The document discusses renewing the conference cycle and management for AIESEC Indonesia. It proposes holding regional conferences instead of one large national conference, to make management more sustainable as AIESEC grows. Two regions - West and East - would each host conferences for local LCs about every 6 months. Details are provided on conference types, the bidding process LCs must go through to host, and minimum requirements and responsibilities for conference committees and hosting LCs.
This document discusses strategies for promoting AIESEC opportunities at universities in Indonesia. It recommends raising AIESEC's profile on university websites, utilizing student exchange stories, promoting AIESEC events, and maintaining relationships with media partners. Focusing on entrepreneurship and climate change issues is seen as a way to attract more youth. Ensuring members can clearly explain AIESEC is also suggested, as well as increasing traffic to AIESEC's website and using visual promotion materials.
The organization committee of the 2013 AIESEC National Conference in Shanghai evaluated the conference. Key areas that went well included successful recruitment and communication with the organization committee and daily volunteers. Challenges included room sound systems, food quantity estimates, and hotel venue costs. Lessons included testing equipment beforehand, earlier sponsor promotion, and clarifying venue expectations with hotels in contracts. The conference hosted 338 delegates from China and was overall successful in presenting AIESEC SISU at the national level.
The organization committee of the 2013 AIESEC National Conference in Shanghai evaluated various aspects of the event. For HR management, they improved candidate communication but could further diversify promotion. Sponsorship exceeded fundraising goals but onsite promotion required improvement. Logistics effectively managed materials and food delivery. The hotel venue was suitable but sound system quality required attention. Delegate services like bag preparation and medical support went well. Finances faced an unexpected loss while communication platforms effectively informed delegates. The youth business forum promotion could have started earlier. Overall, the committee delivered a high quality national conference while identifying areas for stronger future performance.
The document is a call for applications to join the Organizing Committee (OC) for NamLEAD, Namibia's annual leadership summit. It provides information about the roles and responsibilities of the OC and instructions for applying. The OC gives applicants an opportunity to develop skills in event management, time management, and teamwork while contributing to the development of Namibia's youth leaders. Applicants are asked to commit 15-20 hours per week and be available during the dates of the summit to help deliver the best conference experience for AIESEC Namibia.
This document summarizes job descriptions and application processes for various positions on the organizing committee for the NATCO conference. It outlines:
1. There are multiple positions available on the organizing committee, each with their own specific responsibilities and functions related to areas like finances, external relations, logistics, special events, and more.
2. The application process involves submitting a general questionnaire and a specific questionnaire related to the position by April 4th. Interviews will be held from April 5th-7th.
3. The selection process includes applying by the deadline, interviews, and an announcement of selections on April 7th. Job descriptions provide details on responsibilities, competencies required, and factors for success in each position
This document provides information about project management and project auditing processes for AIESEC in Indonesia. It defines what a project and project management are, and explains the difference between ad hoc work and project work. The document outlines the typical project lifecycle including planning, execution, and closing phases. It also describes the responsibilities of various roles in project auditing, including the project coordinator, organizing committee, and provides details about what should be prepared for each project audit checkpoint. The goal of project auditing is to objectively measure project performance, ensure projects meet goals, and prevent issues by reviewing projects at different stages.
Leading a Toastmasters club using a process oriented approachKumar Kolaganti
Leadership and Management skills are essential for running any organization, big or small, for-profit or not-for-profit. While Leadership skills focus on your soft-skills so you know how to figure out the right thing to do, management skills are more tactical and focus on how to do it right. With just leadership skills, you will figure out the right thing to do. With just management skills, you will learn how to do anything right. Every club officer must have both these type of skills in order to be successful. With both the leadership skills and management skills, you are ready to do the right thing in the right manner.
One of the important management skills is operations management that deals with processes in an organization. To run the club operations, methodically, smoothly and in an efficient manner, it is important to get our “act” (processes) together.
This presentation outlines what is a process and how using processes can potentially benefit a Toastmasters club’s execution of activities.
Contact me if you need an editable PPTX file.
Last October 16 @ RPACE Tikling, an open dialogue regarding the MEA CI was done. This was attended by the AC's District Superintendents, Pastors, Deaconesses, Lay Organization Leaders. The RPACE UMYF presentation captures the salient details per committee. The latter portion presents the frequently asked questions, suggestions, and reminders.
Template may be downloaded for use on your respective Annual Conferences. The 2-hour program was also audiorecorded for documentation purposes. Will update you once copy is available.
God bless!
This document discusses strategies for promoting AIESEC opportunities at universities in Indonesia. It recommends raising AIESEC's profile on university websites, utilizing student exchange stories, promoting AIESEC events, and maintaining relationships with media partners. Focusing on entrepreneurship and climate change issues is seen as a way to attract more youth. Ensuring members can clearly explain AIESEC is also suggested, as well as increasing traffic to AIESEC's website and using visual promotion materials.
The organization committee of the 2013 AIESEC National Conference in Shanghai evaluated the conference. Key areas that went well included successful recruitment and communication with the organization committee and daily volunteers. Challenges included room sound systems, food quantity estimates, and hotel venue costs. Lessons included testing equipment beforehand, earlier sponsor promotion, and clarifying venue expectations with hotels in contracts. The conference hosted 338 delegates from China and was overall successful in presenting AIESEC SISU at the national level.
The organization committee of the 2013 AIESEC National Conference in Shanghai evaluated various aspects of the event. For HR management, they improved candidate communication but could further diversify promotion. Sponsorship exceeded fundraising goals but onsite promotion required improvement. Logistics effectively managed materials and food delivery. The hotel venue was suitable but sound system quality required attention. Delegate services like bag preparation and medical support went well. Finances faced an unexpected loss while communication platforms effectively informed delegates. The youth business forum promotion could have started earlier. Overall, the committee delivered a high quality national conference while identifying areas for stronger future performance.
The document is a call for applications to join the Organizing Committee (OC) for NamLEAD, Namibia's annual leadership summit. It provides information about the roles and responsibilities of the OC and instructions for applying. The OC gives applicants an opportunity to develop skills in event management, time management, and teamwork while contributing to the development of Namibia's youth leaders. Applicants are asked to commit 15-20 hours per week and be available during the dates of the summit to help deliver the best conference experience for AIESEC Namibia.
