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The document reviews department performance, showing percentages contributed to goals as 0-200% with corresponding potential raises and matches. It discusses what worked like TN fees, IR partnerships and social media promotion, and what didn't such as member to exchange ratios and raise to match conversations. The way forward includes operational inductions for members and focusing on massive campaigns in May and June with better resource usage.
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The document summarizes the status of various metrics and goals for The Treadstone organization. It indicates that 29% of fundraising targets have been achieved to date. While some board appointments and structure have been implemented, client retention activities and receivables are still pending. The document outlines goals to increase fundraising and sort the board of advisors by a upcoming meeting. Key strategies proposed include training sessions, increasing sales volume, and incorporating innovation. An implementation timeline is provided targeting fundraising, event, and youth event funding goals by the end of the second quarter. Areas of strength for the organization are noted as networking, sales skills, emotional intelligence, and trend analysis.
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The organization achieved 75 out of a 100 target for raising funds, 19 out of 40 for matches, and 7 out of 10 for realizing targets. They had 4 issues, strong multi-level marketing, and partnerships that led to 75 raises and 12 new initiatives. Moving forward, the goals are to achieve 100 matches by June with key strategies like IXP and UR partnerships and a timeline to get 120 raises and 60 matches by mid-May.
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The document summarizes the status of various metrics and goals for The Treadstone organization. It indicates that 29% of fundraising targets have been achieved to date. While some board appointments and structure have been implemented, client retention activities and receivables are still pending. The document outlines goals to increase fundraising and sort the board of advisors by a upcoming meeting. Key strategies proposed include training sessions, increasing sales volume, and incorporating innovation. An implementation timeline is provided targeting fundraising, event, and youth event funding goals by the end of the second quarter. Areas of strength for the organization are noted as networking, sales skills, emotional intelligence, and trend analysis.
Ascent
The organization achieved 75 out of a 100 target for raising funds, 19 out of 40 for matches, and 7 out of 10 for realizing targets. They had 4 issues, strong multi-level marketing, and partnerships that led to 75 raises and 12 new initiatives. Moving forward, the goals are to achieve 100 matches by June with key strategies like IXP and UR partnerships and a timeline to get 120 raises and 60 matches by mid-May.
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Review trajectory
The document provides a department review that includes percentages contributed to goals, raises and matches. It worked well to set expectations, improve processes and analysis, operational induction, raising campaigns, capitalizing on cycles, and management changes. It did not work as well capitalizing on ET EPs or conversion of raises to matches. Going forward, there will be operational inductions for members and a reverse raising strategy.
Trajectory
Three interviews were conducted and one candidate will be recruited soon. Three employment positions (EPs) were matched including one for digital marketing in the US paying $2000, one for teaching in Mexico, and one for teaching in Brazil. Two of the positions were realized with candidates going to Brazil and Hong Kong to start their new jobs.
Agm i gcdp
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This document discusses the key performance metrics and strategies for an organization in the first and second quarters, including the number of learning partners and exchange partners acquired, issues addressed, and member to exchange ratio. It provides details on what strategies worked well, such as online branding and teamwork, and what did not, like capitalizing on summer camps. The document outlines goals and achievements for raising, matching, and realizing funds. It also lists skills acquired and timelines for implementing strategies to increase exchange partners and international relations in the coming months.
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Tm
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Treadstone updates
The quarter 2 update provides information on several initiatives:
Nexus focused on 21st century leadership with partnerships formed for its youth event involving fundraising and venue negotiations. BDT signed an MOU with My Choices and discussed partnerships with multiple organizations. Genesis signed an HRDS MOU and discussed additional potential partners. The report also lists appointments being scheduled at various companies for job placements through the T vs A program.
The origin
The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
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Sona
- The document discusses supply and demand analysis for various universities and colleges in India. It provides statistics on the number of students (S) and trainees (TNs) for different locations.
- The top countries with available TNs are Turkey, Poland, Greece, Mexico, and the Czech Republic. The top backgrounds for TNs are international marketing, linguistics, and training and development.
- Various metrics are provided like relative growth rates, absolute growth, national standing, and net promoter scores for comparing the performance of different universities over time. Regions with high demand are identified along with strategies for capitalizing on available international trainee pools.
Finance
The document provides updates on various initiatives including Nexus, LC Day, recon programs, webinars on finance, and establishing a local support group. It outlines future plans such as focusing on receivables, portfolio investments, alumni engagement, and revising financial policies. The document also includes a brief statement of financial affairs showing bank balances, fixed deposits, and an updated tally of finances through May 24th.
