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AAIM Vienna outputs

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Основная информация с Конгресса аламни в Вене

Основная информация с Конгресса аламни в Вене

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  • 1. Unleashing  AIESEC’s  Global  Alumni  Poten8al   The  AAI  Transforma8on  Project  –  October  2013  Vienna  Update    
  • 2. Imagine  the  poten8al.   AIESEC   “Structured  Leadership  Experience”   AIESEC  Alumni   ~  1  million   Alumni-­‐to-­‐Alumni   alumni   •  Job  search   •  Business  services   •  Mentoring     •  Venture  funding   nly Trained O •  Personal  and  professional  meet-­‐ups   Trained •  Alumni  “exchange”   pported and Su Life Alumni-­‐to-­‐AIESEC     •  Strong  GIP  referral  network   •  Boards  of  Advisors   •  Student  projects   Alumni-­‐to-­‐World   •  Alumni  projects  with  global  impact   Shared  values.    Shared  experiences.    Our  capital  of  trust.   2
  • 3. AIESEC’s  Lifelong  Connec8on  =  1  Trillion  AIESEC     Structured,  Global,  Cross-­‐Genera8onal  Collabora8on   Alumni-­‐to-­‐Alumni   •  MarkeGng  alumni  business  services.   •  Finding  jobs,  employees,  partners.   •  Venture  funding.   •  Meet-­‐ups  and  exchange.   •  Finding  and  serving  as  mentors.   Alumni-­‐to-­‐AIESEC   •  Strong  internship  referral  network.   •  ParGcipaGon  on  Boards  of  Advisors.   •  Support  of  student  projects.   Alumni-­‐to-­‐World   •  Alumni  projects  with  global  impact.   Shared  values.    Shared  experiences.    Our  capital  of  trust.   3
  • 4. But  we  have  had  a  lifelong  connec6on  primarily  in  name  only.   AIESEC' AIESEC'Alumni' “Structured&Leadership&Experience”& AIESEC   “Some&Connec*ons&but&with&Very&Limited&Structure”& AIESEC  Alumni   Alumni'to'Alumni* •  Job&search& •  Business&services& •  Mentoring&& •  Venture&funding& •  Personal&and&professional&meetBups& •  Alumni&“exchange”& ?" Alumni'to'AIESEC* •  Strong&GIP&referral&network& •  Boards&of&Advisors& •  Student&projects& Alumni'to'World* •  Alumni&projects&with&global&impact& Weak  “Connec8ons”   •  No  single  compelling   place  to  connect.   •  Hundreds  of  web  pages   filled  with  comments       but  liOle  impact.   •  Most  countries  do  not   have  alumni  associaGons.   •  LiOle  coordinaGon   historically  within  and   across  countries.   4 Shared'values.''Shared'experiences.''Our'capital'of'trust.' Weak  “Collabora8on”   Weak  “Contribu8on”   •  Huge  demand  among   alumni  to  engage   producGvely  with  each   other,  but  no  medium         to  deliver  against  it.   •  The  will  is  there,  but  doing   this  this  right  requires   resources.   •  Chicken  and  egg  problem:   -  Alumni  and  sponsors   want  to  see  services               before  funding  it  and   invesGng  their  Gme.   -  However,  the  services   require  some  funding         to  get  done  well.  
  • 5. A  Very  Compressed  Timeline   The  Past  50+  Years     AAIM  Hungary  (2/12)                   Implementa8on     •  Massive  potenGal,   •  Working  Group’s     but  a  sleeping  giant.   assessment  and   proposed  strategy.   •  The  obstacles…   -­‐  FragmentaGon,               few  synergies                                 (AI  <–>  AAI,                               AAI  <–>  NAAs).   -­‐  No  funding.   -­‐  Limited                               ‘muscle  power’.   -­‐  PoliGcal  squabbles.     -­‐  Few  services,                       low  member  value.   5 -­‐  Based  on  history  and             in-­‐depth  assessment               of  present  state.   -­‐  Supported  by  extensive   surveys  of  alumni  and   naGonal  leaders.   •  AAIM  strongly   endorsed  the  WG’s   proposal,  then  AAIC   elected  an  EB  and     with  a  mandate  to   implement  it.   •  The  EB,  with   support  from   past  EB,  naGonal   and  regional   leaders  and   alumni-­‐at-­‐large,   has  been   working  to  put   this  strategy     into  place.   Today   •  Crucial  programs   are  underway.   •  Let’s  now     ‘complete  the  job’.   1.  AlumNet   2.  Integrated   organizaGon   3.  Resources  and   infrastructure   4.  21st  century   governance   …and  define  our   opGmum  ‘flight  path’   to  Mexico  City.  
