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ELECTIONS 2014-2015

NAME Edwin S. de Leon

NICKNAME Edsie

POSITION

RUNNING FOR

Executive Vice President

YEAR & COURSE III BS CTMBIRTHDAY 05/21/1994

CONTACT

NUMBER

0917-625-9079

E-MAIL ADDRESS [email protected]

CUMULATIVE QPI 2.74

EXPERIENCE WITH ATENEO ACTM

POSITION &

YEAR

PROJECT &

DEPARTMENT

CONTRIBUTION & RESULTS

Vice President for

External Relations2014-2015

External Relations • Created a training program for

Accounts Managers• Devised a three-tiered Career

Building Program along with the

Project Heads

• Coordinated with AVP for

Network Relations Regarding

Partnerships

• Served as the primary liaison

between ACTM and PANA-FAO

o Manage events of PANA-

FAO

•

Arranged and systematizedAlumni Database

• Strengthened the overall external

rapport of the organization

together with the Corporate

Relations Department

• Arranged an Accounts Managers

Kit

• Systematized Financial

Summaries

Director

2014-2015

MAD Concepts, External

Relations

• Drafted a clear vision and

mission• Created three service rates

according to company size

• Created Portfolio

• Systematized coordination

between Strategic

Communications, External

Relations, and Creative

Communications

o Aided in Strategy



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ELECTIONS 2014-2015

• Exceeded internal goal of Php

40,000

• Reached 12/10 Clients

• Oversaw all accounts

• Directly Managed Esquire

Financing Inc, JGSOM, Likha,and Wedding Library

• Generated Positive evaluations

from Past clients

• Revamped Code of Internal

Procedures

SOM Bazaar

Team Member

2014

SOM Week, Office of the

President• Co-wrote Marketing Defense

Script

• Drafted the logistics aspect of

the Marketing Plan

•

Presented Marketing PlanSOM Week

Pageant Team

Member

2014


President• Aided the team logistically

• Second Place

Associate Vice

President for

Corporate

Relations Support

2013-2014

Corporate Relations • Assigned to supervise Corporate

Relations Managers of ACTM

Week, Sportsfest, and Numina

• Updated the Managers Manual

• Systematized Sponsor Database

• Coordinated with the AVP for

Documentations for Post-documentations for Companies

• Aided in Sponsor Hunt

SOM Week

Pageant Co-

Captain

2013


President• Coordinated with SOM Week

Heads and ACTM Pageant

Team

• Aided the team logistically

Corporate

Relations Manager

2012-2013

Corporate Relations • Deployed: Second General

Assemble and Verge

EXTRA-CURRICULAR ACTIVITIES

POSITION &

YEAR

ORGANIZATION CONTRIBUTION & RESULTS

Soundtrip Project

Head

2014-2015

Ateneo Student Exchange

Council • Spearheaded one of the

organization's flagship projects

• Served as the main Strategist



ELECTIONS 2014-2015

• Provided an avenue of

interaction for local and

international students through a

music festival

• Promoted local and foreign

culture through music, fashion,and activities

• Exceeded target attendance by

60%

• Generated positive reviews from

project evaluation

Aegis Write-ups

Editor

2013-2015

Ateneo Aegis • Provided Initial Editing of CTM

Batches 2014 and 2015

• Provided Generic Write-ups

Blue RoastMarketing

Manager

2014

Blue Roast (Special Project)•

Aided in Sponsor Hunt• Coordinated with Heads

regarding company status

Event Facilitator

2013

Ateneo Tugon • Facilitated the culminating

activity of Against Child Abuse

Week

AJMA Week

Facilitator

2012

Ateneo Junior Marketing

Association• Helped in facilitating AJMA

Week

Marketing Director,

AIMS, Hope in aBottle, AJMA

Launch

2012

Ateneo Junior Marketing

Association

• Aided in sponsor hunt for the

aforementioned projects

GENERAL QUESTIONS

1. Explain briefly (in 250 words or less) the reason behind your intention for running,

your accomplishments that make you eligible, and the key elements of your platform.

I have had a strong sense of fervency for the organization since my first yearin college. Each year, my passion fortified with the intention of giving ACTM a good

rapport within and outside its member reach.

I reinforced my administrative skills by exploring organizations and

opportunities outside ACTM. In summary, I have been trained in (1) technical aspects

such as logistics, project management, corporate and external relations; (2)

managerial aspects such as heading the creative agency of the organization; (3)

creative aspects such as writing and strategizing; and (4) administrative aspects such

as being the Vice President for External Relations who created value in both the core

competency and member development.

Being a good leader means having to combine passion, technical skills, and



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ELECTIONS 2014-2015

administrative concerns that will ultimately create value for the organization and its

members.

Organizations fall short in exemplifying both their core competencies and

member development. I don’t believe that one has to suffer for the other. We can use

our core competency, Integrated Marketing Communications, to strengthen ourmember development.

With the intention of running as the Executive Vice President, it is my goal to

(1) systematize the departments’ abilities to work on their own and with each other,

(2) provide a better training program for the Associate Vice Presidents, Project

Heads, and Committee Heads, (3) foster an environment of camaraderie, and (4) to

closely develop each department’s code of internal procedures that will ultimately be

woven coherently.

2. If there is one word to sum up your experience with the organization, what is it and

why? Rate the dedication you have given to ACTM from 1 to 5, with 1 being the

highest, and give your reason behind the rating.

