The document discusses strategies for AIESEC programs in various African countries. It describes AIESEC Kenya's strategic planning approach, which involved understanding social trends, aligning with corporate CSR programs, and developing financial models with NGOs. It also discusses AIESEC Kenya's "Matching Blitz 2013" campaign to increase internship placements. For AIESEC Ghana, it summarizes the "Go West Africa Campaign" to promote internships within West African countries by reducing fees. Finally, it provides details on how AIESEC Tanzania implemented the "Africa in Me" strategy to develop leadership programs addressing issues like health, education, and entrepreneurship.

1. Good Case
Practices
in Africa
12 -13

2. Credits
• AIESEC Ghana, OGX Coordinator
Barnabas Yandiba Nyaaba
• AIESEC Ghana, MCVP TM
Oluwashayo Tinuoye
• AIESEC Kenya, MCVP ICX iGCDP
Wei Na
• AIESEC Kenya, MCVP OD
Kemboi Maiyo
• AIESEC Kenya, MCVP OGX
Gathoni Mwangi
• AIESEC Mauritius, MCVP iGCDP
Mushood Badulla
• AIESEC Nigeria , MCVP TM
Bonaventure Ikediashi
• AIESEC in South Africa, MCVP ICX
Alvin Morogo
• AIESEC South Africa, MCVP OD
Siddharth Bali
• AIESEC in Tanzania, MCVP Strategic Development,
Ian Tarimo GCP collected by Sean Fourmacou –
Regional Coordinator, AIESEC Africa

3. Table of
Contents
1
12
14
17
20
23
25
33
AIESEC KENYA – Leading Africa
iGCDP – AIESEC Mauritius
iGCDP – AIESEC Tanzania
oGCDP – AIESEC Ghana
TMP/TLP – AIESEC Ghana
TMP/TLP – AIESEC Nigeria
AIESEC South Africa – A success story
Africans outside Africa

4. AIESEC Kenya - Leading
Africa
UBS Award Winner IC 2012, Russia
1

5. “incoming Global
Community
Development
Program , AIESEC
Kenya”
Wei Na (MCVP iGCDP,
12-13)
2

6. Strategic Planning
What we
want to do
What the
world
need
What we
are good
at
External Social
Environment
Corporate CSR
Program
Financial Model
with NGOs
3

7. External Social
EnvironmentKeep updating with external world and
following with government’s focus
area/social trend. For example, Peace and
Human rights in Kenya 2012.
Kenya is having President election in 2013.
Last time there was serious post-election
violence. So AIESEC Kenya initiated social
Project Youth speak Peace to spread right
message though the whole country
Benefits: Easy to get external resources
support and Media attention
Corporate CSR
Be sensitive to Corporate sector CSR focus.
Corporate always has good CSR Program
searching for partners. AIESEC is an expert
in social work and teenager market.
For example, Microsoft is aimed for
unemployment issue solving and developing
CSR Program with AIESEC. You can also
utilize alumni network to get in touch with
Corporate information.
Benefits: easy to get financial support and
empower project impact
4

8. Financial GCDP Model
with NGO’s
What we are selling is becoming
more valuable for Other NGOs‟ HR
Solution. We should be flexible to
discuss new financial model with
High quality NGOs.
For example, Shalin Finalnd is
offering 70 euro monthly subsidy
for each interns. Some NGOs will
pay 50 dollars service fee for
AIESEC
Benefits: Get financial
sustainability and better internship
XPs
5

9. “outgoing Global
Internship
Program , AIESEC
Kenya”
Gathoni Mwangi
(MCVP OGX, 12-13)
6

10. Approach A - Raising
Campaign• Initially TM and OGX portfolio collaborated on
a general raising campaign for AIESEC Kenya in
TMP and outgoing exchange.
• A national ORS (Online Registration System)
was created via the AIESEC Kenya website. All
ORS EP recruits were redirected to LCVPOGXs
for processing.
• OGX received a 70% increase in EP raises
(majority oGIP) from July – December 2012
versus July – December 2011
• Although the campaign was successful in
raising, there was a big challenge in matching
and realization with few EPs.
Standard for
• EPs to be raised were very recent graduates(1
year max.) or final year students with start dates
after graduation.
• EPs were required to pass a review board with
a panel of Psychologist/ University
Counselor, MCVPOGX, LCVPOGX, and LCP.
• With the revamped OGX portfolio structure all
passed EPs were required to be assigned to an
EP manager from LC portfolios.
• Passed EPs were then required to go through a
nationally standardized OPS (outgoing
preparation seminar)
http://www.myaiesec.net/content/viewwiki.do?c
ontentid=10237519
7

