3. Content
1. The why of ILMs
2. Successfully delivered ILM definition
3. ILM delivery models
4. The final ILM delivery model
5. M&BSC role
4. 1. The “Why” of ILM
• The unique physical touchpoint to represent every
entity in the global association demonstrating our
core values and aligneing the entities to the
purpose and strategic direction
• The global decision making space to decide how
the global organisation should run and evolve.
• Have the platform to combine the perspecive of
the organization with the global external
environment to showcase decisions and content
relevant to the state of the world
5. 2. Successfully delivered ILM
- Agenda objectives fulfilled
- Stakeholders can fulfill their role meaning there are no
financial/logistical restrictions and the focus is on the content
- No negative finance implications for the network
- No risk situation for delegates, the membership of AIESEC and
externals included.
- The organization grows and improves because of AIESECs
conferences
- The organization can be exposed externally
- All entities have access to participate in ILMs
- Be logistically ready to have 21st century conferences
- Everyone involved is clear on their roles
- Foster stronger relationship between stakeholders
- Showcase and celebrate the diversity of the organization
7. 3. ILM delivery models
Pros:
- Cost decrease
- Long term partnership building (venue,
visa, logistics, airlines).
- Inclusiveness of plenary (cross-selling).
- Expertise (efficiency, less HR, legal
reality).
- Stability
- Focus on content instead of logistics (AI,
Global plenary, MC).
- Building of brand.
- Decrease risks and risk management
resources.
- Upselling products/product
development.
- Eliminate need for resources to be put
for allocation and
management/preparation/workload.
Cons
- Huge responsibility and accountability
over conference for an entity
- 1 location
- Talent drain of entity/native speakers
- Transition period from current model to
the other
- Structures/accountability systems
Examples:
WEF/Davos, Switzerland
UN General Assembly/ NY,
Several AIESEC entities have the same
venue for their biggest conferences (i.e.
Greece, Germany)
Model 1: Same Location for every IC
1 location
International CC/ participating entities
Global Brand
Travel cost sharing evolve for all entities
Representation and showcasing of diversity of network is enforced.
8. 3. ILM delivery models
Model 2: Rotation System between 3 venues in different regions
Pros
- Rotation gives an equal financial
pressure for regions
- Rely on strong ext. factors
- Knowledge management through
repeating entities
- Use strong and objective internal
factors
- Objective decision making
- Still open to more entities (IPM)
- More focused approach of entities.
Cons
- Rotation if one region can’t host.
- How objective do we want to go.
- Need to have 2 entities on the list per
region.
Criteria for entities
1. External factors: venues, logistics, safety, visa,
political situation, stability.
Then a list of potential entities will be provided.
2. Internal factors: HR Capacity, finance capacity,
conference XP.
Regional rotation: IC – 123, IPM 312
Decision making:
- Listed entities of one region based on rotation
bid.
- Filter based on internal factors – objectives
algorithm, strong variables.
- Filter gives us priority list.
1. AMERICAS 2. MIDDLE EAST, EUROPE,
AFRICA
3. ASIA PACIFIC
9. 3. ILM delivery models
Model 3: Open for all entities with new criteria
1. Eligible entity list by ILM Board based on external factors:
a. Political/safety/health
b. 3-5 venues that can host IC/IPM
c. Letter of intent from partners (2-3)
d. Visa
e. Country cost/inflation
f. Market analysis.
2. Bidding process based on internal factors:
- HR capacity
- Financial capacity
- Conference XP
- Previous performance
- Reserves
- Partnerships
3. The M&BSC will make evaluation based on criteria and select the entity that fulfills
minimum standards. In case of 2 entities fulfilling minimum standards, the global
plenary will vote on those 2.
10. Proposal
• Model 3 which is open for all entities
• Entities need to become eligible to bid (based
on external criteria)
• Afterwards bidding process only focused on
internal criteria
• Entities evaluated in an objective points
system
• M&B SC to be extended with external chair
and conference experts (CCPs, MCVPs with
expertise) to provide ongoing tracking and
support for hosting entities and CCs (work
similar to a GST)
11. Changes
• ILM delivery model
• Role of the M&BSC
• Cost sharing
Improvements/recommendations
• Progress tracking
• CC coaching
• CCP transition
• Templates
• On-site recommendations
• Regional conferences recommendations
• Sales
• Education about everything regarding ILMs
12. 4. The final ILM delivery model
Decision Making Framework
What Who
Allocation
Eligibility List Criteria voted by Plenary
Internal Factor Minimums Minimums decided by Plenary
Assessment of criteria/Minimums ILM Board
if 0 fulfill requirements Re-Open
if 1 fulfill requirements Automatic Mandate (no Voting by Plenary)
if more fulfill requirements Plenary votes to choose between options
Tracking
Additional Reporting by CC/Host Entitiy ILM Board
ILM Board Reporting on
To Plenary (In every Legislation Meeting-
ILM/VLM)
-Board Activities
-Decisions
-ILMs Progress
CC Direct Reporting ILM Board
Emergencies
Recommendations about Red-Flags/Re-
Allocation
>6 months before ILM: ILM Board