Progress. Much like ACTM, I have progressed since my first year in the

Ateneo. While I value the skills that are continuously being sharpened, I have

developed a deeper sense of love for the organization. I have learned that apart from

my own being, there is so much more. ACTM made me grow as a person.

I give myself a ‘1’. I have continuously poured a lot of my efforts and time for

ACTM. I transcended away from the jurisdictions of the constitution and became

more relevant in every way I could. I have created goals that weren’t easy, but are

feasible. I never lost sight of them.

3. If you were a brand, what brand would you be? Why?

For years I have been answering this question. My answer remains the

same—Armani Exchange, because I believe that, as a person, it has been my

branding consistently. It captures the infectious youth and energy that I hold, and yet

it is able to release an air of refinement and good work ethics. The quality it provides

is impeccable. It garners respect for what is and what it has become.

4. What is your clear, consistent, and compelling message to the ACTM Assembly?

Looking into the distance is great, but never lose sight of what’s in front ofyou.

PLATFORM

1. Overall Plan for the Organization: What direction do you think the organization, as

a whole, should go?

My overall thrust for Academic year 2015-2016 is to fortify internal

procedures and communications that will (1) help exemplify Integrated Marketing

Communications to its full extent and (2) to have a better management of the

members.



ELECTIONS 2014-2015

Having effective Systems management will help guide the leaders of the

organization to have better coordination within and beyond their respective

departments. My proposed systems management need not be fully realized.

Department heads may modify the structure as they see fit.

While it may sound too rigid, a good systems management may help ingetting and retaining members. Subsequently, having such system will improve

strategic processes.

2. Plan for the Department: What is your plan for the department you are running for?

How will your department be aligned with your overall plan for the organization?

(For aspiring Presidents and Executive Vice Presidents, explain how you believe

each department can be aligned with your overall plan for the organization.)

I will be transparent with the rest of the Executive Board members. I will

constantly let them voice out their opinions before anything gets finalized. I plan to

establish a system where the departments can work together as one coherent being.

I want a more holistic approach of strategy, wherein we can develop and efficient

internal procedures and training modules.

I will be closely working together with the respective Vice Presidents in due

regards of their administrative concerns, member development, and training

programs. In line with this, I will do constant updates with the departments especially

in regards to their committee heads. I will ensure that the retention rate will increase

this year.

It is my responsibility to ensure the general welfare of the members. I will do

so by being approachable and by coordinating with the Vice President for Human

Resources regarding possible avenues for the members to spend time together.

I will be monitoring the project management to ensure that everything is in

order.

Information Management

I aim to see the foundations and plans devised by the Vice President for

Information Management AY 14-15 be implemented and executed. As systems

management as the very core of the department, I expect it to be more

organized and systematic.

With the aid of the department, I will be making sure that the scheduling of

information dissemination will not be in conflict with any other promotions within the

organization. I will ensure that there is a proper calendaring for promo blasts, texts,

Tweets, and e-mail brigades (Figure 1). They are accountable in letting the members

know what they can expect. We will be more aggressive in using the different media

channels that we currently use. In a nutshell, they play an important role in letting the

members know that they, indeed, have an opportunity to be active in the

organization.



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ELECTIONS 2014-2015

Figure 1

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Verge

Teaser 1

Text

Members

Re: CBP

Career-

Building

Program

Blast

Verge

Teaser 2

Finance Department

I aim to see the Finance Department go beyond its financial duties. The

Finance departmental heads shall not be limited to financial transactions and

processes. They must, with the best of their abilities, propose and execute

creative fundraisers for the benefit of the organization.

While I do not have the authority over financial concerns, I will make sure to

set internal goals with the department. The goals should include quarterly profits fromunsolicited fundraisers and number of fundraisers per semester.

Together with the Vice President for Finance, we will be training the Project

Heads with the different financial concerns. In retrospect, a lot of the Project Heads

are very much confused with bank transactions and financial processes. To address

this, we will be drafting timetables as to when each project should have their quota.

Finally, we will also be drafting a finance protocols manual that shall be integrated in

the project heads manual.

The department must be diligent in all financial transactions.

Figure 2: Verge

External Relations Department

I aim to increase the external rapport of ACTM through MAD Concepts. I

want a more strategic approach in conceptualizing respective services (i.e.

storyboarding). I want to stress alumni relations through relevant projects.

With the stability and systemizing of MAD Concepts this year, I expect an

increase of at least 20% of sales and 30% of client reach. To exemplify IMC, the

departments must emphasize that MAD Concepts offer campaigns and marketing

strategies.

The department must continue to integrate three key processes necessary in

sustaining MAD Concepts: (1) Accounts Management, Strategic Processes, and

Creative Design.

MAD Concepts team members must be able to see the big picture whenconceptualizing and strategizing. They must make use of the OIICO Model

Nov 5 Dec 10 Jan 2 Feb 15

Quota 1: Quota 2: Quota 3 Quota 4



ELECTIONS 2014-2015

(Objectives, Insights, Issues, Challenge, and Organizing Idea).

The External Relations department must not limit itself in inviting seniors for

talks. He or she must coordinate with the project heads regarding the invitation for

alumni.

Strategic Communications

I aim to seek the integration of the Strategic Communications to the

entire organization especially with the Creative Communications Department,

External Relations Department (MAD Concepts), and Human Resources

Department.