  • 6. AlumNet  is  a  game-­‐changer.   Leadership*under*AIESEC*values*delivered*for*life.* 6
  • 7. AlumNet  is  not  just  a  website,  it’s  the  “glue”.   Leadership*under*AIESEC*values*delivered*for*life.* Strong  “Connec8ons”   •  ConnecGng  all  alumni   and  AIESEC  under  one   umbrella  for  alumni-­‐ related  acGviGes.   •  Alumni  enGGes  will  have   their  own  pages  and   share  infrastructure   (registraGon,   membership,  database   management,  finance…).   Strong  “Collabora8on”   •  Strong  programs  that  deliver   fully  against  the  promise  and   have  a  real  impact.   Alumni-­‐to-­‐Alumni                                       Business  promoGon,  venture   financing,  job  board,  meet-­‐ups...   Strong  “Contribu8on”   •  Providing  opportuniGes  for   alumni  to  contribute   –  Time   –  Money   –  ConnecGons   Alumni-­‐to-­‐AIESEC                                     Internship  referrals,  mentoring,   parGcipaGon  in  student  projects…   Alumni-­‐to-­‐World                                               ParGcipaGon  in  alumni  projects…   …while  maintaining  the  independent  en88es  that  exist  today  at  every  level.   7
  • 8. Leadership*under*AIESEC*values*delivered*for*life.* AlumNet  brings   everybody  and  everything   together  on  one  pla_orm               and  under  one  umbrella.   Newsle,er! AAI#Blog! Signature#Programs! AAI#Website! •  Strong'programs'that'deliver' fully'against'the'promise'and' have'a'real'impact.' Alumni'to'Alumni******************* Business'promo8on,'venture' financing,'job'board,'meet=ups...' (8) AIESEC Alumni First Thursdays Alumni'to'AIESEC****************** Internship'referrals,'mentoring,' par8cipa8on'in'student'projects…' Alumni'to'World*********************** Par8cipa8on'in'alumni'projects…' 8/17/12 6:26 PM Admin Panel Edit Page Notifications See All Alumni First Thursdays - September. 21 hours ago Build Audience Help Messages Hide See All Andrew Thackray For other events around the world,… Liz Espinosa likes AIESEC Alumni First Thursdays's photo. 23 hours ago Kirsten Schmidt Kristen, pls add me as your friend … 6 Maria Ocampo Search for people, places and things David Epstein Voice Find Friends Home Christopher May Starting the weekend sick, jet Wiliam Gendel Bernal Orozco posted on AIESEC Alumni First Thursdays's timeline. Done! Let me know if it is ok. Reg… lagged and missing a party... on Alumni First Thursdays — Change to David Epstein You are posting, commenting, and liking as AIESECThursday not good... Dana Madulid Manfred Weierer likes AIESEC Alumni First Thursdays's photo. Hello, Hugo! Sorry for the delay of… Miguelangel Herrera B Create A Page on Thursday commented on Valeria Garcia Ducharne's link: "maaaaaaaa Prince Justice Uzoma Now Join the Discuss* Make your Contrib… aaaaaaaaaaaaaaaaaaloo..." Manfred Weierer likes AIESEC Alumni First Thursdays's photo. July on Thursday Jill Okawa Fletcher New Likes See All Insights See All Joined FacebookNext listened to Everlasting Promote Posts Light by The Black Keys Jiri Vrsecky Talking About This Reach on Spotify. 3 hours ago Want more people to see this post? Promote it now! Maria Ocampo commented Sevgi Arnavutoglu Erturk on Jennifer Ward Duran's 7 hours ago AIESEC Alumni First Thursdays photo: "Adorable!" Hey AIESEC! Share your ideas with Agung Halim us, how can we improve the AIESEC Maria Ocampo likes 13 hours ago StreetArt in Germany's link. Alumni First Thursdays (AAFT) initiative? Go to our homepage, Hayfa Mcharek 4 Promote give us a "like" and tell us how to Jill Okawa Fletcher 14 hours ago listened to This Is Not make it better. America... by David Bowie on Spotify. ALUMnite! Leaders#List! AIR! A=Groups! Miguelangel Herrera B Dia muy divertido con la gente de AIESEC UC y el Global Village... Probé comida Alemana, Italiana, Iraní, China y Brasilera Luca Torosani likes Alex Cabon's status. Miguelangel Herrera B likes Blog Cultural Radio. Jill Okawa Fletcher listened to Wait by M83 on Spotify. Hugo Alfonso Preciado Razo likes Gerardo Rodriguez Chanadari's check-in. AIESEC