AIESEC UNSW: LC of the Year Award (2012)
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AIESEC UNSW: LC of the Year Award (2012)

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AIESEC UNSW: LC of the Year Award (2012) AIESEC UNSW: LC of the Year Award (2012) Presentation Transcript

  • Rewards & Recognition July 2012:LC of the Year Award The University of New South Wales
  • A special thanks to AIESEC MacquarieAIESEC UNSW would like to congratulate and thank AIESEC Macquarie for their growth andexchange achievements to date. We are proud to host AIESEC Macquarie as our expansion LCand wish them every success in the future as a full member LC.We would like to acknowledge that the statistics available on myaiesec.net incorporate bothUNSW and Macquarie results. We have included Macquarie results into this application, as peraward submission criteria. AIESEC Macquarie Executive Board, 2012 NSW State Conference, April 2012
  • AcknowledgementWe would like to thank the following organisations for their continuing support in our localcommittee. They have helped us to become the LC for many years to come (not just for the year). Exchange partners Exchange partners Support partners Support partners We would also like to thank the following alumni for their contributions and involvements in our local committee thus far: Suzanne Lam Htet Yan Alpha Cheng James Vincent Helen Chen Edwina Wong Kara Grimsley Lisa Ye Kai Foo Vinay Orekondy Pearl Leung David Kim Varun Chhabra Melissa Ran Samanali Gallage Jody Wong Matthew Sin Eric Canbery Nimita Patel Katie Zhang Martin Liang Gofran Chowdhury Jennifer Gao Annie Tan Shamila Vijayamanohar Jim Peng
  • Award overview Performance Highest absolute growth of TNs and EPs in Australia Highest number of TN and EP realisations in Australia Sustainability 16+ months of reserves for full LC activities Exchange pipeline• UNSW Volunteer expo event • Official support from faculties• UNSW Welcome back day • Returned EPs as ambassadors• UNSW Foundation day • Business school video marketing
  • Efficient, mature and well-rounded Although our LC has one of the smallest member bases, we have continued to realise double-digit exchange experiences since 2010. As an LC with strong foundations, we areEfficient now committed to innovation that is focused on exchange. We recently developed our talent processes to help scale quality leadership experiences within the LC. This is done through our internal IM system that allows for transparent tracking and listing of role JDs. We have one of the highest stable growth rates in exchanges over the years and have consistently generated results that exceeded expectations. We have assisted AIESECMature Macquarie in becoming a full-member LC and their excellent results achieved through our culture speaks for itself. We have a history of excellence in the LC and this expectation is embedded in our high-performing culture at the member level with few motivation issues. We believe that our well-rounded LC with developed functions and processes across theWell-rounded board represent what an LC of the year is about. We have proven OGX and ICX processes that generate results, innovative TM implementations, developing social media presence, brand-aligned website and excellent financial health. Although we are focused on exchange, we have also held a leadership night and have organised social volunteering over the break.
  • Key achievements over the period 67 30 ↑1 (6)Most EP and TN realisations in Highest absolute growth in EPs as Raise for incoming exchange Australia full member LC in Australia (most TNs realised in Australia) $3434 16% 75% Net profit for 11/12 Q4 Highest organic growth in EP Proportion of EB and TLs who went (March 24 – June 12) realisations as host LC in Australia on exchange
  • “ In this award submission, we have focused on realisation results as we believe our impact is driven through the experiences we fulfil, not promised! “ AIESEC UNSW Executive Board June 2012
  • LC of the Year Award1 Exchange excellence2 Member excellence3 Financial sustainability4 Exchange pipeline
  • Exchange overview UNSW has steady exchange growth over the past five yearsFrom 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations.80 80 67 Double-digit steady Absolute growth60 60 growth as a relatively mature LC in Australia EPs and TNs40 37 40 2520 20 7 4 0 0 0 2007 2008 2009 2010 2011 2012
  • Overall exchange excellence UNSW realised the most EPs and TNs in AustraliaFrom 1st July 2011 to 30th June 2012, UNSW realised 61 EPs and 6 TNs. 80 80 70 67 Highest number of EP and TN realisations 70 60 60 54 50 45 50 40 36 40 TN EP 30 30 23 20 20 14 10 10 10 0 0 UNSW¹ UWA² Sydney Monash³ Melbourne UTS UQ1. UNSW includes realisations from Macquarie University under current hosting agreement.2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA).3. Monash includes realisations from RMIT under current hosting agreement.