The department needs to be more present in all dealings of the organization.

It is an integral part of the organization, not limited to conceptualization of the themes

of projects. It shall be involved in the overall planning of the project.

It should be able to incorporate different media channels for the promotions of

different projects. The department should be more open to activations for projects

and clients (with External Relations)

Together with the OOTP, project management should be done with a more

systematic thought process not limited to the stratcore and project heads

Corporate Relations Department

I aim to sustain the strength of the department, externally. However, it

must improve its dealings with its Corporate Relations Managers.

As the other half of the externals departments of the organization, it must be

aggressive in looking for sponsors and partners. They must continue to build the

external rapport of their past dealings. Past sponsors should be updated every now

and then with the organization’s latest news.

Creative Communications

I aim to see the department have a better system in quality control. This

saves time while keeping good relations with the Creative Directors. Together

with the Strategic Communications department, it must be able to sharpen the

thought processes skills of the Creative Directors.

The department must be unbiased in selecting its creative directors. It is true

that certain creative directors are more talented than the others, but it is the

department heads’ job to train the members and to have an efficient quality control.

Human Resources

I aim to see the Human Resources balance two of its main functions:

Member Development and Logistics.

With the Human Resources department, I plan to foster an environmentwhere members will have a comfortable and fun time with each other. Subsequently,



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ELECTIONS 2014-2015

we will constantly find ways for the EC and LC to have a healthy working relationship.

3. Specific Strategies: What specific strategies do you propose to implement your

overall plan?

A. Amendment of the Constitution

After a series of reviewing the constitution while evaluating the

performance of the current administration, there is an apparent need in

amending the constitution. While a more comprehensive review shall be done

in the future, a few key points are listed in summary:

o Under Human Resources Department, I propose on merging the AVP for

Technical Management and AVP for Deputy Management. Independently,

these positions are too diffused. As AVP’s who might aspire to be the Vice

President, they must be able to handle a substantial amount of work. This is

also to prevent confusion. The department is concerned with both logistics

and member development, but due to the structure, member development is

often forgotten. For this reason, I am proposing on creating at least one AVP

for Member Development.

o Under the Information Management Department, I propose on having the

AVP for Documentations handle all academic concerns together with the AVP

for Member Development. Together with the AVP for Member Evaluations,

the AVP for documentations must synthesize and summarize the evaluations,

which should be disseminated to the Executive Board.

o

Under the Creative Communications Department, I propose on merging theAVP for Graphic and Props Production and the AVP for Creative

Management.

o Draft a new Vision that will tie in seamlessly with the Organization’s mission.

! The vision is not in complete sync with the mission.

o Review on the possible improvements that can be implemented.

B. Coordinate with the Vice Presidents

There is an apparent need to be more organized among the departments.

o Code of Internal Procedures (CIP)

I will diligently have individual consultations with each departmental head. We

will review the current CIP’s that were ratified by the previous administration.

From thereon, we will go through irrelevant or outdated protocols that can be

disregarded or updated. An evaluation of the previous administration’s

performance and how the CIP manifested under their management will be done.

After finalizing each department’s CIP, I will be requiring the Vice President’s

to summarize their CIP’s, specifically sections that include protocols. This is tohelp the current administration to (1) track its progress, (2) ease of review within



ELECTIONS 2014-2015

and outside the department, (4) ease of spotting errors, and (3) ensure that the

committee heads will be informed.

o Periodic Updates

One of the things that the current administration lacks is proper information

dissemination among the department heads. I plan to constantly keep track of the

progress of each department and each project.

Figure 3:

IM Finance ExRel Strat CC CorRel HR

IM

manager

for 1st GA

is not

responding.

Quota of Php

15, 000 for

the 1st GA

remains

unmet.Deadline in 5

days.

Alumni

Speakers

for

Prepcourse

Confirmattendance

.

Need to find

common

time with EB

and

Stratcore tobrainstorm

for Numina

Posters

for

Prepcour

se are

ready forblasts

Unnable to

deploy

managers

because

PPF notapproved.

Venue for

1st GA

backd out

With this system, all departmental Vice Presidents will know the progress of

each department. In this way, the problems are diffused and the executive board

will have an easier time in creating and executing solutions.

o Individual and Departmental Consultations

Proper communications is one of the keys in efficiently sustaining anorganization. Through these consultations, I plan on:

! Checking on the welfare of the department heads and committee

heads

! Closely checking on the progress, concerns, and problems of each

department

C. Devise Training Programs and Models together with the Executive Board

As a person who experienced what it is to be an Associate Vice President, I

felt that ACTM did not provide me with the proper training I needed to assume the

role of a Vice President. I had used opportunities outside the organization to train

myself.

o Associate Vice Presidents (and Aspiring EB members)

As officers who are perceived to have the potential to assume the role of a

Vice President, it is important for the AVP’s to have a substantial amount of training. I

am proposing a new training program that will formally start before the Sem 0

(Assumed AVP Position) and at the start of the second semester (aspiring EB

members). The program shall be discussed with the succeeding Executive Board. I,

however, included a suggested flow.



