leader was in charge of focusing on certain processes. This allowed them to be exposed to multiple aspect of TM’s opera-tions for more holistic learning and development. The nature and weight of their job descriptions allowed for this, and for this reason, for this term, it was generally effective, especially during the second half of the term, when the team was given go od job descriptions and a clear team purpose (for the first half of the term, the TM department encountered some prob-lems related to member job descriptions and team purpose, not necessarily related to the po ol structure).

Managing the learning and alignment of an entire LC is chal-lenging. It requires a high level of AIESEC Knowledge and skills in delivery and execution. Admittedly, through no fault of his own, the job description of the Director for Competency Man-agement did not fit the strengths of the person chosen for the role, which therefore caused a bottleneck in learning manage-ment operations. In this case, the LCVP TM should have been more hands on with the role, and on hindsight the LCVP TM role should have just assumed the role himself.

Special Initiatives

AIESEC AdMU Leadership Development Seminar

(ALDS)

ALDS was a two-track local conference held on July 30 to 31 with the purpose of training and aligning the members of the LC. Old and new members were separated into different tracks in order to cater to the dif-ferent levels and needs. For the new members, this served as their Talent Induction process, and thus the agenda for their track included all four induction elements. In addition to this, ALDS served as a venue for members to bond and have fun in order to increase LC camaraderie.

Talent Management Initiatives Function

During the first half of the term, it seemed that the LC had nothing much in store for the members but work, and while it illustrated how serious the LC was in terms of achieving its goals, members ended up burnt out and demotivated with the lack of member relation activities because to some extent, some of them felt like they were boxed in their teams, and did not really know other members, or the LC as a whole. During the second half of the term, TM responded to the seeming need to address member relations more, amidst all the work that the LC required of its members, by creating a function dedicated to doing this, among other things. Under the TM Initiatives function, the following initiatives were executed:

1 - Tambay Week

During the AIESEC AdMU Week: Aviate, an open venue was reserved exclusively for AIESEC AdMU members to be able to hang out. While there were contests and programs put in place for members to participate in, the objective was simply to get members to stay in one area during their respective breaks, in order to bond, and get to know other members of the LC.

2 - Christmas Party

The LC Christmas Party was a simple event after the last day of classes, before Christ-mas Break, for members to get together. Again while a short program was put in place, the objective was simply to get members together to bond over fo od, drinks, and a swim-ming po ol.

3 - X Games

X Games was an LC team-building and sportsfest event for members of the LC to un-wind amidst the challenges both of academic and AIESEC work. With activities like “Over the Rope” and “Amoeba”, to-gether with basketball, volley-ball, and futsal, it was a venue for members to compete with each other, have fun, and show-case their physical talents.

4 - Internal Brand Audit (IBA)

The biggest documented feedback channel of the term, the IBA was designed to get feedback from the members regarding their AIESEC Experi-ence so far. This touched on the four ELD Programs, align-ment with the organization, and future plans. Results from the IBA are to be incorporated into the decisions that TM makes next term.

Rewards and Recognition: The Member Development

Fund (MDF)

The MDF was launched in January as AIESEC AdMU’s primary rewards and recognition system. It involves allocating a fraction of AIESEC AdMU’s funds for rewarding high performing members with merchandise, conference subsidies, or Exchange subsidies. By fulfilling certain key performance indicators (KPIs), mem-bers are awarded points depending on the KPI they fulfilled, and once they accumulate enough points, they become eligible to avail of the aforementioned rewards. Since the MDF is dealing with LC funds, it is highly results-oriented in nature, which is a culture that AIESEC AdMU wants to foster in its members.

LEAD: AIESEC AdMU Program

Since AIESEC AdMU adapted a three-level structure across most functions, the role of middle managers be-came all the more important as they served as a link between top management and the members. In order for the LC to be successful, the middle managers have to be well equipped to lead their teams. That said, a local version of AIESEC International’s LEAD was launched in order to equip middle managers with AIESEC Skills, Leadership Skills, and Management Skills. However, more than just for the current term, the purpose of LEAD was to entice the current team leaders to go for more team leader roles in the future, such that by this time, they would have been equipped with more skills to lead and manage teams.



Treat TMP and TLP as Products

Currently, TM's performance is tracked mainly through the execution of the TM Processes. While it is a good foundation for any TM Department, it is not enough if TMP and TLP are to be treated as products. More than the processes, TM's goals

should be grounded on the TMP and TLP business model canvass and product definitions in order to know whether or not AIESEC AdMU is indeed delivering its

products well.

Make Performance Management a focus

Performance management means creating an environment with the end goal of individual and team performance efficiency. It sees skills and competency development, alignment, and motivation, as constitutive of driving performance. It rebuts the mindset that focusing on performance is different from focusing on the development of members, as it puts both aspects together, with member development as constitutive of member performance.

Align members by virtue of standards for AIESEC Knowledge

The weight of individual department trainings and operations may tempt TM to postpone, or even do away with instilling standard AIESEC Knowledge in its members, however this should not be an excuse to do so. It is important that members always see the bigger picture of what they are or will be doing, and instilling standard AIESEC Knowledge, including AIESEC Philosophy, and LC-wide plans, structure, and synergy is essential in doing so.

Utilize the Global Competency Model (GCM) for member development

In the past, the use of the GCM stopped with recruitment and selection procedure. However, more than just a selection tool, the GCM should be utilized as a

development tool for members, and consequently as a tool for tracking ELD delivery. It is recommended that TM establishes a framework for utilizing the GCM

beyond recruitment and selection.

Improve allocation with additional screening procedures

This term, a lot of members felt that they were misallocated to their roles. More than relying on data from recruitment and induction processes, it is highly recommended that additional measures be put in place in order to minimize cases of misallocation. This can include an additional screening process for specialized roles, which might require more specific skills, or abilities. In relation to this, profile-based recruitment might be a good idea as well, especially if the LC gets to the point that not all departments are in need of growth anymore.

Conduct more member relation activities during the first half of the term

In the term 2011-2012, most member relation activities were conducted during the second half of the term. While it was a good initiative that the LC can build up on, it did not provide optimal results as seen with member participation in these events. It is highly recommended that these events be conducted during the first half of the term to establish member relations and camaraderie early on when members, especially the new ones, are still "high" about the term.

“This term would make me think twice

about accepting a letter from Hogwarts.”

TJ GodiacoVICE PRESIDENT for COMMUNICATIONS

COMMUNICATIONSIn its first term of existence, the Com-munications Department sought to make strides in centralizing marketing and information management support for all the departments. Its foci were on the fundamentals of brand manage-ment, information management, and public relations, with the objectives of first supporting functions more specifi-cally in Talent Management and Out-going Exchange by collecting more interested customers and crafting systems for feedback and evaluation. Moreover, the department continued ef-forts to expand its network through tap-ping different departments and offices around scho ol, eventually gaining the endorsements of many department chairpersons and program directors, as well as access to the vast network of the Ateneo Alumni Association, and participation in the annual Ateneo Job and Practicum Fair through the Ateneo Placement Office, and the Ateneo De-velopment Sector Job Fair through the Development Studies Program, among others. Furthermore, Communications successfully launched AIESEC Week 2011 and participated in SOM Week 2011 with the objectives of raising cus-tomer familiarity on campus as well as raising member association with the or-ganization. Truly it was a tough and dif-ficult year for the infant department, but with all it has accomplished within the span of just one term, it is safe to say that next term, the Communications Department will be all set to sprint.

BRAND MANAGEMENTInternal Brand Audit Results

leadership skills/opportunities 29exchange/internship 13networking 13meeting new people 11active involvement 8provided opportunity to improve self 8get to know international students 7make impact outside ateneo 6business like setting 5personal development 5

thought I'd have more things to do other than pick up the requirements for trainees 1lack of knowledge in some members 1

lots of work 5takes a lot of time 1department exposure 1exchange participant 1resume buffer 1

family 44creates impact 14accomplishing greater goals/more potential 9diverse 2gateway to other cultures 2gives global mindset 2big and nice projects 1company chapter 1extends limitations as student leaders 1fun 1

not united3

hard to harness if not proactive 1connected, but segmented 1some members more active than others 1organized but work is too centralized 1too work based 1

lots of work 5takes a lot of time 1department exposure 1exchange participant 1resume buffer 1

Positive

Negative

Neutral

What were your expectations coming into AIESEC AdMU?

Positive

Negative

Neutral

In your own words, please describe AIESEC AdMU as an organization

To gather results for brand management, Communications and Tal-ent Management designed an internal brand audit tackling the Team Member Programme, Team Leader Programme, Global Community Development Programme, and the Global Internship Programme. The results garnered are split into quantitative and qualitative data and are the following:

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AIESECers Interested in Going on Exchange�

improved skills/personal development 23meeting new people/networking/connections 20leadership development 19learned how to work with people 17organized time management/work ethic 10improved social awareness/global impact 10exchange opportunities 9corporate/business exposure/professional development 6preparation for future job 4conferences 1

would have to start from scratch to benefit 1

pressured/pushed to work 2

Negative

Neutral

How do you benefit from AIESEC?

Positive

informative 5organized/structured 4fun 3motivation 2good attendance 1good except the one in Matteo 1learned the dance 1nice discussion 1

great and fun 22met new people 5

breaking into teams was weird1

needs more subject matter 1low attendance 1

meeting for updates2

should be every 2 months 2should start on time 1

liking it 4great opportunity 2better member than leader 1

engaging 1improving 1develops work ethic 2time to learn tasks 1fun 1challenging but helpful 1

haven't done much 3didn't feel part of a team 1

don't know how to engage2

"petix" 1needs to be more defined 1stressful 1need more manpower 1burned out 1

still figuring out 1not sure if engaged 1can be improved by TLs 1needs more member development 1

LC Activities Feedback for TMP/TLP: LCMs/Gas

Positive

Negative

Neutral

Neutral

Comments on Programmes: TMP

Positive

Negative

great learning experience 2learning more about org 1

engaging 1straight to the point 1turning point of AIESEC career 1LEAD is great 1

wasn't ready 1

extremely difficult 1JDs not clear 2burned out 1need more manpower 1hard to delegate and meet members 1confused/lost/helpless 1

led to something else 1temporary 1can be improved by EB 1

Positive

Negative

Neutral

Comments on Programmes: TLP

Positivegreat and fun 22met new people 5informative 3successful 2engaging 1good introdcution into AIESEC 1fun chance to bond with old members 1new perspective 1

"nosebleed" 1crammed 1

hassle for OC1

too many talks 1tiring and draining 1

should create better tracks for old members 1more "getting to know" activities 1more comfortable sleeping area 1needs to happen more 1better to give out AIESEC information before ALDS 1

Neutral

Negative

LC Activities Feedback for TMP/TLP: ALDS

in line with my goals/beliefs 34wants to contribute 7high hopes for AIESEC 2match as much as I can 2good grasp of vision 1greater purpose 1competetive worldwide 1part of projects in line with goals 1want to learn more 1as ambitious as I am 1work in a global environment 1

need to know more about it 10haven't done anything/don't know how to contribute 72015 not objectified/vague 4

not interested/committed3

there are inconsistencies 2less tangible 1very idealistic 1

only convinced with BHAG1

lost passion and drive 1not too keen 1

neutral 3very big goals 2not sure on commitment 2more concerned with own project 1hope to identify with @ vision and 2015 1Projects really address vision 12015 is necessary for vision 1still new 1going to graduate 1

Association and alignment with AIESEC and 2015

Positive

Negative

Neutral

Also, we conducted a 300-respondent brand audit with the objective of discovering the AIESEC AdMU brand in the university campus (among students). The following are the main results collected:

External Brand Audit Results

PHYSICAL REACH, COLLABORATIVE ENVIRONMENT AND EXPANSION

Presence of the Organization in the University

Aside from what the brand audit results mean, AIESEC AdMU made significant steps to create quality relations with particular people in the university. First, AIESEC AdMU has been consistently and strongly represented in events and seminars of the Council of Organizations of the Ateneo, which directly connects AIESEC AdMU to the rest of the fifty accredited organizations in the univer-sity, most especially in the John Gokongwei Scho ol of Management, and the Business Cluster of the Council of Organizations. Other than that, physical reach on campus has spread to the admin-istration and faculty departments. Partnerships and accreditation were created with major offices such as The Ateneo Placement Office, the Ateneo Alumni Association and major departments and scho ols such as the John Gokongwei Scho ol of Management (and all the programs that fall under it), the Chinese Studies Program, the Development Studies Program, the European Studies Program, and the Department of Sociology and Anthropology. Contact departments and offices are the following: Office of International Relations, Department of Communications, Department of Economics, Department of English, Department of Information Systems and Computer Science, Department of Interdisciplinary Studies, Department of History, and the Department of Psychology.

Presence in University Media and Virtual Reach

In university media, usually through the Council of Organizations of the Ateneo, the official repre-sentation of all accredited student organizations on campus, AIESEC Ateneo de Manila University has been featured or mentioned many times. The Business Cluster Twitter account has Tweeted about AIESEC AdMU approximately 20 times, while the Business Cluster Facebo ok page has done this approximately 25 times. The Council of Organizations page has done this approximately 31 times, while their Twitter account has done so at least 25 times as well. Moreover, through its partnership with the Ateneo Alumni Association, AIESEC AdMU has been present to approximately 11,000 Ateneo alumni by means of online mailers. Also, the same can be said about presence in official communication channels for Batch 2012 and Batch 2013 of Ateneo which targeted ap-proximately 2,500 Ateneans. Finally, AIESEC AdMU has managed to land a feature on the official student publication of the Ateneo, The Guidon. This is monumental not only because it is highly unusual for The Guidon to cover student organizations as subjects, but also because this is an indication of AIESEC AdMU being newsworthy. (The Guidon by their values, is not allowed to ac-cept for-publicity articles from student organizations unless deemed newsworthy. This article is scheduled to be published in June 2012.