11. Matching Blitz 2013
Launch: https://www.youtube.com/watch?v=cIlhHAH2Zec
Supported by: 2 National GIP Matching Manias organized.
Matching wikis developed for Kenyan EPs. Improved basic education of matching to LC
members to assist smaller OGX portfolios.
Matching Wiki: http://www.myaiesec.net/content/viewwiki.do?contentid=10246020
Matching Mania Wiki: http://www.myaiesec.net/content/viewwiki.do?contentid=10243851
Details
• Bi-Monthly GIP TN search tool provided by sub-product and Kenyan EP profiles.
• Actively working with Country and LC partners in Turkey, India, Rwanda to see EPs
interviewed in bulk and thereafter successfully matched.
• Results: Saw an national Match rate increase of 42%.
Winner: https://www.youtube.com/watch?v=Z5H4R8k4_50
8

12. Approach A - G.A.P
• Due to the big difference in the number of EPs raised and realized initially and
understanding the reality of low demand of African GIP EPs in the AIESEC network; the
Graduate Abroad Program was created.
• Sub-Product Strategy launched January 2013 to streamline partners we can match EPs to
• All EPs are now registered under one of the following fields before Review Board. Raising
EPs outside these fields is prohibited unless the LC has a standing partnership to match
EPs to.
9

13. “Team Member
Program/Team
Leader Program,
AIESEC Kenya”
Kemboi Maiyo
(MCVP OD, 12-13)
10

14. Strategies for TMP/TLP
As AIESEC Kenya we had a few strategies to increase our TMP-TLP numbers. Before I outline our strategies we noted
that most of our activities never reflected online and we decided to make a deliberate effort to improve this.
1. July - August: We had a campaign
to have all members in the LC to be
registered and allocated roles
on the system so far we have
about 60% of all members roles
reflecting on the system.
2. Sept-Oct: In collaboration with Communication portfolio we
had numerous trainings on myaiesec.net usage and that really boosted
our numbers.
At the same time we had the concept of Dual roles, where once
evaluated and you can perform in two roles then some super members
had were assigned two roles and that also reflected on the system.
3. November: We developed Experience Management Teams (XMT) in each LC to track and ensure that all teams
reflect on the system and that all members have roles. This team has been efficient in doing trainings with the
members to ensure that whatever roles they have are also reflected on the system.
11

15. “incoming Global
Community
Development
Program , AIESEC
Mauritius”
Mushood Badulla (MCVP
iGCDP, 13-14)
12

16. Knowledge managemnt
for ICX
ICX Structure
To get better
acquainted with the
ICX department in
Mauritius along with
the failure report of
the previous term.
Useful link?
https://docs.google.com/spreadsheet/ccc?key=0AgjHlCWzRjO2dHVLbHZTb2RLOTlHc2JjYn
Q5c2tXbUE#gid=0
13
AIESEC Mauritius has this Google spreadsheet which acts as the knowledge management
tool to supports iGCDP operations in Mauritius. The following are the content of this
spreadsheet.
Conception to
Matching phase
Contains promotional
materials to promote
Mauritius internships
and also contain the
Education cycle.
Matching to
Realisation
Contains links to the
reception booklet of
AIESEC Mauritius and
other what to do
after matching.
Post Realisation
Contains sample report
and the reports all of
projects of AIESEC
Mauritius up to date
along with endorsement
to interns.

17. “incoming Global
Community
Development
Program , AIESEC
Tanzania”
Ian Tarimo (MCVP
Strategic
Development, 12-13)
14

18. Implementing Africa in
ME
What is Africa in Me?
AiM is a strategy for AIESEC in Africa to develop massive amount of young people,
especially African youth, by offering them a leadership platform.
We do this in relevance to our market and society, for a sustainable development of the
African continent because, we believe that stronger youth leadership is developed in that
context. We commit to partner in delivering this strong youth leadership
Why implementing Africa in Me?
ACP provided a structure allowing innovation and required research on prevailing issues which
enhance the TMP/TLP experiences while impacting the society at the same time.
More information about Africa in Me?
Africa in Me strategy wiki
http://www.myaiesec.net/content/viewwiki.do?contentid=10259513.
15

19. Implementing Africa in
ME
How AIESEC Tanzania implemented AiM?
Members in the different LCs did research on the prevailing
situation and the issues being faced in Tanzania
• Under Health improvement – HIV & Early
pregnancies
• Under Education and Literacy – Culture and
Globalisation
• Under Economic development– Micro finance and
entrepreneurship
• Under Career development and leadership –
Bridge project to provide high schools with skills to be
better prepared for the professional world
Outcome of Africa
• Better job description for members
• Aligned projects being run in the
various LCs in Tanzania (6).
• Enhanced quality in the experience
delivery of interns
16

20. “outgoing Global
Community
Development
Program , AIESEC
Ghana”
Barnabas Yandiba
NYAABA
(OGX Manager, 12-13)
17