This document summarizes job descriptions and application processes for various positions on the organizing committee for the NATCO conference. It outlines:
1. There are multiple positions available on the organizing committee, each with their own specific responsibilities and functions related to areas like finances, external relations, logistics, special events, and more.
2. The application process involves submitting a general questionnaire and a specific questionnaire related to the position by April 4th. Interviews will be held from April 5th-7th.
3. The selection process includes applying by the deadline, interviews, and an announcement of selections on April 7th. Job descriptions provide details on responsibilities, competencies required, and factors for success in each position
This document provides information about project management and project auditing processes for AIESEC in Indonesia. It defines what a project and project management are, and explains the difference between ad hoc work and project work. The document outlines the typical project lifecycle including planning, execution, and closing phases. It also describes the responsibilities of various roles in project auditing, including the project coordinator, organizing committee, and provides details about what should be prepared for each project audit checkpoint. The goal of project auditing is to objectively measure project performance, ensure projects meet goals, and prevent issues by reviewing projects at different stages.
Leading a Toastmasters club using a process oriented approachKumar Kolaganti
Leadership and Management skills are essential for running any organization, big or small, for-profit or not-for-profit. While Leadership skills focus on your soft-skills so you know how to figure out the right thing to do, management skills are more tactical and focus on how to do it right. With just leadership skills, you will figure out the right thing to do. With just management skills, you will learn how to do anything right. Every club officer must have both these type of skills in order to be successful. With both the leadership skills and management skills, you are ready to do the right thing in the right manner.
One of the important management skills is operations management that deals with processes in an organization. To run the club operations, methodically, smoothly and in an efficient manner, it is important to get our “act” (processes) together.
This presentation outlines what is a process and how using processes can potentially benefit a Toastmasters club’s execution of activities.
Contact me if you need an editable PPTX file.
Last October 16 @ RPACE Tikling, an open dialogue regarding the MEA CI was done. This was attended by the AC's District Superintendents, Pastors, Deaconesses, Lay Organization Leaders. The RPACE UMYF presentation captures the salient details per committee. The latter portion presents the frequently asked questions, suggestions, and reminders.
Template may be downloaded for use on your respective Annual Conferences. The 2-hour program was also audiorecorded for documentation purposes. Will update you once copy is available.
God bless!
The document provides information about applying for positions on the organizing committee (OC) for the National Legislation Meeting (NLM) conference in Greece. It includes messages from the conference manager, an application guide, the OC structure, and roles and responsibilities for different OC positions. The OC will be responsible for planning and executing the conference from November 27th to December 23rd. Applications are due November 22nd-24th and interviews will be held shortly after. The document outlines the selection process and responsibilities for the OCP, OCVPs, and teamster positions.
The document outlines strategies for ensuring quality logistics and living standards for exchange participants in GCDP programs. It discusses key issues around accommodation and transportation that need to be addressed, including setting accommodation standards, managing hosting options, and establishing pick-up systems. The roles and responsibilities of sending and hosting entities are defined to facilitate cooperation in solving logistical challenges. Finally, it proposes developing talent capacity through training, structures, and key performance indicators to effectively deliver high quality logistics despite high program volumes.
This document outlines the objectives and timelines of various national conferences and summits held by AIESEC in Indonesia. It describes several recurring events, such as the National Conference, Management Board Conference, and Youth Leadership Conference. It also lists topic-specific summits focused on areas like SU recruitment, talent management, branding, and finance. The document provides details on goals, expected attendees, and topics to be covered for each event.
AIESEC WAT PHNOM Internal Recruitment Bun Socheata
The document provides information about open positions for AIESEC Wat Phnom's recruitment period in 2014, including responsibilities and requirements for each role. It outlines 3 Team Leader positions and 16 team member positions for the iGCDP team, 4 Business Development Officer positions for the iGIP team, 4 Global Leader Program Officer positions for the OGX team, and 3 Coordinator positions for the Marketing team covering Events, Media, and Public Relations. Requirements include submitting an application with responses, letters of recommendation, and a resume by the specified deadlines.
Heidi C. Borter is a Certified Meeting Professional with over 30 years of experience in event planning and management. She is currently the Event Services Manager at the David L. Lawrence Convention Center, where she works with clients to plan successful events. Previously, she held various event planning roles at organizations like SAE International and SSPC: The Society for Protective Coatings, where she managed budgets, negotiated contracts, and planned conferences for thousands of attendees. Borter strives to provide excellent customer service and apply best practices and new technologies to enhance the event experience.
AIESEC Indonesia | oGCDP Summit 2014 | Quality Promises and How to DeliverChristina Kelman
The document outlines objectives and content for a training on delivering quality exchanges.
1) The training will help delegates create a personal minimum quality promise for exchange participants and members to ensure leadership development.
2) Delegates will understand how the EP LEAD framework and minimum quality promises link to the inner and outer leadership journey.
3) Delegates will learn what structures need to be implemented for summer exchanges and off-peak, including why structures are important and timeline details.
The Annual HR Summit 2023 is a two-day event that aims to empower HR practitioners and business leaders to strategize during changing times. It will feature global and regional speakers on integrating HR practices with business strategies. Attendees can learn from peers in the field about effective practices and trends. The summit offers continuing professional development credits. Sponsorship packages are available at different contribution levels, providing speaking opportunities, tickets, logo placement, and exhibiting. The dates are July 13-14, 2023 in Nairobi, Kenya.
Proposal for wal mart environmental summit 2008Amandapeng
Wal-Mart held its 2008 Live Better Environmental Summit in Beijing, China to address environmental problems and sustainability. CyberArk was hired to plan and organize the multi-day summit, which included a plenary session, breakout meetings, lunches, receptions and a resource fair. CyberArk proposed dividing the plenary room into three breakout rooms, providing simultaneous interpreting, and organizing cultural events like a reception party to create a social atmosphere highlighting Wal-Mart's culture and Chinese elements. The goal was to deliver a high-quality, productive environmental summit through reliance on event planning specialists and understanding of Chinese culture.
This document outlines the agenda and goals for an introductory professional meeting and event management course. It discusses establishing goals and objectives, determining audience needs, and selecting meeting sites. Key activities include weekly discussions, a negotiation group project, and a final event planning project. Students are assigned homework to write a request for proposal, research potential meeting locations, and post an autobiography to the discussion board. The goals are to understand the planning process and industry resources needed to effectively manage meetings and events.
