aiesec unsw 2011 reckon finance award application
TRANSCRIPT
RECKON FINANCE AWARDJANUARY NATIONAL CONFERENCE 2011
AIESEC UNSW
AIESEC UNSW 2010
There was a strong focus on sustainability for the year 2010, which involved paving the path for future generations of AIESEC UNSW to grow and develop.
OVERVIEW
@UNSW Sustainabil
ity
LEADERSHIP PIPELINE,EXCHANGE & LEADERSHIP
AIESEC UNSW has achieved a strong leadership pipeline through high quality engagement of members.- 2 LCP candidates- 9 EB Candidates
AIESEC UNSW has provided leadership opportunities to groom future LCPs and VPs.- UNSW OCP and team for MPMs- UNSW OCP and team for NEWCON- UNSW OCP and team for SPMs - RTF Leader and team for O-Week
LEADERSHIP PIPELINE
Focus on leadership transition where members of the outgoing and incoming EB attended a 4-day Transition Conference away from Sydney.
Focus on encouraging leaders to go on exchange:– Reached and exceeded X+L goals for 2010
2010 Goals Actuals
Exchange & Leadership
2 3
LEADERSHIP PIPELINE
EXCHANGE + LEADERSHIP
EXCHANGE PIPELINE & LC-LC PARTNERSHIPS
LC-LC PARTNERSHIPS
Established strong LC-LC partnerships with many reserved positions filled:– 6 positions filled out of 7 reserved with AIESEC UNAND
in Indonesia– 5 positions filled out of 5 reserved in Taiwan– 3 positions filled out of 5 reserved in Ghana
Expansion plans:– WENA – 1 partnership (organised for Semester 1 to
coincide with their summer vacation)– CEE – 2 partnerships– Africa – 2 partnerships– AP – 3 partnerships likely to be re-raised
OGX PIPELINE
Record OGX results:– 38 raises (124% growth)– 24 realisations forcasted (60%
growth) – Absolution growth in EP
realisations of 2
Improved OGX processes:– Increased number of MRBs to
attract more EPs. A total of 6 MRB preps and MRBs for 2010.
– OGX members are more actively engaged primarily because of their specific role descriptions.
OGX STRATEGY
OGX aims to improve the LC’s use of resources i.e. money, people, time and materials. – Utilising the Summer holiday period to raise LC
partnerships, for higher numbers in matched and realised EPs in Q3 & Q4.
OGX aims to maintain relationships with EPs and maximise chances of EPs to members and X+L.– Re-integrate EPs into the LC and encourage
participation during O-Week, recruitment and information stalls/sessions.
ICX PIPELINE
Raised two internships with:– The Centre for Social Impact (1
TN)– Google Australia (7 TNs)
High growth in ICX in 2010:– 8 raises (700% growth)– 8 realisations forecasted (700%
growth)– Absolute growth in TN realisations
of 7
ICX STRATEGY
AIESEC UNSW promises to provide for both TN takers and TNs with the utmost level of professionalism, efficiency and value.
ICX goals for 2011:– Raise and realise 4 TNs.– Target market sectors where AIESEC UNSW
have previous relations or are familiar to the LC.
– Focus on raising MTs and TTs (having factored in the social environment).
SALES & EXCHANGE
In 2010, AIESEC UNSW has developed a key partnership with STA Travel.– Provision of printing for all materials AIESEC
UNSW requires, which has been helpful in the running of information sessions and stalls to promote AIESEC and exchange.
AIESEC UNSW Finance will take on an additional role in 2011 that focuses on sponsorship and business development.– Providing sales support, market research and
sponsorship development to strengthen current processes and place a strong focus on exchange.
STRONG FINANCIALS
LC SUSTAINABILITY
$13,446 LC cash-at-bank.
95.6% income generated through exchange:– Strong exchange results.– Opportunity to diversify revenue with new ICX TN
takers & through sponsorship, which is now an additional role of Finance.
Substantial increase in profit margin:– 26.9% profit margin in 2010.– 9.5% profit margin in 2009.
REVENUES AND SURPLUSES Revenue of $29,169 for the year 2010:
– Revenue $16,384 for Q1 FY 10/11.
95.6% of revenue generated through exchange:– 50% from ICX.– 46% from OGX.
A surplus of $7,842.13 was generated for 2010:– A surplus of $5529.58 was generated in Q1 FY10/11.
BUDGETED VS ACTUALS
FINANCIAL SUSTAINABILITY Stringent management of funds and
budgeting in finding the best way to reduce expenses and finding the most efficient and effective method of spending allocated funds.
Creating a RnR strategy that rewards members and drives performance.
Creating a LC Development Fund where portfolios can apply for funding in order to improve their processes or increase their efficiency.
INVESTMENTS IN AIESEC UNSW
INVESTMENTS IN MEMBER
DEVELOPMENT UNSW Finance ran a Quicken training event at
UNSW with high numbers of expressions of interest.– Within 3 hours of listing the event on social networking
sites and email, we had over 50 expressions of interest.– Event catered for 23 people from UNSW and 7
AIESECers from Macquarie University.– Received very positive feedback from attendees.
Will aim to run at least one Quicken training event per semester in 2011 to cater for high demand.
Invested in an RnR night for members with alumni attendance.
Strong LC culture has led to a high number of members attending conferences:
– AIESEC UNSW had one of the largest delegations for the July National Conference 2010 (NEWCON).
INVESTMENTS IN MEMBER
DEVELOPMENT
– Majority of conference attendees have taken on leadership positions or become active members within the LC.
INVESTMENTS IN EXCHANGE Exchange subsidies of up to $300 (this is the
LC portion - thus pricing the EP fee cost price) for members who have made a significant contribution to AIESEC UNSW based on the following criteria:– Contributes to X+Ls− High performance and contributed to the growth of
LC
Other requirements to receive this subsidy: − Rewards members and encourages them to be re-
enter the LC and promote exchange for AIESEC UNSW
INVESTMENTS IN EXCHANGE The exchange subsidy has been beneficial
as it contributed to 2 X+Ls. 1. Annie Tan, VP OGX2. Christania Tanuwidjaya, RTF leader & OCP
SPM
Other investments in exchange: Investment in substantive “Aussie Packs”
to maintain strong relations with EPs.
INVESTMENTS IN EXCHANGE Information stalls and
sessions promoting AIESEC and exchange, for example, UNSW Careers Expo and Volunteers Expo. – This contributed to a
record of 38 EPs being raised in 2010.
AIESEC UNSW organised an EP & Intern dinner to build strong relations with our stakeholders.
INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONING Engaging with external partners and stakeholders
so AIESEC UNSW has more positive exposure and both greater on and off-campus presence.
Goals Our Actions and Results
Establishing strong
University Relations
UNSW Global Exchange OfficeUNSW Careers OfficeARC - Student Union
Establishing key Faculty
Partnerships
Australian School of BusinessSchool of Education
School of Social Science & International Studies
Gaining Sponsorships
Australian School of Business - $1000Conference & Initiate the Future
Sponsorship - $2500
INVESTMENT IN EXTERNAL ENGAGEMENT AND POSITIONINGPlanning for 2011 Training members in brand awareness and
marketing AIESEC.
Increase brand awareness through a greater Web presence:– Ensure professionalism as it will be the first point of
contact for most students and potential partners.– Investing in a simpler and cleaner user interface
that is easy to navigate.– Will have regularly updated news and information.– Storehouse of key information catering for different
stakeholders.
THANK YOU