Media Appearances*Collaboration with other Entities for ELD Program delivery to be

shown in the Expansion Department Section

Code Red’s efforts, in collaboration with Standard Chartered Bank, was featured in The Inquirer (August 2011),

“Standard Chartered Philippines aims to continue to bring the Living with HIV program to greater heights. The bank is forging partnerships with organizations that share its advocacy. Just recent-ly, the bank sealed its partnership with AIESEC Ateneo through the youth organization’s program dubbed as “Code Red”—a series of learning activities on HIV and AIDS targeting the youth.”

http://business.inquirer.net/14601/standard-chartered-bank-intensifies-campaign-against-hiv-aids

INTERNAL AND EXTERNAL COMMUNICATIONThe AIESEC AdMU campaign is always two-point campaign. While positioning ourselves as a platform for the youth market to gain both cross-cultural and work experience (another major program in our university also offers cross-cultural experience), we have two prime objectives for each campaign. First is to go out into the market and convey our products and services to the youth through our members. Second is to in-duce an association between our members and the organization and its products and services. It is always combination of internal and external branding. The following campaigns are ordered chronologically.

Share Yourself With The World (TMP and TLP)The Share Yourself with the World campaign was created for the AIESEC AdMU Member Re-cruitment Week 2011. The concept revolves around the idea that each person (student/youth) has something to share with the world, whether or not he knows it, and also that the world has something to share with him/her. We po oled together AIESECers from AdMU and the MC, as well as our Trainees, some being AIESECers themselves, to share on video what they are shar-ing with the world (business skills, cultural understanding, recipes from home, etc.). Design-wise, the campaign was fleshed out with simple, but colorful ways, highlighting the diversity of sharing oneself with the world.

Cho ose The World (GCDP and GIP OGX) The Cho ose the World Campaign in AIESEC AdMU was taken from the MC national cam-paign and localized for the university based on the target of the campaign. This campaign was launched in September, targeting those who are (but not limited to) graduating or have already graduated with the premise that these graduates are now faced with the options of employ-ment, further studies, etc. In this campaign, we positioned Exchange as one of those options, but exciting, free, and completely in their hands. The campaign was fleshed out in three ways: online (website and social media), The Exchange Exhibit (a large exhibit with photo collages, one-liners, and TN portfolios), and the standard recruitment bo oth. Design-wise, we made use of many photos of people on Exchange as well as comprehensive one-liners from those who have already gone on or are on Exchange. This way, the market can project themselves into those very experiences.

Ask Me About Exchange! (GCDP and GIP OGX) This campaign was launched in November as the beginning of the recruitment for summer Exchange. This campaign highlights the accessibility and transparency of Exchange informa-tion for our youth market. This time, instead of simply using the website as the primary source of information, we used our members themselves as the targets for inquiries and questions. Each LC member had a Facebo ok profile picture in which he/she is holding up a sign that says “Ask Me About Exchange!” Also, there were biweekly Status messages encouraging the public to ask about Exchange. To help members, info sheets (kodigo) were sent to them including trends, partner countries, sample internships, and the like. This way, many students, relatives, friends, and even teachers were able to AIESECers about Exchange, and at the same time, members were quick to learn basic information about Exchange.

AIESEC Week (AIESEC as an organization)Aviate was a week-long campaign with programs to showcase AIESEC to the campus (stu-dents, administration, and faculty alike) as well as to give the members the opportunity to cel-ebrate their membership in AIESEC. We tackled introducing the AIESEC Values to the campus through info sessions and meeting of the minds, some of which were included in the curricula of courses in Marketing, Social Sciences, and Philosophy for extra credit, by externals expert in development, business, volunteerism and youth leadership. Within AIESEC Week were several other campaigns.

Be A Host Family! (GCDP ICX Servicing) This campaign’s objective was to gather AIESECers and Ateneans interested in being host fami-lies for trainees coming in the Q1 PBOX peak. This was conceptualized as support for ICX to help alleviate the pressure on FIN to find cheap, quality homes by the peak. The idea for the campaign was meant to be a first step towards making the host family program a product of AIESEC in itself. “If you can’t go on Exchange this summer, bring Exchange home with you!”

Let The World Be Your Office (GIP and GCDP OGX)

This campaign was created exclusively for two waves of job and internship fairs in the university campus targeted at those lo oking for internships and work opportunities: The Ateneo Placement Job and Internship Fair, as well as the At-eneo Development Sector Job and In-ternship Fair. The working idea for the job and internship fairs was to let the youth market open their opportunities to GIP (for both job fairs) and GCDP (for Devel-opment Sector Job Fair) and to reinforce the “employment” (work and internship opportunities) branding of AIESEC by as-sociation with the fairs.

Internal OGX Campaign This campaign was an internal version of the Q1 campaigns for Q2 Realizations. The working idea for this campaign was for AIESECers to complete their AIESEC Experiences by going on Exchange. Basi-cally, the campaign was to push members to take other ELD programs, and the design of the materials straightforwardly communicates this (Checklist with TMP and TLP ticked off and Exchange as the next to-do). The information system for this campaign was linked to that of the main campaign, so the database was combined. (It’s hard to find out which we can at-tribute AIESECers going on Exchange to at this point.)



Structures

1st Semester 2nd Semester

Synergy and Structure Assessment

The main features of this structure are the following:�� )LHOG� RI� $FFRXQWDELOLW\� �� (DFK� 'LUHFWRU� RI� 2&3� LV� UH-sponsible for the growth of his or her field. Given that the Com-munications Department was new, the idea was to create ex-perts in those fields for the coming terms.�� 2YHUODSSLQJ�)LHOGV��*LYHQ� WKDW�%UDQG�0DQDJHPHQW��Public Relations, and Information Management are highly inter-related and interdependent, there is a clear requirement for the Directors to work together. This was not only to promote syn-ergy, but also to make it mandatory.

Structure for Second Semester of term 2011-2012

The main features of this structure are the following:�� 3URGXFW� )RFXV� �� (DFK� EUDQG� PDQDJHPHQW� WHDP� LV�responsible for specific products they can delve deeper into exploring the products they are handling.�� 0XOWLGLVFLSOLQDU\� 5ROHV� �� 6LQFH� WKHUH� LV� QRZ� SURGXFW�focus instead of function focus, each brand management team is responsible for all communication functions for their products. BM OGX handles GCDP and GIP for Outgoing Exchange, BM ICX/PROJ the same for Incoming Exchange, while IBM for TMP and TLP.

VICE PRESIDENT’S RECOMMENDATION

Shifting Structures

The shift from a function-based structure to a product-based structure was a remarkable strategy that shifted not only accountability, but also the mindset of and towards the Communications de-partment. COM resembled an advertising agency more, plus it became more of a strategic think tank instead of being the poster factory it was trying not to be. With this shift came brand maturity and more intensive knowledge of the products.

Special Initiative

Combining Structures

A recommendation would be to decentralize the brand managers and make them directly account-able to the LCVPs responsible for the delivery of the product itself. For example, instead of BM OGX being accountable only to LCVP COM, BM OGX will be directly accountable to LCVP OGX and will consult with LCVP COM. This way, function-dependence is resolved, and LCVP COM will have more space and opportunity to delve into branding the organization itself, and not just its products. With BMs decentralized, Directors for Public Relations and Information Management can be added into the structure directly accountable to LCVP COM, especially Director for Information Manage-ment because it is skill-dependent.

“I’m proud. Finance didn’t just grow cash, it grew

a family of !nanciers.”

Dominic SantiagoVICE PRESIDENT for FINANCE

F I N A N C E

Finance was never really just about the money in AIESEC. We did our best to keep it in perspective. Money is the to ol with which to push all our efforts. It may not have been exactly necessary for departments to work individually but it definitely allowed all of them to grow.

This year, we not only supported our immense growth but we were able to leave enough money for the succeed-ing years to work with. This entailed cre-ating new tracking systems, revenue-generating initiatives and expanded the legal functions to be able to mitigate li-abilities through contracts.

The systems are nothing without the members and I was gifted with a won-derful group and all cash flow is a re-flection of it. I’m glad we didn’t waste their efforts. In order to maximize the LC members’ potential, training, new struc-tures and new activities were created. Rewards and Recognition was an ex-ample of our way of giving back.

I’m overjoyed that the mindset of finance has definitely started to grow and spanacross the LC. We may be the ones fo-cusing and doing it but it is an effort of the whole LC without whom it would have not made the successes possi-ble.

FINANCIAL STATEMENTSAIESEC Ateneo de Manila University

Balance SheetAs of April 30, 2012

ASSETS: Cash Accounts Receivable Inventory Deposit Equipment Less: Accumulated DepreciationTOTAL ASSETS LIABILITIES and EQUITY: Liabilities: Accounts Payable Equity: Retained Earnings TOTAL LIABILITIES AND EQUITY

18 , 920 . 00 ( 13 , 561. . 00)

46 , 327 . 71 115 , 000 . 00

- -

5 , 359 . 00 166 , 686 . 71

-

166 , 686 . 00 166 , 686 . 00

AIESEC Ateneo de Manila UniversityIncome Statement

For the Year Ended April 30, 2012

LC Servicing:Less: Cost of ServiceGross MarginOther Revenues External Relations Subsidies Talent Management Miscellaneous RevenuesSubtotal RevenuesExpenses: Affiliation Fees PBOX Expenses External Relations Depreciation Expense Talent Management Miscellaneous ExpensesSubtotal ExpensesNET INCOME

374 , 712 . 34 ( 598 , 817 . 13 )

542 , 999 . 9988 , 661 . 25 61 , 600 . 00 15 , 560 . 00

( 144 , 674 . 76 ) ( 35 , 431 . 05 ) ( 8 , 450 . 67 ) ( 7 , 568 . 04 ) ( 6 , 256 . 34 )

( 244 , 611 . 08 )

973 , 529 . 47

77 , 1 60 . 00

( 446 , 991 . 94 ) 603 , 697 . 53

FINANCIAL STATEMENTSAIESEC Ateneo de Manila University

Statement of Cash FlowsFor the Year Ended April 30, 2012

Starting Cash Operating Activities Received from Sponsors Received LC Servicing Revenue Received OSA Subsidy Received Membership Fees Received from Misc. Sources Add: Depreciation Expense Paid Servicing Fees Paid LC Fees Paid for Misc Expenses Accounts Receivable Paid PBOX Expenses Paid ER Subsidies Paid for Member Recruitment WeekNet Cash Flow from Operations Investing ActivitiesNet Cash Flow from Operations Financing ActivitesLoan from UPDReimbursement to UPDNet Cash Flow from Financing Net Cash FlowEnding Cash

542 , 999 . 99 374 , 712 . 34 88 , 661 . 25 61 , 600 . 00 15 , 560 . 00 7 , 568 . 04

( 598 , 817 . 13 )( 144 , 674 . 76 )( 244 , 611 . 08 )

( 115 , 000 . 00 )( 35 , 431 . 05 )( 8 , 450 . 67 )( 6 , 256 . 34 )

50 , 000 . 00 ( 55 , 000 . 00 )

108 , 467 . 12

( 62 , 139 . 41 )

0 . 00

0 . 00

( 62 , 139 . 41 )46 , 327 . 71

LEGALITYOffice of Student Affairs

There were a few infractions done due to the shifting of responsibilities for the legal function. The legal function was split among the different point people that were heading initiatives. Things like submission of Project Proposal Forms, Memorandum of Agreements and other such forms. Though it may not have been a “truly legal” concern it could have affected the accreditation of the organization.

By increasing communications through giving LC wide sessions for OSA processes, having more active tracking through a PBOX tracker and conscious Team Leaders and LCP visits to OSA for process consultation, the organization was able to prevent later crises from happening. Through the LCP efforts of working closely with both the Council of Organizations for better relationships with our representatives and the OSA director, revisions to the organization template of OSA to better facilitate more efficient processes that are more organization friendly.

Breach in Contract for PBOXesDue to the inexperience in PBOX creation, some agreements were verbal in nature. It is due to this that there was an incident where the trainees came expecting a certain JD only for it to be changed in the middle of the project execution by the learning partner.

In order to address this, renegotiations were held in order to try and salvage the partnership. After multiple warnings, the project had to be closed and the trainees were given options to move to different projects. Those that were not satisfied were allowed to return home with compensation through some monetary reimbursement that was negotiated upon as well. In order to protect the organization, there was an Indemnity Agreement drafted in order to waive liabilities considering all the necessary XPP were accomplished.

The legal infrastructure for tracking was not followed and this incident has kept upper manage-ment in line for steering their teams better. The organization also has included it into all transitions for PBOXes and has increased consultation with the legal function of the Finance department.

Excerpt from the Council of Organizations, Business Cluster Code of Internal Procedures

COUNCIL OF ORGANIZATIONS OF THE ATENEOBUSINESS CLUSTER

Ateneo de Manila University, Loyola Scho olsAY 2010 - 2011

CODE OF INTERNAL PROCEDURES

PART I: MEMBERS

The Business Cluster, one of the nine (9) clusters of the Council of Organizat ions of the Ateneo, is comprised of the fol lowing business organizat ions accredited by the Off ice of Student Act iv i t ies : Ateneo Associat ion for Communicat ions Technol-ogy Management , AIESEC Ateneo de Manila Universi ty, Ateneo Junior Market ing Associat ion, Ateneo Lex, Ateneo Management Associat ion, Ateneo Management of Appl ied Chemistry Associat ion, Ateneo Management Engine ering Associat ion,

and Ateneo Management Economics Organizat ion.

PROCESS AND STRUCTURE ASSESSMENTStructure

General Job Descriptions

Processes

LCVP Finance- The LCVP finance role is that which sets the direction and goals for the Finance function. He provides training for the mem-bers and is the liaison for financial operations for the Talent Manage-ment and Expansion departments.

Director for Finance Initiatives- The Finance initiatives group is the group that allows the integration of both new members in training and ex-perienced finance members that are not specifically allocated for an account (department, project, etc.) They hold fund-raising projects and support the finance account liaisons and OCVPF’s by aiding with extra requirements such as procurement and create necessary paperwork.

Liaisons & OCVP Finances- The liaisons (for departments) & OCVPF’s provide the finance functions as stated below.

Financial Tracking

The organization does financial tracking by providing the required financial statements to the MC. This is used in order to check the actual financial health of the organization. This allows the organization to understand whether or not in can continue on its expenses. This is done by keeping tabulation of all expenses and revenues through accounting but has the paper trail to back it up.