21. Go West Africa Campaign
About Campaign
AIESEC Ghana came out with an initiative in collaboration with AIESEC entities
in West Africa dubbed ‘Go West Africa Campaign’ to drive their oGCDP Though
developed by the MC, it was implemented at the local level by the LCs with
strategies and support from the Member Committee.
Campaign goal
The goal of the campaign was to send out 100 young people on GCDP to one
of the West African countries during the winter break 2012/2013 and to create
excitement around the exchange opportunities within the West African Region.
How?
Administrative charges were reduced for Non-AIESECers recruited and trained to
go on internships and free for AIESECers who wanted to part of the Campaign.
18

22. Go West Africa Campaign
Opportunity
Since the winter break in Ghana is usually short (maximum 5 weeks)
and most students will prefer being at home than to pay to take an
internship outside the continent, ‘Go West Africa Campaign’ appeared
the right approach to advertise opportunities in West Africa and more
so when admin. fees were reduced; it made the campaign an attractive
package to most of our students at the Universities and to AIESECers.
Output of Go West Africa Campaign
Though our goal of 100 GCDPo in Ghana through this campaign was not met, the
campaign undoubtedly increased outgoing exchange within the West Africa region as
AIESEC Ghana also received EPs from other entities and offered our LCs the
opportunity to strategically select EPs that can be eligible for re-integration with
AIESEC after their exchange. It has indeed contributed the majority of our current
realisations in GCDPo.
Useful Links
http://www.myaiesec.net/content/viewfile.do?contentid=10260123
19

23. “Team Member
Program/Team
Leader Program,
AIESEC Ghana”
Oluwashayo Tinuoye
(MCVP OD, 12-13)
20

24. Good Standards for
TMP/TLP
• Allocation cycle and proper TM pipeline mgmt (As a rule, no member must be in a role for more than 6 mths)
• Every member of an LC must have a
dual XP (Functional area and Project)
and each project has a member of the
EB strictly responsible for it asides the
VPGCDPi
• EPs must be integrated into LCs before going on exchange and re-
integrated when they get back. So integration here means they MUST take
TMP before going on exchange (It wasnt really successful during winter
peak because it was only one LC that was able to implement it but now we
have identified the challenges and we are making it work)
• All GCDPi EPs must also be given a dual XP
(GCDP and TMP/TLP) because we realised
that in Ghana (not just in Ghana), Interns
work in teams and they have a team leader
and looking at the TXP principles that is a
team experience because they work in
teams of 5 or 8 or even more most times
and they are responsible for a larger part of
the project implementation.
• ORS migration to ELD. We have a conversion manager on the
national level and managers in LC. The MCVPIM contacts those who
contacted us through ORS to know if they are interested in Exchange
or TXP, so based on the specification, we channel them into LCs
though a lot of them are more interested in Exchange but we still get
a significant number of people who are interested in TXP. Customer
Experience management is very crucial for 2015, so we are also trying
so hard to focus on this. Imagine if we convert 40% of those that
contact us through ORS to ELD.
21

25. Challenges Faced
1. Not all LCs have been able to implement this, only a few.
2. There has to be a proper tracking system apart from NPS to make sure quality XPs are
being delivered.
3.ORS (Online Registration System) has to be checked at least twice a week by the
MCVPIM & Comm.
4. VPTMs need to be tracked at least twice in a week via phone calls or emails (For us we
have a quarterly strategic meetings to plan for the next quarter also).
22

26. “Team Member
Program/Team
Leader
Program, AIESEC
Nigeria”
Bonaventure Ikediashi
(MCVP OD, 12-13)
23

27. Strategies for TMP/TLP
The reason AIESEC Nigeria has had good TXP numbers can be largely attributed contributed to the fact that we have
14 local offices (Note 4 of these LCs still operate at a low capacity and share insight space with other entities).
At the start of the term, we experienced
low registrations on the systems, which
was largely as a result of the fact members
were not conversant with the use of the
system: So a lot of education was centered
around this: Education was had at
conferences and regional LCVPTMs
summits were held to train the VPTMs:
System administration was also introduced
as part of the Talent Management
Processes to encourage the online culture:
NSTs were also used to drive education.
We also reviewed the middle level management structures, creating
new team leader profiles to support the delivery of products: A lot of
education has also been centered on structuring LCs according to
specific projects run at in the LCs, since different projects have
different timelines. It allows members to have multiple experiences.
LCs have also capitalized on different external events of their campuses
to convert EWA to ELD for example the host LC of WACS (Illorin). Over
50 percent of the members recruited were engaged during the opening
ceremony and global village.
24

28. AIESEC South Africa,
A Success Story
ING Award Winner IPM
2013, Serbia
25

29. “incoming GCDP
& GIP , AIESEC
South Africa”
Alvin Morogo (MCVP
ICX, 12-13)
26