The document discusses revisions to the ILM (International Leadership Meeting) model. It proposes establishing an ILM Board to take on responsibilities previously held by the M&BSC (Meetings and Board Support Committee). These responsibilities include coaching hosting entities, managing the bidding process, tracking progress, and making allocation decisions. Three potential ILM delivery models are presented: having one permanent location, rotating among three regional venues, or allowing all entities to bid based on eligibility criteria and internal factors. The document recommends adopting the third model and developing criteria, assessment scales, and financial obligations for stakeholders. It provides recommendations for bidding entities to prepare and for regions to pilot different hosting models and systems.
This document outlines the agenda and goals for an introduction to professional meeting and event management course. It discusses establishing goals and objectives, determining meeting objectives by analyzing the target audience, and the importance of understanding group history. Key aspects of the course include weekly discussions, a negotiation group project, and a final project. Students are given homework on writing an RFP, researching potential meeting sites, and scheduling a site visit.
This document discusses strategies for ensuring quality accommodation for exchange participants (EPs). It emphasizes that safe, decent accommodation is essential for EPs to focus on their job and cultural integration. The hosting entity is responsible for setting accommodation standards and communicating expectations to partner entities and EPs. Standards address amenities, furnishings, maximum occupancy, travel times to work, and processes for changing accommodation. Host entities must also provide temporary accommodation upon arrival and give notice before any changes. Both sending and hosting entities, as well as local committees, have roles in establishing standards, setting reasonable expectations, and addressing any issues that arise. Training and structures are needed to build talent capacity for quality delivery across all stages of the exchange process.
SE Asia and Mainland China emerging meeting marketDavid Jones
This document provides an overview of the meetings, incentives, conferences and exhibitions (MICE) industry in Southeast Asia and mainland China. It discusses the growth of the MICE industry in the region, particularly in mainland China. It also highlights some key differences between Western and Asian meeting styles and specifications. The document then provides examples of large meetings and conventions that have been held in mainland China, and discusses some of the top convention center venues in the country. It also provides tips on attracting Chinese attendees and on holding international meetings in mainland China or Southeast Asian destinations like Singapore.
Introduction to professional meeting and event managementVenusUMB619
This document provides an overview of an introduction to professional meeting and event management course. It outlines the course objectives, expectations, assignments and grading. The key assignments include weekly discussion posts, a negotiation group project, and a final group project planning an event. It also covers establishing goals and objectives, determining audience needs, and the initial steps of site selection including identifying objectives and requirements. Students are given homework to submit a request for proposal for a group and research potential event sites.
Introduction to professional meeting and event managementVenusUMB619
This document provides an overview of an introduction to professional meeting and event management course. It outlines the course objectives, expectations, assignments and grading. The key assignments include weekly discussion posts, a negotiation group project, and a final group project planning an event. It also covers establishing goals and objectives, determining audience needs, and the initial steps of site selection including identifying objectives and requirements. Students are given homework to submit a request for proposal for a group and research potential event sites.
Nerissa Singh has applied for a position and included her personal details, education history, work experience, computer skills, and references. She has over 20 years of experience in administration, training, human resources, and event coordination. Her most recent role as a Course Administrator involved managing online bookings, liaising with clients, and coordinating all aspects of training courses, webinars, and certifications. Previously she held roles in business development, scheduling, and human resources management. Nerissa has various qualifications in business, computers, training, and human resources.
The document provides information about event management for Bro Bong Nidea CFC UK. It defines an event as a feast where God speaks and heals his people. The purpose of an event is for God to speak to his people and inspire and unite them. The process of organizing an event involves preparation, the event proper, and post-activity tasks like evaluations. Key committees for organizing an event are described, including the roles and responsibilities of the Conference Head, Secretariat, Finance, and other committees. Guidelines for budgets, registration, and other logistical details are also outlined.
This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
This document provides guidelines for training an expansion operation. It outlines the following key steps:
1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
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The document provides information about applying for positions on the organizing committee (OC) for the National Legislation Meeting (NLM) conference in Greece. It includes messages from the conference manager, an application guide, the OC structure, and roles and responsibilities for different OC positions. The OC will be responsible for planning and executing the conference from November 27th to December 23rd. Applications are due November 22nd-24th and interviews will be held shortly after. The document outlines the selection process and responsibilities for the OCP, OCVPs, and teamster positions.
The document outlines strategies for ensuring quality logistics and living standards for exchange participants in GCDP programs. It discusses key issues around accommodation and transportation that need to be addressed, including setting accommodation standards, managing hosting options, and establishing pick-up systems. The roles and responsibilities of sending and hosting entities are defined to facilitate cooperation in solving logistical challenges. Finally, it proposes developing talent capacity through training, structures, and key performance indicators to effectively deliver high quality logistics despite high program volumes.
This document outlines the objectives and timelines of various national conferences and summits held by AIESEC in Indonesia. It describes several recurring events, such as the National Conference, Management Board Conference, and Youth Leadership Conference. It also lists topic-specific summits focused on areas like SU recruitment, talent management, branding, and finance. The document provides details on goals, expected attendees, and topics to be covered for each event.
AIESEC WAT PHNOM Internal Recruitment Bun Socheata
The document provides information about open positions for AIESEC Wat Phnom's recruitment period in 2014, including responsibilities and requirements for each role. It outlines 3 Team Leader positions and 16 team member positions for the iGCDP team, 4 Business Development Officer positions for the iGIP team, 4 Global Leader Program Officer positions for the OGX team, and 3 Coordinator positions for the Marketing team covering Events, Media, and Public Relations. Requirements include submitting an application with responses, letters of recommendation, and a resume by the specified deadlines.
Heidi C. Borter is a Certified Meeting Professional with over 30 years of experience in event planning and management. She is currently the Event Services Manager at the David L. Lawrence Convention Center, where she works with clients to plan successful events. Previously, she held various event planning roles at organizations like SAE International and SSPC: The Society for Protective Coatings, where she managed budgets, negotiated contracts, and planned conferences for thousands of attendees. Borter strives to provide excellent customer service and apply best practices and new technologies to enhance the event experience.
AIESEC Indonesia | oGCDP Summit 2014 | Quality Promises and How to DeliverChristina Kelman
The document outlines objectives and content for a training on delivering quality exchanges.
1) The training will help delegates create a personal minimum quality promise for exchange participants and members to ensure leadership development.
