The finance department achieved steady growth in net assets over the first 5 months, through effective financial controls and budget implementation. Accounts receivable decreased as a percentage of total assets through targeted collection strategies. The actual revenue and expenses closely matched the budget, except for an unexpected drop in one core function's performance in May. Overall profit achieved was higher than the annual budget through the first half of the year, demonstrating effective financial management.

1. AISESC SYSU VP Finance 14/15 Artemis Wu
Finance Star Leader Award
Application

2. LC Finance Reality
LC Support and Evolvement
Function Structure and Talent Development
Operation in Finance Department
EB Role Implementation
Content

3. LC Finance Reality

4. Net Asset Growth Rate
Opening
Balance
January February March April May
Net Asset Growth
4.29%
6.66%
14.46%
32.70%
24.52%
January February March April May
In the past 5 months, the net asset grew steadily, as a result of effective financial control, budget implementation
and profit achievement.

5. Account Receivables – Percentage Variation
43.37%
38.85% 38.89%
35.88%
38.33%
25.60%
Opening
Balance
January February March April May
Total account receivable received:
Total bad debt: ￥45380.00
Total newly increased AR:
Strategy:
- Deliver finance training to MMB and
increase their awareness of AR
situation
- Update AR list monthly and remind
ICX to collect AR fortnightly
- Check AR list thoroughly in March
and set emergency level for all
accounts
- Transfer the futureless AR to bad
debt timely, in case the total asset will
to large and distraction of other AR
- Check the money held in MC
scrupulous and never miss any account

6. Account Receivables – Aging Percentage
9~12
months
18%
6~9
months
17%
3~6
months
28%
1~3
months
25%
<1
month
12%
AR Aging Percentage in
Opening Balance
9~12
months
19%
6~9
months
12%
3~6
months
19%
1~3
months
44%
<1
month
6%
AR Aging Percentage in
May
9~12
months
18%
6~9
months
17%
3~6
months
28%
1~3
months
25%
<1
month
12%
AR Aging Percentage in
Opening Balance

7. Budget Implementation – Revenue and Expense
77948.10
31630.00
63445.29
111405.86
28440.00
68050.00
16150.00
45900.00
90950.00
56750.00
January February March April May
Actual Budget
61938.43
22801.58
34348.63
43418.28
56618.80
41490.00 40305.00
36815.00
31485.00
84677.00
January February March April May
Actual Budget
The actual revenue/expense is well matched to the budget except May. Because
in May, iGIP didn't reach the performance goal and there was an unexpected AR
checking.

8. Profit Achieved
16009.67 8828.42
29096.66
67987.58
(28178.80)
26560.00
(24155.00)
9085.00
59465.00
(27927.00)January February March April May
Actual Budget
129446.23
111710.50
136823.53
2013 Actual
2014 Budget
2014 Actual
Total Profit in January - May

9. MC-LC Balance Remaining
Opening Balance Jan Feb Mar Apr May
Change in MC-LC Balance
MC Deposit VPF Bank Account
Every 2 lines stand for ￥50,000
After the change of EP fee
submitting process, the cash in
LC keep decrease as expected.
And MC deposit keep increase
steadily because of the
performance achieved and no
money transferring.
And I will keep the LC cash in
around ￥35,000 to ￥70,000,
which is also 1-2 months
reserved point, to ensure
normal LC cash flow and also
avoid unexpected crisis.

10. 5-months Expense Expense per month
Reserve point
(unit.month)
2014 176,045.76 35,209.15 9.996349529
2013 122,489.75 24,497.95 8.188879478
LC Reserve Point

11. oGIP Investment
(till May)
Total
Investment
GI CI EP service
Mbr
development
2013 570.00 355.00 215.00 0.00
2014 3,736.00 1702.50 1,533.50 500.00
In 2014 Spring GI, oGIP received 103 applications and raised 35
qualified EPs. Till now, 13 of them already realized and 19 EPs are
Matched. The conversion rate are much higher then 2013.
And oGIP held 4 events in this first half year, 1 RTN Gathering, 1
RTN sharing and 2 Information Talk, which created impact in
campus.

12. LC Support and Evolvement

13. DADP Fund Program
DADP Fund Program was
officially launched by
Finance Department 1415,
which mainly intents to
encourage members to
proactively participate in
leadership and team
experiences. Also DADP
fund will standardize the
subsidy policy.

14. DADP Fund Program
适用活动
Conference (delegate / faci)
X+T CEEDership
NTtT RTtT
DADP 积分附录
OC experience
Youth to Business (Y2B)
Youth to Society (Y2S)
Other Program
Global Village Buddy
Common Induction (CI) Anniversary
Exchange + Talent ( X+
T) for MMB
Pocket Recruitment (PR) /
New Peak Recruitment (NP)
Leadership Conference
Conference Team Leader (TL)
Exchange Preparation
Seminar (XPS)
Coordinator / Manager
Activating Leaders
Summit (ALS)
Delegate
Green Cup
Nation Support Team
Nstional Trainers Team
Faci
Returnee (RTN)/Alumni
Gathering
NTtT RTtT
Buddy Program
If member take part in the
experiences mentioned in the
blue chart, he or she will have
an increase of the fund balance.
If member want to take part in
the experiences mentioned in
the green chart, he or she can
transfer the fund balance into
cash subsidy.