Alumni First Thursdays Liked 3,950 likes · 79 talking about this Community Join alumni AIESECers on the first Thursday of each month in cities across the globe to network, have fun and unleash AIESEC's global alumni potential! Click on "Events" for more info. About 3,950 Photos Events Map with locations Likes Photo / Video Event, Milestone + Write something... Alex Cabon commented on Juan Salvador H C's photo: "San pedro de los pinos 1 comunit..." Alex Cabon likes Juan Salvador H C's photo. Alex Cabon commented on his own status: "Yes it will repeat, could even..." Highlights Status Alex Cabon what a great week of work with an amazing team and meeting incredible people. So... 63 Friends Like AIESEC Alumni First Thursdays Jill Okawa Fletcher listened to Addicted To Love by Florence + The Machine on Spotify. Mighty Leaf Tea added a new photo. +54 AIESEC Alumni First Thursdays Yesterday Hey AIESEC! Share your ideas with us, how can we improve the AIESEC Alumni First Thursdays (AAFT) initiative? Go to our homepage, give us a "like" and tell us how to make it http://www.facebook.com/aafthursdays 8 Recent Posts by Others on AIESEC Alumni First Thursdays Jill Okawa Fletcher listened to Listen To Your Body... by Black See Kids on Spotify. All Pedro Luis Pinson Edelen commented on Micaela Sabja Aliss's post in Economía Azul en Bolivia (exclusivo para Alumni y Aiesecos): "Listos para moscu, porque no v..." Page 1 of 4 Local,  Na5onal  and  Regional  versions  
  • 9. AlumNet  –  What  is  the  current  status?   Leadership*under*AIESEC*values*delivered*for*life.* Progress  to  Date   •  Gathered  extensive     alumni  input.   •  Completed  extensive         design  work.   •  Developed  public  areas   using  DotNetNuke  industry   standard  architecture.   •  Completed  significant  work   on  private  content  areas.   9 AlumNet  demo  
  • 10. AlumNet  –  Where  do  we  go  from  here?   Leadership*under*AIESEC*values*delivered*for*life.* Progress  to  Date   •  Gathered  extensive     alumni  input.   •  Completed  extensive         design  work.   •  Developed  public  areas   using  DotNetNuke  industry   standard  architecture.   •  Completed  significant  work   on  private  content  areas.   10 Next  Steps     Cri8cal  Needs   •  Training  of  AAI  management   team  on  ediGng  and  updaGng   content.   •  Supplement  current   development  effort  with   paid  provider.   •  CompleGon  of  newsleOer   header.   •  Raise  seed  funding  to   support  this  effort.   •  Launch  of  email  and  social   media  to  drive  registraGons  and   membership  signups.   •  Bring  on  a  strong  Director   of  CommunicaGons.   •  Test  and  launch  in  phases.   •  Bring  on  IT  Director  to  lead   the  next  phase  of  work.  
  • 11. Our  2nd  game-­‐changer  is  a  globally  integrated  organiza8on.   Leadership*under*AIESEC*values*delivered*for*life.* RAA! R E G I O N A L ! A S S O C I AT I O N S ! •  •  •  •  •  11 NAA! A S S O C I AT I O N S ! N A T I O N A L ! Independent  en88es  (as  today).   Shared  goals  (Alumni-­‐to-­‐Alumni,  Alumni-­‐to  AIESEC  and  Alumni-­‐to-­‐World).   Clearly  defined  roles  and  responsibili8es  (at  each  level).   Integrated  membership  ( join  anywhere  and  be  a  globally-­‐recognized  member).   Funding  valuable  programs  (with  local,  naGonal  and  internaGonal  benefits).  
  • 12. Integra8ng  AIESEC’s  Global  Alumni  Offering   Roles  and  Responsibili8es  at  Each  Level   Leadership*under*AIESEC*values*delivered*for*life.* R A R A A R A A !N A A N A A ! A! ! NAA! ! R E G I O N A L !I O N A L !R E G I O N A I O N A L !I O N A L !N A T I O N A L ! R E G N A T L ! N A T A S S O C I A T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! I SS S SSOCIA I SS S Programs   AlumNet   Coordina8on   Database   Events  /   Awards   Support     Services   Commun-­‐   ica8on   AIESEC   Governance   12 Specific  global  roles         and  responsibili8es.   Specific  regional  roles   and  responsibili8es.   Specific  na6onal  roles   and  responsibili8es.  
