AIESEC UNSW 2011 Reckon Finance Award Application
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AIESEC UNSW 2011 Reckon Finance Award Application

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    AIESEC UNSW 2011 Reckon Finance Award Application AIESEC UNSW 2011 Reckon Finance Award Application Presentation Transcript

    • RECKON FINANCE AWARD JANUARY NATIONAL CONFERENCE 2011 AIESEC UNSW
    • AIESEC UNSW 2010
      • There was a strong focus on sustainability for the year 2010, which involved paving the path for future generations of AIESEC UNSW to grow and develop.
    • OVERVIEW @UNSW Sustainability
    • LEADERSHIP PIPELINE, EXCHANGE & LEADERSHIP
      • AIESEC UNSW has achieved a strong leadership pipeline through high quality engagement of members.
        • 2 LCP candidates
        • 9 EB Candidates
      • AIESEC UNSW has provided leadership opportunities to groom future LCPs and VPs.
        • UNSW OCP and team for MPMs
        • UNSW OCP and team for NEWCON
        • UNSW OCP and team for SPMs
        • RTF Leader and team for O-Week
      LEADERSHIP PIPELINE
      • Focus on leadership transition where members of the outgoing and incoming EB attended a 4-day Transition Conference away from Sydney.
      • Focus on encouraging leaders to go on exchange:
        • Reached and exceeded X+L goals for 2010
      LEADERSHIP PIPELINE 2010 Goals Actuals Exchange & Leadership 2 3
    • EXCHANGE + LEADERSHIP
    • EXCHANGE PIPELINE & LC-LC PARTNERSHIPS
    • LC-LC PARTNERSHIPS
      • Established strong LC-LC partnerships with many reserved positions filled:
        • 6 positions filled out of 7 reserved with AIESEC UNAND in Indonesia
        • 5 positions filled out of 5 reserved in Taiwan
        • 3 positions filled out of 5 reserved in Ghana
      • Expansion plans:
        • WENA – 1 partnership (organised for Semester 1 to coincide with their summer vacation)
        • CEE – 2 partnerships
        • Africa – 2 partnerships
        • AP – 3 partnerships likely to be re-raised
    • OGX PIPELINE
      • Record OGX results:
        • 38 raises (124% growth)
        • 24 realisations forcasted (60% growth)
        • Absolution growth in EP realisations of 2
      • Improved OGX processes:
        • Increased number of MRBs to attract more EPs. A total of 6 MRB preps and MRBs for 2010.
        • OGX members are more actively engaged primarily because of their specific role descriptions.
    • OGX STRATEGY
      • OGX aims to improve the LC’s use of resources i.e. money, people, time and materials.
        • Utilising the Summer holiday period to raise LC partnerships, for higher numbers in matched and realised EPs in Q3 & Q4.
      • OGX aims to maintain relationships with EPs and maximise chances of EPs to members and X+L.
        • Re-integrate EPs into the LC and encourage participation during O-Week, recruitment and information stalls/sessions.
    • ICX PIPELINE
      • Raised two internships with:
        • The Centre for Social Impact (1 TN)
        • Google Australia (7 TNs)
      • High growth in ICX in 2010:
        • 8 raises (700% growth)
        • 8 realisations forecasted (700% growth)
        • Absolute growth in TN realisations of 7
    • ICX STRATEGY
        • AIESEC UNSW promises to provide for both TN takers and TNs with the utmost level of professionalism, efficiency and value.
      • ICX goals for 2011:
        • Raise and realise 4 TNs.
        • Target market sectors where AIESEC UNSW have previous relations or are familiar to the LC.
        • Focus on raising MTs and TTs (having factored in the social environment).
    • SALES & EXCHANGE
      • In 2010, AIESEC UNSW has developed a key partnership with STA Travel.
        • Provision of printing for all materials AIESEC UNSW requires, which has been helpful in the running of information sessions and stalls to promote AIESEC and exchange.
      • AIESEC UNSW Finance will take on an additional role in 2011 that focuses on sponsorship and business development .
        • Providing sales support, market research and sponsorship development to strengthen current processes and place a strong focus on exchange.