Receipts are required for expenses for them to be shouldered by the organization. This can be used to ensure that members are using funds properly and truthfully. It also serves as a way to validate claims to third parties should the need arise. These are all stored in a filing cabinet in the organization ro om. A copy is also left with the scho ol in case there should be any unforeseen problems that may cause the documents to be lost.

Aside from this there is a budget tracker for the new projects departments in order to run pseudo-independently from the Finance function of the LC. This is a form that has a process that allows it to be simple to create and easy to analyze for the finance members of OC’s that are not as versed with more advanced financing. This was important given the shortage of talent in the function that was present at the start of the LC term.

Currently that has been tested for about two months, there is a new online FS process that allows the LC to provide up-to-date daily reports of the Balance Sheet, Income Statement and Statement of Cash Flows when it is filled up.

The organization also works in tandem with the Accounting department of the university. This is the way in which the organization can have a preliminary audit. The reason behind this is that they have a ledger for the cash flows of the organization as well. Though it may not indicate the accruals done, it can give a hint on how effective the accounting of the members have been. It is through this body that the organization can release official receipts as well.

Financial Reporting

AIESEC ADMU reports to different stakeholders: the University, the MC, the EB and members.Financial reporting to members is done through the tracker that was given to them. It is an online tracker that is easily seen by all members of the team. This allows the team to understand the financial health of the project as well as make sure that there are no errors in accounting. It is easy to read because it is a table that shows a timeline and on the timeline different expenses. The OCVPF’s do informal reporting during meetings updating whether or not financial goals are being met. Sometimes they give recommendations. These OCVPF’s also report to their superiors in order for them to get feedback.

The online financial tracker is only available to the Finance department and can be lo oked at only upon request of members in order to ensure that there is no misinterpretation of the results. This however increases accountability between the different financiers. They see where some other departments are falling behind and where they should compensate.

Financial reporting to the EB is done by the LCVPF. These are done every EB meeting and involve the assessment of the whole LC. Due to the regular reporting (every week) this is usually done verbally and noted in the Minutes of the Meeting for later reference. Should the other EB members want to lo ok at the Financial Statements, they are free to lo ok at all available statements. Again, recommendations and effects between performance as well as motivating operations for cash flow are done at this point when necessary. (sometimes this included reinforcement of policies or institution of new ones).

The MC is given the monthly financial statements for their review. Individual consultations with the LCVPF for the MC were also available.

The University got different reports from the LC. Here they were given the budget proposals as well as the State-ments of Receipts and Disbursements every start and end of the semester and project. There is a mid-year report and Year End Report. Here the financial statements again are presented as well as explanations for investments and cash flows. This is a written consolidated report as well as a verbal presentation that may include graphics.

Special Strategies & Initiatives

Credit Rating System and AIS

This year, the Finance department tried to innovate by creating a Credit Rating System, co-create the AIS or a pro-ject management system that would allow member to suggest projects. This hoped to diversify projects in order to find the most financially viable ways to create community impact while earning money.

The CRS lo oked at the performance of members to see their credibility and the probability of their proposal. The AIS was a set of forms that would allow any member to give suggestions to a project that included budgets, time-lines, goals and members. It would then be used to track the performance of the investment then assess through the data placed in it such as the turnover rate and the ROI.

Finance Initiatives

The Finance department also introduced the Finance initiatives branch. This not only allowed the Finance depart-ment to have a group of trained members for any new initiatives but it also allowed them to keep fundraising. Due to the fundraising nature of the team, it could serve as a point of motivation for non-Finance members to take inter-est in the function. This hoped to help solve the pipeline of the department.

Special Trainings

The last was the increase in

different trainings given. These were based on a wide array of topics such as FInance, Self Management,

and Leadership.

Trainings Description

Finance Dept ProcessesThis is the first introduction to the department. Here they are shown what their roles can be and the different opportunities that are available.

Accounting Learn how to do bookkeeping in order to help journalize entries for Finacial Statements

Budgeting This is the process of budget creation in the context of the projectFinancial Assessment This is the training day for the AIS and CRS trainingFinancial Ratios Listing and explanation of how to use them for AIESECHow to Study Work life balanceJD creation How to create proper position JD's

Basic Marketing Marketing priniciples to help with business model creation for Financial models

Operations Management Timeframe planning including principles like bullwhip effect

Leadership Styles How to deal with your teammates, members and leaders given your character

Financial Statements How to do interpretation of Income Statements

Revenue ExpensesOGX Reserves

Projects & Trainee ServicingICXTMER

Admin Costs

There was no set or formal investment plan that included financial instruments. Rather investments were based on the effects necessary whether or not they were individually and specifically an aspect for being the cause of financial sustain-ability.

This included the investments into members both for motivation and training. These may not have resulted in immediate financial returns and cannot be attributed to the financial outlay per se. However, member activity was raised to 80% and there was an increase in the member base as well to about 200 members.

As outlined above, this includes the Member Development Fund and the projects like AIESEC week and ALDS.

Investments were also put into the website worth Php, 15,000. This allowed the organization to be more visible and al-lowed for the OGX function to increase its recruits. By the end of the year, the LC had8.654 months worth of reserve. This however does not include the Accounts Receivable. Should this be added, it would grow even further. The reserves plan is shown in the graph below.


There were difficulties in getting the members trained in time for them to be ready for their roles. Because of this there were difficulties with motivation. It might be go od for the next member allocations to get people who already have competencies with the roles required. (Experienced AIESECers from other departments will be help in synergy.)

Furthermore, stricter tracking has to be enforced in order to best assess the budgets. Training for this has to be more than just talks and it should have more bonding sessions in order to keep motivation up. Motivation is key for keeping the department running.

Investments should be limited for PBOXes and they must have internally sustainable projects that don’t rely on external sponsorships in the long run.

Pushing for tracker cultures will be important for the new initiatives for loaning and initiatives to be sup-ported. This will require full co operation between all TL’s and a push for increased synergy for everyone to understand the help Finance may do to help.

“Seeing the growth and potential

unleashed by this LC this term gives

me the inspiration, the passion, and the drive for even more growth next term. I am so excited to see

where it can go!”Ron Richard Habla

VICE PRESIDENT for EXPANSIONLOCAL COMMITTEE PRESIDENT 2012 - 2013

EXPANSIONThe Expansion Department, an infant

department, is essentially responsible

for the external operations of AIESEC

AdMU. Arising from AdMU’s desire to

expand to other entities, it then handles

two key initiatives: AIESEC XP Market

Expansion Initiatives and LC Extension

Initiatives.

For delineation, the AIESEC XP Mar-

ket Expansion Initiatives deal with the

marketing of AIESEC and its platform

(AIESEC XP) to interested entities with

no knowledge or little knowledge of

AIESEC. As such, the Expansion De-

partment co ordinates with the initiative

group primarily to conduct market re-

search, obtain endorsement from the

administration, if necessary, and organ-

ize OGX cycles to successfully mar-

ket two of the four main products of

AIESEC: GCDP and GIP.

For the LC Extension Initiatives, the Ex-

pansion Department essentially assists

the initiative group with the “modeling” of

its operations for eventual transition to

a full-member LC. Modeling, in this con-

text, includes functional training of the

initiative group, systems/processes for-

mulation and implementation, and con-

tinuous tracking and troublesho oting.

The Expansion Department effectively

acts as a mentor to these aspiring LCs.

This ensures that, once the extension

LC transitions to a full-member LC, its

operations are successful and sustain-

able.

UNIVERSITY AND AIESEC EXPERIENCE MARKET EXPANSION

DAVAO

After the recent disbandment of AIESEC Davao, they appealed to be put on

Extension LC status under AIESEC AdMU. After many discussions and agreements to assist Davao, it was legislated. Davao is now an official Extension LC of AIESEC

AdMU.

Davao has capacity to become independent quickly as soon as all foundations are

rebuilt and fortified. Also, it is recommended that Davao focus on their capacity first, their

members, and their pipeline. As soon as these are fixed, they can get back on track

as a full member LC again.

RECOMMENDATIONS

It has to improve its internal communications as it is proving to be a

challenge being a city-based LC. It has to smoothen major operations as well.

LC EXTENSION INITIATIVES COMMENTS

CEBU

Cebu is now an official Extension LC AIESEC AdMU, which started as an

Expansion Initiative. It has conducted Cebu Launch, member and OGX recruitment and

a Code Red session.

Philippine Instutute of Certified Public Accountants

Technological Institute of the Philippines

Asian Institute of Management (AIM)

PICPA ideally supplies accounting graduates for AIESEC AdMU to cater to

TNs that require expereienced and skilled accountants.

TIP can provide EPs versed and knowledgeable in the information

technology field, which is one of the key suppliers of TNs.

AIM can supply potential MT EPs who are globally competitive since they are undergoing or have completed their

Masteral degree.

MOA should be finalized and signed to begin proper recruitment for GIP EPs.

There should also be clear contact person for proper CRM.

MOA should be finalized and signed to begin proper recruitment for GIP EPs. Also,

there should be a pre-selection to determine those who are matchable.

MOA should be finalized and signed to begin proper recruitment for GIP EPs.

AIESEC AdMU can take advantage fully if it is accredited with the university.

MOA should be finalized and signed to begin proper recruitment for GIP EPs. Also,

there should be a pre-selection to determine those who are matchable.

University Belt was an initiative to cluster three big universities, namely UE, FEU and

CEU. IGs for UE and FEU have already been established.

CHIANG KAI SHEK COLLEGE

MARKET EXPANSION INITIATIVES COMMENTS

CKSC was targeted for potential Chinese-speaking EPs. The point of contact there

was the student council. Problem lies in the administration and red tape.

Goethe Institute is one of the language institutions tapped by AIESEC AdMU to

cater to the Education TNs available in the system.

Goethe Institute

IG for UE was, at first, unstable and IG for FEU non-existent. However, they are now

stable. Given this, more training on AIESEC knowledge should be given.

Potential for Chinese-speaking EPs still looks promising so continue but should be

then treated as an institution until such time the administration allows AIESEC.

RECOMMENDATIONS

UNIVERSITY BELT


LCVP

EXP

ANSI

ON�

Director for Expansion Marketing-Universities� Expansion Marketers�

Director for Expansion Marketing-Institutions� Expansion Marketers�

Expansion Operations�

Structures

IG P

RESI

DENT

�

VP TM+OGX� Members�

VP ICX+PROJ� Members�

VP ER� Members�

Expansion Department Initiative Group Structure

STEP

1� OBTAIN CONTACT�Obtaining initial contacts interested in building an AIESEC entity in the university�

STEP

2� AIESEC XP SESSION CONDUCTED�Presenting, at the very least, the AIESEC Way (who we are) and AIESEC XP (what we can offer)�

STEP

3� MARKET RESEARCH CONDUCTED�Overseeing the viability (primarily) of GCDP/GIP products for the student market�

STEP

4� INITIATIVE GROUP FORMED�Forming the actual initiative group (minimum of 4) that will overlook all operations conducted in the university�

STEP

5� X RECRUITMENT�Conducting a wholistic X Recruitment to test the market as well as train the initiative group on TM and OGX processes�

STEP

6� EVALUATION POINT�Evaluating the performance of the IG and the market TO DETERMINE IF VIABLE TO BECOME AN EXPANSION INITAITVE�

STEP

1� MARKET RESEARCH CONDUCTED�Conducting market research on institutions that can provide GIP EPs based on the ��1$��

STEP

2� OBTAIN CONTACT��+�"&"& �"&"+"�$�contacts interested in ��."$"& �+'�conduct X recruitment and can provide EPs�

STEP

3� AIESEC XP SESSION CONDUCTED�Presenting, at +!��-�)0�$��*+��the AIESEC Way (who we are) and AIESEC XP (what we can offer)�

STEP

4� X RECRUITMENT�Conducting X Recruitment to test the market�

STEP

5� EVALUATION POINT�-�$,�+"& �+!��*,*+�"&��"$"+0�'��+!��institution being an '�1�"�$�%�)#�+�expansion institution �(MOA signing takes ($��

STEP

6� CUSTOMER RELATIONSHIP MANAGEMENT�Constant communication with the institution�

Process for University(LC) Extension Initiatives

Process for AIESEC XP Market Expansion Initiatives

Assessments and Recommendations integrated with other parts of the Expansion Department Section

SPECIAL STRATEGIES AND INITIATIVES

LC VISITS

ONLINE MEETINGS

These are 4-day LC Visits, which consist of team building activities, soft-skills training, functional trainings and troubleshooting. Agenda-wise, the visit was

successful and achieved its objectives. However, a point of recommendation would be the scheduling and the follow through. Intiatially, there were two LC Visits scheduled but was not followed through. There should also be a way to track

learning of the IG.

Relationship building as a focus was not fully enforced. On the Expansion Marketing-Universities side, the initiative group were integrated as much as

possible to the LC. This included attendance in AdMU's projects and events. However, for the institutions, minimal to no efforts were done to integrate them into

the local committee. In terms of communication line, it was also harder since contacts in the institution often changed.

RELATIONSHIP BUILDING

OPERATIONS MODELLING

In terms of operations modelling, the major difficulty faced by the department was the distance between the expansion initiative and the LC. Modelling became almost impossible and proved ineffective as a strategy. It resulted to more trainings instead

of actual modelling. A point of recommendation would be to integrate more operations modelling during the actual LC Visits rather than after the visits.

Online meetings were scheduled at least once every two weeks. Main agenda would always be tracking and troubleshooting on top of other pertinent matters of

course. This ensured consistent tracking of performance. Also, this was a good tool to oversee the overall health of the membership. Point of recommendation or

improvement would be attendance of EB members. This should be made an IG culture.



The standard operating procedure was conducted for every initaitive. It followed a systematic process of going about LC Extension Initiatives that proved quite effective. However, it was solely focused on the OGX market and not ICX/Projects. OGX is a fast, revenue generating operation, and the key reason behind pushing for this is to ensure financial sustainability of the potential Expansion Initiative. Points of recommendation would include developing another SOP for an ICX/Projects track or even TM track. Tracking of these processes could also be improved as well as establishing clear evaluation points or criteria for moving on to Expansion Initiative.

The standard operating procedure for institutions was not really followed exactly. Each institution had a different process that they wanted or had to follow so the account manager had to adjust. At some point, these procedures were eventually conducted of course. Also, institutions did not really undergo X Recruitment just yet. It is recommended that X Recruitment be followed through. Likewise, evaluation point and criteria should really be identified. CRM was followed through, however the contact persons constantly changed so delivery was somewhat compromised.

