AIESEC UWA has experienced significant growth over the past year in areas such as exchange, leadership roles, membership retention and member to exchange ratio. This growth is due to efforts such as cross-functional initiatives to develop member skills, establishing a strong middle management structure, prioritizing exchange in recruitment and activities, implementing an intranet learning system to retain knowledge, and developing leadership and financial sustainability strategies. Plans are in place to continue this growth trajectory into the future through ongoing exchange partnerships, tapping new markets, and coaching another local committee.

1. AIESEC UWA LC of the Year Application 2010-2011 AIESEC Australia National Awards July 2011

2. MOS Results 35% 57% 225% 250% AIESEC Australia National Awards July 2011

3. Exchange 270% 250% 225% AIESEC Australia National Awards July 2011

4. Exchange AIESEC UWA has grown 225% in exchange realisations over the last 12 months. This is due to a combination of drawing upon the synergies between the the portfolios, ensuring entire LC participation and enthusiasm, generous reward and recognition policies, an organised training schedule, and a detailed recruitment plan to ensure a skilled and active member base. Incoming Exchange Incoming exchange has been extremely active over the last 12 months, both with member activation, and our engagement of external stakeholders through the our various marketing avenues. Outgoing Exchange Outgoing exchange has done sensationally well, hitting record results in both quality and quantity. This is thanks to our improved brand presence on campus, our focus on sending members on exchange, our integration of EPs, our relationships with other LCs due to our presence in AIESEC internationally, and our information management structure to ensure the retention of knowledge.

5. Exchange and Leadership 317% 400% 250% AIESEC Australia National Awards July 2011

6. Exchange and Leadership Currently, our X+L results for the past year stand at 7. In 2009-10, our local committee had only realized 2. This represents a250% growth in our X+L results. Synergy within AIESEC UWA is done extremely successfully and it is evident from our strong performance and growth. We encouraged active sharing of the X+L experience, captured by the many effective social media streams utilised by AIESEC UWA. This active experience sharing begins at Time 0, during recruitment. We also have an X+L Subsidy with the LC-portion of Exchange Fee being subsidised for the 6 EB, relative to the percentage of MOS goals hit. Additionally, we implement our EP integration as soon as the EP passes MRB. This is done through social events and LCMs. This is equally applicable for incoming Eps, where we had 19 members pick up our intern from the airport this month.

7. Leadership Roles 47% AIESEC Australia National Awards July 2011

8. Leadership Roles Over the past year, the number of leadership opportunities available at UWA has grown substantially through our initiatives. We have established a strong middle management structure though the introduction of Team Leaders. Rather than being an extra hierarchical layer in the committee, Team Leaders are empowered, and recognized for their responsibility and are considered the future of the committee. Meanwhile, the EB is then able to concentrate on strategy, rather than operations, and focus on growth, rather than simply performance. This strong middle management structure is further supported by the strong leadership culture and strong trust between members and leaders and the establishment of the UWALT. Additionally, the LC has created short-term leadership roles such as Organising Committee President of our AIESEC UWA Connect Breakfast. These teams are selected per application and are inter-portfolio based. This creates a strong leadership culture within our committee and gives additional opportunities to all our members to upskill themselves and fulfills their potential.

9. Members 35% AIESEC Australia National Awards July 2011

10. Members AIESEC UWA has run an extremely successful recruitment campaign in 2011 with a 100% member retention rate since the induction of our new members. This is a drastic improvement from last year’s retention rate of 27.68%. This represents a 268% growth. Through cross-functional initiatives, members are able to develop themselves in skills across all areas of the committee. In addition, this cross-functionality builds LC culture, rather than a segregated culture based on portfolio.