  • 13. Integra8ng  AIESEC’s  Global  Alumni  Offering   Roles  and  Responsibili8es  at  Each  Level   Leadership*under*AIESEC*values*delivered*for*life.* R A R A A R A A !N A A N A A ! A! ! NAA! ! R E G I O N A L !I O N A L !R E G I O N A I O N A L !I O N A L !N A T I O N A L ! R E G N A T L ! N A T A S S O C I A T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! I SS S SSOCIA I SS S Programs   •  Design  and  implement  global  programs.   •  Encourage  program  adopGon  by  NAAs  and   develop  regional  program  opportuniGes.   •  Implement  and  supplement.   AlumNet   •  Develop,  manage  and  maintain  AlumNet.   •  Create  a  regional  page  using  AlumNet   templates.   •  Create  naGonal  and  local  pages  using  AlumNet   templates.   Development   •  Define  and  disseminate  best  pracGces  and   establish  new  NAAs  or  provide  support  to  RAAs.   •  Establish  new  NAAs  in  their  region.   •  Recruit  and  develop  local  alumni  groups.   Coordina8on   •  Solicit  input  from  RAAs  and  NAAs.   •  Coordinate  mktg  campaigns  with  RAAs,  NAAs.   •  Provide  regional  input  to  AAI.   •  Provide  naGonal  input  to  RAA  and/or  to  AAI.   Database   •  Maintain  global  database  in  synergy  with  AI  and   NAAs.   Events  /   Awards   •  Organize  global  events  and  awards.   Support     Services   •  Provide  all  levels  with  membership  payment  and   admin,  data  services,  programs,  templated  pages.   Commun-­‐   ica8on   AIESEC   Governance   13 •  Work  with  AAI  on  na5onal  data  management,   subject  to  agreements.   •  Publish  global  newsleOer  and  other  markeGng   communicaGons.   •  Organize  regional  events  and  awards.   •  Organize  na5onal  and  local  events  and  awards.   •  Publish  regional  newsleOer  using  AlumNet   template.   •  Publish  naGonal  and  local  newsleOers  using   AlumNet  templates.   •  Represent  Alumni  with  AI  and  encourage  alumni   support.   •  AAI  members  vote  in  legislaGve  sessions.   •  Represent  AIESEC  Alumni  with  MC  and   encourage  alumni  support.   •  RAAs  parGcipate  on  AAI’s  Advisory  Board   •  NAA  members  vote  on  regional  maOers.   •  NAA  governance  is  largely    at  the  naGonal   level.    NAA  members  vote  at  the  naGonal  level.  
  • 14. Integra8ng  AIESEC’s  Global  Alumni  Organiza8on  and  Offering   Membership   Integrated     Membership     Concept   Simple  Revenue     Sharing  Formula   •  Each  enGty  sells  an  idenGcal  €25  global  alumni  membership  package  that  includes  the  following  benefits:   -  Access  to  AlumNet  member-­‐only  programs  that  provide  benefits  at  the  local,  naGonal  and  internaGonal  levels;   -  Discounted  aOendance  at  events;   -  VoGng  rights  at  the  naGonal,  regional  and  global  levels.   •  These  funds  will  help  defray  product  development  and  administraGve  costs.    In  the  case  of  AAI,  it  will  help  support  the  cost  of  developing   AlumNet  and  of  a  small  global  office  to  handle  global  service  funcGons  (maintenance,  finance,  bus  dev…)  that  will  benefit  all  alumni.   •  RegistraGon  on  AlumNet  is  free,  but  access  to  certain  services  will  require  membership.   •  €10  to  AAI.   Add-­‐on  Services   •  Alumni-­‐to-­‐alumni  business  promoGon.   that  can  be                       Sold  Separately   Administra8ve     Magers   14 •  •  •  •  •  •  •  €5  to  the  RAA  to  which  the  alum   declares  residence.   •  €10  to  the  NAA  where  the  alum  declares   residence.   •  Premium  membership  packages.   ParGcipaGon  in  this  program  will  be  based  on  wriOen  partnership  agreements.     ParGcipaGng  enGGes  must  be  legally  formed  and  have  a  bank  account  (a  potenGal  workaround  for  NAAs  is  to  work  through  the  MC).       100%  of  membership  dues  from  members  residing  in  non-­‐parGcipaGng  countries  will  help  fund  AAI.   Each  enGty  will  market  global  alumni  memberships  with  the  understanding  that  revenue  will  be  shared  in  accordance  with  the  formula.   The  accounts  will  be  trued  up  every  three  months  or  when  the  balance  owed  to  one  party  or  the  other  reaches  a  pre-­‐determined  level.   AAI,  the  RAAs  and  the  NAAs  will  negoGate  partnership  agreements  in  line  with  these  principles.  