For thorough recommendations, check the first part of the Expansion Department Section.

“On my last year, AIESEC AdMU made

me encounter inspiring leaders

committed members and the

best workers”Vincent Murga

VICE PRESIDENT for EXTERNAL RELATIONS

EXTERNALRELATIONSExternal Relations is the primary sales di-vision of AIESEC AdMU. It handles all the financial, exchange, and alumni partners and its main objective is to give them quality partnerships, which are sustain-able, through proper customer relations management and delivery.

Its members, often called account man-agers, are some of the most competitive individuals you could ever meet. They have that mindset of winning; more spe-cifically, that passion for winning, which is integral to the development of a proper sales culture. This allows them to face externals with both the competence and charisma typical of professionals who are already in the workforce.

It is with this standard of professional-ism that the department was able to form sustainable partnerships. Just this year, several multinationals like Stand-ard Chartered Bank, Slate Global LTD, Colgate-Palmolive, together with giant local firms like the San Miguel Corpora-tion, Globe Telecom, and PHINMA were able to experience AIESEC through the partnerships that External Relations has formed with their respective entities.

Beyond all these achievements, how-ever, it is the culture in External Relations that brings the professional and personal development of its members together. It is that right mix of challenges and enjoy-able activities that makes life in ER excit-ing.

PARTNERS, ENABLERS, AND SUPPORTERSPartner Assessment Recommendation

San Miguel Corporation

Partnership enabled us to have a large amount of money and the lockout did not really constrain us since they were generous with goods when we needed

Expand partnership to more than just financial because the company seems very generous and interested in what the organization stands for

Petron Corporation

Partnership was able to cover the entire AIESEC Week and their booth for their value cards were very popular at the venue

Expand partnership to more events so that the partner will have more opportunities and chances to make their generous support worthwhile

Citisec Online Partnership was generous but not visible at all

Make partner more visible by offering packages for the events

Standard Chartered BankPartnership almost failed because we were not immediately able to fulfill our end of the deal

Have a plan prepared before approaching again so that they will be confident that we have learned from our past shortcomings

Colgate Palmolive

Partnership was more of a one time thing due to weather constraints and the lack of availability of company personel during events

Expand partnership by offering them packages into more events for the year

Ruby Veridiano

Partnership was good during AIESEC Week but became more difficult when we could no longer give what the partner was asking for

Need to reset expectations because the partner has her own priorities and thinks we can still help her out on it

Name of Partner Start of Partnership

End of Partnership Raised Available Matched Realized

Bank of Makati 3/1/12 12/1/12 2 2 0 0CB Richard Ellis 3/1/12 12/1/13 2 2 0 0Globe 6/1/11 9/1/11 4 3 1 1Infinity Tutorial Services 1/1/12 4/1/13 2 2 0 0Slate 9/1/11 5/1/13 2 1 1 1Visari Home Solutions 6/1/11 12/1/11 1 1 0 0Union Galvasteel 4/1/12 12/1/12 1 1 0 0

ALUMNI MANAGEMENTThe alumni were managed by the Director for Alumni Relations under the VP External Relations. Her team was in charge of Alumni Night and they needed to contact the alumni based on what was on our database. There was a weak showing of alumni during the event and throughout the year, the local committee was only actively in contact with 5-8 alumni members consistently. It was only during the latter part of the year, when some members of the EB as well as some alumni, who eventually served as BOA, planning for setting up an alumni organization and a commitment to better and more effective alumni communication were recommended. With the EB being more hands on with the alumni towards the end of the term, the team that originally handled the alumni had a change of assignment into what the other ER teams were doing.


VPER�

Director for Accounts

Management (4)�

Account Managers (4-6)�

Fin Partners�

Choose Package�MOA Signing�Check with Finance�

X Partners�

JQ Drafting�Raising�Transfer to ICX�

The current process showed that although financial and exchange partners follow the same step of contacting and eventually setting up a meeting, financial partners were much more easier to work with in partnership with the finance department compared to exchange partners that needed the partnership with ICX. This is because of the difficulty in JQ drafting and matching compared to the cho osing of packages and MOA signing. ER members did not have enough understanding of the JQ and matching that were necessary to speed up the process. Structure-wise, the team-based structure proved more effective after implementation in the second semester.

Structure

Process

Recommendation Description

CRM

Best CRM is delivery. Aside from expanding partnerships, one thing the sales department has to ensure is the delivery from the side of the local committee to the partner. Whatever they promise to the partners must be their responsibility to push to the rest of the local committee to deliver.

Knowledge of Raising and Matching

No point of raising without potential for matching. One of the biggest problems this year was that a lot of companies were interested in being raised but the potential for matching was low. This is because the sales people don't have that much knowledge on the matching side. Hence, knowledge on both raising AND matching must be assured for each and every member of the salesforce handling exchanges.

EB directly handling Alumni

EB should directly handle alumni. The alumni appreciate it when they are talking to the LCP and his/her EB because they feel as if their presence is valued. It also gives the EB an opportunity to discover how the alumni can help their respective functions. This type of setup has the potential for very good relationships between the alumni and the local committee members.


Initiative Description

Portfolios

The presence of portfolios with packages this year has delivered two very important qualities to our sales scheme - better flexibility & customization for our partners and a standardized professional material for selling

Team-Based Structure

The team-based structure implemented during the second semester took advantage of the competitive nature of ER members and thus produced more results, particularly in the number of potential TNs. This pushed team leaders to challenge, train, and innovate with their members in order to deliver results.

EB Intervening with Alumni

The intervention of the EB with alumni relations towards the latter part of the term gave the local committee the opportunity to seek out new ways of expanding their relationship with the alumni. It was able to address the issue that the alumni have consistently brought up during the term that they do appreciate it when its the EB that reaches out to them.


“We often mistake impact for how much we’ve

changed something overnight. But

sometimes, all you have to do is look

around, and realize that you’ve got

people on board to help !ght your cause

with you.”Katrina Sanchez

VICE PRESIDENT for PROJECTS

PROJECTSIf I were to simplify the role of the Pro-jects Department in the greater scheme of things, it is bridging the needs of the development sector and the resources of the for-profit sector, while developing young leaders aka our project manag-ers and functional team leaders. This is something we have committed to accomplish in the last 12 months, and in striving to do so, each member who has fought for the causes of our PBOX-es has, more than ever, felt a stronger sense of purpose, sharing oneself and one’s skills to something greater than ourselves. It is no easy task, definitely not for the close-minded and weak-hearted.

Interestingly, the experience has taught us more than we’ve bargained for. The term ‘cross-cultural collaboration’ has never been more real to us, having been blessed to work with over 20 NGOs on social advocacies, from HIV/AIDS to hunger, and almost 100 other young people from all over the world. Where does the passion to make the world a better place come from, you ask? Well, nothing is as exciting as knowing that you can be part of the so-lution, while having fun and discovering yourself along the way.

Through the Projects Department, we hoped to provide an intense leadership experience to members, as they gain a perspective of AIESEC operations through the integration of Communication, Exchange, Marketing and Finance functions in the Global Community Development Program. Fostering a culture of shared knowledge, our projects pave the way for members and exchange participants alike to learn the most pressing social issues of the Philippines. We talk about them in a truly global learning environment. And more often than not, we try to solve them directly.

In February 2011, a partnership with the United Nations Development Programme concretized a Project Based on Exchange in ADMU, realizing 8 exchange participants from Indonesia, Mainland of China, Tai-wan, Japan and Austria. They went around 8 scho ols in Metro Manila, delivering workshops to almost 2100 students, educating them on the youth’s involvement in achieving the United Nations Millennium Development Goals.

In May 2011, AIESEC ADMU decided to branch out from the 2015 talks and apply the Millennium Devel-opment Goals as a basis for the creation of action-oriented projects, collectively contributing to the end of poverty. It was time to walk the talk and be part of the solution. This term’s project line up consisted of areas of the MDGs where the Philippines is lagging in progress, namely MDG 1: Eradicate Hunger & Poverty (GOLD), MDG 2: Achieve Universal Primary Education (LEGACY) and MDG 6: Combat HIV/AIDS (Code Red). Explore Philippines, though not explicitly contributing to the MDGs, tackled tourism, which we recognize to be a potential main contributor to the Philippine economy. Through prototyping and expansion, Projects Based on Exchange contributed to almost 150% growth of in GCDP Incoming Exchange operations this term.

PROJECT PORTFOLIO

Code Red is an advocacy campaign on HIV/AIDS coursed via peer education and other youth-oriented activities. Code Red provides universal access to both treatment and prevention of HIV through the use of youth campaigns, social media, events and peer-to-peer education. We dare Filipinos to speak up and not be ashamed to talk about HVIV/AIDS. Code Red believes that edu-cation, prevention and treatment information should be forwarded to vulner- able sectors of society, most especially the youth, as the age bracket for HIV infec-tion becomes younger and younger. Education, after all, is still the best prevention necessary to initiate and pioneer the paradigm shift needed to increases the chances of an HIV-free generation.

Code Red utilizes interactive activities, film viewings, parties and short lectures that allow participants to un-derstand HIV with its technical health terms, as well as a social issue. Participants are encouraged to take part in games, open forum and quizzes that allow the insights to be drawn by the participants themselves. This way, the project is able to empower the youth to speak their mind on a topic that has long been considered a tabo o in Philippine society.

“Those 6 weeks I have spent in Manila in-volved in Code Red I’ve learnt a lot about the situation with HIV/AIDS and became a certi!ed educator in the sphere of teaching people how to avoid spreading HIV/AIDS. I am glad to have a feeling that I was useful in some ways for this project and the Philip-pines. I believe that many of these kinds of projects can really make the world better for us and for the next generation.”

- Alexandra Kolesova in AIESEC ENGEC-GAAP in Russia

“Code Red is an inspiring initiative of the young people of AIESEC. Take The Test is working with them in bringing adequate HIV information to the community. As we work to-gether towards educating the youth, the high-ly affected population today, we also hope that they feel the importance of knowing their sta-tus. Congratulations AIESEC! Take The Test is very proud of partnering with you.”

- Ryan Pinili, Facilitator at Take The Test Project

“Code Red not only brought me the amaz-ing experience of living and working in an interesting country, but also gave me the chance to meet the most outstanding per-sons. Working for Code Red, I felt myself more responsible for the society and the world. This internship has changed my life forever-I start to think big and dream high.”

- Karen Khanh Huynh, Trainee from AIESEC FTU HCMC in Vietnam

“Code Red has an organized and well-pre-pared presentation regarding HIV/AIDS. They made sure we understood it better. The ses-sion they had that time began from simple information to more important ones. They showed us a video of those affected by HIV/AIDS and had a lot of interactive games.”

- Marijan Benneth Castillo,

Student from Arellano University

Executive Summary

Attendees Timeline of EventsEvents for Peer Education Attendance Profiles Externals Involved

Peer Education Sessions in IntACT Classes

117 Freshmen students from ADMU

Peer Education Sessions at Far Eastern University

59 NSTP students

Peer Education Sessions at Miriam College

40 Mixed undergraduates

Screening of HIV: Si Heidi, Si Ivy at si V at Escaler Hall, Loyola

Schools Campus

228+70 ADMU students, professors & outsiders

Exogain Productions, Department of Health &

Red Cross Youth

Train the Trainers Sessions with Standard Chartered Bank

64 ADMU students, Student organization officers, Representatives from

Ateneo Junior Marketing Association & Ateneo

Management Economics Organization

Standard Chartered Bank, Red Cross Youth

Red Alert: Code Red Launch Party

71 Varied Take the Test, YAFA, YPEER, UNAIDS, Pinoy

Plus Association

Screening of HIV: Si Heidi, Si Ivy at si V at SM Manila

1600 Philippine Normal University Students

Exogain Productions

Peer Education Sessions at Arellano University

243+30 NSTP Students, Student organization officers

Peer Education Sessions at Bagong Silang, Caloocan

260 Barangay Health Workers, Parish Youth

�*.*3428��#2#.(#8��';$&�Staff

Take The Test

Peer Education Sessions for AIESEC ADMU

30 AIESEC ADMU

Rock Assault (Event partnership with Ateneo Women’s Week)

125 Varied High Frequency Productions, Ateneo

Women’s Week

July 2011 7

August 2011 1

November 2011 3

January 2012 8

February 2012 6

Total 25

Exchanges Realized

“Being a part of the operations committee of Code Red was really an experience unlike any other. It is really an unbelievable experience when you are given a chance to really work for and !ght for a cause such as HIV/AIDS. I have never worked with such a passionate group such as the OC and the many trainees that have come to join in this project. It is with the activities and the people that I have come to meet throughout this project that have re-ally inspired me to have a new perspective of such caus-es; not just with HIV/AIDS, but with others as well. I will truly bring my experience with Code Red throughout the rest of my life and hopefully I may use my experiences with this project throughout my AIESEC experience and in everything I do as well. “- Alejandro Dizon, Code Red Operations Manager

Sponsors, Supporters, and Enablers

“Nakakatulong ng malaki sa larangan ng edukasyon at

kalusugan. Maraming natuto at namulat ang kanilang kaisipan

tungkol sa HIV. Lively ang dis-cussion sa area at hinahanap pa kayo sa ibang areas. Natu-tuwa sila kasi nakakakita rin

sila ng foreigners dito sa area at bukod doon, natutuwa sila kasi

natututo pa sila.” - Aida Corrales, Kagawad from

Barangay Bagong Silang, Caloocan

Timeline of Events

Sponsors, Supporters, and EnablersStandard Chartered has over 85,000 employees, representing 129 nationalities in 71 markets. Their efforts in Africa and all over Asia for their Living with HIV program have been recognized globally through their network of employees whom they call HIV champions. The company also invests in curing malaria and blindness and women empowerment.

The Youth Peer Education Network (Y- PEER) is a groundbreaking and comprehensive youth-to-youth initiative pioneered by UNFPA in 2001. Its membership includes thousands of young people who work in the many areas of adolescent sexuality and reproductive health.

