AIESEC in Oman Q1 Board Report

AIESEC in Oman

Business Plan Progress Report Quarter 1

1 July – 30 September 2011

Contents Increasing Member Output Progress Report

2

External Positioning Progress Report

4

Targeting Exchange Progress Report

6

Financial Performance Progress Report

9

2 AIESEC in Oman | Quarter 1 Report | 2011-12

Q1 Goal Q1

Actual Y2D Gap Main Resp.

increasing the VOLUME of member output

BEHIND Team Member Program experiences

20 6 6 14 JW Poor LC structures mean that not all members are living program experiences according to minimum standards.

ON TRACK Team Leader Program experiences

5 9 9 (4) JW Original plan failed to account for 4 MC TLP experiences

ON TRACK # new members recruited 0 8 8 (8) JW

BEHIND # uncompleted roles* 0 1 1 1 JW One team leader left due to personal reasons

# inactive members** 0 N/A N/A N/A JW LCs currently do not track members’ performance

*Role left before the stated end date **Members who do not contribute to LC performance

Q1 Goal Q1


increasing the QUALITY of member output BEHIND

% TL receiving coaching**

100% 33% 33% 66% JW Currently only LCPs receive coaching and only MC members deliver coaching/

BEHIND % TL attending leadership summit

90% 83% 83% 7% JW 15 of 18 current team leaders attended Fall NLDS

ON TRACK # members attending int’l conferences

5 5 5 0 JW

# members developed according to our development model*

N/A N/A N/A N/A JW

# evaluations of member development

N/A N/A N/A N/A JW

% new members attending Kickstart

N/A N/A N/A N/A JW

*This KPI will become better defined as we progress in the creation of the development model. **Having regular and structured meetings with their leader in which they discuss personal development as a tool to increase performance

Q1 Goal Q1


increasing the SUSTAINABILITY of member output

ON TRACK # internally certified LC trainers

0 0 0 0 JW Train the Trainers conference planned for Q3

BEHIND # LC level coaches 13 0 0 13 JW Current LC leaders have not been trained on coaching; some do not yet have teams to coach

ON TRACK % EB with ≥2 replacements identified

0% 0% 0% 0% JW All LCs have current HR capacity issues; after recruitment, care will be taken to identify potential EB replacements.

BEHIND Executive Ratio* 3:5 1:2 1:2 10% JW

BEHIND % exchanges raised by team members

40% 25% 25% 15% KD Still knowledge gap between leaders and general members regarding exchange

% TL receiving transition into new role

N/A 0% 0% N/A JW One unplanned new team leader role was not transitioned

Unique # of people applying for MC**

0 0 0 0 JW Begins in Q2

# LCs with an Advisory Board

0 0 0 0 JW LCs should begin sourcing potential advisory board members in Q2

* EB to non-EB ** Including AIESEC Oman members applying to a local or international MC, as well as international AIESECers applying for Oman’s MC

Performance Report Key Performance Indicators for Member Output

Q1



ON TRACK

Maximize time effectiveness by synchronizing recruitment and election timelines 1 Aug. – 31 April | JW

Current State: All LCs are recruiting members in synch with Kickstart; all will have new members in time to register them for the conference. Next Steps: Support for LC planning and the delivery of a transition conference to encourage timely elections.

BEHIND

Run consolidated recruitment campaign on both LC and MC levels 1 Sept. – 31 Oct. | JW, AL

Current State: MC activity in recruitment promotion is beginning after LC promotion. Facebook ad is not yet set up. Next Steps: Revamp AIESEC Oman Facebook page to support an ad; write press releases related to recruitment; target radio advertisement.

COMPLETED

Add two new expansion LCs 1 July. – 15 July. | RP

Current State: AIESEC Sohar and AIESEC Caledonian were legislated as official expansions at the National Legislative Meeting at Aspire Conference in July. Next Steps: Extra support and trainings for these new LCs; support in running their first Executive Board elections.

increasing the QUALITY of member output

ON TRACK

Develop National Competency Model specific to the needs of Omani youth 1 Sept. – 15 Dec. | JW

Current State: Preliminary research into competency model development has started. Next Steps: Create ER product related to competency model, possibly to fund CEED or intern to help with project. Begin development of model.

ON TRACK

Submit proposals to externals for projects related to member development 1 July – 30 June | JW

Current State: 2 externals have expressed interest in contributing to member development through facilitation at conferences. ER products related to member development are in progress. Next Steps: Finish development of and promotional materials for ER products. Follow up with potential conference facilitators.

ON TRACK

Deliver 6 profile-specific conferences 1 Sept. – 1 April | JW

Current State: Delivered NLDS for TLP participants in September. Kickstart planned for new members. National Presidents Meeting planned. Next Steps: Deliver Kickstart, NPM, promote next NLDS as a transition conference.