  • 15. Integra8ng  AIESEC’s  Global  Alumni  Organiza8on   Where  do  we  go  from  here?   Leadership*under*AIESEC*values*delivered*for*life.* RAA! R E G I O N A L ! Progress  to  Date   •  Current  proposals  reflect   significant  input  gathered   and  consensus-­‐building   over  many  months.   NAA! A S S O C I AT I O N S ! A S S O C I AT I O N S ! N A T I O N A L ! Next  Steps     Cri8cal  needs   •  Finalize  our  consensus.   •  AlumNet  launch.   •  Vote  on  enabling  legislaGon.   •  Sign  cooperaGon   agreements.     •  Assign  responsibiliGes  for   execuGon  immediately   following  Vienna.   •  Strengthened  markeGng   communicaGon  to  support   global  membership.   campaign.   •  Strengthened  AAI  Finance,   Membership  and  regional   liaison  funcGons  to   implement  agreements.   15
  • 16. Our  3rd  game-­‐changer:  resources  and  ‘infrastructure’     AAI  Office   • A  small  office  with  leadership   and  funcGonal  experGse  that   liaises  with  volunteer  talent,   members  and  AIESEC.   AAI  Seed  Fund   • Funds  to  support  the   compleGon  of  AlumNet   and  a  small  office.   16 AAI  Volunteer  Talent   • Qualified  alumni  with  the   needed  drive  and  capacity   – Regional  liaisons.   – Program  management.   – Event  management.  
  • 17. AAI  Office   Unleashing  AIESEC’s  global  alumni  potenGal  requires  a  small  global  office.   Objec8ve   • Professionalize  the  management  and   administraGon  of  AAI  and  AlumNet.   • Likely  base  in  Brussels  or  RoOerdam.   Loca8on   • Brussels  base  has  larger  talent  pool       and  low  cost  faciliGes  for  nonprofits,   whereas  RoOerdam  is  next  to  AIESEC.   • ExecuGve  and  day-­‐to-­‐day  program  leadership.   • All  core  funcGons.   –   ExecuGve  Director   Role   –   IT,  including  AlumNet   –   MarkeGng/Membership   –   Business  Development   –   Finance/Legal/Compliance   • Work  with  extensive  volunteer  network  across  the  globe.   17
  • 18. AAI  Volunteer  Talent   We  need  to  grow  and  strengthen  our  pool  of  qualified  volunteer  talent.     The   Qualifica8ons   The     Open     Posi8ons   18 •  At  least  10  years  of  professional  experience,  with  demonstrated  leadership  skills.   •  Results-­‐driven,  hands-­‐on,  self-­‐starters  with  the  ability  to  work  with  liOle  supervision   and  meet  deadlines.   •  The  ability  to  recruit,  coordinate  and  manage  teams.   •  Excellent  collaboraGon  and  communicaGon  skills.   •  Strong  project  management  abiliGes.   •  Senior  AIESEC  leadership  experience  at  the  MC  or  AI  level.   •  10-­‐20  hours  per  month  of  available  Gme  to  dedicate  to  the  effort.   •  Director  of  MarkeGng  CommunicaGons.   •  Director  of  Development  (Fundraising).   •  Director  of  IT.   •  Regional  Directors  (one  in  each  world  region).   •  Director,  NAA  Development.   •  Director  of  Programs.   •  Program  Leaders  (Alumni  Internship  Referral.  A-­‐Groups,  Global  Job  Exchange,   Global  Business  Exchange,  Global  Meet-­‐Ups,  Leaders  List,  History  Project).   …some  of  these  role  are  in  addiGon  to  the  paid  roles  in  the  AAI  office.  