15. DADP Fund Program
Till June 30th, 86% of those
who attended Conference
or worked as OC in the first
half year have apply for
their fund.
And at least ￥6000 will be
used in this summer as Tcs
subsidy to nat’l or int’l
experience in estimation.
P.S. The Booklet and related platform are in the GCP package

16. X+T Fund
To drive X+T and encourage member to take more international experience proactively, Finance collaborate
with TM and oGCDP to build and improve the X+T fund program. Also, X+T fund will encourage member to
take more leadership experience, which will benefit LC leadership pipeline.
There are three parts of X+T fund.
- Part one. Sub-product subsidy
For those who successfully finished sub-products (like set up partnership, make LC/project analysis report),
there will be ￥200 subsidy as an award.
- Part two. MMB subsidy
For those who have worked as MM for at least one term or will be elected to be MM, there will be extra
￥300 subsidy.
- Part three. Potential EB subsidy
For those who will run for EB 15/16, there will be extra ￥500 subsidy. And the subsidy will be release once he
or she have finished all election process.
If a MM can meet all mentioned requirements, he or she will have at least ￥1000 LC subsidy and ￥500 MC
subsidy. If he or she are active in DADP experience and accumulate DADP fund, there will be more subsidy.

17. Regular Finance Training and LC Financial Awareness Building
- To EBT
Monthly LC finance review
Quarterly functional analysis and suggestions in finance aspect
Re-budget training and modifying
EB subsidy policy
- To MMB
Finance Dept. Induction in MMB camp every six months
LC financial situation reporting in MMB camp
Reimbursement training in MMB camp and monthly finance mailing
Functional synergy and process clarifying in function track
- To Member
Delivering general finance training physically in budgeting and analysis through LC learning system
Finance manager participate in core function’s team meeting and deliver finance sense
- To OC
OCF guidance of budgeting and cash journal tracking
Finance manager deliver induction and training to OC

18. Semi-annual Financial Report
In mid-July, Finance Dept. will release semi-annual financial report, which will contain the following message.
- Part one
Overall review of LC financial situation
Net asset increase percentage
Profit achieved percentage
Source of income and its composition
Expense and its distribution
- Part two
Core functions revenue(or performance) and its increase or decrease percentage
Core functions expense, its distribution and whether it is reasonable and effective
- Part three
LC investment in talent development and its achievement
LC events investment and its impact
Management cost in first half year and its distribution
- Part four
Finance plan in second half year

19. Function Structure
And
Talent Development

20. 1st Term Structure and JD
VP Finance
Fund Manager
Property & Information
Manager OC Finance
- Build and maintain
DADP fund and X+T
fund
- Synergy with TM to
explore DADP
opportunity
- Synergy with OGX
GCDP to improve X+T
program
- Build and maintain
financial database
- Managing materials
and supplies in office
- Deliver regular
finance newsletter
- Keep in closed touch
with finance dept.
- Make a budget in
advance
- Responsible for cash
journal and OC’s
reimbursement
- Make financial report
after the event

21. 2nd Term Structure and JD
VP Finance
Product Manager KM Manager Accounting Manager
- Manage DADP fund
and revise the related
policy
- Revise DADP fund
budget and manage
potential crisis
- Responsible for
event budgeting,
auditing and
reporting
- Build and manage
financial database
- Edit and revise Lc
financial policy with
VPF
- Responsible for LC
finance GCP
showcasing
- Design and deliver
financial training to
members and OCT
- Assist VPF in monthly
bookkeeping
- Make functional
finance analysis report
- Evaluate return on
investment of core
product
- Adjust and optimize
financial process
between LC finance
and stakeholders

22. 1st Term Managers Development Path
VP Finance
Artemis
Fund Manager
Ethel
Property & Information Manager
Cookie
2014.02 Middle Management Board Camp OC
Finance
2014.03-06 DADP Fund responsible
2014.04-06 Buddy Program OCP
2014.01-03 Spring GT CI OC VP & Finance
2014.05~07 Summer NatCo OC Finance
2014.07-09 Cross-Strait Youth Forum OC Finance &
Logistics
2014.06 2nd term Finance MMB Candidate