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ELECTIONS 2014-2015

Figure 4: Training for Assumed AVP Position

Figure 5: Training for aspiring EB

o Project Heads

I believe that the training program for the Project Heads also needs to be

improved. The planning seminar at the start of the academic year proves to be aninefficient way on letting the project heads know their tasks. There is no way for them

to absorb all of the presented information and protocols. The final program shall be

formalized with the succeeding Executive Board Members. It shall have a similar

format to Figure 4.

o Committee Heads

More often than not, Vice Presidents overload their committee heads with all

of the protocols during their first departmental general assemblies. Much like the

Project Heads, Committee heads will not be able to retain or process all of the

information. Despite having Departmental Manuals, there is a need to be moreinvolved with the Committee Heads.

I am proposing the training program that I had implement as the Vice

President for External Relations.

Summer

Training ofTraining of

Assumed

position

VPConsults

with AVPs

Simulation of

AVP’s jobs

Culminating:GA on

effective

management

2nd

SemGA: On Good

leadership.

Effectiveleaders

VP consultswith AVPs

Introductionof respective

EB tasks

Simulation ofEB tasks



ELECTIONS 2014-2015

Figure 6: Training Program for Committee heads

1. First General Assembly

a. Introduction of Respective Departmental Heads

b. Goals for the year

c.

An Effective <committee head>d. Citing of past experiences from <department>

e. Brief Key Points of Process

2. First Individual Consultation- First Semester

a. Detailed Orientation of being a <committee head position>

b. Introduce Goals Form

c. Provide <Committee Head> Kit

3. Second Individual Consultation- First Semester

a. Simulation

4. Hands-on Training (During the project)

a. Coordination with the Vice President and Executive Vice President

5. Group Discussions- Evaluation and Reflection

D. Member Welfare Development

As the home organization for Communications Technology Management

Majors, I plan to closely work with the Human Resources Department regardingteambuilding avenues among the EC and LC members. We will also be devising

ways on how to create an atmosphere of home with the members.

There should at least be one teambuilding avenue for every two months. This

can be in the form of dinners, parties, or simple get-togethers.

I plan to keep in close contact with the EB, EC, and LC members. I will ensure

that we have their best welfare in mind. For the past few years, there have been

cases of impeachment or resignation. Under my term, I would like to consistently

have the same officers throughout the course of the academic year.

E. Project Management

Currently, there is little to no coordination between the Project Heads and

the Executive Board members. Additionally, there is a lack of efficiency in

some projects due to the lack of supervision, poor planning phase, and

demotivated project heads.

o Proper guidance when drafting Project proposal forms

o Creating a systematic planning horizon

! Work Breakdown Structure

•

Assignment of tasks to respective committee heads ! Assignment of resources



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ELECTIONS 2014-2015

! Time frame

• Due dates and target dates

! Draft Contingencies

o Strategic Plan

o Strict Supervision of the Executive Vice President and respective

departmental Vice President.

F. Implement Effective Strategic Processes

o Despite having Integrated Marketing Communications as the organization’s

core competency, our Strategic Processes fall short.

o I will be implementing a stricter adherence to the strategic plan drafted by the

Vice President of Strategic Communications AY 14-15

o The strategic plan shall not be limited to the Strategic Communications

Department and the Project Heads. The Executive Board members must be

included in the strategic process.

G. Restructuring of the Planning Seminar and Evaluation Seminar

o The Planning Seminar should not be the only day to train the project heads. It

should be more of a thought processing overnight (as the name suggests).

See Specific Strategy C.

o The Evaluation Seminar is undervalued for the precise reason that the

evaluation aspect of it has been greatly diminished.

H. Métier of Creativity and ComTech Majors

I seek to create a community of proud ComTech Majors. I want the

members to see the value of ACTM as a home and business organization. Oneaspect shall not let the other half suffer.

The Management Engineering Association (MEA) has continuously shown a

strong member development; it is because they know what their course is and what

their members need.

BS CTM is known as the management course that values creativity. We need

to reinforce and fortify what we do best. Apart from this branding, we need to be more

relevant to ComTech majors by providing them help academically and by enhancing

their creative skills.

QUESTIONS ON LEADERSHIP

1. In 5 sentences or less, describe your idea of leadership in the context of the

organization.

Leadership is a combination of fervency and clarity.

As leaders, we must remember that there are people who will be with us. It isimportant to be caring and hands-on with them. However, a good leader incorporates



ELECTIONS 2014-2015

good meaning with a clear plan, vision, and system. Without a proper system, the

organization may lose its rapport in the succeeding years due to arbitrary or isolated

cases.

2. What motivates you?

My biggest motivation is the inherent passion that I possess. It is my desire to

be able to make the members see why ACTM exists in the first place. We exist

because of them. Truly, my passion stems from the organization and its members

and my fervent need to improve the organization and myself.

3. Define your leadership style. Give a concrete example on how your leadership style

had significantly influenced the outcome of a situation.

I make sure that I put the right amount of my personality when working. It has

always been my goal to create an environment where people can have fun whileworking efficiently. I also talk to the people. I am one with them. I am not a

mechanical being. I see the value in good relations when working.

In retrospect, a few of my team members in MAD Concepts would create

mistakes or even make the process of the whole account longer and more tedious

due to carelessness, but I always stood by them not only as a leader who corrects

and advises but also as a friend who forgives. No ill feelings were harbored in either

side.

As a result, all the accounts I supervised had all positive evaluations from the

respective clients. More importantly, my team members were able to learn from theirmistakes and are more willing to do better in the organization.

4. List as least 3 of your strengths and 3 weaknesses as a leader. Provide ways on how

you plan to leverage on and overcome them. What can your colleagues do to

address your weaknesses?

