I gcdp lc inferences

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  • Notes:- but from national project they will make profit. About 80,000 which will break the even. That’s why you should do more national projects then adhoc. 
  • 9110 percent grwoth.
  • I gcdp lc inferences

    1. 1. iGCDP LC InferencesParameters:-•LC Growth In exchanges absolute and relative growth.•Contribution to nationalized projects.•Programme sustainability “Finance”.•Learning events for external visibility and collaboration.
    2. 2. AIESEC AHMEDABAD• Growth of 300% in Experience delivery but need to carry forward in coming years.• Highly focused on Nationalized Projects, it contributes to 50% exchanges out of total realization in iGCDP.• Financially sustainability at operational level.• Frequently need to do more learning events and workshop for more external visibility as youth run organization focusing towards Social Impact.
    3. 3. AIESEC BANGALORE• Growth of 90% in Experience delivery but need to carry forward in coming years.• For sustainability need to contribute more towards Nationalized Projects. Out of total exchanges in lc’s 29x contribute to national projects.• Runing iGCDP operation at loss and there is no financial sustainability in programme.• Need to collaborate with more learning partners for external visibility and high quality of exchange delivery.
    4. 4. AIESEC BARODA• Growth of 31% in Experience delivery. But how much its externally visible• Highest contribution to Nationalized projects. But there is no document submission at national office.• Most cost centric portfolio for lc. Docs was not submitted with audits.• Incomplete audits• Conducted external impact based events and collaborated with different org.
    5. 5. AIESEC CHANDIGARH• Took a downfall in exchanges but has more process oriented approach in delivery and reception.• Contributed 124x to nationalized project out of total x.• Need to financially sustain the exchange its most cost centric portfolio.• Frequently involved in more workshops and events. Need to collaborate with more org for increase in experience delivery.
    6. 6. AIESEC CHENNAI• Has shown relative growth compared to last year but need to capitalized on more issues for increase in experience delivery.• Financially sustained at operational delivery.• Less contribution to nationalized projects.• Need to conduct more learning events and workshop for external visibility.
    7. 7. AIESEC DELHI UNIVERSITY• Growth of 173% in Experience delivery but need to carry forward in coming year.• One of the lc which is financially sustained in iGCDP portfolio and making profit out of it.• Highly focused on nationalized project and contributing 160x out of total x at lc level iGCDP.• Most externally visible through its events and learning events for trainees.
    8. 8. AIESEC DELHI IIT• Increased in Experience delivery and have capacity to grow through its sustainable model in iGCDP.• Contributing 110x to Nationalized projects out of total x in iGCDP.• Need to sell more projects and events to generate income for financially sustainable.• Collaborate with more organization which can drive growth for increase in experience delivery and quality improvement.
    9. 9. AIESEC JAIPUR• Relative growth is less in over all portfolio.• Less contribution to nationalized project out of total exchange.• Need to revamp financial model for igcdp due to most cost centric portfolio.• For external visibility need to conduct more learning events and collaborate to external organization for increase in quality delivery.
    10. 10. AIESEC HYDERABAD• Growth of 24% in Experience delivery but it should be continuous process.• Contributing 137x to nationalized project out of total x.• Financially not sustained due to lack of planning and poor delivery.• Need to organize more learning events, workshops and impact events for external visibility.
    11. 11. AIESEC IIT KGP• Showed massive growth in experience delivery but can do more.• All the exchange delivered are nationalized projects.• Need to financially sustain at operational level.• Conduct more workshop and collaborate with issues related Ngo’s.
    12. 12. AIESEC INDORE• Growth of 334% in Experience delivery but it should be continuous process.• No contribution towards nationalized projects.• One of the most profit generated portfolio and financially sustained.• Successfully conducting external events and contributed to Discover India.
    13. 13. AIESEC JALANDHAR• Growth of 130% in Experience delivery but need to focus on quality and delivery.• Contributing 74x out of total x to nationalized projects.• More cost centric portfolio.• Lack of external visibility and no external collaboration.
    14. 14. AIESEC KOLKATA• Massive growth in experience delivery compared to last year.• 80% contribution to nationalized project out of total x.• Financially sustained due to nationalized project as well selling project and conducting events.• Delivered maximum learning events and workshop.
    15. 15. AIESEC LUCKNOW• Negative growth compare to last year.• Low contribution towards nationalized projects.• Most cost centric portfolio and no financial model for this portfolio.• Need to conduct more events and collaborate with external organization.
    16. 16. AIESEC MANIPAL UNIVERSITY• Growth of 47% in Experience delivery but it should be continuous process.• Nationalized project contribute only 30% to total exchange.• Financially not sustain at operational level.• Conduct more learning events and work shop for visibility.
    17. 17. AIESEC MUMBAI• Growth of 70% in Experience delivery but it should be continuous process.• Lack of contribution to nationalized projects.• Financially unstable in programme.• Need to conduct learning events for trainees and focus on quality.
    18. 18. AIESE NAVI MUMBAI• Define process for x and delivery.• Focus on nationalized projects.
    19. 19. AIESEC PUNE• Growth of 240% in Experience delivery but it should be continuous process.• Contributing 65% to nationalized project out of total x.• Financially not stable and need to revamp the finance model.• Lack of external visibility and need to collaborate with external org for quality delivery.
    20. 20. AIESEC SURAT• Massive growth in exchange.• Contributing 58% to nationalized projects.• Working on financially sustainable model.• Need to conduct more external events and collaborate with other org for visibility.

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