23. Finance Expert Empowerment and Development Program
To insure finance leadership pipeline, there will be a
program designed for finance talent and finance manager.
The followings are the whole process.
- Before Election
In the MM Preparation Camp, VP Finance will give a brief
introduction of finance department and clarify the JD and
learning of finance manager. For those who have strong
interest in finance, VPF will answer their questions and give
further suggestions.
- Election and Interview
VPF will focus on the candidates’ soft skills during election
and interview, to figure out whether they are suitable for
finance and whether they will like finance department.
- Probation
All candidates who pass the 1st round MMB selection, they
will be required to read a book on financial analysis. And
also there will be guidance from VPF.
After they have finish the reading, they need to make an
analysis report base on the data provide by VPF. Later on,
VPF will evaluate and decide the final finance manager list.
- Middle Management Board Camp
There will be an around 5-hours function track in MMC.
Managers will present their analysis report to the whole
function and received advices.
- Finance Training Camp
There will be a 2-days training camp before school term
begin. VPF will present the current financial situation,
deliver budgeting and bookkeeping training , etc. Finally,
managers need to make their half-year plan.
- OCF Experience
The new finance manager will be responsible in budgeting,
controlling and analysis for CI.
In addition, they need to apply for at least one OCF during
their manager term.

24. Operation in
Finance Department

25. Synergy with Exchange Function
- iGIP
AR tracking system
AR accounts ranking system
TN database
Sales ROI evaluation
Delivering ROI evaluation
- oGIP
GI financial control and
Performance analysis
Event investment and control
EP mutual database
- iGCDP
Project budgeting support
ER analysis based on project
TN database
- oGCDP
GV financial control
Performance analysis
Event investment and control
EP mutual database
P.S. The related materials are in the GCP package

26. Event Management
SYSU held many events in the first half year. And there will be even more events in the second half year.
So, to manage every single event and avoid crisis means a lot to LC financial sustainability. So we edit
different budget template for different events, such as RTN gathering, CI and XPS. Also, some
management process will be executed strictly. They are as follow.
- Budget should be submit to Finance department 1 week before the first cash flow. During the event.
- There will be one finance manager who is responsible in coaching the OCP/OCF to avoid crisis.
- The OC should submit the financial report to Finance department in 1 week after the event. If the
actual loss over budget, OCP need to explain for the situation.
If any OCT can't meet these requirements, they can't get any prepay or reimbursement.
P.S. The related budget templates are in the GCP Package

27. SU Finance Management
There are 4 SUs in SYSU, BNUZ, GZU, JNU, and UIC. To better manage LC finance and build up finance system of
each SUs, there are some strict policy and process. Also, these management will finally help SUs meet the EDM
criteria and develop sustainably.
- Help to select the appropriate SU VPF
- SU VPF training and guidance
- Monthly financial report required
- Deliver quarter review on finance situation to SUP/VPF and give suggestions
- OGX-Finance Calendar carried out
After 6-months SU finance management, there is great progress in finance situation of each SUs.
(till May) Cash and cash equivalents Reserve point (unit. month)
BNUZ 6928 13.5
GZU 6755.74 14
JNU 7346.9 8.2
UIC 12047.61 8.5
P.S. The training mailing and related materials are in the GCP Package

28. Reimbursement Process Revolution
To adapt to the invoice required policy, I adjusted the reimbursement calendar and give invoice collecting
guidance to all members. Also I modified the reimbursement form to make it more applicable and
understandable.
P.S. The reimbursement form and the invoice guidance are in the GCP package

29. Others

30. EB Role Implementation
- Attended all EBM and LCM and engaged in LC strategy making
- Supported CI as AIESEC night faci, CI AC faci, and 真人图书馆speaker
- Agenda Manager of the second LCM
- Gave a sharing in LCM connection time to member, inspired them with my AIESEC Way and
deliver finance sense.
- Attended 2014 APC in the Philippines as delegate and empowered member and MM with my
experience
- Be 2014 Summer Guangzhou NatCo OC Coach, support the OCT and act as a communication
bridge between EBT and OCT.
- Engaged in national finance group discussions actively and proposed ideas and suggestions
- ……

31. GCP Package
This GCP Package contains some showcasing materials and examples of practice. They can be divided
into 10 parts shown as follow.
- 01 AR Management
- 02 DADP Fund
- 03 X+T Fund
- 04 Finance Awareness Building
- 05 Finance Trainig
- 06 Finance Expert Management
- 07 Event Management
- 08 SU Management
- 09 Reimbursement Management
- 10 KM System
Please download the whole package in this link:
http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=10308938

32. Questions to Answer
- How does the condition it improve in the remaining of MC-LC Balance in your term.
Increased by around 50% each month, from negative number to positive number.
- Has LC maintain a reserve for at least three months operation?
Yes, LC maintain a reserve for 10 months operation.
- What is the percentage of your total assets are AR from companies.
25.6% till May, decrease by 41% compared to 2013.
- Has LC submitted all the monthly FR in time?
Yes.
-Has LC the full LC fee?
Yes.
- How many times did LC FR totally pass the auditing criteria?(Jan to Jun)
Five passed. And one failed because of a minor mistake.
- Has LC achieve the profit stated in Annual budget?
Yes.