Ascent
The HR global placement program for the second quarter achieved most but not all of its targets. It placed 30 people as targeted but fell short of targets for diversity and member to exchange ratio, achieving 28 and 6 versus targets of 50 and 10. Key measures of success were establishing 3 international exchange programs, maintaining a diversity score of 4, and achieving a high member satisfaction score of +59 on the Net Promoter Score.
Lc day finances
The document outlines the income and expenses for LC Day finances. The sole source of income was Rs. 216,000 from del fees collected at Rs. 135 per student for 1600 students. Expenses totaled Rs. 216,000 and included items like beverages, balloons, chart papers, cold drinks, stationery, glasses, t-shirts, and chair expenses. The total income and expenses balanced at Rs. 216,000.
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The hobbits
The document compares sales, global recruitment, and delivered promises targets versus actuals for April and May. In April, 12% of targets were achieved overall, while 84% of targets were achieved in May. Additional metrics provided include the number of learning and exchange partners, issues encountered, member to exchange ratio, and net promoter score.
Agm iGIP
The document outlines the 2014 year plan for a global internship program led by three Vice Presidents. It aims to provide interns a holistic experience through focus areas of simplifying processes, empowering members, and ensuring relevance. The plan is divided into quarters with goals for client raising, matching interns to jobs, and retaining clients and members. Key actions include training, developing members, utilizing partnerships, and focusing on delivery management and engagement throughout the year.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local programs delivered, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success against objectives for the given quarter and year.
Review trajectory
The document provides a department review that includes percentages contributed to goals, raises and matches. It worked well to set expectations, improve processes and analysis, operational induction, raising campaigns, capitalizing on cycles, and management changes. It did not work as well capitalizing on ET EPs or conversion of raises to matches. Going forward, there will be operational inductions for members and a reverse raising strategy.
Trajectory
Three interviews were conducted and one candidate will be recruited soon. Three employment positions (EPs) were matched including one for digital marketing in the US paying $2000, one for teaching in Mexico, and one for teaching in Brazil. Two of the positions were realized with candidates going to Brazil and Hong Kong to start their new jobs.
Agm i gcdp
The document outlines the mission, focus areas, targets, action plans, and structure for the Incoming Global Community Development Programme for 2014-2015. The mission is to deliver 300 high quality internship experiences. Key focus areas include financial sustainability, membership development, and quality/outreach of internships. Targets are to raise $400,000 and match 360 interns with projects. Detailed action plans are provided on a quarterly basis to track progress on raising funds and matching interns to assignments. The organizational structure involves Vice Presidents, Team Leaders, and Operations Coordinators.
I gcdp
This document is the discharge report from 2013-2014 for AIESEC in Hyderabad presented by the vice presidents Clinton D'Souza, Lavanya Netha, and Malisetti Tandav Krishna. It outlines their vision of facilitating 275 life-changing experiences through sustainable exchanges. It describes the projects each VP worked on in each quarter and reports on the number of trainees raised, matched, and realized. The targets for 2013 were to raise 300 trainees total and match and realize over 200 trainees each.
O gip
This document outlines AIESEC Hyderabad's year plans and targets for their Global Corporate Exchange program from 2013-2014. It provides quarterly targets for raising internships, matching candidates to opportunities, and realizing internships. It highlights what worked well, including successful campaigns, partnerships, and growth. Areas for improvement are also identified, such as ineffective promotions, lack of market research, and not fully utilizing opportunities for undergraduate recruitment. The presentation closes by thanking the audience.
BD ER AGM 2014
This document outlines the year plan and targets for Business Development & External Relations department of AIESEC Hyderabad for 2013-2014. It includes a quarterly breakdown of planned events and their targets, contribution goals to the National Exchange Program, support for expanding existing support groups, and a total target of achieving 14 out of 20 goals for the year with messaging about past successes and goals for continued growth.
The Treadstone Updates 20-4-2014
The document provides updates from The Treadstone organization across multiple projects and initiatives. It notes that the first session of The Link youth event was delivered and leadership partners were signed. For the Nexus 21st century leadership project, a MoU was signed and cheque received from AGS, and delegate kits partners and probable venues were mentioned. It also notes that Woxsen Business School is the leadership partner of the year. New recruits joined the function board and several cheques are coming in. The LC Day event will take place on April 26-27.
The Imperium SOLA
This document discusses the key performance metrics and strategies for an organization in the first and second quarters, including the number of learning partners and exchange partners acquired, issues addressed, and member to exchange ratio. It provides details on what strategies worked well, such as online branding and teamwork, and what did not, like capitalizing on summer camps. The document outlines goals and achievements for raising, matching, and realizing funds. It also lists skills acquired and timelines for implementing strategies to increase exchange partners and international relations in the coming months.
