This document provides guidance for an LC planning block. It suggests allocating around 8 hours to: 1) analyze the previous term's plan and legacy; 2) understand the LC's current status and growth path; 3) decide goals, key performance indicators, and focus areas for the new term. The block then involves 4) planning metrics and strategies for each quarter and program area. Finally, 5) an LC timeline is created to track activities and the strategic plan is completed. The guidance emphasizes critically reviewing the past, defining clear ambitions and strategies, and creating an operative plan to guide the new term.

2. The goal of this block is to be sure to
have all the instruments from the
previous generation in order to arrive
to the planning weekend ready to
plan and manage all the possible
acitivities of an LC. It includes
transition of contacts, informations,
rules, pipeline, legacy and forecasted
plan.
This block is meant to create a space
for reflecting with your team on tour
vision, mission and purpose as a team
for the next term. Building an identity
and having the clarity of the WHY is
fundamental to have a successful term
both personally and professionally.
The more operative part of the
planning is this one in which you
decide your goals, you plan your
numbers (both MoS and KPIs), you
understand your driver and decide
your focus. It’s the starting point of
your EB term.

3. Legacy 2014
Our LC Growth Path
Planning Block
Extra Activities
Consolidation & Closing
Planning time is flexible
due to different LCs
realities. Some LCs could
take more time for extra
activities or less time for the
planning block due to the
size of the LCs, number of
operations etc. Anyway
suggested time to ivest is
around 8 hours. There will
be time for consolidating
the plan in CN1 with the
coach,
In this part you analize the
plan and pipeline of your
predecessors and then you
compare with Growth
Model.
Here you plan the MoS,
KPIs and goals for every
area (X and supporting
one) then you decide your
LC Focus and undesrtand
your LC Driver.
Here you go with extra
activities you would like to
run : Sus, expansions,
hosting congresses, having
Ceeders and so on. Then
you close and you fill the
planning tool.
Team Values
Team Mission / Vision
Cooking Lunch Together
Team Rules
Team Identity
Bring our vision&values to our
LC
Cooking Dinner Together
Liquid Team building + Deep
Team building (River of life)

4. Suggested duration of the session is 45 min to 1 h
The aim of the session is for the new EB to understand what was the plan that their predecessors did till Q2
of 2015. Now that you’re becoming the new EB you need to assess : fesibility of previous plan in terms of MoS
and legacy that was left to you. Also it is useful to understand the current status of your LC in terms of
resources : HR, money, exchanges in pipeline, extra projects, GIS implementation.
Critic analysis of the previous term from an EB perspective in order that every VPs has a clear idea of the
general health of the LC. Moreover the planning is a moment in which all the Eb decides together the goal and
own them as promise for their LC and AIESEC in Italy.
- Data analysis ( performances till Q4, HR in the LC, Team current allocation, Financial resources)
- SWOT Analysis of the LC; (internally)
- Analysis of current behaviours in the LC ( attendance of LCM, involvement in acitivites, LC culture)

5. Suggested duration of the session is 1h to 1h.30
The aim of the session is for the you to understand what is your growth path as an LC and what are the
programmes that you want to focus the most to have your results.
Facilitate a discussion based on data to have a clear perspective on how your LC evolved and what is the
expected shape of the next months.
- Forecast the Cluster Allocation of Q1;
- What was the programme that grew the most in 2014?
- What was the programme that brought more results in 2014? That’s your driver!
- What’s the programme you would like to grow the most in 2015?

6. If you are a newborn LC, if you have
oGCDP and iGCDP in the Rising or
Potential Cluster, if the most of your
HR are already allocated in GCDP, if
you feel like GCDP in the programme
that is more relevant for your Local
reality right now.
If you are an LC that already has GCDP
programmes in Growing Cluster or
more exploring GIP might be right
choice for you. Remember that
choosing GIP as Focus is aligned with
@Italy Focus programme and WENA
programmes.

7. Suggested duration of the session is 1h to 1h.30
As we said befor being the Focus programme means that you want it to grow the most during
your term, because of the past analysis has the biggest potential. This requires an extra effort to
the programme, but it doesn’t mean that to make it grow you have to reallocate resources from
the other programmes.
The following scheme can give yo some ideas on how to behave with a Focus programme :
Be sure that you have all
the tools : transition,
transition for more
advanced LCs, support
from NSTs, inputs from
MCs.
Be sure that you want
your Focus programme
to jump from of at least
2 clusters during your
term.
Do you have extra
people? Do you have
extra money? Invest in
your Focus programme!
Organize a Ceedership,
invite other VPs to your
LCs, gather inputs from
your coach, work an SU
etc.

8. Suggested duration of the session is 1h to 1h.30
Driver is the programme that was bringing the most results in the previous term. This should
underline that the prograamme is becoming mature or that the programme was the on that
worked better in your Local reality. It can happen that yur Driver and your Focus are the same,
because you see the most potential in your driving programme. If your Driver is different from
the Focus :
We are suggesting a
structure for every
cluster that will allow
you to mantain the same
level of performances.
The driver needs to keep
growing even if you
don’t invest extra
resources : that’s why
you need to work on the
processes.
Same amount of
resources = more results!
It doens’t mean that if
the area is performing
they doesn’t need
resources : be sure to
provide to driver as well
opportunities to
innovate and grow.

9. This is the Growth Model of our
entity. Here you can find the
suggested growth for all the
programmes in every quarter :
you can use this first to
understand teh growth path that
you were walking and then to
plan the numbers you want to
see in the future.
Remember : you don’t have to
plan exactly the numbers
suggested, if you want to stay in
the same cluster you just need to
achieve the number of the
previous one or, you can be brave,
and decide to plan moe to jump
of two clusters in the same
quarter. Remember that this is
only a suggested way, you can
customize as you wish 

10. Contents of planning block :
 oGCDP
 iGCDP
 oGIP (if your LC runs the
programme)
 iGIP ( if your LC runs the
programme)
 TM Plan (Including HR, Recruitment
and LC Structure)
 MKT Plan for all the areas
 Financial Plan and budget
:
Do it backward : based on the previous analysis, the
Growth Model, your personal ambition as a team, define
your goal for each quarter till Q4 2015.
Once you decided your final goals (oGCDP, iGCDP, oGIP,
iGIP, TMP/TLP) you can move to the plan of the KPIs.
Since KPIs are changing (GIS) we are not requiring you to
be superprecise, but at least to build a general idea of the
volumes of operations that you will have every month.
Here the Strategic planning is finishing :D
Then it’s suggested to have an LC Timeline (and to hang it
in the office ) to be aware of what should happen in
every month in the LC. And then the EB can track based
on what was decided during the plan. This is the
Operative Planning and it’s fundamental to going on
with all your activities.

11. This a suggestion on how to face
the planning phase :
- Analize your Local Reality;
- Open the Growth Model;
- Define your LC Ambition
based on clusters (arrive in
Wall Breakers in 4
Operations at the end of my
term)
- Define the MoS and KPIs
- Define strategies on a timeline
(all the Exchange areas and
supporting ones)
- Define the LC Structure and
Capacity taking inspiration
from the suggested one