2) Delegates will understand how the EP LEAD framework and minimum quality promises link to the inner and outer leadership journey.
3) Delegates will learn what structures need to be implemented for summer exchanges and off-peak, including why structures are important and timeline details.
The Annual HR Summit 2023 is a two-day event that aims to empower HR practitioners and business leaders to strategize during changing times. It will feature global and regional speakers on integrating HR practices with business strategies. Attendees can learn from peers in the field about effective practices and trends. The summit offers continuing professional development credits. Sponsorship packages are available at different contribution levels, providing speaking opportunities, tickets, logo placement, and exhibiting. The dates are July 13-14, 2023 in Nairobi, Kenya.
Proposal for wal mart environmental summit 2008Amandapeng
Wal-Mart held its 2008 Live Better Environmental Summit in Beijing, China to address environmental problems and sustainability. CyberArk was hired to plan and organize the multi-day summit, which included a plenary session, breakout meetings, lunches, receptions and a resource fair. CyberArk proposed dividing the plenary room into three breakout rooms, providing simultaneous interpreting, and organizing cultural events like a reception party to create a social atmosphere highlighting Wal-Mart's culture and Chinese elements. The goal was to deliver a high-quality, productive environmental summit through reliance on event planning specialists and understanding of Chinese culture.
This document outlines the agenda and goals for an introductory professional meeting and event management course. It discusses establishing goals and objectives, determining audience needs, and selecting meeting sites. Key activities include weekly discussions, a negotiation group project, and a final event planning project. Students are assigned homework to write a request for proposal, research potential meeting locations, and post an autobiography to the discussion board. The goals are to understand the planning process and industry resources needed to effectively manage meetings and events.
The document discusses revisions to the ILM (International Leadership Meeting) model. It proposes establishing an ILM Board to take on responsibilities previously held by the M&BSC (Meetings and Board Support Committee). These responsibilities include coaching hosting entities, managing the bidding process, tracking progress, and making allocation decisions. Three potential ILM delivery models are presented: having one permanent location, rotating among three regional venues, or allowing all entities to bid based on eligibility criteria and internal factors. The document recommends adopting the third model and developing criteria, assessment scales, and financial obligations for stakeholders. It provides recommendations for bidding entities to prepare and for regions to pilot different hosting models and systems.
This document outlines the agenda and goals for an introduction to professional meeting and event management course. It discusses establishing goals and objectives, determining meeting objectives by analyzing the target audience, and the importance of understanding group history. Key aspects of the course include weekly discussions, a negotiation group project, and a final project. Students are given homework on writing an RFP, researching potential meeting sites, and scheduling a site visit.
This document discusses strategies for ensuring quality accommodation for exchange participants (EPs). It emphasizes that safe, decent accommodation is essential for EPs to focus on their job and cultural integration. The hosting entity is responsible for setting accommodation standards and communicating expectations to partner entities and EPs. Standards address amenities, furnishings, maximum occupancy, travel times to work, and processes for changing accommodation. Host entities must also provide temporary accommodation upon arrival and give notice before any changes. Both sending and hosting entities, as well as local committees, have roles in establishing standards, setting reasonable expectations, and addressing any issues that arise. Training and structures are needed to build talent capacity for quality delivery across all stages of the exchange process.
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This document provides an overview of the meetings, incentives, conferences and exhibitions (MICE) industry in Southeast Asia and mainland China. It discusses the growth of the MICE industry in the region, particularly in mainland China. It also highlights some key differences between Western and Asian meeting styles and specifications. The document then provides examples of large meetings and conventions that have been held in mainland China, and discusses some of the top convention center venues in the country. It also provides tips on attracting Chinese attendees and on holding international meetings in mainland China or Southeast Asian destinations like Singapore.
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This document provides an overview of an introduction to professional meeting and event management course. It outlines the course objectives, expectations, assignments and grading. The key assignments include weekly discussion posts, a negotiation group project, and a final group project planning an event. It also covers establishing goals and objectives, determining audience needs, and the initial steps of site selection including identifying objectives and requirements. Students are given homework to submit a request for proposal for a group and research potential event sites.
Introduction to professional meeting and event managementVenusUMB619
This document provides an overview of an introduction to professional meeting and event management course. It outlines the course objectives, expectations, assignments and grading. The key assignments include weekly discussion posts, a negotiation group project, and a final group project planning an event. It also covers establishing goals and objectives, determining audience needs, and the initial steps of site selection including identifying objectives and requirements. Students are given homework to submit a request for proposal for a group and research potential event sites.
Nerissa Singh has applied for a position and included her personal details, education history, work experience, computer skills, and references. She has over 20 years of experience in administration, training, human resources, and event coordination. Her most recent role as a Course Administrator involved managing online bookings, liaising with clients, and coordinating all aspects of training courses, webinars, and certifications. Previously she held roles in business development, scheduling, and human resources management. Nerissa has various qualifications in business, computers, training, and human resources.
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Similar to [AIESEC Indonesia] National Conference updated (20)
This document outlines the agenda and topics to be covered over 3 days of a leadership transition program. Day 1 focuses on understanding AIESEC's essence and history, as well as the purpose and role of the transitioning leadership team. Day 2 covers the growth paths of various departments including Outgoing Global Corporate Development Partnership, Incoming Global Corporate Development Partnership, and Outgoing Global Internship Partnership. It also addresses the Transition Management and Talent Leadership Programs. Day 3 discusses the growth path of the Incoming Global Internship Partnership department, understanding the transitioning leader's own entity, and how to lead their commission. Each section includes space to reflect on how the topic relates to the participant and action steps they will
This document provides guidelines for training an expansion operation. It outlines the following key steps:
1. Develop an annual expansion plan with targets that is reviewed by the MCVP Expansion and LCVP.
2. Break the annual plan down into specific action steps and project teams for each program. Define which activities the MC and LC Sister teams are responsible for supporting.
3. Deliver targeted training and coaching to the expansion teams shortly before major focus areas and deadlines. Close tracking of expansion progress against the timeline is critical.
4. Conduct monthly evaluations and quarterly visits to help expansions become mature entities and improve their exchange operations over time. Tracking of LCVPs is also important to ensure proper
The document outlines the stages of expansion for an applicant entity: 1) The initiating phase involves researching feasibility and legal requirements; 2) The accelerating phase focuses on defining operational focus, aligning with national initiatives, and establishing finance and IT infrastructure; 3) The developing phase implements planning tools and frameworks to align operations with national goals.