I gip corporate sector-discharge-agm presentation
This document outlines the plans for iGIP (Corporate Sector) of AIESEC Hyderabad for the 2013-2014 year as presented by Shubhankar Valegaonkar and Moiz Brochawala. The focus areas include raising the quality of trainees, improving the experience delivery rate, increasing stakeholder engagement, improving external visibility, and strengthening documentation processes. Innovation plans include implementing an NPS manager, an "I'm a Corpor8" campaign, revising contracts, and analyzing delivery and member development. Targets for raising and matching trainees as well as realized outcomes are presented for two programs - Aviators and Suits.
Tm
The document is a talent management discharge report from AIESEC Hyderabad for 2013-2014. It summarizes their vision to deliver impactful experiences through talent development programs. Their strategy was to amplify experiential learning programs. They recruited 350 members with targets of 250 active members by year's end. Goals were set to deliver 1500 team member and 300 team leader experiences. Focus areas included integrated experiences, increasing associate members, mentorship, and strengthening knowledge management. Successes included recruitment drives and leadership programs while delays in member allocation and lack of post-training support were challenges. Innovations for the future included mobile apps, certifications, tracking member development and external training.
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Palladium
Sales targets were achieved in April and May with raises at Silver Cloud and placements at ESCI-2, Sterling, and Appshark. Global recruitment saw placements at Silver Cloud, Mahindra Namaste, and ISSTM. Targets were also met for global recruitment in February through May. Matches need to be added to the system, positive matches need to be converted, and new matching strategies implemented as the team works towards their JNC goal. The Alpha Eagles team is recognized for achieving their targets.
Treadstone updates
The quarter 2 update provides information on several initiatives:
Nexus focused on 21st century leadership with partnerships formed for its youth event involving fundraising and venue negotiations. BDT signed an MOU with My Choices and discussed partnerships with multiple organizations. Genesis signed an HRDS MOU and discussed additional potential partners. The report also lists appointments being scheduled at various companies for job placements through the T vs A program.
The origin
The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
The millennials
This document provides updates on activities from April 1st to May 31st related to Millennials. In April, there were updates on HTC, a link, oGIP IS, JAM, and showcasing impact on social media. In May, updates included a NEXUS press conference, 4 print media appearances, a beach house partnership, another link, Best Travelled.com, delivering JAM, showcasing impact on social media platforms and blogs, delivering Triegg, strong social media, iGIP leads, and SNIST UR.
The esprit updates
Esprit's quarter 2 sales update lists 5 schools that purchased Esprit, with positive sales from Amity Global and Akshara International Schools. Global recruitment met targets for Oakridge and was positive for Peoples Career, MNR, and Samashti. Delivery targets were achieved or exceeded for MNR, Oakridge, and First Academy in April and May. Overall, April sales and global recruitment were below targets while May sales were below but delivery exceeded targets.
Sona
- The document discusses supply and demand analysis for various universities and colleges in India. It provides statistics on the number of students (S) and trainees (TNs) for different locations.
- The top countries with available TNs are Turkey, Poland, Greece, Mexico, and the Czech Republic. The top backgrounds for TNs are international marketing, linguistics, and training and development.
- Various metrics are provided like relative growth rates, absolute growth, national standing, and net promoter scores for comparing the performance of different universities over time. Regions with high demand are identified along with strategies for capitalizing on available international trainee pools.
Finance
The document provides updates on various initiatives including Nexus, LC Day, recon programs, webinars on finance, and establishing a local support group. It outlines future plans such as focusing on receivables, portfolio investments, alumni engagement, and revising financial policies. The document also includes a brief statement of financial affairs showing bank balances, fixed deposits, and an updated tally of finances through May 24th.
Ascent
The HR global placement program for the second quarter achieved most but not all of its targets. It placed 30 people as targeted but fell short of targets for diversity and member to exchange ratio, achieving 28 and 6 versus targets of 50 and 10. Key measures of success were establishing 3 international exchange programs, maintaining a diversity score of 4, and achieving a high member satisfaction score of +59 on the Net Promoter Score.
Lc day finances
The document outlines the income and expenses for LC Day finances. The sole source of income was Rs. 216,000 from del fees collected at Rs. 135 per student for 1600 students. Expenses totaled Rs. 216,000 and included items like beverages, balloons, chart papers, cold drinks, stationery, glasses, t-shirts, and chair expenses. The total income and expenses balanced at Rs. 216,000.