  • Overall exchange excellence UNSW achieved highest absolute growth in EPs and TNs in AustraliaFrom 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations. 35 35 30 Highest absolute growth in EP and TN realisations 30 30 28 25 27 25 Absolute growth 20 20 15 15 14 15 10 10 5 3 5 0 0 UNSW¹ Sydney UWA² Monash³ Melbourne UTS UQ -5 -5 -5 -10 -101. UNSW includes realisations from Macquarie University under current hosting agreement.2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA).3. Monash includes realisations from RMIT under current hosting agreement.
  • Outgoing exchange excellence AIESEC Australia EP realisations overview from 2011 to 2012 0 10 20 30 40 50 60 70 61 UNSW¹ 32 51 UWA² 26 42 Sydney 16 Includes 2 Curtin EPs realised after 35 Monash³ 19 extension arrangement with UWA 21Melbourne 7 15 Curtin 18 12 UTS 9 9 QUT 2 9 Flinders 1 8 UQ 12 6 Adelaide 6 2012 20111. UNSW includes realisations from Macquarie University under current hosting agreement.2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results include 2011 realisations that are independent of extension arrangement with UWA.3. Monash includes realisations from RMIT under current hosting agreement.
  • Outgoing exchange excellenceThis table summarise absolute and relative growth in EPs from 1st July 2011 to 30th June 2012. EPs raised EPs matched EPs realised 2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012 64 112 35 70 32 61 ↑75% ↑100% ↑91% Source: myaiesec.net (1/7/2010 to 28/6/2012)Key results: OGX highlights:• Realising the most exchanges in Australia 1. EP reintegrated as campus ambassadors• Highest absolute growth in total and members exchanges (EPs + TNs) 2. EP graduation ceremony in February• 1 of 5 LCs to pass both Jan and July XQSC 3. True middle management structure• Highest relative organic EP growth as implemented for leadership scaling hosting LC 4. Product development for brand-aligned• Highest GCDP EP contribution to total EP marketing realisations as hosting LC
  • OGX highlights Key initiatives over the period• Recruited EPs into middle management roles• MaC/CC VP attends weekly OGX meetings• EP graduation ceremony for re-integration of EPs• Knowledge standardisation and segmentation of GCDP and GIP product through professional promotional booklets and EP booklets• EP prep day for quality pre-departure service and engagement• 40% of OGX members have been on exchange (60% by the end of 2012)• Alumni provided three structured training sessions to OGX (Kai, 2009)• Three teams responsible for each stage of EP experience (Ra/Ma/Re)• Standardised MRB delivery through internal online learning portal• EPs returned as campus ambassadors for our LC• Cultural workshops organised in semester two to engage EPs• Comprehensive OGX training through internal online learning portal• OCP in EP servicing team stepping up as VPOGX
  • MaC/CC highlights Key initiatives over the period• Obtained official partnerships with Faculties of Arts and Social Sciences, Careers & Employment office and the Australian School of Business through their written letters of support and marketing channels• High-profile marketing in an official UNSW blog, Blackboard learning system (where lecture notes are posted)• Established faculty relations with school of engineering and computer sciences to put AIESEC GIP slide as the first page of lecture slides• Revamped website which is 100% aligned to global brand guideline• 177% increase in semester one applications for exchange• 44% decrease in semester one marketing expenses• Two successful UNSW campus events and three in the pipeline for semester two (Welcome back day, Foundation day, large-scale volunteering expo)• OCP in regional leadership night event stepping up as VPMaC/VPCC
  • Outgoing exchange excellence EPs reintegrated as campus ambassadors and members
  • Outgoing exchange excellence Graduation ceremony for returned EPs as re-engagement
  • Outgoing exchange excellence Product development for brand-aligned marketingAs one of our focus areas in 2012 is to increase brand awareness, our marketing has improvedthrough product development. In Australia, information on the exchange products are verydisperse – information on visa will be in one booklet, testimonials will be inconsistent, projectsare not advertised and information is inconsistent on different communication channels (socialmedia, website and flyers).To solve this, we integrated all information (besides visa and policies) for each program in onelocation – in our “product guide” so communication is consistent and the product can bedeveloped over time.