From 2009 to the present, the company has expanded by adding new university partners each year. Some of the key university partners added include UI, UB, UD, UA, BDG, SBY, UGM, BN, UPN, PMBS, UNS, UNSRI UNHAS, UNILA, UNUD. The expansion history is documented by year with the universities added each year from 2009 to the present.
This document summarizes Christina Kelman's leadership journey session from March 2nd, 2014. The session focused on reflecting on who the participant has become so far, where they want to go in the future, and experiences that have shaped them. Through a guided visualization to a beach, the participant reflected on childhood dreams, achievements, challenges, and what may be holding them back from pursuing future ambitions. They symbolically bottled their "essence" in a handful of sand to represent their life and potential opportunities. Finally, they considered where AIESEC, represented by the ocean, could fit into their journey going forward.
The document outlines a leadership simulation activity where participants take on the roles of a local committee executive board that has to make decisions to address various challenges facing their LC. They are given a series of challenges over 15-minute intervals and must work as a team to come up with solutions. The challenges include making initial strategic decisions as a new EB, developing a message to inspire members, focusing efforts to achieve goals while engaging members, addressing low retention and lack of skills, and reigniting passion to avoid burnout. The activity aims to have participants problem-solve as a team and consider how to effectively lead and motivate members through challenges.
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
The document discusses product packaging and customer flow for an organization providing internship projects. It explores analyzing internal and external factors to understand the market and choose a focus. Potential focuses include providing long-term national projects, local projects, or ad-hoc projects. Example value propositions are outlined for orphanages, schools, and NGOs. The customer flow involves attracting, converting, and delighting customers through understanding, focusing, customizing, and showcasing the product. Key performance indicators and goals are discussed to track progress.
The document outlines the activities for Day 3 of Udayana's visit from February 27 to March 2. It begins with welcoming everyone to Day 3 and noting that yesterday they discussed making maps, and today they will read maps by playing a survival game where participants are stranded in the desert. They must individually and as a team rank survival items in order of importance and share their survival plans. Questions are also provided to facilitate discussion after the activity. The document encourages everyone to enjoy Day 3.
The document discusses a meeting where many topics were discussed. It prompts following up on the discussions and notes that one should write down next steps and actions rather than just notes.
The document outlines the history of expansion of AIESEC Indonesia from 2009 to the present. It shows the growth over time, with new universities and local committees being added each year. It also explains the different stages of the expansion process: Expansion Applicant, Expansion Initiative, and Official Expansion. Each stage involves different focuses and levels of operations. The document concludes by mentioning that expansion will be included in AIESEC Indonesia's compendium, which is a compilation of the organization's body of knowledge. It also asks if the reader is ready for expansion planning the next day.
This document provides an overview of the AIESEC organization and its key functions. It discusses AIESEC's strategy, vision, and values. It then describes several core parts of AIESEC, including exchange management, talent management, organizational structure, finance, information management, and understanding organizational image and trends. It also provides details on the Global Citizenship Development Program (GCDP), including how the program works and its benefits. Finally, it discusses talent capacity and recruitment for new initiatives.
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The document outlines activities for Day 2 of a visit by Udayana from February 27 to March 2. It instructs participants to make a map and play a game where they find 7 similarities they have in common that are not obvious, as well as at least two unique qualities and strengths per person, in order to get to know their team better. It concludes by wishing participants to enjoy Day 2.
The document appears to be notes for self-reflection, asking what the person felt before entering the room, how they feel now, and what they still want to achieve for the rest of the conference in 3 short questions.
This document provides an overview of the different phases and programs within the AIESEC experience. It begins by outlining the engagement phase where newcomers learn about AIESEC. It then describes four main programs: [1] Team Member Program for practical team experience and skills development, [2] Team Leader Program for experience leading others, [3] Global Internship Program for professional development through long-term business projects, and [4] Global Community Development Program for international volunteer experiences creating social impact. The document explains how each program is structured to provide leadership development and networking opportunities on a local, national or global scale.
This document discusses the leadership of AIESEC chapters in Indonesia and Bali. It provides an overview of an individual's involvement in AIESEC over several years in different leadership roles. It then outlines the structure of AIESEC internationally and in Indonesia. Specific chapters in Indonesia and Bali are mentioned, along with their purposes and goals for expanding programs and improving operations over the coming years. The document encourages the Bali chapter to believe that they can successfully take on new initiatives and impact their community.
The document outlines an agenda for a multi-day visit and leadership training at Udayana from February 27 to March 2. It introduces the facilitators Christina and Yuri and establishes expectations of respect, punctuality, and getting outside one's comfort zone. Participants are asked to choose two candies representing different topics about themselves, including a memorable experience, something from childhood, something indispensable, something learned recently, and something they do well.
1. AIESEC Expansion UMM was disbanded on February 4th, 2014 due to failing an internal audit with a score of D.
2. The audit found issues with documentation formatting, lack of project tracking, incorrect AIESEC logo color, and weaknesses in financial systems and operations.
3. While UMM showed potential, perspectives from the Membership Subcommittee Board, LC Sister UB, and MCVP Expansion agreed that disbandment was necessary according to the rules given UMM's current lack of readiness and weak operations as evidenced by the audit results.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
3. REASONING
As
AIESEC
Indonesia
grows
bigger
and
bigger,
the
renewal
of
conference
is
needed
to
ensure
that
Conference
Management
in
Indonesia
will
still
be
manageable
due
to
limitation
of
investment
and
HR.
For
example,
managing
conference
whose
minimum
delegation’s
300
people
is
a
lot
harder
than
conference
whose
minimum
delegation
is
150
people.
Details
of
conference
management
is
needed,
especially
things
related
to
minimum
standard
of
the
conference,
responsibilities
of
different
part
of
the
management
(MC,
Hosting
LC,
CC,
and
Delegation
LCs)
4. TYPE
OF
CONFERENCE
1. National
Conference
A
conference
to
invite
all
LCs
in
AIESEC
Indonesia
to
one
Conference
event
hosted
by
an
LC
or
group
of
LCs
2. Regional
Conference
A
conference
to
invite
all
LCs
in
the
region
to
one
Conference
event
hosted
by
an
LC
or
group
of
LCs.
The
execution
will
be
at
the
same
time
(or
not
more
than
3
days
difference)
thus
facilitator
team
(especially
from
MC)
will
be
divided
into
these
2
regions.