Job description
This job description outlines the responsibilities of a member on an F1 team, also known as a finance coordinator. Their key responsibilities include documenting and filing contracts, policies, agreements, reports, certificates, invoices, receipts, and vouchers. They also assist with budgeting, forecasting, bookkeeping, accounting, finance education, learning and development webinars. Additional duties are assisting the VP of finance with letter of credit administration, managing bank resources and receivables, tracking marketing campaigns, and conducting audits and reconciliations.
State of financial affairs
This document summarizes the state of financial affairs as of May 17th, 2014. It outlines receivables totaling over 5 lakhs from various clients and projects. Payments made in the period are also listed totaling over 1 lakh. Planned future investments and expenses are provided including office renovations and upcoming events. Miscellaneous updates on bank balances, fixed deposits and an appreciation for recent large receipts are also included.
The Fraternity
Talent management updates include: inducting new associate members to contribute to campus projects with job descriptions defined by talent management team leads; mid-quarter audits being released for the MLM department; a matching workshop conducted for the oGCDP department; a team minimum session delivered for the MLM of marketing; and talent leads working on educational videos.
The Origin
A new department was announced. Chinmaiy recorded a video for an EP that is now matched. Sanith and Yashwanth designed posters for an event called Matching Mania. The posters will feature a standard intern named Hiran. Yashwanth and Harsha Varma are creating a video about why interns should come to Hyderabad. Upcoming plans include standardizing the FRRO process with Saif's help, publishing intern case studies, and another Matching Mania event.
Matching workshop
The document discusses matching different employees (EPs and TNs) based on their traits and country specifications. It lists the traits of 3 EPs and 2 TNs - the EPs vary in their personalities and whether they have specific country preferences, while the TNs differ in manager support and flexibility. The document encourages being innovative in matching, discussing options like AFT, DAAL files, supply and demand, and social media matching. It suggests international relations could be the most fruitful approach and encourages catching them all.
LCP Story
This document appears to be a personal story or reflection from someone who served as the Local Committee President of AIESEC in Hyderabad in 2014. However, the document contains no actual content beyond the title "My Story" and the author's name and role. Therefore, no meaningful summary can be generated from the information provided.
Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, recruitment quality, and an associate membership project. It notes things that did not work well such as the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed like a global mindset, entrepreneurial outlook, and emotional intelligence.
Vistaar
This document summarizes an organization's performance over a period of time. It achieved 2 out of a target of 5 OGX and 0 out of a target of 5 ICX. Highlights included selecting new leadership, raising funds, delivering events and webinars, and conducting recruitment and training. Areas for improvement included an unsuccessful campaign and lack of parental support. The way forward includes goals of membership growth and exchange realizations through targeted strategies like regular matching events, trainings, and expansion visits over the next month.
The millennials
The document summarizes recruitment efforts and outreach activities, noting the number of applicants, media appearances, external partners, and online engagement. It highlights successful initiatives like partnerships, recruitment events, and training programs. Areas for improvement include expanding recruitment, strengthening external partnerships, and increasing media coverage. The way forward involves setting goals around events, promotions, and showcasing impacts while focusing on media partnerships, external partnerships, and student outreach.
Sola treadstone
The document summarizes the performance of Treadstone against key metrics in Q1 and outlines plans to improve performance in Q2. It states that 29% of the funds target was achieved in Q1, and lists activities to raise an additional ₹9,00,000 by the next joint network committee meeting. It also notes some board appointments were made but engagement can be improved. The document outlines strategies like live training sessions and selling in high volumes to drive customer retention and fundraising in Q2.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local projects, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success across these areas in Q2.
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This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptx
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How to Create a More Engaging and Human Online Learning Experience
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Wahiba Chair's Talk at the 2024 Learning Ideas Conference. South African Journal of Science: Writing with integrity workshop (2024)
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A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.The History of Stoke Newington Street Names
Presented at the Stoke Newington Literary Festival on 9th June 2024
www.StokeNewingtonHistory.com
How to Setup Warehouse & Location in Odoo 17 Inventory
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How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Pollock and Snow "DEIA in the Scholarly Landscape, Session One: Setting Expec...
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Liberal Approach to the Study of Indian Politics.pdf
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
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Review hobbit
- 3. Percentage contribution to achieved goals : 0 50 100 150 200 Raises Matches 62 22 180 40 Contribution Total iGCDP achieved
- 4. Hobbits • What worked ? - TN Fee - IR partnership - Social Media Pomotion
- 5. • What didn’t work ? - Member to exchange ratio - Raise to Match conversation - Exchange Period - MB culture -
- 6. Way forward : - Operational induction for members - Massive May and June - Better usage of resourecs