Strengths:

A. Confident

B. Motivated

C. Creative

D.

ResponsibleE. Organized

F. Friendly

All these strengths work hand-in-hand in being a good leader. A leader needs

a clear motivation to set goals and to be more organized. He needs to believe in

himself to garner respect and support. He needs to be able to have creative

solutions for every problem that may occur. Above all, he needs to have the heart to

serve other people. These aren’t individual strengths. They are cumulative aspects

within myself that I continuously tie together.

Weaknesses:

A.

Irresolute. Once faced with a difficult situation, I can be hesitant in believing on



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ELECTIONS 2014-2015

myself. This proves to be a problem, because it can clutter the mind and lead to

a series of procrastination.

B. Indecisive. I may have trouble in deciding between options, especially if all

options are good options . Sometimes it is hard for me to see the better option.

C. Overanalyzing. There are times when I try to draw conclusions from the most

menial things. For example, when I was a freshman, it would take me a longertime to send back e-mails to clients for the fear that they might not like what I

have to say and how I structured the message.

I take deep appreciation from criticisms. They are not the easiest to hear, but

being constantly evaluated helps me in reflecting on myself. My colleagues can help

me by sitting down and talking about the unvarnished truths of my weaknesses that I

might not even know I possess. Concretely, I plan to have multiple individual

consultations with the executive committee.

5. How will you manage your personal resources (i.e. time and money) in relation to the

organization if you are elected?

I am more than willing to share my personal resources for the organization. The

organization is an investment to yourself and the people that you love. There is no

greater investment than that. However, I know that I will have to set limits. For example, I

cannot micromanage every little detail. It is important to let others do their jobs.

In regards to money, I am willing to shell out for the organization, but as with

anything else, I will know my limits. Lending money to the org can help it but it can also

aid in its deterioration. For example, the Finance department specifically the AVP for

Financial Operations might think that he or she would not need to come up with

fundraisers.

6. Recount a time where you had to make an important decision within a limited amount

of time. Provide the situation, your action, and the results.

It is hard to say no especially if it involves opportunities, but having to say no

takes a lot of courage and assessment. Together with the AVP for Accounts

Management, we decided to say no to a client with a start-up business. She was asking

us to make a poster in one day for Php 500. The amount stated for posters in our rates

(for start-ups) are priced at Php 1,500. While we allow negotiations, we felt that it is a

paramount compromise on our end. We both assessed the situation and decided that we

had to decline.

We carefully explained to our client the situation, and she understood it

completely. As a result, we didn’t waste the time of our client by making her wait. No ill

feelings were harbored and the client and I are still in contact for a possible project

together.

7. Give a concrete situation where you spotted an opportunity and acted upon it.

Provide the situation, your action, and the results.

I never really expected to run as the Vice President for External Relations. During

the academic year 2013-2014, I was the then Associate Vice President for Corporate

Relations Support. Being the only undergraduate of the department, I was preparingmyself to be the next Vice President of the same department. To this date, I still hold the



ELECTIONS 2014-2015

same passion for the department, but in retrospect, the previous Vice President for

External Relations approached me. She said that she sees me in the department. I had a

series of consultations with both of the departmental Vice Presidents.

I assessed my situation. Both positions have similar natures. I knew that

wherever I go, I would be happy and be useful for the organization. However, MADConcepts require a good grasp of administrative and managerial concerns. Yes,

Corporate Relations requires the same, but MAD Concepts is like running a company. I

felt that it might be taxing for a non-Executive Committee to assume. I knew that I should

run for it. The then VP for CorRel reassured me that there would be someone competent

to assume her position. With that, I had the full conviction of running as the Externals

Vice President.

I am tremendously happy that I chose to run as the Externals Vice President. I

was able to transcend beyond my goals and I was very relevant to the growth of the

department.

Among many others, I was able to:

o Set Vision and Mission of MAD Concepts

o Revamp the protocols of the department

o Drafted the Accounts Managers Manual

o Drafted three distinct company rates

o Collated ACTM/MAD Concepts Portfolio

o Systematized Financial protocols

o Devised and implemented a training program

o Go beyond the monetary goals of the department

o Strengthened the overall external rapport of the department

QUESTIONS ABOUT ACTM

1. Use one word to sum up ACTM this academic year. Explanations are not needed.

Progress.

2. What significant issues did ACTM encounter this academic year? What do you

propose to resolve these issues?

A.

Weak Inter-departmental RelationsB. Lack of Training for Associate Vice Presidents, Project Heads, and Committee

Heads

C. Weak Managerial rapport of certain departments

D. Excessive Diffusion of Responsibilities of the AVPs

E. Poor Project Management of Certain Projects (Project Heads)

a. Poor Project Supervision (Departmental Heads)

F. Half-baked manifestation of:

a. Core competency and

b. Member development

G. Lack of Meetings and Individual Consultations

Concerns A, B, C, E, F.a, G are all deeply rooted to a poor systems management,



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which results to poor communication. Furthermore, while the departments work well on

their own, there is little visibilitly or coordination with each other. Immediately, we do not

follow our core competency, integrated marketing communications. I propose to meet

with the Executive Board Members more frequently to update us with each other

comprehensively. Apart from the updates, we can closely brainstorm with each other on

how to go on about our short and long-term goals. Simultaneously, I propose to set moreindividual and group consultations with the respective departmental heads. These

updates are usually written down and documented, but they are not synthesized after.