AIESEC
Indonesia
is
divided
into
2
regions:
West
Regions:
Padang,
Jakarta,
Bandung,
and
around.
(West
Java
to
the
west
till
Sumatera)
East
Regions:
Semarang,
Jogjakarta,
Surabaya,
Malang,
Celabes,
and
around.
(Central
Java
to
the
east)
5. CONFERENCE
IN
INDONESIA
Name
Regional
Conference
NFS
National
Conference
MBC
Regional
Conference
IYLC
National
Conference
NEC
National
Conference
NSC
Profile
EB,
MB
EB,
MB
NM,
LCP,
TM
EB,
MB
Ebc,
Ebe
Quota
175-‐200
200-‐250
165-‐200
200-‐250
250-‐300
Min
Tracks
Day
2
Tracks
2
Tracks
Undefined
Undefined
2
Tracks
Type
3
Days
Objective
• Review
Q4
• Equipment
(MC
to
LC
transition)
The
right
• LC(s)
in
each
region
to
bid
or
host
•
•
•
•
•
4
Days
4
Days
Review
Q1
• National
Induction
Bring
back
IC
• Skill
development
for
Winter
Peak
winter
peak
Preparation
Strategy
Alignment
LC(s)
in
Jogja,
• LC(s)
in
each
region
Bandung,
Semarang,
or
Jakarta
area
•
•
•
•
•
4
Days
Review
Q2
Replanning
Summer
Peak
Preparation
Election
Any
LC
•
•
•
•
•
•
6
Days
Review
Q3
Planning
Equipment
Elect
Summer
final
sprint
LLC
Preparation
LC(s)
West
Java
or
Jakarta
area
7. BIDDING
PROCESS
Application
Process
Bidding
Presentation
(to
LCs
and
MC)
during
legislation
fair
Selection
of
Conference
Host
through
Voting
8. THE
RIGHT
TO
BID
The
entity
which
has
the
right
to
bid
is
LC
(despite
of
the
fact
they
are
full
member
or
not)
Each
conference
has
its
specific
LCs
given
the
right
to
bid,
to
avoid
excessive
cost
for
future
delegation.
They
are
as
follow:
Name
Regional
Conference
NFS
National
Conference
MBC
Regional
Conference
IYLC
National
Conference
NEC
National
Conference
NSC
Profile
EB,
MB
EB,
MB
NM,
LCP,
TM
EB,
MB
Ebc,
Ebe
Type
Quota
175-‐200
The
right
• LC(s)
in
each
region
to
bid
or
host
200-‐250
165-‐200
• LC(s)
in
Jogja,
• LC(s)
in
each
region
Bandung,
Semarang,
or
Jakarta
area
200-‐250
• Any
LC
250-‐300
• LC(s)
West
Java
or
Jakarta
area
9. Bidding
is
opened
by
the
latest
7
months
before
the
execution
only
for
the
LCs
who
have
the
right
o
bid
LC
Host
is
selected
by
the
latest
6
months
before
the
execution
If
no
LC
bids,
then
the
conference
will
be
mandated
through
a
direct
voting
of
MC
and
LCs
Bidding
is
opened
every
6
months
for
the
conferences
to
be
held
for
the
next
semi-‐annual
10. WHAT
INFORMATION
HAS
TO
BE
PROVIDED
(BY
MC)
IN
BOOKLET
BIDDING
1.
Information
of
the
bidding:
The
process
of
biding
The
LCs
who
have
the
right
to
bid
The
criteria
of
decision
making
2. Information
of
the
conference
Name
and
type
of
the
conference
Basic
concept
and
objectives
of
the
conference
Possible
conference
dates
(also
amount
of
days
for
the
conference
and
pre-‐meeting)
Possible
agenda
manager
and
conference
manager
Delegation
profile
Expected
quota
Minimum
tracks
(plenaries)
3.
Minimum
CC
structure,
JDs,
and
development
4. The
responsibilities
of
CC
or
hosting
LCs
Minimum
criteria
for
the
venue
Minimum
criteria
for
the
rooms
and
plenary(ies)
Minimum
service
for
Delegations
Minimum
service
for
Conference
Delivery
team
11. WHAT
HAS
TO
BE
PROVIDED
(BY
BIDDER)
IN
BIDDING
1.
Information
about
potential
venue(s)
for
pre-‐
meeting,
conference,
and
post-‐meeting.
The
venue
has
to
cover
all
minimum
criteria
defined
in
the
booklet
about
the
venue,
rooms,
and
plenaries.
Pictures,
Addresses,
and
Contact
person
of
the
venue
2.
Local/International
delegates
fee
3.
LC
financial
condition
4.
5.
Attachments
to
approve
the
validity
strength
of
the
budget:
Offering
letter
for
venue,
fundraising,
etc.
(All
prices
have
to
be
based
on
factual
price
that
the
bidder
finds,
for
example:
price
of
hotel
has
to
be
based
on
factual
offering
letter)
6.
Solutions
to
solve
any
expected
cash
flow
challenges
7.
A
sales
plan,
outlining:
Financial
statements
and
bank
statements
HR
Plan
for
the
conference
Profile
of
potential
OCP
candidate
(including
his/her
experience,
JD,
picture,
contacts)
Contact
responsible
person
of
the
EB
(including
his/her
experience,
JD,
picture,
contacts)
Proposed
CC
structure,
JD,
KPIs
Timeline
OC
selection/election
Proposed
tentative
working
timeline
of
Ocs
Draft
budget
realistic
(based
on
validated
price
and
investment)
8.