Pinoy Plus Association Inc. is the only association of its kind in the Philippines with 100% of its mem-bers people living with HIV and/or AIDS. The organization offers services such as counseling, refer-rals and care and support programs, skill building for PPAI members and/or similarity-minded groups. Take The Test provides HIV testing and counseling in avenues that will be most accessible to the public. They promote their services through innovative projects, parties, and theater productions, ef-fectively attracting the participation of celebrities and passionate young people. Exogain Productions is an independent production house that produced the FAMAS Best Advocacy Film, HIV (Si Heidi, Si Ivy at si V).

Ateneo Women’s Week focuses on artistic means of expression to reveal the political and social issues surrounding women, adding knowledge and learning to events in line with International Wom-en’s Day. They believe that feminism is not a fight or a plight, but a celebration, a recognition of the healthy and productive coexistence of men and women in Philippine society.

July 2011 Partnership Initiation with HIV NGOs

August 2011 First Train the Trainers Session with Standard Chartered Bank

September 2011 Peer Education Sessions in ADMU Campus

November 2011 Red Alert: Code Red Launch

December 2011 Peer Education Sessions in Metro Manila Universities

Screening of HIV: Si Heidi, Si Ivy at Si V in ADMU Campus

January 2012 Peer Education Sessions in Metro Manila Universities

February 2012 Peer Education Sessions in Metro Manila Universities & Bagong Silang, Caloocan

Screening of HIV: Si Heidi, Si Ivy at Si V at SM Manila

‘Silence is Not Sexy’ Merchandise Sales

March 2012 Peer Education Sessions in Metro Manila Universities

Rock Assault Partnership event with Ateneo Women’s Circle

LEGACY stands for Link Endeavors, Generate Action and Challenge the Youth. These sum up the framework of our education initiative that can be adapted to several kinds of output, from a mobile library to a physical extension of the classro om. Our cause starts with the belief in linking endeavors. The power of collaboration among experts in the education sphere, both in the private and public sectors, will ultimately magnify the impact of all our individual actions combined. Sustainability is possible when we generate action from both ends. Mere charity leads only to a culture of dependence. But humanitar- ian acts backed by a sustainable framework that necessitates the own initiative of its beneficiar-ies to support the growth of the process will change the course of philanthropy without compromis- ing the generous involvement of major stakeholders. Last but not the least, we want to challenge the youth because we know they can. The project plans to create a Pay-It-Forward Movement wherein gratitude is not a one-way street, but instead a culture that breeds a sense of responsibility for the other driven by the mutual desire of beneficiaries to share the go od bestowed upon them and inspire others to do even better. LEGACY is a supplement to the current public education system, beginning with the cultivation of a reading habit among elemen-tary scho ol children through 2-hour reading & learning sessions for grade scho ol children after scho ol. Though it does not directly affect MDG 2: Achieve Universal Primary Education, the project as-pires to extend the learning environment in the classro om to the neighborho od where kids spend most of their time after scho ol and somehow reach out to those whom the culture of reading doesn’t trickle down due to the environment at home that is not conducive to learning.

Executive Summary

AttendeesEvents for Peer Education Attendance

Marytown ��$�(�$�%��+#$%��!��& �%)��!"%��)�%�� #!��%��%��#!& ��$��%��$��#�� *��!��& �%)��!'�#$��#��#��"�#��%!�%�� #��#!��!��"��$�&$��!#�%��$$! �$�$$�! $��

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Daang Tubo ��%��#��!��& �%)�%!��!"%��)� ��%��$��#�� *��!��& �%)�$%#�%��$��!#��!&%��!��%�#��#!��%�� #��#!�� $��!��%!��!&%��$��&$&��$!&#��$�!�� !��!#�%��#�$�� %$��#�� ! $%#&�%�! �(!#��#$�� %#��)�� " �)��#�'�#$��)��'��)��#�� %�#�%��%��"$�� $��)�(�%��%��# � �� '�#! �� %��!#�%��#� ��

St. Vincent de Paul Shelter for Girls

�$��!#"�� (�%��#�$��!�� #!��#!& �$� !%��! �&��'��%!�%��#��#!(%��%��!#"�� (�$�%�� ! �%!��"��"#!'��%��! +�� %�#"�#$! ��$��$�!��%��#� ��(�!�(�#��#!��%!��)��#$�!��#��#��%!%��!��$��&%�! �)�%��)!& ��$%��!&#�� %%� ��%��&##� %�'�$�%�$��&��

“I am proud to have a second home and family in this world, participating in GCDP in the Philippines is the !rst

ever experience in my life. I never thought that I would actually make a positive change in another part of the

world as well as the people, the culture, and the kids has changed me into a better person.”

-Sarah Shi Ming, Trainee from AIESEC UTM in Malaysia

Timeline of Events

July 2011 6

November 2011 1

January 2012 12

February 2012 5

Total 24

Exchanges Realized

July 2011 Community Profiling around District 3, Quezon City

August 2011 LEGACY Reading Sessions along communities in Balara, Commonwealth and Katipunan, Quezon City

Training Session with Quezon City Public Library

Official LEGACY Launch at the Quezon City Hall

November-December 2011

LEGACY Reading Sessions in 1 Community in District 3, Quezon City

January-February 2012

LEGACY Reading Sessions in 3 Communities in District 3, Quezon City

January 2012 Training Session with NGO, BASA

February-March 2012

LEGACY Reading Sessions in 3 Communities + 1 Orphanage in District 3, Quezon City

Quezon City Public Library is Metro Manila’s largest public library located in 18 branches.

Adarna Publishing House is the Philip-pines’ first & largest publisher of chil-dren’s bo oks.

Eduk, Inc. (Edukasyon para sa Kinabukasan, Incorporated) is the or-ganization behind Aklatang Pambata (Children’s Library) active in 8 commu-nities in Luzon & Visayas

The National Bo ok Development Board is the official Philippine govern-ment agency mandated to develop the publishing industry.

The ilove2read Program is a week-end reading program launched by the Office of the Legislative Repre-sentative of the 3rd District of Quezon City Hon. Jorge Banal in 2007. Banal filed House Bill 1457, an act declaring November 27 as Araw ng PagBasa, a regular working holiday.


Explore Philippines is an initiative to promote Philippine tourism locally and internationally through the online publishing of the unique, personal experiences of AIESEC exchange participants, who will be deeply immersed in the fascinating Filipino culture. Through creative projects such as feature writing, photography and videography, the project aims to provide a cultural immersion by giving its partici-pants the opportunity to gain new perspectives and share these by expressing themselves in their own extraordinary ways. By making these artistic works available to the public, it is our hope that people of all ages, nationalities and backgrounds may not only take a peek into what the Philippines has to offer, but also be inspired to develop a certain curiosity, open-minded- ness and an appreciation of different cultures that will fuel the growth of each one’s global outlo ok.Through curriculum- based itineraries com-posed of historical trade- marks, Filipino popular cultural icons and envi- ronmental excursions, exchange participants acquire an inside lo ok into the Philippines and in turn, provide a stranger’s perspective in telling the story of 7,107 islands. From the processing of the infa- mous duck egg (aka balut) to the exploration of the hanging coffins of Sagada, the itineraries veer away from the mainstream tour-ist spots and encourages getting lost and finding the unexpected. Likewise, the online platform (Jeepney Diaries) will deliver the foundation of the Local Ambassadors Program, inviting local explorers to join our exchange participants in seeing the Philippines with new eyes. It is the project’s hope that locals no longer are tourists in their own country.

Facebo ok page garnered 1558 likes from May 1, 2011 to December 31, 2011

Executive Summary

“From April to June 2011, I had the great opportunity and pleasure of being a part of the Explore Philippines project as a photographer. It was a once-in-a-lifetime experience and I would not want to miss it for the world. The intern-ship made it possible for me to discover Manila and vari-

ous different locations all over the Philippines. And thanks to the extremely hospitable friends of the LC, I enjoyed

insights on Filipino culture that I would have missed oth-erwise. Next to having found new friends in the Explore Philippines project, I widened my horizon and exposed

myself to a whole new culture. I cannot wait to go back to the Philippines and explore more of this beautiful country.

Thank you for an unforgettable journey.”

- Alessio Biribicchi, Trainee from AIESEC Bern, Switzerland

May 2011 1

June 2011 6

July 2012 14

August 2011 1

October 2011 1

December 2011 10

February 2012 4

March 2012 1

Total 38

Exchanges Realized

Sponsors, Supporters, and EnablersAyala Museum

Museum Cafe (Raintree Restaurants)Cantina (Tia Maria’s)

Club MwahDepartment of Tourism

Department of Environment and Natural ResourcesGrande Island

MicrotelBig Better BurgersEnchanted KingdomFlapjacks (Bistro Group)Avilon Zo oFruit MagicLazerExtremeZo omanity Group

Samahan ng Mamayan-Zone One Tondo Organization (SM-ZOTO) was a national partner of AIESEC Philippines. Garden of Life & Development is an initiative started by SM-ZOTO for their com-munities’ transition site in Towerville, Barangay San Jose del Monte, Bulacan. A sustainable venture that hopes to benefit all 24,000 families in Towerville. Residents, particularly the housewives, have taught each other to cultivate their vegetables and share their yield to their neighbors.

GOLD by AIESEC ADMU is simply an extension of SM-ZOTO’s advocacy for urban development in line with the United Nations’ Millennium Development Goal #1: Eradicate Hunger and Poverty. The project directs focus on promoting urban farming and advocating community nutrition with the help of exchange participants who will be closely working with the local committee and its partner es-tablishments, including Boystown Community in Marikina, Balara Elementary Scho ol and Barangay Pansol in Quezon City.

GOLD is designed with a specific focus on the mothers within these areas. The team will be con-ducting seminars and interactive activities on the importance of nutrition. In the Nutrition Campaign, guest individuals in the culinary industry would give a demonstration to mothers on how to prepare nutritious fo od for children using cheap and available vegetables and ingredients.

GOLD also aims to introduce partner communities with alternative methods on fo od sustainability and fo od security by introducing the concept of urban farming through sessions delivered by ex-change participants, such as vertical farming, organic fertilizer production and the like, and mainte-nance of the introduced system of urban farming, thus contributing to the overall sustainability of the initiative.

“My one-month stay in Manila, the Philip-pines is de!nitely wonderful. I love it not

only because I could spend my holiday traveling, but also because I gained many

other things, friendship and hard-work experience from this very short yet memo-rable project called G.O.L.D, garden of life

and development. “

- Yanjun Ji. Trainee from AIESEC NUS in Singapore

“GOLD gave me a venue to push my limits, challenge myself and do what I love--do what I love in an impactful way that al-

lowed me to pursue my personal advocacies by helping my organization”

- KC Shiroma, Team Leader for GOLD

Executive Summary

December 2011-January 2012

Farming Activities in Barangay Pansol, Quezon City and Boystown Complex, Parang, Marikina

December 2011 Farming Activity & Immersion in Rizal Park, Manila

January 2012 Community Nutrition Awareness Session for Boystown Complex Children

February 2012 Farming Activities & Immersions in Mendez Farm, Cavite

July 2011 1

August 2011 3

December 2012 11

February 2012 4

Total 19

Exchanges Realized

Timeline of Events

Attendees


Boystown Complex in Parang, Marikina is a residential care center for Manila’s underprivileged male children, ages eight to 16. Aside from Boys Home, the present Town includes Girls Home (for girls aged three to 16), Home for the Aged (for home-less, abandoned and neglected elderly people aged 60 years and above); and Foundling Home (for younger boys three to seven years old). Most of Town’s young wards come from the po orest communi-ties in Manila whose families are unable to care for them.

26 children attending the Boystown Complex Community Nutrition Ses-sion.

Step Prerequisites? Basis/Framework/Guidelines? Responsible? Consult with? Final Output?

Select an Issue. Must know limitations & qualifications of a PBOX.

1 United Nations Millennium Development Goals 2 Statistics 3 International & Local News Initiator group LCVP Projects Issue

Do Market Research. Issue Search for potential partners, supplementary information, exisiting initiatives for the issue BD LCVP ER

Entities that could become potential financial or learning partners

Check Supply & Demand.

aiesec.net account + issue search for potential supply from @ entities Initiator group LCVP Projects and ICX

Potential country partners for supply

Do 5Ps of Social Marketing.

suppy and demand +issue Product, Price, Place, Promotion, Policy Initiator group LCVP Projects and ER

Completed Marketing Mix for issue

Create Business Model.

Marketing Mix Business model canvas Initiator group LCVP Projects Completed Business model

Create Logic Model. Business model Logic model template Initiator group LCVP Projects The purpose, goals and objectives of the PBox

Write a Concept Note.

Description + Objectives + Measures of Success + Mechanics & JD of trainee and OC + Calendar

Initiator group LCVP Projects Concept note

Recruit OC. Concept note + JD of the OC look for potential OCVPs and OC members that show interest in the issue Initiator group LCVP Projects

and TMAt least an OCVP position is filled

Give PMS Training. OCVPs + OC members + Logic Model

Teach OCVPs and OC members how to use PMS

Initiator now OCP and LCVP & Director for Proj

LCVP Projects and Director for Proj

OC is knowledgeable of how to use the PMS tracker

Do Team Goal Setting & Gantt Chart OCVPs present +PMS training Talent Management Template on Team Goal

Setting OCLCVP Projects and Director for Proj

Proposed gantt chart and goals

Collect Contacts & do Cold Calls.

Market Research list of companies and entities to contact OCVP MKT LCVP Projects and ER

Partners that are willing to invest in the PBox

Create a Communications Plan.

Gantt Chart Communications Plan from Communications Department OCVP COM LCVP Projects

and Comm Communications plan

Create Dummy Itinerary.

Business Model + Logic Model + Concept Note + Gantt Chart

Main activity partners, learning partners, partner area entities OC LCVP Projects A flexible and malleable

itinerary

Create Financial History Chart.

Dummy Itinerary + Gantt Chart + Budget financial history chart template OCP+FIN LCVP Projects

and FinProposed financial history chart

Create Bare Minimum Portfolio for Local Partners.

Business Model + Logic Model + Concept Note + Dummy Itinerary

Agreed on Product Developed with Current line up of Partners

OCP+OCVP MKT +OCVP COM

LCVP Projects, ER and Comm Bare minimum portfolio

Secure Main Activity Partners. Bare Minimum Portfolio

look for partner(s) willing to give financial aid and whose advocacy mimics or is exactly the same as the OC's

OCVP OPS +MKT

LCVP Projects and ER Main activity partner

Find Learning Partners.