    • STRONG FINANCIALS
    • LC SUSTAINABILITY
      • $13,446 LC cash-at-bank.
      • 95.6% income generated through exchange:
        • Strong exchange results.
        • Opportunity to diversify revenue with new ICX TN takers & through sponsorship, which is now an additional role of Finance.
      • Substantial increase in profit margin:
        • 26.9% profit margin in 2010.
        • 9.5% profit margin in 2009.
    • REVENUES AND SURPLUSES
      • Revenue of $29,169 for the year 2010:
        • Revenue $16,384 for Q1 FY 10/11.
      • 95.6% of revenue generated through exchange:
        • 50% from ICX.
        • 46% from OGX.
      • A surplus of $ 7,842.13 was generated for 2010 :
        • A surplus of $5529.58 was generated in Q1 FY10/11.
    • BUDGETED VS ACTUALS
    • FINANCIAL SUSTAINABILITY
      • Stringent management of funds and budgeting in finding the best way to reduce expenses and finding the most efficient and effective method of spending allocated funds.
      • Creating a RnR strategy that rewards members and drives performance.
      • Creating a LC Development Fund where portfolios can apply for funding in order to improve their processes or increase their efficiency.
    • INVESTMENTS IN AIESEC UNSW
    • INVESTMENTS IN MEMBER DEVELOPMENT
      • UNSW Finance ran a Quicken training event at UNSW with high numbers of expressions of interest.
        • Within 3 hours of listing the event on social networking sites and email, we had over 50 expressions of interest.
        • Event catered for 23 people from UNSW and 7 AIESECers from Macquarie University.
        • Received very positive feedback from attendees.
      • Will aim to run at least one Quicken training event per semester in 2011 to cater for high demand.
      • Invested in an RnR night for members with alumni attendance.
      • Strong LC culture has led to a high number of members attending conferences:
        • AIESEC UNSW had one of the largest delegations for the July National Conference 2010 (NEWCON).
      INVESTMENTS IN MEMBER DEVELOPMENT
        • Majority of conference attendees have taken on leadership positions or become active members within the LC.
    • INVESTMENTS IN EXCHANGE
      • Exchange subsidies of up to $300 (this is the LC portion - thus pricing the EP fee cost price) for members who have made a significant contribution to AIESEC UNSW based on the following criteria:
        • Contributes to X+Ls
        • High performance and contributed to the growth of LC
      • Other requirements to receive this subsidy:
        • Rewards members and encourages them to be re-enter the LC and promote exchange for AIESEC UNSW
    • INVESTMENTS IN EXCHANGE
      • The exchange subsidy has been beneficial as it contributed to 2 X+Ls.
        • Annie Tan, VP OGX
        • Christania Tanuwidjaya, RTF leader & OCP SPM
      • Other investments in exchange:
      • Investment in substantive “Aussie Packs” to maintain strong relations with EPs.
    • INVESTMENTS IN EXCHANGE
      • Information stalls and sessions promoting AIESEC and exchange, for example, UNSW Careers Expo and Volunteers Expo.
        • This contributed to a record of 38 EPs being raised in 2010.
      • AIESEC UNSW organised an EP & Intern dinner to build strong relations with our stakeholders .
    • INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONING
      • Engaging with external partners and stakeholders so AIESEC UNSW has more positive exposure and both greater on and off-campus presence.
      Goals Our Actions and Results Establishing strong University Relations UNSW Global Exchange Office UNSW Careers Office ARC - Student Union Establishing key Faculty Partnerships Australian School of Business School of Education School of Social Science & International Studies Gaining Sponsorships Australian School of Business - $1000 Conference & Initiate the Future Sponsorship - $2500
    • INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONING
      • Planning for 2011
      • Training members in brand awareness and marketing AIESEC.
      • Increase brand awareness through a greater Web presence:
        • Ensure professionalism as it will be the first point of contact for most students and potential partners.
        • Investing in a simpler and cleaner user interface that is easy to navigate.
        • Will have regularly updated news and information.
        • Storehouse of key information catering for different stakeholders.
    • THANK YOU