  • 19. AAI  Seed  Fund   We  are  launching  a  major  fundraising  campaign  so  that     the  AAI  TransformaGon  Project  will  achieve  full  liq-­‐off  and  sustainability.       Target   • €300,000  from  alumni,  over  24  months.   • Complete  the  development  and  deployment  of  AlumNet.   Use  of     Proceeds   • Establish  an  AAI  office  with  an  ExecuGve  Director  and  2-­‐3  staff  to   administer  AAI’s  infrastructure,  membership  and  programs.   • Provide  working  capital.   • Develop  a  high-­‐profile  campaign  that  appeals  to  alums’  desire  for  a   lifelong  connecGon  to  AIESEC’s  mission,  vision  and  values.   Fundraising   Strategies   • Build  a  Development  CommiOee  made  up  of  high  profile  alums  to   lead  the  effort.   • Engage  in  direct  fundraising  to  high  profile  alumni  across  the  globe.   • Run  the  campaign  unGl  the  money  is  raised.   19
  • 20. AAI  Cash  Flow  Expecta8ons   2013 €0000000000 14,692 2014 100,592 2015 125,334 2016 62,828 2017 120,550 2018 256,664 €'''''''''' 10,000 €''''''''''''''' A €'''''''' 100,000 €00000000 110,000 €''''''20,750 €''''''87,500 €''''140,000 €0000248,250 €'''''''''' 49,800 €'''''''' 202,000 €''''''''''''''' A €00000000 251,800 €'''''''''' 87,150 €'''''''' 294,000 €''''''''''''''' A €00000000 381,150 €'''106,240 €'''355,200 €'''''''''' A €000461,440 €'''126,990 €'''423,000 €'''''''''' A €000549,990 Total0IT0Development €'''''''''' 20,000 €''''120,000 €'''''''''' 75,000 €'''''''''' 80,000 €'''''80,000 €'''''80,000 Total'staffing''(75%'in'2014) Rent'(75%'in'2014) Other Total0office0and0meeFng0expenses €''''''''''''''' A €''''''''''''''' A €'''''''''''' 1,000 €'''''''''''' 1,000 €''''''82,500 €''''''11,250 €'''''''' 5,000 €''''''98,750 €'''''''' 155,000 €'''''''''' 18,000 €'''''''''''' 6,000 €'''''''' 234,000 €'''''''' 155,000 €'''''''''' 20,000 €'''''''''''' 7,000 €'''''''' 237,000 €'''155,000 €'''''20,000 €'''''''8,000 €'''238,000 €'''155,000 €'''''20,000 €'''''10,000 €'''240,000 Legal'and'notary'fees'and'costs CollecLon'charges Liability'insurance Total0Expenses €'''''''''''' 2,000 €''''''''''''''' 500 €''''''''''''''' 600 €0000000000 24,100 €'''''''' 3,000 €'''''''' 1,128 €''''''''''' 630 €0000223,508 €'''''''''''' 3,500 €'''''''''''' 1,145 €''''''''''''''' 662 €00000000 314,306 €'''''''''''' 4,000 €'''''''''''' 1,733 €''''''''''''''' 695 €00000000 323,427 €'''''''4,500 €'''''''2,097 €''''''''' 729 €000325,327 €''''''' 5,000 €''''''' 2,500 €'''''''''' 766 €000328,266 Budgeted0Cash0at031st0December €00000000 100,592 €0000125,334 €0000000000 62,828 €00000000 120,550 €000256,664 €000478,388 Actual0or0Forecasted0Cash0at01st0January0 Income Total0membership0dues0(€8.30'net'of'dues'sharing'and'VAT) Total0Sponsorship DonaFons'(alumni,'grants,'other) Total0Income Expenses 20
  • 21. AAI  Cash  Flow  Expecta8ons   Actual0or0Forecasted0Cash0at01st0January0 2013 €0000000000 14,692 2014 100,592 2015 125,334 2016 62,828 2017 120,550 2018 256,664 Income Member0dues !!!AlumNet!registered!alumni! !!!%!of!whom!are!members !!!Total!members Total0membership0dues0(€8.30!net!of!dues!sharing!and!VAT) €!!!!!!!!!! 10,000 50,000 100,000 150,000 160,000 170,000 5% 6% 7% 8% 9% 2,500 6,000 10,500 12,800 15,300 €!!!!!!20,750 €!!!!!!!!!! 49,800 €!!!!!!!!!! 87,150 €!!!106,240 €!!!126,990 Sponsorship Total!alumni!business!sponsor!revenue Total!corporate!sponsorship!revenue Partner!offers!revenue Total0Sponsorship €!!!!!!!!!!!!!!! €!!!!!!!!!!!!!!! €!!!!!!!!!!!!!!! €!!!!!!!!!!!!!!! €!!!!!!12,500 €!!!!!!25,000 €!!!!!!!!!!! I €!!!!!!87,500 €!!!!!!!!!! 