Bare Minimum Portfolio look for partners willing to give training and information for the trainees to execute project

OCVP OPS +MKT LCVP Projects At least one learning partner

Create New Portfolio for Local Partners.

Bare Minimum Portfolio + Main Activity Partners + Input from Learning Partners

create a presentable portfolio to attract more partners

OCVP COM +MKT

LCVP Projects, Comm and ER A finalized portfolio

Canvass Supplies Needed for Itinerary.

Dummy Itinerary looking for supplies for operations OCVP OPS LCVP Projects Detailed itinerary

Brainstorm for Fundraiser.

Financial History Chart ideas to raise funds for the project OC LCVP Projects Fundraisers ready for implementation

Submit PPF for Fundraiser.

Concept Note of Fundraiser filling out PPF to submit to OSA OCVP Fin + OCP LCVP Projects fundraiser to be executed by

OCRun Fundraiser Approved PPF from OSA Depending on project design OC LCVP Projects Funds for OCSecure Housing for Trainees

Budget approved by Finance Department Cost-Revenue Streams of LC OCVP Matching LCVP Projects

and LCVP ICX Housing for trainees

Create Wiki, Matching Pubmat for @.net and website

necessary and complete info of PBoX for trainee Communications Department OCVP COMM LCVP Projects

and COMM Content complete

Compose Final Budget for Submission to OSA

Completed PPF requirements OCVP Fin + OCP

LCVP Projects and LCVP FIN Approved PPF

Draft JQ for Applicants

Approved PPF for project JQ Template from ICX OCVP Matching LCVP Projects and LCVP ICX

Drafted JQ ready once PPF is approved

Create Risk Plan Gantt Chart Risk Plan Template OCVP OPS LCVP Projects Contingency plan for operations

Contact Communities and Partner entities

OCVP OPS LCVP Projects Edited itinerary for partner communities and entities

Submit MOA with local partners

drafted MOAs MOA templates OCVP MKT LCVP Projects and LCVP ER

Signed and approved MOA by partners and OSA

Submit MOA with communities and entities

drafted MOAs MOA templates OCVP OPS LCVP Projects and LCVP ER

Reservations for in-school activities

Program flow and reservation form requirements and approved PPF

Reservation form OCVP OPS LCVP Projects Reserved venues

Create pubmats for activities

Details of Activities + Theme from Concept Note Communications Department OCVP COMM LCVP COMM Finalized pubmats

Get pubmats approved by OSA

finalized pubmats from OCVP COMM OCVP FIN approved pubmats

Performance Appraisal

JDs of OC members Talent Management Department Template TM Performance appraisal to be executed by TM

Raise and Match on @.net

Raised forms and JQ OCVP Matching LCVP Projects and ICX

Stipulated number of trainees per cycle

Arrange Pickups for Trainees

Matched trainees and flight details Visa extension needs OCVP Matching LCVP ICX


Project Itinerary 6-Week ChecklistWEEK 1 (ORIENTATION) DAY 1 OC must be present Overview of PBoX issue and framework Job description Expectation setting Daily Itinerary Documentation requirements Servicing fee collection Visa extension requirements Calendar of LC and other activities Team building of Trainees and OC Final announcements and reminders DAY 2-3 (TRAINING BY LEARNING PARTNERS) Venue Hard copy of learning materials Pens and other materials Processing framework/guide questions Honorarium Food and Beverage for partners WEEK 2 (MID-PROJECT EVALUATION) DAY 10 Framework Progress report Update partners Points of Improvement and Expansion Strategies for Improvement and Action steps


As a collective theme, AIESEC ADMU applied the Millennium Development Goals as a basis for the creation of action-oriented projects. This cre-ated an easier framework in terms of product development with externals. It was also an opportune marketing strategy in terms of positioning the LC as a GCDP PBOX destination, as other countries (such as Portugal and Greece) started tapping the MDGs as the central subject matter of PBOXes that revolved around youth-oriented workshops.

MDG Theme

Throughtbox and Issue Education

This aided in product development, as Thoughtbox sessions opened the flo or for general discussion of per-tinent social issues. In the university, there was no avenue for a learning environment such as this beyond the classro om. These equipped members with the proper knowledge on the de-velopmental context of the projects.

Beyond product development, this also was the first time that issue edu-cation was introduced to the LC, mak-ing PBOX creation and operations more accessible to members who are not part of the Projects Department. Non-Projects members get to voice out their opinion on the positioning of the issue in the project and the poten-tial avenues and audiences that the project can tap.

AIESEC Initiative System shift to simplified

Project Management System

Although this was initially founded on managing the project on a financial per-spective, members got intimidated by the number of tabs and intricate frame-works. This only left project trackers blank and not updated on a regular basis. During the second semester, a Director for Project Management was allocated, a member solely in charge for co-creating a tracking system that integrated all functions in the project, including exchange, finance, communications, opera-tions and sales.



Create a basic operations model for running HIV peer

education sessions

Given the success of the sessions reaching almost 3000 young people in 4 months, the next step for the project is expansion. Among its activities, peer education sessions are the easiest to replicate. By forming the proper framework and publishing the appropriate tools and guidelines, AIESEC ADMU can move on to expanding Code Red operations in its extension entities in Cebu and Davao if market research affirms the need and feasibility of doing so. Aided by a locally based learning partner based, city-wide operations can definitely boost the brand of the project, leverage for better sales and project sponsorships, as well as the tri-city impact. If learning partners in Cebu and Davao cannot be established, a seeding program to those different cities can add value to the cultural experience that exchange participants avail of in our projects.

Establish key partnerships with local government and

the Department of Education

One of the main bottlenecks in reaching more people for peer education sessions was the delay in the process of administrative approval per school. Endorsements from the proper governing bodies will speed up the process of garnering an audience. This will also add diversity to the audiences the project can reach if cities or school systems approve of Code Red collectively.

Integrate the Ateneo community

Although the project was able to reach a strong audience base, it has not established its presence in its home market. The organizing committee can approach either administrative offices or the Council of Ateneo Organizations and run through long-term plans together that would cover a wider range of audiences and would integrate activities that have already been planned by these entities. The content of the peer education modules can also be endorsed to the School of Science & Engineering and can be incorporated in certain classes, as general as Science 10 or as specific as Health Science electives.

Strengthen Human Resources’ Knowledge and

Alignment

As the PBOX grew, there came a need to add more people. However, this shift of members was not supported by the proper skills training and the proper foundations in team synergy and persona alignment. For planning subsequent cycles, take into consideration the speed of member education cycles to be in sync with the level of operations growth.

Create Educational Modules for Community Visits

These educational modules can provide the standard for subsequent trainees in dealing with the children of the community and tracking the progress of activities from the previous immersions.

Plot out and Support with a Communications Plan

The idea of the project is simple and operations are easy to implement. Local volunteers can be rounded up to join and contribute to the daily activities in these communities. The impact of the project has very high potential in attracting more support from different partners. Nonetheless, these need to be communicated and shared through posters and online platforms.

EXPLORE

Project Feasibility

Despite the high number of exchanges brought in by the project, Explore Philippines is not recommended to continue operations as a Project Based on Exchange. It is best to use the project or initiative as an avenue instead for trainees to showcase learnings from issues and their trips around the Philippines. This would require the team to create of a financial model to support the various trips of the trainees, given that trips in bulk can actually be an income-generating scheme to support Incoming Exchange operations. With the introduction of the ‘It’s More Fun in the Philippines’ Department of Tourism campaign, the initiative can align itself to the national campaign either by design or through a partnership to capitalize on the noise on social media. Work with local organizations and governments as well in order to maximize local support, most especially in terms of finding the optimal itineraries and spotting inexpensive housing.

Find established learning partners in fields of

agriculture and human nutrition

This will supplement the learning environment of the project for both the members and the trainees, thus contributing to potential expansion points and innovation. This will also garner more support with externals if reinforced by credible sources.

Create separate tracks for urban farming and nutrition.

This would pave the way for more realizations, as well as focused efforts in developing both concepts. The project will also have a wider and more diverse audience reach.

Streamline Exchange Operations in Project

Management

Although this might increase the burden on project managers and members of the operations team, this gives more ownership to members in terms of integrating the exchange function into actual operations. The accountability of taking care of trainees will no longer rely on the service and reception team, as the integration of these trainees should actually be seamless – all members of the LC should take part of this experience. Streamlining processes will also pave the way for proper standards being put in place, putting equal weights on exchange and project operations.

Continue Expanding Network for Learning Partners, even

Local Governments

This is a good case practice from Code Red that was able to reach more people and a more diverse audience reach. Learning also grows, as various learning partners of a specific issue actually have their own expertise on particular areas of the issue. Product development as well becomes an easier process, in terms of innovating on activities and co-creating these with experts. This also calls for instilling a culture of customer relations management that is yet to be implemented across different departments of the LC.

Include Risk Management in Planning

There should be a shift from crisis management to risk management in order to better mitigate or avoid risks and preventable scenarios. This will also contribute to GCDP ICX’s Net Promoters Score.

Create supplementary product to generate sales or

enter contests

The project in itself should be self-sustainining, such that ICX does not become a burden to ER’s operations and solely relying on revenue streams from OGX. This could also support the push for innovation within PBOXes, such that partners can help co-create products that can uplift their brand and increase cash flows for the project.

CODE RED

LEGACY

GOLD

DEPARTMENT

“Everyday, in the

best way I know how.”

Kathleen KhoLOCAL COMMITTEE PRESIDENT

OFFICE of the PRESIDENT2011 – 2012 for AIESEC AdMU has been a year of successes and growth. As of the end of the term, AIESEC AdMU has ranked overall #1 Local Committee in the Philippines based on performance and growth in various programs and has garnered the Local Committee Ex-cellence Award. The LC also received other awards and was able to rank #6 globally for GCDP TN Realizations in Q1 2012. AIESEC AdMU delivered 201 exchange experiences. 98 leader-ship experiences was offered to our 239 members. 87% of our membership was active, the highest percentage we’ve ever achieved—a percentage that is not easy to do for organizations in ADMU. We’ve implemented 4 Pro-jects Based on Exchange (PBOXes), which tackle issues like HIV/AIDS, Tour-ism, Hunger, and Education. The LC has also become the official extending entity of AIESEC in Cebu and AIESEC in Davao through the efforts of its ex-pansion department. Overall, all depart-ments, in all aspects, have exhibited immense growth, development, and performance.

It was an honor to have been trusted to steer the LC for a remarkable year such as this one. Leading the Executive Board team, and together leading the entire LC was an unforgettable learn-ing experience and I can only hope for more growth and more lives changed through AIESEC AdMU.

AWARDS RECEIVED

Council of Organizations of the AteneoExecutive Board of the Year

Awarded as Executive Board

of the Year among 48 other organizations in

Ateneo de Manila University

DEPARTMENT BRIEF OVERALL ASSESSMENT

OUTGOING EXCHANGE

With 119% growth in GCDP Realizations and 100% growth in GIP Realizations, OGX displayed healthy performance for the term. Also, less dead months were seen compared to

previous terms. The biggest point for improvement would be account management and applicant retention. OGX had the opportunity to gain even more results for the term but the

LC lost most of its applicants for GCDP and GIP.

INCOMING EXCHANGE

Incoming Exchange, interestingly, achieved the most and least results for the term. With 189% growth in GCDP realizations and record breaking performance, the GCDP program in ICX had the most impressive performance among all departmental operations.This actually allowed the LC to rank #6 globally for Quarter 1 of 2012. On the other hand, GIP Realizations declined with -71% growth. This was due to late TN raising and lack of focus on this program. It is the weakest program performance of the LC for term 2011-2012.

TALENT MANAGEMENT

Talent Management in AIESEC AdMU is already a continuously operational machine. TM Processes, especially those most focused on run efficiently and on time. Few delays happened but performance was very good. TM was also able to develop new initiatives that addressed the real needs of the LC. Also, new innovative programs like the Member Development Fund were created and implemented. Overall, operations ran smoothly for the term. It would have been better for TM though if innovation started earlier in the term, and if actual program/product perspective were adapted for TMP and TLP.

COMMUNICATIONS

Performance for this department was stronger in the latter part of the term. There were a lot of hurdles in building the foundation of the new department in the 1st semester. Delivery of

results was good in the 2nd semester as seen by OGX recruitment results, and more importantly, the strong brand we have as AIESEC AdMU to various stakeholders. Internal communications and information management could have been improved further and a

thorough year-long communications plan should have been implemented to know better how to operate during the entirety of the term.

FINANCE

For daily and regular operations, Finance was consistent throughout the term. They knew what to do with the LC financial matters and invested quite smartly. Better financial reporting in the first half of the term could have been done and a more strict hold on LC reserves should have been implemented. There were also a few bad investments that could have been avoided.

EXPANSION

Being a very new department, Expansion was able to achieve a lot. Officially, AIESEC AdMU has 2 extension LCs(Cebu and Davao), with new initiative groups on the way. Also, market expansion was started well given the very few people in this department. Standard operating procedures were also created to build systems to be followed by the department. It would have performed even better if the department had more members.

EXTERNAL RELATIONS

As a function, ER was able to grow a lot from the previous terms and actually performed well enough to sustain LC finances. This was a big step forward from the previous terms and we were able to gain sustainable partnerships. TN raising is one big point for improvement because it led to the low GIP ICX performance. Another would be member knowledge. Most members were limited to the ER perspective and it would be healthier to have members more rooted in AIESEC as an organization rather than the function alone.

PROJECTS

It is very difficult to run 4 projects based on exchange and the Projects Department definitely achieved a lot for the term. Their collaboration with ICX was one of the strongest seen in the LC for the term. One big point for improvement would be project management. Concept-wise, the projects were very good but sometimes implementation fell short. There were many bottlenecks during the term that could have been avoided or mitigated better.

DEPARTMENTAL ASSESSMENT

AIESEC 2015 EXECUTION - YOUTH ENGAGEMENT( 1 ) Thoughtbox is a monthly open forum designed to provide a development context on issues tackled by PBOXes of the LC. Participants get to share their thoughts on current affairs, as well as discuss short-term and long-term solutions. Three sessions were conducted this year, discussing Tourism, Poverty and HIV. 70 people participated in these talks in late 2011, including students in ADMU who are not part of AIESEC.