  • Incoming exchange excellence AIESEC Australia TN realisations overview from 2011 to 2012 0 1 2 3 4 5 6 7 6 UNSW¹ 5 3 Sydney 1 3 Most TN realisations in 2011 and 2012 UWA² 1 2 UTS 2 2 UQ 3 2Melbourne 2 1 Adelaide 1 1 Monash³ 2 0 Curtin 1 0 Flinders 1 0 QUT 1 2012 20111. UNSW includes realisations from Macquarie University under current hosting agreement.2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results include 2011 realisations that are independent of extension arrangement with UWA.3. Monash includes realisations from RMIT under current hosting agreement.
  • Incoming exchange excellenceThis table summarise absolute and relative growth in TNs from 1st July 2011 to 30th June 2012. TNs raised TNs matched TNs realised 2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012 5 5 5 4 5 6 - - ↑20% Source: myaiesec.net (1/7/2010 to 28/6/2012)Key results: ICX highlights:• Realising 6 incoming exchanges – the 1. Developed role functions between BD most in Australia and PD• Quality intern servicing for life-long 2. Fortnightly intern engagement connections – over 80% satisfied quality 3. Intern letters of commendation for BD measurement surveys credibility• Maintained current partnership with lead 4. Regional Corporate Cocktails event for account Google for 2012 raises partner engagement
  • ICX highlights Key initiatives over the period• Middle management structure in business development (BD) and partnership delivery (PD)• IM for sales training through online learning portal• Increased ICX presence in LC through participation in LC activities • 80% attendance in NSW State con • 100% attendance in team meetings• External tracker implemented to track how many days an account has not been contacted and to flag a warning when over two weeks old• Developed an LC outline to give companies an organisational overview on top of current national sales materials• Calling blitz to encourage bonding and collaborative results• OCP in NSW Regional cocktails• OCP in Partnership delivery• RTF leader in o-week 2012• RTF leader in semester two 2011
  • Incoming exchange excellence Good case practice in quality intern servicingUNSW achieved the highest quality intern-servicing in the country. The well-defined roles ofPartnership Delivery Officers (PDOs) enabled fortnightly intern engagement through activitiesincluding intern welcoming dinners, intern birthday celebrations, cultural touring around Sydneyand farewell parties.Quality intern-servicing is further reflected through intern letters of commendation and over80% in quality measurement forms (compared to under 50% in 2011). Erik from Sweden Hung from Vietnam Albert from Indonesia
  • Incoming exchange excellence Good case practice in sustainable partnershipAIESEC UNSW initiated and ran the very first Regional Corporate Cocktails last September. Theevent increased our LCs credibility to partners and led to the development of several warmaccounts. It also acted as a good case practice in partnership development for the nation.Our existing partnership with Google Australia has improved significantly compared to2010/2011 with Google completing over 75% of the quality measurement survey forms, with anoverall ranking of ‘C – Satisfied’ for all interns during the period.Our network within Google has expanded 100% within the period, consisting of uppermanagement within Google who make intern hiring decisions. Google has since re-raised andhave been kept sustainable with successful transitioning meetings and monthly updates for re-raise in semester two 2012.