Before the year starts, we make a calendar but it is often forgotten throughout the year.

The minutes of the meetings must be incorporated in the calendar for any changes,

which are inevitable. Furthermore, the Strategic Communications Department must be

present in all departments. Everything requires good strategy (e.g. Aid the Finance

Department in fundraisers). By implementing this, we will be taking one step forward in

fortifying our core competency for the members.

Training-wise, the Executive Committee down to the committee heads have little

training. Furthermore their formal trainings are usually divided into inconsistent chunks

(e.g. Fit all the training in 1 GA and meet-up after months). The Executive Committee

must be trained for their duties as EC members before the summer semester starts. This

should include Individual and Group trainings with their respective Vice Presidents and

the OOTP. Consequently, EC officers would aspire to run as Vice Presidents, however,

there is an apparent lack of training for the top positions. As such, I am proposing a

training program for their respective departments come second semester. Apart from

individual consultations, this will include simulations and tasks that their Vice Presidents

do. Finally, I am proposing a training backbone for committee heads that all Vice

Presidents should follow. The Vice Presidents together with the OOTP should coordinate

on how to incorporate their specific departments into the training model. The model shall

be formalized and ratified after the Executive Board Members have been elected.

Administrative-wise, I want to be able to study the code of internal procedures (CIP)

of each of the departments with the respective Vice Presidents. From thereon, we will be

evaluating any changes that need to be done. Ultimately, we will be summarizing the CIP

for the benefit of the whole organization. Apart from the CIP, I want to be able to instill

good managerial skills for the Vice Presidents.

I want to amend the constitution in due regards of certain positions. A few of the

positions listed are too diffused that the tasks are too light. As EC officers, they must be

able to have a good grasp of the department.

On furthering the member development aspect of the organization, I propose onhaving a logistics officer and member development officers under the Human Resources

Department.

3. Comprehensively discuss the performance of the department and incumbent officer

of the position you are aspiring for.

(For aspiring Presidents and Executive Vice Presidents, discuss all of the

departments and their respective Vice Presidents.)

Office of the President

Camille Diomampo and Jessica Mae Velarde

As compared to previous years, the Office of the President did a better job in member



ELECTIONS 2014-2015

development, however I felt that there is still a disconnection between the members and

the departments. I believe that there is an apparent need to be more present in each of

the departments. I also find that there is a lack of system in due regards to inter-

departmental concerns.

There is also a need to be stricter especially with the Vice Presidents who are notdoing their jobs.

I am disappointed at the project management of the Planning Seminar and

Evaluation Seminar. For the succeeding years, there should be more transparency to the

rest of the executive board members. An effective strategic process shall be

implemented.

It is important to note, however, that under their administration, there is an increase

of active members. This is partly due to their effective member management during

SOM week, wherein they gave equal opportunities for members who signed-up. This is

also the time wherein they cohesively tied good systems, member development, and the

core competency together.

Information Management

Donne Casey Calara

The department was able to simplify unnecessary processes. This resulted into

easier information dissemination for everyone. The incumbent Vice President was able

to devise great plans for the department; however, most of these plans were not

implemented or executed. Despite the very nature of the department, there were a lot of

miscommunications. They were not able to track the progress of each of the

department. Despite an easier procedure of information dissemination, the department

was not as organized as it should have been.

Furthermore, the department was not able to efficiently supervise its Project Heads

and Committee Heads.

I am disappointed at both Wired + and Batch Projects. I believe that with proper

project management, ACTM can be more relevant to the members. Recweek was the

peak of Information Management. The information dissemination was great and we

were able to pull in a good number of Comtech Majors.

I wanted to see more of the member and project evaluations. These evaluations, if

done properly and coherently, can be synthesized to make the organization better.

Finance Department

Ysabel Camacho

The finance department made transactions, disbursements, and reimbursements

easier and faster for the members. However, the department falls short on fundraising

initiatives. The department showed little initiative in raising funds for the organization.

While the department reached out to the project heads, there needs to be more efforts

in doing so, because a lot of the project heads still get confused with financial concerns.

Finally, the department lacks in administrative concerns for the projects under it.Some of the project heads had little to no supervision.



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It is important to learn from the Christmas Fair. During the planning seminar, it

showed much promise and vigor, but due to poor project management, the

organization experienced a net loss of Php 8,000, which could have been used in

other projects that needed more funds. As a fundraiser initiative, I find this very

bothersome.

External Relations Department

Edwin de Leon III

It exceeded its goals for both number of clients and revenue. The department was

able to generate funds for the organization. Subsequently, a training program for

Accounts managers was implemented. Overwhelmed with the number of applicants for

the department, specifically MAD Concepts, the department heads accepted too many

people. A proper assessment should be implemented in the future.

PANA-FAO has little relevance to the organization. The department also needs to

improve its alumni reach. As a possible solution, departmental heads may coordinate

with the project heads if accommodation of alumni is possible.

Strategic Communications

Gio Tiongson

Camp IMC has flourished through the current administration. There were little to no

problems for this project. I would like to commend the department for not foregoing our

competency. However, there is still a need to be more aggressive in exemplifying this.

The incumbent Vice President formulated great plans for the department but most

have remained unmet. I strongly believe in those plans, and I would like to see them

implemented in the following year. The department should have been more present inall departments and projects. The department was not able to exercise thought

processes.