( 2 ) LEGACY Insertions cover of majority of the trainee itinerary for LEGACY. Activities include reading aloud to young scho ol children of a particular age bracket, and providing exercises and activities to improve read-ing comprehension and English speaking skills. Each session can engage a maximum of 30 scho ol children. For the first cycle, our 6 trainees ran sessions to 300 children spread out along 11 communities of Quezon City District 3. For the subsequent cycles, insertions were focused on communities nearby the Ateneo cam-pus, such as Marytown (200 families), Rona’s Garden (210 families), Daan Tubo (200 families) and the St. Vincent de Paul Shelter for Girls (11 children).

( 3 ) LEGACY was officially launched on 23 Au-gust 2011 through a photo exhibit at the Quezon City Hall. Trainees of the first cycle shared testimonials and imparted message of hope for the education of the children they’ve taught. Partners, such as the Quezon City Public Library, Adarna Publishing House and the National Bo ok Development Board, were there to witness the exhibit. Around 40 people from Quezon City attended the launch, as the audience eagerly interacted with the trainees about their experience.

( 4 ) Code Red was officially launched on 26 November 2011 through Red Alert, a launch party held at the Palladium Clubhouse, Shaw Boulevard in line with the celebration with World AIDS Day 2012. The launch party served as an opportunity to introduce to the public the line up of activities prepared for December 2011-March 2012 through a life-size exhibit of the project portfolio and serve as an avenue for engagement and interaction for learning partners to mingle with students and other partners in an informal setting. The event culminated with the release of LED ballo ons to the sky, in memory of those lives HIV/AIDS has taken away. 75 people attended, including our partners from UNFPA, UNAIDS, Take the Test, YPEER, Go Twist and Pinoy Plus Assocation.

( 5 ) Code Reducation are peer education sessions on HIV prevention, transmission, testing, treatment and positive living designed to engage students through interactive modules provided by Standard Chartered Bank’s Living With HIV CSR initiative. Short quizzes are answered by participants to gauge their comprehen-sion of concepts. Participants also join a pledge system, committing to share their newly acquired knowl-edge on HIV to 3 other young persons. From November 2011 to mid-February 2012, the project has sought to educate 3000 students from the Ateneo de Manila University, Far Eastern University, Miriam College and Arellano University. Sessions were also held to 260 barangay health workers and members of the parish youth ministry and barangay office staff in Bagong Silang, Calo ocan, the largest barangay in the country.

( 6 ) In partnership with Exogain Productions, the film screening of independent film entitled HIV: Si Heidi, Si Ivy at Si V aimed to further HIV awareness of the community through the stories of 3 different characters. There were 3 screenings of the movie held in December 2011, in line with the celebration of World AIDS Day, at-tended by 120 students in the Ateneo campus. Another special screening in SM Manila was also held with 1600 students from the Philippine Normal University as members of the audience. Immediately after the show, a certified physician from the Department of Health clarifies inquiries from the audience. Short quizzes are answered by the audience to gauge their understanding of the concepts in the film. The film showing also served as a fundraiser, as 50% of ticket sales were donated to Pinoy Plus Association.

( 7 ) GOLD’s farming activities were designed to train the trainees that they may demonstrate these simple urban and vertical farming techniques to members of the community through small group hands-on activities on-site. The initial session was conducted by an agriculturist Dr. Pepz Cunanan. The subsequent activities were held in Barangay Pansol and Boystown Complex. As the trainees engaged with mostly adults in the former community, the latter community’s crops benefited more than 20 orphans through the help of 3 garden-ing staff that the trainees instructed as well. A follow up awareness session on nutrition “What Makes You Healthy?” was prepared by the trainees and delivered to 20 young orphans in Boystown community.

( 8 ) The LC was able to recruit 800 applicants for the Team Member Program and 923 sign-ups for the exchange programs. Other people engaged can be seen in TMP , TLP , GCDP , and GIP performances.


2 New Departments: Communications and Expansion

This term saw the creation of 2 new departments for the LC. At the start of the year, Communications was created. It has been a department that the LC had needed for several terms already to manage the AIESEC AdMU brand. Halfway into the term, the Expansion Department was created. It addressed the need for a specialized department to manage LC extension initiatives and AIESEC XP Market Ex-pansion. This was done to keep the previous 7 departments focused on their own functions, in the scope of the LC only.

We were represented in 7 international conferences from 2011 until April of 2012. These are: APXLDS 2011, SEA Summit 2011, International Congress in Kenya, Indonesian Youth Leadership Conference, Asia Pacific LCP Meeting, APXLDS 2012, and SEA Conference 2012. First of all, this improved the brand of the LC and allowed delegates to directly make connections and partnerships with other AIESEC enti-ties. Second, this strategy kept the LC aligned with the global direction and up to date with the latest and most innovative strategies from AIESEC International. Lastly, it provided go od insight for the LC from other AIESEC entities. We were able to obtain best case practices, while gaining insight on how others perceived our operations.

International Perspective and

Presence

PRESIDENT’S

RECOMMENDATIONS

Members were highly encouraged to join conferences and participate in national initiatives. This led to AIESEC AdMU having the biggest delegations to conferences such as NLDC, National Congress, and Strategic Conference. Also, the LC was well represented in various national initiatives and was a strong contributor to each one. The mindset developed in the LC is that of AIESEC AdMU being only a small part of a bigger entity, that is AIESEC Philippines. And that whatever achievements we have as an LC will only matter if AIESEC Philippines is successful as an entity as well.

Conference Attendance and

National Participation

TMP TLP GCDP ICX GCDP OGX GIP ICX GIP OGX F&L



Showcasing ImpactQUALITY RELATIONS

Customer Relationship ManagementSynchronized Internal CommunicationsSynchronized External Communications

Product Packaging

LC STRATEGIESTALENT MANAGEMENT DEVELOPMENT

Team-based LC Structure and CultureLC-Wide Synergy Training

Midde Manager DevelopmentPerformance Management

Member Relations and AlignmentMASSIVE EXCHANGE GROWTH

Market Research and SegmentationStandardized Operations

Market Capitalization

Most recommendations about functions and operations have already

been mentioned in the individual departmental performance reports.

Rather than provide more technical rec-ommendations, I’ d like to share

recommendations on how AIESEC AdMU achieved things through people and

attitude.

“So as someone who has just officially left the LC, I have a few thoughts I’d like you to keep remembering: You have no right to underestimate yourselves, because people like me have always believed in you, and will always believe in you. Always be hungry. Do not settle because being in AIESEC means striving for excellence. It means believing that somehow, you can create significant change in this world as early as now. Do not stop fighting for what this organization stands for. Go ahead and fail, and don’t be afraid of failure. How else will you get better? You just have to remember to always get back up. There will be times when you’ll get tired, feel lost, or even demotivated. That’s okay and it’s a reality you have to accept. But if you can say now that you believe in youth responsibility and everything else AIESEC stands for, these things shouldn’t ever bring you down. Just keep going back to the essence and why we do the things we do, and keep moving forward. Keep remembering the meaning behind every result, every story, and every experience.”

Taken from LCP 2011 - 2012 Final Speech

Content Prepared by:Executive Board 2011 - 2012

Kathleen KhoDominic Santiago

Carlo Enrico RiveraThomas Joel Godiaco

Claire FuerteVincent Murga

Katrina SanchezAnn Dumaliang

Ron Richard Habla

Compilation, Layout, and Editing by:Kathleen Kho

Photos by:Sarah Aquino

Derrick Jason FabianJonathan Sewell

Meg Yap

4ANNEXES

PRE-JULY RECRUITMENT

Training Title Brief DescriptionNumber of Attendees Attendee General Profile Mode of Delivery Output of Training

Expected Increase in Performance

Review of AIESEC Basics: AIESEC Way and AIESEC Experience

Aligning members by reviewing the content of the AIESEC Way and the new AIESEC Experience 40 All members

Lecture and discussion (During Department Meeting) None

Alignment: Knowing the essence of the organization

Introduction to 2015

Aligning members by introducing the 2015 BHAG and the 3 Wheels of Change as the direction toward which AIESEC is headed 45 All members Lecture (LCM) None

Alignment: Knowing the direction of the organization

Exchange: The Heart of AIESEC Operations

Reviewing concepts of Exchange and allowing members to see how all functions ultimately support Exchange operations 22 All members Lecture None

Seeing how one's role ultimately contributes to Exchange operations

SUMMER

Training Title Brief DescriptionNumber of Attendees Attendee General Profile Mode of Delivery Output of Training

Expected Increase in Performance

AIESEC Philosophy

A comprehensive review of AIESEC Basic Knowledge to ground and align members: AIESEC History, AIESEC Way, ELD Programmes, and Global Competency Model 5 All members Lecture None

Alignment: The beginnings of AIESEC, and why we do what we do

AIESEC Network and Opportunities

An overview of the AIESEC Network; structure and role of different entities from AIESEC International to the Member Committee 8 All members Lecture None

Alignment;Seeing the bigger picture in terms of AIESEC's structure

Branding Guidelines and the AIESEC Brand Experience

Brand basic concepts; branding guidelines and a discussion of the contents of the AIESEC Brand Experience 6 All members Lecture None Branding knowledge

Start Stop Continue

Including more softskills training

Allowing operations and functional trainings to compromise the general learning plan

Establishing the standard knowledge that all AIESEC AdMU members should have

Having a communication plan for the general learning plan in order to gain more attendanceScreening facilitators for consistency of deliveryScheduling activities in a cycle format that can be spread out more evenly throughout the term

Training Title Brief Description Number of Attendees Attendee General Profile Mode of Delivery Output of Training Expected Increase in Performance

Team Management

Team Management stages, tips, how to set expectations and open forum 24 Team Leaders

Lecture, discussion, and open forum None Effective team practices

Processes that Drive TMP

Emphasizing how Team Leaders (TLs) drive TMP; Processes that TLs are accountable to: Performance appraisal, Talent Goal Setting, and myAIESEC.net team assignment 20 Team Leaders Lecture and activity

Sample performance metrics per department

TL ownership of their members' experiences; talent goal setting and performance appraisal execution

Motivating Members

Discussion and open forum: What motivates you, and tips on how to motivate members to perform 8 Team Leaders

Discussion and open forum None

Self motivation, tips on motivating members, and dealing with underperfomance

TRAININGS DELIVERED

RecommendationsStart Stop ContinueEarlier scheduling with team leaders and full day lead sessions (conference type)

Consulting with Externals

Getting partners for session delivery Framework

General and LEAD

TM and FinanceTraining Title Brief Description Number of Attendees Attendee General Profile Mode of Delivery Output of Training Expected Increase in Performance

Talent Management in AIESEC AdMU

Explanation of TM's role in AIESEC AdMU and the TM Processes; contextualization of TM using the ELD and the Global Competency model; plan and structure presentation 9 TM Members Lecture None Understanding why TM exists

How to conduct Individual Consultations

Simple guidelines when conducting indivudual consultations 7 TM Members

Lecture, discussion, and simulation None

Having guidelines and pointers to remember when conducting Individual Consultations

Pipeline Management

Different aspects of Pipeline Management and its importance in driving organizational performance and member development 5

Non-graduating TM Members

Lecture and Pipeline Management exercise

Pipeline Management Exercise worksheet

Understanding the importance of Pipeline Management, and its different aspects

Performance Management

Instilling the mindset of creating an environment to maximize performance; understanding the systems and processes that are currently in place, and that need to be improved in order to effectively maximize performance 5

Non-graduating TM Members

Lecture and discussion None

Understanding how different systems and processes should contribute to individual and team performance

Trainings Description No. of Attendees General Profile of Attendees Mode of delivery Output of training

Finance Dept Processes

Introduction to the department and presentation of available roles and opportunities within the department 8 FIN Members Lecture Member allocation

Accounting

Learning how to do bookkeeping in order to help journalize entries for Finacial Statements 8 FIN Members Lecture None

Budgeting Budget creation in the context of a project 8 FIN Members Lecture Budgets for respective projects

Financial Assessment

Training day for the AIESEC Initative System (AIS) and Credit Rating System training (CRS) 8 FIN Members Lecture None

Financial RatiosListing and explanation of how to use financial ratios for financial analysis 8 FIN Members Lecture None

How to Study Work life balance 8 FIN Members Lecture None

JD creation How to create proper JD's 8 FIN Members Activity Create their own JD for motivation

Basic MarketingMarketing priniciples to help with business model creation for Financial models 8 FIN Members Lecture Recommendations for Finance Initiatives

Operations ManagementTimeframe planning including principles like bullwhip effect 12 FIN Members Lecture None

Leadership StylesHow to deal with your teammates, members and leaders given your character 12 FIN Members Activity Leadership characteristics

Financial StatementsHow to do interpretation of Income Statements 12 FIN Members Activity None

Start Stop Continue

Integrating more activities as opposed using lecture as the only mode of delivery

Setting expectations well with members and allowing them to give feedback and recommendations on their job descriptions

Making a learning plan that forces useable output for experiential learning

RECOMMENDATIONSStart Stop Continue

Conducting training earlier in the term, as most of these trainings were done after October

Contextualizing the existence of TM and setting expectations

Designing TM's learning plan , focusing on TMP and TLP as productsIntegrating concepts of organizational behavior in TM trainings

Recommendations

ICX and OGXName of "Event"/training Brief Description # of Attendees Attendees General Profile Mode of Delivery Output of training/Expected Increase Performance Expected Increase in Performance

Raising

Making a JQ, and importance of JQ and JD; knowing our value proposition/product packaging, and uploading information to Myaiesec.net

Not tracked ICX Members Lecture Sample JQ and JD Creation

Understanding the importance of a JQ, and having a detailed understanding of ICX raising processes

MatchingIntroduction of entire matching processes, templates and documents (DAAL and AFT) for promotion

Not tracked ICX Members Lecture and simulation None

Detailed understanding of ICX matching processes and responsibilities

S&R Processes

Session on pre-arrival and on arrival information and knowing the responsibilities of the LC towards our trainees (pick-ups, evaluations, and so on)

Not tracked ICX Members Lecture None Detailed understanding of ICX raising processes and responsibilities