  • Incoming exchange excellence Professional brand alignment for AIESEC NSWDuring August, our LC also hosted the first Regional leadership night, where corporate, socialand entrepreneurial leaders came to speak of their experiences in their respective fields. Theevent generated a professional brand since non-members from all NSW LCs attended the event.
  • LC of the Year Award1 Exchange excellence2 Member excellence3 Financial sustainability4 Exchange pipeline
  • Member excellenceThis table summarise absolute and relative growth in members and leaders from 1st July 2011 to30th June 2012. 2010/2011 2011/2012 Growth TMPs 39 31 - TLPs 9 11 ↑22% Source: Internal statistics (1/7/2010 to 28/6/2012)TMP highlights: TLP highlights:• Higher exchange efficiency despite lower • 6 out of 8 EB and TLs went on exchange member base • 200% growth in X+L (2 → 6)• Mentoring program via alumni • Successfully implemented OGX middle• External learning partners for learning management to scale leadership in LC and development • Internal talent board to sustain OCP roles• Innovative tracking for engagement and to scale leadership• Community experience through LC retreat • Regional alumni night at UNSW in semester two 2012 (OCP role)
  • TM highlights Key initiatives over the period• Improved transparency and tracking on members, alumni and account engagements• Established learning partner which led to higher LCM attendance• Initiated alumni mentoring program to provide member training, motivation and experience sharing• OCP in LC retreat to enrich member experiences in line with LC focus area• Alumni attendance and engagement at LC retreat• Initiated internal board for leadership roles (think of a careers section within an LC website)• Organised LC social impact volunteering day to renovate houses for families at risk and homeless• Standardised value-based recruitment accessible on online learning portal• OCP in regional EP conference stepping up as VPTM
  • Member excellence Innovative tracking for member engagementOur extensive tracking allows us to monitor and encourage member involvement in the LC. Indiscontinuing the use of personal learning plans, we use a talent tracker to monitor theengagement of members in the LC (where engagements include meetings, events andconferences). Member engagement
  • Member excellence Community experience through LC retreatFurthering our physical reach, we started a sustainable initiative for the 26th to 28th June wherewe will hold an LC retreat in Port Stephens, NSW. There is an attendance rate of over 67% and itwill be a member bonding experience for the LC.
  • Member excellence Internal talent board to scale leadershipWe implemented an internal database of job descriptions in order to scale leadership (andmembership) for our LC for years to come.The database lists all available roles in our LC, complete with standardised job descriptions, roletypes, date available and the contact person to “apply” internally. In the long-term, this will helpretain leadership roles in the LC (currently OCPs do not transition their “successors” which pose aproblem in Australia), provide clear performance tracking and the person in the role with cleardirection and guidance.
  • LC of the Year Award1 Exchange excellence2 Member excellence3 Financial sustainability4 Exchange pipeline
  • Financial sustainability Our financial position as of 21st June 2012 • 16+ months of reserve • Cash at bank of $26,474 • Last quarter profit of $3,434 $15,970 • No receivables • No current liabilities More liquid • Transparent expense tracking • Improved budget model $3,617 Account Interest Deposit 3.5% $6,886 Interest 4.5% Term Deposit 5.9% Deposit Interest Term Deposit
  • Financial sustainability Growing cash at bank and declining expenses$30,000 $14,000 $12,000$25,000 $26,474 $10,000$20,000 $8,000$15,000 $6,000$10,000 $4,000 $5,000 $2,000 $0 $0 10/11 Q1 10/11 Q2 10/11 Q3 10/11 Q4 11/12 Q1 11/12 Q2 11/12 Q3 11/12 Q4 Cash at bank (LHS) Expenses (RHS)