The department may sometimes be unresponsive even for immediate concerns such

as providing a strategist for time-bound accounts. As compared to the Creative

Communications Department, I had a more difficult time in coordinating with the

Strategic Communications Department.

It is important to note that a few of the projects had to move arbitrarily to make way

for Camp IMC. While the aforementioned project is one of the Flagship projects of the

organization, it will be much appreciated if the other Executive Board Members will beinformed before the actual implementation of changes.

Creative Communications

Ramon Lopez

The department, as compared to the previous year, has been more systematic. This

led to stronger intra-departmental ties among the officers and the creative directors.

Having closely worked with the department for MAD Concepts, I commend them for

having quality control on services and for being able to deploy creative directors

immediately.

There is a need for the Vice President to be more involved with the AVPs and



ELECTIONS 2014-2015

Creative directors. While it is inevitable to have unresponsive Committee heads, it is the

departmental heads responsibility to effectively remind and deploy them.

Corporate RelationsIan Concepcion

The department exponentially grew this year in terms of the quality and quantity of

sponsors, which tremendously helped the projects. However, the department falls

extremely short on member development, training, and management of committee

heads. The corporate relations managers had little growth and opportunity.

Results-wise, I commend the department for a very successful Numina. Operations-

wise, there could have been more coordination and supervision by the department

heads.

Human Resources

Ysobel Eufemio

The department was effective in handling its HR deputies. The management of the

talent pool members have been systematized and organized. The projects under human

resources were also successful. The venues for this year are also very commendable.

The department needs to improve how to treat all of the members. It was too

centered logistically. It undoubtedly needs to balance both of its basic functions: logistics

and member development.

4.

If elected, what legacy will you aim for your department to leave? How does thislegacy connect to the status of the department the previous year, the plan you have

for it if in the next academic year, and the vision you have for it in the future?

(For aspiring Presidents and Executive Vice Presidents, discuss all of the

departments.)

I want to be able to leave the legacy of systematization and love. Both are very

different from each other but are necessary in sustaining an organization.

Office of the President:

I want to be able to leave a proper system for the members to use in thefuture. I want them to have a basis and a sense of clarity. I don’t mean to be rigid in

the sense that everyone should follow the system completely, but it is important to

have a clear system of management, training, and strategic processes. Having said

that, I will not compromise the aspect of home. I want to foster a home for creative

leaders. I will love the members wholeheartedly and create measures that will show

that we are with them.

Finally, I want to be able to intersect departments and not limit them with their

individual functions. Ultimately, departments should not be seen as divisions but as

puzzle pieces that make one beautiful picture.

Information Management:



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The information management department must be able to effectively

disseminate all information to members. There should be more creative ways to

reach out to the members.

Finance Department:

I have yet to see the Finance department exercise all its powers. I want to

remove the preconceived idea that the Finance department only handles the money.

This year, I want the Finance department to be more creative in coming up with

unsolicited fundraisers. We are ComTech majors. We are creative. This creativity

should be used.

External Relations:

With the stabilization of MAD Concepts this year, I want the external relations

department to bring the creative agency out of the growth stage. It is time to let the

members and potential clients know. Concretely, MAD Concepts must experience an

increase in sales and client reach.

The department needs to find ways on how to still be relevant to the alumni.

Strategic Communications:

I aspire the integration of the Strategic Communications in all departments

especially External Relations, Creative Communications, Finance, and Human

Resources.

Creative Communications:

I want to continue to develop creative talents that transcend beyond the limits

of preconceived notions of design. I want better quality control.

Corporate Relations:

I want the performance of this department to be consistent. An increase in

productivity will be commendable. However, I believe that the department

desperately needs an improvement in training.

Human Resources:

The aspect of home of the organization needs to be more apparent. We hope

to achieve this by restructuring the Human Resources Department.

5. Evaluate ACTM as a home organization for Communications Technology

Management majors.

There is an improvement on how we interact and develop our members, however

it is apparent that we can find more ways to tap other members. Some of the

opportunities are limited due to the lack of sign-ups and updates for the members. I see

ACTM as a half-baked home organization. We are not able to become very academicallyrelevant for the members.



ELECTIONS 2014-2015

6. How was the core competency, Integrated Marketing Communications, manifested in

the organization? If elected, how will you improve on this in the next academic year?

Much like the home organization aspect, our core competency is half-baked. This

manifests through the lack of inter-departmental communications, lack of IMC educationand implementation. I conducted individual consultations with people in position who are

outside the organization and they believe that ACTM is able to show IMC. While we may

show IMC externally, it is apparent that we have issues to fix internally.

I want to be able to tie the departments together. For example, MAD Concepts, it

is a collective effort of the External Relations, Creative Communications, and Strategic

Communications departments. I want to be more aggressive with MAD Concepts in

terms of client-reach and visibility. I want to immerse the members how to build a great

product. There are certain services of MAD Concepts that need to be promoted, such as

campaigns and marketing strategies. Involving ourselves with these projects will help

exemplify our core competency.

The projects need to be promoted in such a way that we transcend the

conventional ways of advertising. This can be achieved in numerous ways such as

activations and campaigns. The projects should also integrate all of the committee

heads. We need to know what each and everyone are doing. Good strategy is key.

The respective Vice Presidents should not limit the training of its committee

heads with their job descriptions. They should be able to instill what IMC is.