42,000 €!!!!!!!!!! 70,000 €!!!!!!!!!! 20,000 €!!!!!!!! 202,000 €!!!!!!!!!! 84,000 €!!!!!!!!!! 90,000 €!!!!!!!!!! 30,000 €!!!!!!!! 294,000 €!!!115,200 €!!!100,000 €!!!!!40,000 €!!!355,200 €!!!153,000 €!!!110,000 €!!!!!50,000 €!!!423,000 DonaGons!(alumni,!grants,!other) €!!!!!!!! 100,000 €!!!!140,000 €!!!!!!!!!!!!!!! I €!!!!!!!!!!!!!!! I €!!!!!!!!!! I €!!!!!!!!!! I Total0Income €00000000 110,000 €0000248,250 €00000000 251,800 €00000000 381,150 €000461,440 €000549,990 IT0Development Total0IT0Development €!!!!!!!!!! 20,000 €!!!!120,000 €!!!!!!!!!! 75,000 €!!!!!!!!!! 80,000 €!!!!!80,000 €!!!!!80,000 Office0and0meeGng0expenses ExecuOve!Director!!(75%!in!2014) €!!!!!!!!!!!!!!! I €!!!!!!37,500 €!!!!!!!!!! 55,000 €!!!!!!!!!! 55,000 €!!!!!55,000 €!!!!!55,000 Number!of!support!staff! Support!staff!(75%!in!2014) Total!staffing €!!!!!!!!!!!!!!! I €!!!!!!!!!!!!!!! I €!!!!!!!!!!!!!!! I 2 €!!!!!!45,000 €!!!!!!82,500 3 €!!!!!!!! 100,000 €!!!!!!!! 155,000 3 €!!!!!!!! 100,000 €!!!!!!!! 155,000 3 €!!!100,000 €!!!155,000 3 €!!!100,000 €!!!155,000 Rent!(75%!in!2014) Other Total0office0and0meeGng0expenses €!!!!!!!!!!!!!!! I €!!!!!!!!!!!! 1,000 €!!!!!!!!!!!! 1,000 €!!!!!!11,250 €!!!!!!!! 5,000 €!!!!!!98,750 €!!!!!!!!!! 18,000 €!!!!!!!!!!!! 6,000 €!!!!!!!! 234,000 €!!!!!!!!!! 20,000 €!!!!!!!!!!!! 7,000 €!!!!!!!! 237,000 €!!!!!20,000 €!!!!!!!8,000 €!!!238,000 €!!!!!20,000 €!!!!!10,000 €!!!240,000 Legal!and!notary!fees!and!costs CollecOon!charges Liability!insurance Total0Expenses €!!!!!!!!!!!! 2,000 €!!!!!!!!!!!!!!! 500 €!!!!!!!!!!!!!!! 600 €0000000000 24,100 €!!!!!!!! 3,000 €!!!!!!!! 1,128 €!!!!!!!!!!! 630 €0000223,508 €!!!!!!!!!!!! 3,500 €!!!!!!!!!!!! 1,145 €!!!!!!!!!!!!!!! 662 €00000000 314,306 €!!!!!!!!!!!! 4,000 €!!!!!!!!!!!! 1,733 €!!!!!!!!!!!!!!! 695 €00000000 323,427 €!!!!!!!4,500 €!!!!!!!2,097 €!!!!!!!!! 729 €000325,327 €!!!!!!! 5,000 €!!!!!!! 2,500 €!!!!!!!!!! 766 €000328,266 Budgeted0Cash0at031st0December €00000000 100,592 €0000125,334 €0000000000 62,828 €00000000 120,550 €000256,664 €000478,388 I I I I Member  dues   Sponsorship   DonaGons   Expenses 21 Development   Staffing  
  • 22. The  AAI  Seed  Fund  (Cont’d)   • Communicate  fundraising  target.   Tac8cs  and   Campaign   Donor  Levels     • Develop  a  well-­‐wriOen  case  statement.   • Establish  donor  levels.   • Provide  appropriate  recogniGon  to  donors.   • IdenGfy  a  high-­‐profile  lead  donor  at  each  level.   • Issue  matching  challenges.   22
  • 23. The  AAI  Seed  Fund  (Cont’d)   Development   Commigee  Chair   Development   Commigee   Members   Development   Commigee   Ac8vi8es   •  Senior  AIESEC  alum  with  internaGonal  experience  and  a  global  profile.   •  Willing  to  commit  to  building  and  leading  the  Development  CommiOee.   •  Senior  execuGves  with  global,  regional  or  naGonal  AIESEC  experience.   •  MulG-­‐generaGonal.   •  Regional  team  leaders  with  a  solid  alumni  network  who  are  willing  to  travel  to   regional  and  naGonal  alumni  events  and  make  a  donaGon.   •  Monthly  calls.   •  Alumni  list  research  and  development.   •  TargeGng  and  direct  approach.   •  Monthly  fundraising  webinars  with  EB  members  as  guest  speakers.   •  Discuss,  develop  and  achieve  consensus  on  this  plan.   •  IdenGfy  lead  donors  and  potenGal  parGcipants  at  each  level/from  each  region.   Needs  in  Vienna   •  IdenGfy  a  Development  Director  and  lead  the  campaign/build  the  commiOee.   •  Establish  acGon  items  and  responsibiliGes  for  execuGon  of  this  plan.   •  Launch  the  campaign  and  gain  pledges.   23