Handling Externals (CRM) Introduction of how to approach externals (TN takers) Not tracked Service and Reception Team Lecture None

Detailed understanding on how to approach externals and AIESEC's relationship with them

Training Title Brief Description # of AttendeesAttendees General Profile Mode of Delivery Output Expected increase in performance

OGX Department

Introduction to the Outgoing Exchange Department's what, how and why, timeline, structure and accountabilities, current realities, and synergies involved 20 OGX Members Lecture Role Clarity

Expectation setting, setting accountabilities, and understanding OGX synergies

Ra-Ma-Re Exchange Tools, & Myaiesec.net

How to conduct basic Exchange processes, and how to use myaiesec.net as a tool for ra-ma-re 15 to 20

OGX Members, specifically Matchers Hands-on None

Pppreciation for Exchange tools, where they can be used; Basic ra-ma-re theoretical knowledge

XPPDiscussion of the Exchange Policies and Procedures and how these affect operations 10 to 15 OGX Members Lecture None

Knowledge of how to address basic concerns of Exchange Participant with consideration to exchange policies

Partnerships & Quality Relations for Stake Holders Involved

Aims to introduce partnership-building to Exchangers and key points to note to maintain and grow cooperation; aims to further increase understanding of the role of quality relations with multiple stakeholders in Exchange operations 15 to 20 OGX Members Lecture None

Increased relevance of quality relations to exchangers; understanding of cooperations as a strategy for efficient matching

Team ManagementPointers and tips for team management and how to maxximize member activation 5 OGX Team Leaders Lecture

Team Role Style of Members

Increased understanding of the Directorial role as a team leader role; increased understanding of how to manage people

Working in a Team

Aims to introduce the relevance of working in a team, to increase understanding of team members and team leaders of how they each work, and to get everyone introduced to each other better 15 to 20 OGX Members Group activity

Working style of attending members in teams

Increased understanding of group relevance, their role in each

Start Stop Continue

Having simulations with evaluation of performance and tracking performance that include expertise levels

Emphasizing on the importance of the job questionnaire and the job description

Emphasizing the importance of expectation setting with trainees early onEmphasizing synergy with related functions

Recommendations RecommendationsStartConducting Supply and Demand Management and Data Analysis for more advanced and senior membersInviting other relevant functions to training (e.g. BM OGX and Expansion)Rewarding and recognizing attendance to trainingsSyncing training with needs based on the Ra-Ma-Re calendar

Projects, ER, and COMTraining Title Brief Description Number of Attendees Attendee General Profile Mode of Delivery Output of Training Expected Increase in Performance

Introduction to Projects

Includes discussion of the following: What is a PBOX, BM of GCDP, GCPs, Dept Structure, JDs 80 PROJ Members Lecture and discussion

Member allocation into specific PBOXes

Expectation setting and increasing accountability

Supply and Demand Analysis

Important and useful tools for members: myAIESEC.net, Supply and Demand, Rankings, DAAL, AFT 35 PROJ Members Hands-on

List of target countries and LCs for peak planning

Understanding how to use available tools for leverage

Business Model CreationThe Business Model Canvass: What is it, and how it is useful 50 PROJ Members Lecture and activity

Revised business model for each PBOX

Understanding how the project works and delivers its value proposition

Selling AIESEC

Includes discussion of the following: AIESEC Way, AIESECer (Ice Cream Cone Analogy), AIESEC Philippines + ADMU, Value Proposition (Platform + Resource Management) 15 PROJ Members Lecture and activity

Members create their own AIESEC pitches

Alignment: Greater understanding and appreciation of AIESEC as a whole

Selling the IssueUN Millenium Development Goals and the Philippine Context; PBOX GCPs 35 PROJ Members Lecture and activity

List of NGO's to tap, GCPs on myAIESEC.net

More in-depth understanding of the PBOX issue

Project Conceptualization

Feasibility Studies, Issue Selection, Idea Generation, Stakeholder Segmentation, GCPs (AIESEC and International NGOs, HBR, SSIR) 20 PROJ Members Lecture and activity

20 different activities to propose to partners Project planning

Logic Model Creation (Part of Planning)

Project Logic Model: What is it, and how is it useful; Logic Model creation 8 PROJ Team Leaders Lecture and activity Logic models and gantt charts Improved PBOX framework

Project Management System (PMS) Training & Control

Introduction of the Project Management System Not tracked PROJ Members Lecture PMS used for all PBOXes Improved tracking

RecommendationsStart Stop ContinueImproving expectation setting with department education cycles Doing training sessions in bulks Providing learning materials outside AIESEC

Regularizing training schedulesExecuting sessions with outputs that have no follow through Integrating all project functions in trainings

Syncing training with needs based on the Ra-Ma-Re calendar Doing small group sessions

Integrating team leaders' knowledge and skill level into training sessionsMandatory attendance to the Introduction to PBOX session, or its future equivalent

Standardizing training materials for knowledge managementInviting members from other departments in order for them to understand better Projects in AIESEC better, how their departments contribute to Projects, and provide external perspective/feedback


AIESEC Knowledge TrainingLearning session on the AIESEC Way 20 New ER members Lecture

Knows AIESEC Way, History, and Products

Better grasp of AIESEC and how to market it

Exchange KnowledgeBriefing on the exchange process 10 ER members focusing on TNs Lecture

Knows processes involved in the exchange programs

More familiarity with the exchange products

Project KnowledgeBriefing on the projects for the year 10

ER members focusing on project partners Lecture

Knows the activities involved in the projects/events More familiarity with the projects

Cold Calls

Simulation and actual execution of the cold calls with companies researched on their own 20 ER members Simulation and Field Work

Capable of doing company cold calls independently Confidence in doing cold calls

Email/Updates

Follow up from cold calls that involves both sample emails and actual emailing of those interested 15 ER members Simulation and Field Work

Capable of emailing based on indicated format

Confidence in contacting partners through mail

Meeting

Opportunity for members to meet partners in meetings led by the team leaders 15 ER members Simulation and Field Work

Carries self accordingly during the meetings Confidence in carrying out meetings

JQ DraftingTraining based on the JQ draft with guides given by ICX 5 ER members focusing on TNs Simulation and Field Work

Understands requirements for JQs

Better JQ compatibility with matching

MOA SigningTraining on basic OSA guidelines for MOAs 4 ER members Simulation and Field Work

Understands standards for MOA contracts Standardized MOA format

Tracker UpdatesBrief training on how to use the ER tracker 20 ER members Simulation and Field Work Updates the tracker weekly Scheduled update of the ER tracker

PAs/Member Trackers

Clarification on the PA and standard format for the member trackers 4 ER Team Leaders Meeting

Consistently submits PAs and member trackers Proper submission of PAs

Individual ConsultationsDiscussion of basic framework for Ics 4 ER Team Leaders Meeting

Conducts individual consultations with members Utilization of individual consultations

MotivationalDiscussion on motivating team members 4 ER Team Leaders Meeting

Members are motivated based on performance Right motivation for members

RecommendationsStart Stop Continue

Training on JQ drafting earlySeparation of project and exchange knowledge

With AIESEC Knowledge as the first training

Motivation of members by all TLs

Simulation and hands-on training on cold calls, emailing, and meetings

Expectation setting facilitation training with TLs Motivational training


Introduction to Communications

This introductory session focused on orienting new Communications members to the role of the Communications department in the LC as well as the rationale behind the structures, JDs and synergies. Approx. 25 attendees COM Members Lecture

Clarity of roles and objectives.

Less unclear lines, and job descriptions.

Introduction to the AIESEC Brand XP

This session's objective was to educate each member in the LC about the brand experience each external or AIESECer should go through, as well as the different kinds of people involved in AIESEC. All LC members All LC members Video Session Video session Better dealing with externals.

Introduction to Branding

This session introduced attendees to the field of branding and communications. Content included definitions, case studies, and and the branding cycle. Approx. 25 attendees COM members Lecture n/a

New strategies and understanding towards work in Communications

The Branding Cycle

This session brought Team Leaders together to learn about the processes of branding and creating feedback channels with their stakeholders. Approx 20 attendees Team Leaders Lecture and Groupwork

Ideas on two-way feedback systems for all stakeholders

Better orientation towards dealing with relationships and how to piece together branding processes

OGX-FIN Synergies

The objective of this session was to orient team leaders and OC members on the workings between Communications and Finance, and the boundaries involved. Approx. 10 attendees

COM Directors and A-Week OC Lecture

Clarity of boundaries and processes between Communications and Finance (especially in purchasing!) Less bottleneck with FIN

Brand Damage Control

The objective of this session was to introduce the need of preparing for brand damage, defining types of brand damage, and to introduce a framework to prepare for brand damage control. Approx. 30 attendees

NLDC Delegates and NLDC Bringback Participants Lecture

Framework for identifying potential brand damage

Better understanding of how dynamic brand damage can be

Start Stop Continue

Testing out internal synergy using scenarios Having sessions with little or no follow-through

Introducing Management practices to "COMM people"

Branching out the COM synergy with other departments aside from OGX and TM

Keeping the fun, creative environment!

Having creative circlesResearching about Communications from OUTSIDE AIESEC!

ALDS and NLDC BringbackActivity Brief Description Attendee General Profile Mode of Delivery Output of Training Expected Increase in PerformanceS&R Lab Newly selected membersWhat is your leadership style Old membersTeam Management Old members

Challenging Your Worldview + Social Issues

Presentation of some of the world's social issues and linking AIESEC's relevance to the existence of these issues All members Lecture None

Grounding on the existence of AIESEC

AIESEC Way AIESEC Way basic content All members Lecture NoneAlignment: Knowing the essence of the organization

AIESEC 2015

An introduction to AIESEC 2015: BHAG, 3 wheels of change, and the AIESEC Experience All members Lecture None

Alignment: Knowing the direction of the organization

Simulation and Structure

Introducing the AIESEC AdMU structure to the new members and simulating functional operations working in synergy Newly selected members Lecture and simulation

Dummy TN and EP Forms, OGX promotional materials

Familiarity with the basics of AIESEC operations

Simulation and Structure ++ Old members Simulation

Quality Relations

Discussion on how AIESEC AdMU is accountable to the following stakeholders: members, campus, externals, and trainees All members Small group discussions None

An understanding of the concept of stakeholders; an understanding of some of AIESEC's stakeholders

AIESEC Brand Experience

Introduction of the concept of a brand, and the AIESEC Brand Experience content Newly selected members Lecture None

Understanding the concept of a brand, and familiarity with the AIESEC Brand Experience content

AIESEC Brand Experience ++

Review of the concept of a brand, the branding cycle, and discussion on the current state of the AIESEC Brand Old members Lecture and discussion

Group discussion notes on the state of the AIESEC brand

A critical sense of the current state of the AIESEC brand

LC Goals and OpportunitiesPresentation of LC goals and available roles for new members Newly selected members Lecture None

Knowing the available opportunities in the organization

LC Goals and My Commitment Old members None

Talent Goal Setting - Basic

Importance of talent goal setting, and execution of talent goal setting with new members mainly for initial allocation purposes Newly selected members Activity Talent Goal Setting form

Alignment: Personal goals with organizational goals

Talent Goal Setting - Career

Importance of talent goal setting, and execution of talent goal setting with the old members to see their AIESEC career plans Old members Activity Talent Goal Setting form

Alignment: Personal goals with organizational goals; AIESEC career path

Induction CeremonyA special ceremony to welcome the new members of AIESEC AdMU Newly selected members Activity None Member morale

Faci SharingEach faci shares his/her AIESEC story to a group assigned to him/her All members Sharing None

Providing a sense of motivation and inspiration for members

Some data not included for confidentiality purposes.

Activity Brief Description Attendee General Profile Mode of Delivery Output of Training Expected Increase in Performance

AIESEC Way, Experience, and 2015 BHAG

Discussion of the AIESEC Way, AIESEC Experience, and 2015 in such a way that it makes members look back on why they decided to join and stay in AIESEC All members Lecture None

Reflection on motivations for joining and staying in AIESEC

Business Models of the 4 ELD Programmes

Understanding how AIESEC works and operates through busines models; business model creation activity for chosen products All members Lecture and group activity

Business Model Canvass for selected products

Understanding the business model as a tool to see how things work; seeing how products deliver their value propositons

Idea and Campaign Generation

Exposing the LC's current issues and finding solutions through creative thinking All members Group activity

Ideas to address the following issues/tasks: Member activation, PBOX financial sustainability, and repackaging PBOXes

Awareness of some LC issues; insights to alleviate these issues

Market Segmentation

Understanding the needs of the market, and capitalizing on this through market segmentation COM, OGX, ICX, ER Lecture and group activity

Market research on a given product

Market segmentation and market research

Brand Damage Control

A discussion on how to act whenever there is an external force that is threatening to damage the AIESEC brand COM, ER Lecture and activity None

A sense of brand consciousness, and responding to deterrents

Crisis Management

Staged fake crisis during NLDC Bringback, during which, the participants' responses and behaviors will be monitored All members Group activity None

A reminder of how to act in the face of crisis

How to Write a JD

Discussing the importance of writing an good JD for ICX-PROJ; writing sample JDs and questionning their content ICX, PROJ Lecture and simulation Sample JDs JD writing

XPP

Testing the members' knowledge on the content of the XPP; reminding the members of pertinent contents of XPP ICX, OGX Quiz show None XPP knowledge

Raising Corporate Partners

A discussion on GIP TNs: their importance and tips on raising them ER, ICX Lecture None

A better understanding of GIP TNs, and how to get results from them

My NLDC Experience

Testimony from the NLDC Delegates regarding their conference experience All members Sharing None Motivation

Speech from DelegatesInspired motivational speech by the NLDC Delegates All members Sharing None Motivation

ContinueMaking ALDS a multi-track conference catering to both old members and new membersHaving non-officers organize and facilitate NLDC Bringback. It is one thing for AIESEC AdMU officers to speak about how inspired they are in the organization. But sometimes non-officers are able to reach their co-members more effectively than officers can. NLDC Delegates, specifically the non-officers should be given the oppotunity to inspire their co-members through an bringback they prepared themselves. Officers should be present for guidance nonetheless.

aiesec ateneo de manila university: year end report 2011 - 2012

Documents