  • FN highlights Key initiatives over the period• Improved transparency and tracking on expenses and budget• Improved budget model and structure to increase the accountability of revenue activities (exchange, fee and operational)• Increased accountability in expenses through exchange, LC, conference and operational breakdown• Re-negotiated with Google Australia to amend previous pricing structure so MRB costs is no longer our LC expense (increase profit of $400~ per TN)• Initiated referral subsidies for past EP as MaC/CC research showed past EPs are the best marketeers• Initiated team dinner incentive for information table volunteering• Established governance where liquid deposits cannot exceed 30% of cash at bank and investment initiatives cannot exceed 10% of cash at bank• Increased presences of FN team in LC with 40% of members having OC experience
  • LC of the Year Award1 Exchange excellence2 Member excellence3 Financial sustainability4 Exchange pipeline
  • Exchange pipeline OGX pipeline overview for 2012In 2012, OGX transformed into three teams in order toimplement middle management for manpowerscaling. This entailed breaking down OGX process into:• Selection and raising (XR)• Matching and realising (GCDP)• Professional internships team (GIP)This allowed our OGX function to have clearcommunications with the communications team (CC)since only one OGX team is involved. This also allowsus to identify bottlenecks in the OGX processes. Key events in semester two• EP engagement workshops • Partner with business school marketing to• UNSW Foundation day event star in video (ASB Pulse)• UNSW Welcome back day event • Leverage letters of support to improve• UNSW Volunteers expo event faculty relations• Virtual info session • Regional alumni night held at UNSW
  • Exchange pipeline ICX pipeline overview for 2012During this period, we had 15 meetings, attended 10 networking events and contacted 50+companies across IT, engineering, accounting & finance and not-for-profits. Raise Google Australia, Pacific Strategy Partners, GoGet, WorkingIn Warm accounts St. Vincent de Pauls, Protiviti, Meltwater Meetings Artis Group, Leighton Contractors, Red Bull, Arc, Rio Tinto, Lend Lease, RSPCA, The National Centre in HIV Social Research at UNSW, The Salvation Army Contacted companies 50+
  • LC of the Year Award1 Exchange excellence2 Member excellence3 Financial sustainability4 Exchange pipeline
  • Appendix i. MoS Ra/Ma/Re allocation periodIt is noted that the award criteria take into account the hosting agreements for UNSW, UWA andMonash. The following timeframe for Ra/Ma/Re allocation is presented to highlight therecognition period for each hosting agreement. UNSW Macquarie recognised from 1st July 2011 to 30th June 2012 UWA ANU recognised from 1st July 2011 to 30th June 2012 Curtin¹ recognised from 13th January 2012 to 30th June 2012 Monash RMIT recognised from 1st July 2011 to 30th June 20121. On 13th January 2012, Curtin became an extension under UWA through the January membership subcommittee. Curtin’s MoS results after this date are recognised under UWA, and Curtin’s MoS results prior to this date are recognised under Curtin before its disbandment. With reference to myaiesec.net, 2 EPs are recognised under UWA, whilst the other recognise under Curtin as an LC before disbandment.
  • Appendix ii. EP realised to raised ratio (Re/Ra) comparisonThe realised to raised ratio (Re/Ra) represents the proportion of realisations to raises of EP in2011. This ratio, multiplied by the 2012 raises provide a fair expectation of the number ofrealisations in 2012, which UNSW exceeded.UNSW is the only full-member LC that met prior year realisation rate with the highest differenceof 5, where the prior year realisation rate is over 50%. 2011 2012 Expected Actual Realised (Re) Raised (Ra) Re/Ra ratio (a) Raised Difference realisations realisations UNSW 32 / 64 = 0.50 112 x (a) = 56 – 61 = (5) Sydney 16 55 0.29 74 21 42 (21) UTS 9 17 0.53 22 11 12 (1) UWA 26 38 0.68 92 63 51 12 UQ 12 19 0.63 7 4 8 (4) Melbourne 7 13 0.54 56 30 21 9 Monash 19 35 0.54 87 47 35 12 Source: myaiesec.net (1/7/2011 to 28/6/2012)(a) This is the prior year run-rate ratio used to determine whether we have met expectations for current year realisations.
  • Thank you for your consideration! National July Conference, July 2009 National January Conference, January 2010 National July Conference, July 2011 NSW State Conference, April 2012
  • The University of New South Wales www.aiesecunsw.org