9.
products,
prices,
timeline
of
raises,
Person(s)
responsible
for
the
sales,
and
List
of
high
potential
partners
Endorsements
Endorsement
dari
1
LC
(didalam
atau
diluar
region)
Endorsement
dari
BoA
atau
Rector
si
applicant
Special
event
plan
13. RESPONSIBILITY
BEFORE
THE
CONFERENCE
Minimum
Logistics
in
The
Plenary
Minimum
Criteria
for
Venue
Minimum
Standard
Service
for
Delegation
Minimum
Criteria
for
Rooms
Main
plenary
which
is
big
enough
to
cover
the
upcoming
number
of
delegations
Plenaries
and
rooms
have
to
be
in
the
same
hotel
area
or
building
Amount
of
plenary
equals
to
amount
of
track
Approved
accessibility
and
safety
of
the
venue
by
the
Conference
Manager,
external/partners
2
single
beds
can
be
for
3
people
or
less
responsible,
and
Agenda
Manager
Single
bed
for
1
person
Minimum
Standard
Service
for
Conference
Delivery
Team
Meal
(3
times
a
day)
for
chair
and
facilitators
Approved
sanitation,
health/nutrition
content,
for
pre-‐meeting,
conference,
and
post-‐
and
food
variety
by
Conference
Manager
meeting
Lunch
and
dinner
has
to
contain
minimum
Proper
accommodation
for
chair
and
Rice
(or
its
substitute),
proteins
(meat/eggs/
facilitators
for
pre-‐meeting,
conference,
and
soybean
cake),
fruit/vegetables,
and
enough
post-‐meeting
drinks
for
the
amount
of
delegation
Proper
AC
and
air
circulation
in
each
plenary
for
the
upcoming
amount
of
delegation
Queen
size
bed
can
be
for
3
people
or
less
Enough
water
for
number
of
delegation
in
the
main
plenary
1
Bath
room
can
be
used
for
queue
of
4
people
(so
if
its
going
to
be
in
dorms
where
rooms
have
no
bathroom,
make
sure
that
number
of
Menu
of
the
meal
has
to
be
served
differently
Pick
up
from
airport/station/terminals
to
pre-‐
bathroom
near
the
bedrooms
equals
to
each
day
meeting
venue
number
of
delegations
in
the
venue
divided
by
4)
Internet
connection
in
main
plenary
2
Projectors
and
1
screen
for
each
plenary
1
time
coffee
break
(minimum)
each
day
Speaker
for
each
plenary
that
is
strong
enough
to
be
heard
clearly
in
every
corner
of
the
plenary
room
2
Mics
for
each
plenary
Breakfast
can
be
served
in
a
normal
western
Meeting
room
and
internet
connection
during
breakfast
or
Indonesian
breakfast
pre-‐meeting
Transportation
to
conference
venue
Pick
up
from
airport/station/terminals
to
temporary
point
venue,
H-‐24
hours
Transportation
from
conference
venue
venue
Transport
from
airport/station/terminals/
Coordination
room
for
Conference
delivery
temporary
point
venue
to
conference
venue
team
during
the
conference
Accommodation
and
meeting
room
for
post-‐
meeting
Chairs
enough
for
number
of
delegates
Rug
wide
enough
for
number
of
delegates
(if
there
is
no
chair)
Providing
logistical
needs
for
the
agenda
(sessions)
during
pre-‐meeting
14. MINIMUM
STRUCTURE
OCP
OCVP
Logistics
and
Special
Events
OCVP
Delegates
Service
Sales
and
negotiation
to
find
the
right
venue
for
pre
meeting,
conference,
and
post
meeting
Delegation
Marketing
(delegation
booklet
and
design)
Ensuring
minimum
standard
of
venue,
logistics,
plenaries,
and
food
Ensuring
minimum
service
for
delegation
and
conference
delivery
team
(pick
ups
and
all)
Decoration
and
concept
of
special
events
(if
needed)
Managing
LO
(Liaison
Officer)
OCVP
BD
OCVP
Finance
&
Fundraising
Sales
plan
(product,
sales
for
financial
partners,
in
kind
partners)
Cash
flow
management
Managing
fundraising
15. CONFERENCE
IN
INDONESIA
Name
Regional
Conference
NFS
National
Conference
MBC
Regional
Conference
IYLC
National
Conference
NEC
National
Conference
NSC
Profile
EB,
MB
EB,
MB
NM,
LCP,
TM
EB,
MB
Ebc,
Ebe
Quota
175-‐200
200-‐250
165-‐200
200-‐250
250-‐300
Min
Tracks
Day
2
Tracks
2
Tracks
Undefined
Undefined
2
Tracks
Type
3
Days
Objective
• Review
Q4
• Equipment
(MC
to
LC
transition)
The
right
• LC(s)
in
each
region
to
bid
or
host
•
•
•
•
•
4
Days
4
Days
Review
Q1
• National
Induction
Bring
back
IC
• Skill
development
for
Winter
Peak
winter
peak
Preparation
Strategy
Alignment
LC(s)
in
Jogja,
• LC(s)
in
each
region
Bandung,
Semarang,
or
Jakarta
area
•
•
•
•
•
4
Days
Review
Q2
Replanning
Summer
Peak
Preparation
Election
Any
LC
•
•
•
•
•
•
6
Days
Review
Q3
Planning
Equipment
Elect
Summer
final
sprint
LLC
Preparation
LC(s)
West
Java
or
Jakarta
area
16. RESPONSIBILITY
AFTER
THE
CONFERENCE
Submission
of
conference
project
report
(to
be
sent
to
MC
and
spreaded
to
LCs)
Evaluation
presentation
to
MC
and
LCs
based
on
Conference
accountability
report
(not
more
than
1
month)
18. CONFERENCE
IN
INDONESIA
Name
Regional
Conference
NFS
National
Conference
MBC
Regional
Conference
IYLC
National
Conference
NEC
National
Conference
NSC
Profile
EB,
MB
EB,
MB
NM,
LCP,
TM
EB,
MB
Ebc,
Ebe
Quota
175-‐200
200-‐250
165-‐200
200-‐250
250-‐300
Min
Tracks
Day
2
Tracks
2
Tracks
Undefined
Undefined
2
Tracks
Type
3
Days
Objective
• Review
Q4
• Equipment
(MC
to
LC
transition)
The
right
• LC(s)
in
each
region
to
bid
or
host
•
•
•
•
•
4
Days
4
Days
Review
Q1
• National
Induction
Bring
back
IC
• Skill
development
for
Winter
Peak
winter
peak
Preparation
Strategy
Alignment
LC(s)
in
Jogja,
• LC(s)
in
each
region
Bandung,
Semarang,
or
Jakarta
area
•
•
•
•
•
4
Days
Review
Q2
Replanning
Summer
Peak
Preparation
Election
Any
LC
•
•
•
•
•
•
6
Days
Review
Q3
Planning
Equipment
Elect
Summer
final
sprint
LLC
Preparation
LC(s)
West
Java
or
Jakarta
area
19. DECISION
ON
THE
DATES
The
conference
dates
is
defined
based
on
the
dates
when
majority
of
delegation
amount
of
the
LCs
confirmed
to
come
possibly
can
go.