<6 months before ILM: AI
Decision for Re-Allocations/Investments
Voted by Plenary after Recommendation of
Board/AI
Discharge Discharge based on objective criteria ILM Board
13. 1. Eligibility criteria
1. Membership Status
2. RISKS & External Factors Assessment
2.1 Political Situation/Unrest
2.2 Health Risks
2.3 Domestic Transportation Risk
2.4 Legal Risk
2.5 Cash Handling Arrangements
Natural Disaster
3. Venue
3.1 Main ILM Venues
3.1.1 Location
3.1.2 Capacity
3.4 Pre-Meeting Venue
(If different than ILM Venue)
3.3 Y2B Venue
3.2.1 Location
3.2.2 Capacity
4. VISA
5. Macro-economical Environment
Objective: Macro-economical Stability
International Transactions Feasibility
Overall Costs Assessment connected to ILM hosting
6. Corporate Market Analysis
Objective:
Corporate Sponsorships Capacity
National Investments
2. Internal criteria
1. HR Health &
Capacity
# of Individuals in TMP & TLP each Year for Past 3 Years
Total # of Executive TLP Positions of Past 3 Years
# of Individual Applicants per TLP Position of Past 1 Year
Retention, Efficiency in TMP/TLP
2. Entity Financial
Health & Capacity
2.1 Proof of MC Cash Reserves of Past 3 Years (Bank Statements)
2.2 FLB Assessment
3. ILM Financial
Planning
3.1 Budget
3.2 Cash Flow Plan
3.3 Solutions to solve any expected cash flow challenges
4. Entity Sales
Performance
4.1 Revenues (both Local Currency & EUR) & National Partners per
non-exchange Product for each of last 3 years
4.2 Revenues (both Local Currency & EUR) per National Exchange
Partner for each of Last 3 years
4.3 List National non-Exchange Partners
5. ILM Sales
Planning
5.1 Letter of intent from 1/3 of national financial partners to support
the ILM
5.2 Sales plan
6. Conference
experience
6.1 Last 3 Biggest National Conference
Conference Budget (Planned & Actual figures)
OC HR Structure
Total # of Delegates
6.2 Last 2 Regional Conferences (if Any)
Conference Budget (Planned & Actual figures)
OC HR Structure
Total # of Delegates
Revenues per Product of Regional Conference
7. Previous
Exchange
Performance
Per ELD Programme Peformance & Growth Rate for each of Last 3
years
8. Letter of
Support from LCPs
and SG
8.1 A letter from the Supervisory Group or Board of Advisors
8.2 A letter signed by at least 50%+1 of the LCPs of the entity
15. 5. M&BSC role
• Coaching of ILM CCs/Hosting Entities
• Ensure CCP Transition
• Review Eligibility
• Manage Bidding Process/Review Bids
• Tracking of Bids
• Ensure Reporting of CC/Host Entity
• Lead Decision Making
• Recommendations to Plenary
• Report to Plenary on SC work
• Knowledge Management
• Education & Support to bid interested entities
• Education to mandated entities
• Manage IC Contingency Plans/Back-up Plans
• Monitoring Red-Flags towards ILM
ILM Board
16. Responsibilities
Pre-Bidding
*ILM Seminar for Interested Bidding entities during previous ILM
*Template files for bidding (Budget)
*Bidding Process Education Video
*Bidding Booklet
*Eligibility List
Receive Request, Assess, Update
Bidding
Assessment of criteria for Eligibility List
Assessment of Bids based on Minimums
Decision-Making on Allocation for Hosting Entities that fulfill Minimums with immediate automatic effect in case of 0,1 Hosting Options
Post-Bidding
*What to do now package for Hosting Entity
*CCP Selection Committee Participation
*CCP Transition Coordination
*MC-CC Contract Instructions & Facilitation
*CC Transition Involvement for Education
*CC Planning Feedback (Budget & Sales)
ILM Preparation
*AI Physical Visits Overview
*Monthly/Bi-Weekly Ongoing Coaching & Tracking of CC
*Formal Reporting from CC directly to ILMB
*Request of Additional Reporting from CC/Host Entity
*Monitoring Red-Flags (>6 months before ILM)
Recommendations about Red-Flags/Re-Allocation to Plenary (>6 months before ILM)
*Contingency Plan for IC
Have a list & information for back-up Hosting Entities 6 months to 1 year before IC
Post ILM
*Consolidation of Discharge Report
*Decision Making on Discharge with immediate effect
*Recommendation for next ILMs
General
*Knowledge Management
Information Center
*Legislation (Mandates regarding ILMs)
*Reporting to Plenary in every Legislative Meeting (ILM/VLM)
-Board Activities
-Board Decisions
-ILMs Progress
17. Why is it different than M&BSC?
• Not only MCPs but experts
• Part time chair
• More responsibilities and decision making power
• Own budget
ILM Board Accountability to PLENARY:
-Ratify ILM Board Chair
-Discharge ILM Board if they don't have confidence in them/their decision
ILMB Budget In scope of 1 year
CCP
Transition
Incoming CCP, Outgoing CCP, ILM board chair Travel Costs for
each IPM and IC
Physical Visits 2 ILM Host Entities for 2 AI Members each time
ILM Presence 2 ILMs for ILM Board Chair
18. Summary
To approve now:
-ILM board
-ILM delivery model
-criteria
To be developed and/or voted on/by IC
-finalize scale system for all criteria
-external assessment
-financial obligations for all stakeholders (AI, CC, plenary)
-Launch of Transition and education cycles for ILM bidding
and hosting entities + transition cycle for CCs
19. Recommendations
To bidding entities:
-consult the M&B SC now to understand the process to
bid for IC 2016 and receive support in preparation
To regions:
-to pilot different hosting/allocation systems
-to work with the ILM board to improve sustainability of
regional conferences and share knowledge
-to report to ILM board about challenges and
successes of piloting different models