11. Member : Exchange Efficiency We based our member selection on the Global Competency model and alignment of the AIESEC way to create organisational citizenship and ensure members are “AIESECers” rather than simply AIESEC members. Core to this is the representation that AIESEC is not simply about leadership, but also about Exchange. This has been drilled into our members from day one, starting at the information session for recruitment. The members were given an opportunity to enter into two streams, “Member” or “X+L”, and the X+Ls were given recruitment priority, and the opportunity to sit an interview whereby the MRB and the member interview were combined in one. Additionally, Exchange has been a part of the everyday, with numerous information sessions, EP talks, and promotional activities. In fact, approximately 90% of members want go to on exchange, with 70% hoping to go in 2011. 2009-2010: 1.5:1 2010-2011: 2.1:1 AIESEC Australia National Awards July 2011

12. Sustainability of Growth and Performance Sustainability has been a huge focus of AIESEC UWA for the past 12 months. This has come through in the areas of exchange, leadership, membership, and finance. We’ve also extended our reach to other campuses including ECU in Perth, and ANU in Canberra. Information Management One of the best ways to ensure sustainability is to ensure that knowledge is passed from generationto generation. We’ve overcome this through two ways. Firstly, we ensured that the entire LC is on board with our every single MOS by implementing a matrix structure within our organisation. This ensures that Incoming Exchange and Outgoing Exchange results are everyone’s responsibility, and Marketing and Communications, Talent Management, and Finance all have crucial roles to plan in order to ensure our results. Additionally, we also have interportfolio teams working together regularly to ensure LC cohesion. Secondly, we have implemented an Intranet Learning System which works to both inform and train members to ensure transparency within the organisation.

13. Sustainability of Growth and Performance Membership Base We have a fantastic membership base who are extremely keen to play an active role within AIESEC. This is mostly due to our recruitment plans, where we got 1018 signups during orientation week, and went through a process of self-selection, to ensure that the candidates were well informed of AIESEC and what was expected of them. This, and our ongoing reward and recognition plan, training schedule, and on the job learning has resulted in 45 members (85% attendance) going to State Conference and 34 members (64% attendance) flying over to Queensland for July Conference.This also means that we’ve fostered a strong leadership pipeline. Leadership Our strong X+L culture has lead to a significant portion of our members keen to take up a leadership role. We have fostered this through promoting a range of attractive short term leadership roles, enabling the development of key skills. Furthermore, we have supported our members through the establishment of UWALT (UWA Leadership Team) which creates a community of peers, as well as recognition of leadership, and the availability of a range of leadership training and regular, individual coaching.

14. Sustainability of Growth and Performance Leadership Pipeline Our strong member and leadership base has resulted in a great leadership pipeline whereby we have 6 candidates for LCP and 16 for EB for 2012 (this is before the JulyCon hype as well). We know this because we are engaged with our most important stakeholders, and we want to help them achieve to their maximum potential. Financial Policy Our financial policies ensure that our LC will be sustainable and healthy for years to come. Even though we’ve done extremely well through our sponsorship, ($20,000 from the VC), the amount is not a once-off fee, and we can expect his support in future years. However, we understand the importance of income through exchanged based activities. So much so in fact, that we have 2 budgets, one for operational funds based purely on exchange activities, and one for investments. We hope that through our investments, we can move to a future where we can rely entirely on income through exchange.

15. Sustainability of Growth and Performance Exchange Even though we’ve grown phenomenally in our exchange results in the past 12 months, there is no reason to suspect that this growth will not continue. This is because we have ongoing partners for ICX (Chamber of Commerce, Faculty of Natural and Agricultural Sciences, the International Centre ) and 3 warm accounts expecting to realise in the next 6 months. Furthermore, we have just started tapping into the student base for OGX, and we are expecting more results through holding on campus events, developing partnerships with other student organisations and faculties on campus, and through our website. We’ve also tapped into a new market at ECU, whose staff are extremely keen to develop a relationship with AIESEC. ANU AIESEC UWA has agreed to host ANU and coach them in their activities. This is not only because we want to help them out and ensure the transition of knowledge throughout Australia, but we also want to give our own members the opportunity to engage with members throughout Australia.