7. As a home organization for Communications Technology Management with

Integrated Marketing Communications as its core competency, discuss your

proposed branding for ACTM in the next academic year. If you were to create a newtagline for ACTM, what would it be?

As a member of the Executive Committee for two years, I see similar concerns for the

administrations I was under. I also know that my vision for the organization has remained

consistent. As such I would like to keep the tagline I had used in my application for last

year’s elections, Hone at Home. It is still in-line with the current branding of ACTM, Bring

It Home. However I want to stress that opportunities that the members can acquire

during their stay in ACTM. I want to share with them both our core competency and our

care and support.

8.

With your proposed brand for ACTM, how will you market the organization within andoutside the Ateneo community? What are the key projects and efforts for its

development? How will each department come into play?

Internally

With the projects under the Human Resources, I will ensure proper information

dissemination within the organizaton. Like this year’s administration, I would like to keep

SOM Week open for member’s participation. I will open up more opportunities for the

members to sign-up for projects throughout the year. During interviews and recweek, I,

together with the Executive Committee, will be as welcoming to the recruits. We will be

conversing with them more and inviting them to the orgroom.



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ELECTIONS 2014-2015

Together with the Human Resources department, we will develop ways on how other

members can have fun in the organization during and in between projects. We will be

more relevant to their immediate needs (i.e. academics).

Externally

I would like to continue the commendable job of the externals departments. Together

with the Vice President of External Relations, I will help in pushing MAD Concepts out of

the growth stage and make it more appealing and relevant to clients.

9. What is the value of ACTM to Communications Technology Management major? Do

you believe it should be this way? Why or why not?

Currently, the value of ACTM to the Communications Technology Management

majors is having relationships with other blocks and other members regardless of age. It

should be this way, because as college students, we would need to look for opportunities

that one member might have. It is also inevitable to have existential questions, and

people who experience the same course load may be able to help more.

I have mentioned that it should be this way, but it shouldn’t be the only way. There

must be concrete ways to help members. For example, giving math long tests to

freshmen.

Apart from the aspect of home, the members can undoutedly garner career building

opportunities that they can use for their own growth.

10. What is the value of ACTM to the Ateneo community? Do you believe it should be

this way? Why or why not?

We are creative leaders. Yes, with the advertising world being more aggressive than

ever, there is a need to push creativity and strategy forward. As creative leaders, we

need to exemplify IMC in all of our projects. Concretely, we also provide services that

other organizations can benefit from.

11. If elected, what ways can your new administration move beyond ideas? Be specific.

I want a clearer system internally. It may sound rigid and plain, but we should have abasis and not fall in the traps of arbitrary decision making. We will not be able to come up

with the greatest ideas or execute the best projects without a proper system.

In summary, the organization must:

1. Have a clearer and more organized project management

2. Have a collective effort in strategizing

3. Be able to communicate with each department coherently

4. Tie the Strategic Communications Department in all aspects of the organization

The following questions will only be answered by aspiring Top 4 officers: President,Executive Vice President, Vice President for Information Management, and Vice



ELECTIONS 2014-2015

President for Finance:

12. What was the most and least valuable project this academic year for you? Why?

The most valuable project for me is SOM Week. It is one of the main reasons

why we were able to pull in a number of active members. SOM week was extremelyorganized and it is the perfect example of finding the balance of core competency

and member development.

The least valuable is Wired +. While some alumni commend us for the

improvement of Wired +, I believe that it is not value adding for the organization. I

also do commend the efforts of Wired +. It had a really great branding that

encapsulated ACTM. I believe that it was a promising project at the start of the year,

but the format that it had proved to be counterproductive for ACTM simply because

Ateneo ACTM’s Media Channels (Facebook and Twitter) already do the same thing

that the Wired + page is doing.

13.

If you have the option to remove 2 projects, what are those projects? What is your

basis for choosing? What projects will you propose in their place?

Touchpoints

Instead of totally removing Touchpoints, I want to realign and change the

nature of it. The nature of Touchpoints is too common already. It is being offered

aggressively beyond ACTM. Instead of trying to look for relevant speakers of IMC

industries, we should focus more on making it more relevant for the members. For

example, the sophomores and juniors should have a talk on the different tracks that

they will inevitably choose.

Sample Format:

Freshmen:

o How to be Active in ACTM

o Coping up with Math

Sophomores and Juniors:

o Surviving your Majors.

o Internships

o JTA

o Tracks

Seniors

o

Job Hunt

Wired +

Wired + this year conflicted with the Ateneo ACTM media channels. There are

times that it would blast the same things as our main media channels. Oftentimes,

the articles aren’t even seen by the members. Instead, it should work closely together

with the External Relations and Corporate Relations, to help them aggressively

expand the organization’s networks.



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Alumni Exchange over Wired +

Often undervalued and underappreciated, alumni can offer so much for the

organization. They not only offer their insights about school and work, but they are an

integral part of strengthening our external rapport. For example, they can refer us to

clients and sponsors. They are one of ACTM’s immediate liaisons to the outsideworld.

The Alumni Exchange will have a similar format from when it was still

implemented. It will be a dinner with a short program. This can also prove as a

possible fundraiser for the organization.

Apart from the above, it is also a way to market the different projects of the

organizations. The Alumni Exchange is simply not just a get together of ACTM

Alumni. It is also a form of networking night for the members and for the organization.

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