  • 24. Our  final  game-­‐changer  is  enabling  21st  century  governance.     Members  at  Large   RAA! R E G I O N A L ! A S S O C I AT I O N S ! Background   Results   Next  Steps   •  Based  on  input  at  past   events,  we  launched  a               WG  on  governance  headed   by  Ken  Phillips.   •  3-­‐year,  staggered  EB  terms  to   promote  sustainability.   •  Enact  proposed  legislaGon.   •  The  WG  included  8  AAI   members  across  regions       and  generaGons.   •  Global  virtual  voGng  to  give  all   members  a  voice.   •  Enable  the  possible  expansion   of  EB  size  over  Gme.   •  Propose  EB  size  for  next   elecGon.   •  Appoint  a  NominaGons   CommiOee  to  prepare  for   global  virtual  elecGons           in  Mexico  City  in  March   2014.   •  NominaGons  CommiOee  to   •  The  goal  was  to  bring  AAI’s   encourage  qualified  candidates   governance  into  line  with  our   and  to  manage  elecGon  process.   •  vision  of  a  large,  integrated,   •  EB  membership  for  presidents   global  organizaGon.   of  RAAs  that  sign  cooperaGon   •  We  also  need  to  bring  AAI’s   agreements  with  AAI.   statues  and  fully  into  line   •  •  A  number  of  other  moGons.   with  Belgian  law.   24 NegoGate  cooperaGon   agreements  with  RAAs,   enabling  their  presidents   to  join  the  AAI  EB.   Finalize  cooperaGon   agreements  with  AI.  
  • 25. So  how  do  we  complete  the  job?   Structured,  Global,  Cross-­‐Genera8onal  Collabora8on   Alumni-­‐to-­‐Alumni   •  MarkeGng  alumni  business  services.   •  Finding  jobs,  employees,  partners.   •  Venture  funding.   •  Meet-­‐ups  and  exchange.   •  Finding  and  serving  as  mentors.   Alumni-­‐to-­‐AIESEC   •  Strong  internship  referral  network.   •  ParGcipaGon  on  Boards  of  Advisors.   •  Support  of  student  projects.   Alumni-­‐to-­‐World   •  Alumni  projects  with  global  impact.   Shared  values.    Shared  experiences.    Our  capital  of  trust.   25
  • 26. Unleashing  AIESEC’s  Global  Alumni  Poten8al   The  AAI  Transforma8on  Project  –  October  2013  Vienna  Update     Four  game-­‐changers  to  ‘complete  the  job’  on  our  flight  path  to  Mexico  City.   Comple8ng  AlumNet   Resources  and  Infrastructure   AAI#Office# Leadership*under*AIESEC*values*delivered*for*life.* AAI#Seed#Fund# •  Not  just  a  website,  it’s  the  “glue”/  the  value.   •  Everyone  and  everything  on  1  platorm.   •  We  need  funding  to  finish  the  job.   Globally  Integrated  Organiza8on   AAI#Volunteer#Talent# •  Small  office  with  leadership  and  funcGonal  experGse.     •  Qualified  volunteers  with  the  needed  drive  and  capacity.   •  Funding  the  compleGon  of  AlumNet  and  a  small  office.   21st  Century  Governance   Members'at'Large' Leadership*under*AIESEC*values*delivered*for*life.* RAA! R E G I O N A L ! A S S O C I AT I O N S ! RAA! R E G I O N A L ! NAA! A S S O C I AT I O N S ! A S S O C I AT I O N S ! N A T I O N A L ! •  Clearly  defined  roles  and  responsibiliGes.   •  Integrated  membership  funding  programs.   •  Assign  responsibiliGes  for  execuGon.   26 •  3-­‐Year,  staggered  EB  terms  to  promote  sustainability.   •  Global  virtual  voGng  to  give  all  members  a  voice.   •  NominaGons  CommiOee:  strong  candidates/managed  process.   •  EB  membership  for  RAA  presidents  to  promote  integraGon.