30. Growth in Incoming
ExchangeChallenges
• No LCVP ICX in the starting of our term.
• Country laws were the biggest challenges and still are.
• No sales culture.
• Team falling apart.
Solution
Processes of coming out with solutions:-
• Thought of making AIESEC relevant in the country.
• Partnership should have a clause of client taking full responsibility of interns.
• Transitioning of the projects or clients to the LCs.
What is the Solution?
• MCVP ICX partnered with a recruiting company which provided interns to the NGOs in Cape Town.
• MCVP ICX had to take care of matching with the help of NSTs and we grew.
Who were involved?
• MCVP ICX & the client.
How was it executed?
• After signing the MoU with the client, MC visited the accommodation to check everything.
• To make sure the project is self sustainable, client charged basic amount to the interns.
27

31. Outcome of solutions
Nationalized project implementation
• Standardization of ICX processes
• International Relations in place
Breaking the Stereotype
• Projects can be created in AIESEC South Africa
• Corporates are open to new ideas & solutions.
Fulfilling the
ICX has open new doors to
possibility, though we are facing some
issues but that is bound to happen. We
plan to streamline the process and use this
as a case study to improve ourselves.
Target for ICX
40 Realisations
Achieved ICX results
80 Realisations
28
1st July 2011 till
25th Jan 2012
11 ICX realizations
All done by the MC.
1st July 2012 till
25th Jan 2013
80 ICX realizations
All done by the MC

32. “outgoing Global
Community
Development
Program, AIESEC
South Africa”
Siddharth Bali (MCVP
OD, 12-13)
29

33. Growth in Otgoing
ExchangeChallenges
• MCVPs resigning in the month of August-September due to VISA issues.
So, but Mid-October we accepted the fact that the MC of AIESEC SA is of 3
Men. Rahul Maira (MCP), Siddharth Bali (MCVP OD) and Alvin Morogo (MCVP
ICX).
• LCs went in the transition state where in Executive Boards were changing.
But, with the MC all the LCPs took a pledge to not let things go out of control
and work till December with their EBs and new EBs.
• LCs were not confident to carry out exchange processes entirely and there
was high dependence on the MC.
Solution
Process for coming out with Solution.
• MC realized that due to manpower crunch on the National team itself and
to make LCs independent we need to transition work to the LCs.
• LCs need to get excited about AIESEC work and EB have to be a TEAM.
• LCs should realize the need of training themselves & to be solution
oriented.
• MC also wanted to make sure that every LC knows the performance of
other LCs and should start working together or at least have a
communication channel. 30

34. Top Gun Campaign
Who was involved?
• All the LC’s were involved.
• GCDP was the focus area to help LCs get financially stable and get membership for the future.
• VPs of the Exchange Support portfolios were trained to work in depth with VP OGX. All the
trainings were given around the same program. This also gave a lot of work clarity to all the EB
members
31
How was „Top Gun‟ executed?
• MC launched the campaign in September.
• Weekly updates were given away to the LC through National Wiki- Click Here
• LCs loved it and we are glad they accepted it. Then there was no looking back.
• To keep up the excitement level we added a lot of variations in the points system from time to
time. For example:- We added bonus 50 points for the LC who got 50th, 60th, 70th, 80th ,90th , 100th
and so on Raises or Matches. Or, we kept changing points for the raises & matches.
• We gave away points for Raises, Matches, LC-LC Partnerships (IR) and EP Induction
Conferences, all this pushed them to learn the whole process of OGX.

35. Top Gun Outcome
Trained LCs
• LCs are sure of doing OGX now.
Growth in TM, Marketing and Finance
• TM understands how to train membership for doing
exchange.
• Marketing of Internship has improved in all the LCs.
• With the numbers that LCs have done they
understand how to invest & generate money.
Fulfilling the
We had to cut down on our target because
of the shortage of manpower on the
MC, however we still want to keep our
standards high.
Target for ICX
40 Realisations
32
1st July 2011 till
25th Jan 2012
30 OGX realizations
All done by the MC.
1st July 2012 till
25th Jan 2013
80 OGX realizations
Majorly done by LCs
Achieved ICX
80 Realisations

36. Pictures from Granvié in
Cotonou, Benin have
been used in this
booklet…AfroXLDS
2014 will be hosted by
AIESEC in Benin.
African Outside Africa in
13-14
Babajide Okusanya (Nigeria)
MCVP IM & Coms– AIESEC Ghana 12 – 13
MCVP Marketing, AIESEC in Switzerland 13 – 14
Melina Mootien(Mauritius)
MCVP Talent Management– AIESEC Mauritius 12 – 13
MCVP Talent Management, AIESEC in Cambodia 13 – 14
Donah Wanyenze Mafabi (Uganda)
CC Teamster – IC Egypt 2013

37. Africa in Me
My Africa. Your Africa. Our Africa
www.africainme.org