For
example:
1. for
IYLC
in
November,
3
among
4
LCs
confirmed
to
come,
2. Binus
can’t
they
have
possible
exams
in
November,
and
will
recruit
100
new
members,
3. UI
confirms
to
possibly
come
on
3rd
week
of
Nov
and
will
recruit
70
amount
of
new
members,
4. Undip
confirms
to
possibly
come
on
3rd
week
of
Nov
and
will
recruit
90
amount
of
new
members,
5. Bandung
confirms
to
possibly
come
only
4th
week
of
Nov
and
will
recruit
120
amount
of
new
member
Decision:
The
conference
is
define
to
be
held
in
weekend
of
the
3rd
week
of
Nov,
as
there
are
possible
160
people
can
come
to
the
conference.
20. DECISION
ON
THE
QUOTA
The
definition
of
quota
can
only
be
calculated
after
conference
dates
is
defined.
The
LCs
are
expected
to
give
confirmation
if
the
offered
dates
allows
its
member
to
come
(no
exam,
or
such),
and
the
number
of
members
fit
the
profile
of
conference
delegation,
by
the
latest
1.5
month
before
the
conference.
The
quota
will
be
calculated
only
among
the
LCs
confirm
to
come
along
the
information
of
amount
of
members
based
on
the
profile
of
the
conference.
Thus,
definition
of
the
quota
will
be
given
by
the
latest
1
month
before
the
conference.
The
MC
is
responsible
to
do
the
calculation
of
quota.
Division
of
quota
will
be
divided
into
2
steps:
1. Current
amount
of
the
delegation
profile
(based
on
myaiesec.net)
2. Current
performance
21. FIRST
DIVISION
–
MINIMUM
QUOTA
1. Minimum
quota
allocation
is
based
on
the
available
delegation
profile.
Which
means,
the
expected
quota
will
be
subtracted
first
with
the
minimum
quota
based
on
delegation
profile
that
has
to
be
fulfilled
by
each
LC.
2. First,
MC
is
responsible
to
check
up
on
the
LCs
which
are
available
and
not
available
on
the
defined
conference
dates
by
MC.
3. The
minimum
quota
is
as
follow:
NFS:
75%
EB
in
myaiesec.net
MBC:
50%
total
EB
MB
profile
in
myaiesec.net
IYLC:
50%
New
Member
in
myaiesec.net
NEC:
75%
EB
in
myaiesec.net
NSC:
90%
Elect
based
on
EB
Current
confirmation
4. The
failure
of
fulfillment
for
this
quota
will
lead
to
additional
fixed
charge
(amounted
the
unfulfilled
delegations)
of
LCs
to
the
hosting
LC
(or
the
CC)
22. SECOND
DIVISION
–
SECONDARY
QUOTA
Secondary
quota
allocation
is
based
on
the
remaining
quota
after
being
subtracted
from
the
minimum
quota,
multiplied
with
the
performance
of
the
LC.
1.
2.
3.
4.
5.
NFS
–
Total
Q4
exchange
performance
MBC–
Total
Q1
exchange
performance
IYLC
–
Total
Q1
exchange
performance
NEC
–
Total
Q2
exchange
performance
NSC
–
Total
Q3
exchange
performance
Formula:
((number
of
exchange
Performance
of
the
LC)/(Total
X
performance
for
the
quarter))
x
(total
quota
–
number
of
minimum
quota)
If
there
are
unfulfilled
quota,
an
LC
can
offer
this
quota
to
the
LCs
which
need
it.
The
failure
of
fulfillment
for
this
quota
will
not
lead
to
ay
consequence.
The
excess
delegation
compared
to
quota
will
lead
to
additional
charge
(extra
delegation
fee).
23. EXAMPLE
OF
QUOTA
DIVISION
For
NSC,
10
among
10
LCs
confirm
to
come:
elect
structure
8
people,
x
performance:
70
1.
Binus
confirms
to
come
with
current
structure
of
10
people
and
10.
elect
structure
12
people,
x
performance:
70
Surabaya
confirms
to
come
with
current
structure
of
8
people
and
elect
structure
10
people,
x
performance:
70
2.
UI
confirms
to
come
with
current
structure
of
15
people
and
elect
structure
14
people,
,
x
performance:
325
3.
Bandung
confirms
to
come
with
current
structure
of
16
people
and
elect
structure
20
people,
,
x
performance:
300
4.
Undip
confirms
to
come
with
current
structure
of
12
people
and
elect
structure
14
people,
,
x
performance:
275
5.
UB
confirms
to
come
with
current
structure
of
12
people
and
elect
structure
14
people,
x
performance:
120
6.
UA
confirms
to
come
with
current
structure
of
12
people
and
elect
structure
14
people,
x
performance:
120
7.
UGM
confirms
to
come
with
current
structure
of
7
people
and
elect
structure
8
people,
x
performance:
70
8.
UPN
confirms
to
come
with
current
structure
of
7
people
and
elect
structure
8
people,
x
performance:
70
9.
PMBS
confirms
to
come
with
current
structure
of
7
people
and
First
division
(minim
quota):
NSC
minimum
quota
is
90%
Elect
based
on
EB
Current
confirmation,
then
the
minimum
quota
will
be:
90%
x
(12+14+20+14+14+14+8+9+8+10):
123,
so
the
minimum
quota
will
54,
with
allocation:
Binus
11,
UI
13,
Bandung
18,
Undip
13,
UB
13,
UA
14,
UGM
7,
UPN
7,
PMBS
7,
Surabaya
9
The
failure
of
delivering
this
minimum
quota
will
lead
to
fixed
charge
of
the
quota
Second
division:
Maximum
quota
will
be
250-‐300,
taking
250
into
account
then
second
division
will
be:
(250-‐123)
x
(LC’s
X/1490),
thus:
Binus,
UGM,
UPN,
PMBS,
Surabaya
will
have
6
additional
quota,
UI
has
28
additional
quota,
Bandung
will
have
26
additional
quota,
Undip
will
have
23
additional
quota,
UA
and
UB
each
will
have
10
additional
quota.
Total
quota:
Binus
17,
UI
41,
Bandung,
44,
Undip
36,
UA
24,
UB
23,
Surabaya
15,
PMBS
13,UPN
13,
UGM
13