BEHIND

Deliver 2 National Presidents Meetings 1 Sept. – 1 April | RP

Current State: Ramadan and IC made it difficult to schedule a meeting that all LCPs could attend. Q1 review was done at NLDS. Next Steps: Schedule meeting in October.

increasing the SUSTAINABILITY of member output ON TRACK

Create a national level LC tracking framework 1 Sept. – 31 Dec. | JW

Current State: Preliminary framework (not integrated into CRM system) has been developed. Next Steps: Release framework to LCs and train them on how to use it. Build tracking framework into membership review

Performance Report Initiatives for Member Output

Q1


Performance Report Key Performance Indicators for External Positioning

Q1

Q1 Goal Q1


Increasing the VOLUME of external positioning

ON TRACK # brand aligned media appearances (English +Arabic)

20 18 18 2 AL 3-4 Media Appearance for Sohar Expansion planned but put on hold due to EP situation

ON TRACK # Facebook fans 750 730 730 20 AL

ON TRACK # Twitter followers 150 126 126 24

BEHIND # company meetings (VP ER)

75 48 48 27 AL

BEHIND # companies met (VP ER) 40 31 31 9 AL Unable to meet a lot of companies during Ramadan

BEHIND # sales people (selling nationally)

2 1 1 1 AL No pipeline for sales people existing

BEHIND # national partnerships signed

2 1 1 1 AL

BEHIND # company meetings (LC level)

150 14 14 136 No strong pipeline of sales members

BEHIND amount of operational funds raised*

13058 9898 6753 6305 AL

*This KPI was inclusive of all VALE, Sohar Aluminium and Orpic partnerships operational money

Q1 Goal Q1 Actual Y2D Gap Main

Resp.

increasing the QUALITY of external positioning ON TRACK

# dissatisfied accounts (Companies)

1 1 1 0 KD

BEHIND % refund requests (Exchange Participants)

18% 23% 238% 5% KD

ON TRACK % EPs who would recommend the program to a friend

60% 70% 70% +10%

KD

ON TRACK # deliverables not met 0 0 0 0 AL

BEHIND # strategic partners 1 0 0 1 AL Only a few partners targeted.

Q1 Goal Q1 Actual Y2D Gap Main

Resp.

increasing the SUSTAINABILITY of external positioning

BEHIND % exchange accounts re-raised (Companies)

70% 12% 12% 58% KD

ON TRACK % partnerships raised through warm contacts

30% 100% 100% 70% KD

ON TRACK # partners re-raised (nationally)

1 1 1 0 AL

# of returning Customers*

N/A 80% 80% N/A AL,KD

ON TRACK # long term partnerships raised (nationally)

1 1 1 0 AL Companies prefer to sign only 1 year partnerships doe to their budget constraints

BEHIND # alumni newsletters 1 0 0 1 AL

*KPI Added after Publication of Business plan


Performance Report Key Performance Indicators for External Positioning

Q1

increasing the VOLUME external positioning

BEHIND Establish ER TF Raising 2 partners for January and June national conferences 1 SEP. – 15 JUN | AL

Current State: Waiting on selection of ER Manager to recruit and mange ER TF. Next Steps: Selecting an ER Manager and assisting him/her in selecting and recruiting other members to sell nationally on the ER TF.

increasing the QUALITY of external positioning

BEHIND Establish Communications TF to assist with press releases, ads, and arranging press conferences 1 SEP. – 15 DEC. | AL

Current State: Waiting on selection of Communication Manager to recruit and manage Communications TF Next Steps: Selecting a Communications Manager and assist him/her in selecting and recruiting other member to manage and work on press releases and ads.

ON TRACK

Collect endorsements from different external stakeholders 1 SEP – 30 JAN | AL

Current State: AIESEC Oman Proposal/Marketing material is being redesigned and will feature quotes and endorsements from external stakeholders. Next Steps: Create list of target stakeholders to approach and collect endorsements and quotes.

ON TRACK

Create and administer a company satisfaction survey 1 SEP – 30 JUN | KD

Current State: In Process. Survey questionnaire is created Next Steps: Get team feedback for the questionnaire, send final version of it to companies, collect filled in surveys and form final data on its basis, get a feedback from exchange partners (companies) to find out the weakest and strongest points of our internship program and customer servicing.

ON TRACK

Create and administer an EP satisfaction survey 1 SEP – 30 JUN | KD

Current State: In process. Survey is created and sent to EPs. Next Steps: Collect completed questionnaires and compile data to find the weakest and strongest points of our exchange program and servicing.


Performance Report Key Performance Indicators for Targeting Exchange

Q1

Q1 Goal Q1


increasing the VOLUME of exchange

BEHIND # exchanges realized 14 13 13 1 KD Low numbers of exchanges realized mean we don’t make decent impact in Omani youth and society development.

ON TRACK # GIP1 ICX 6 6 6 0 KD 6 people have come to Oman to get professional working experience here and to impact corporate sector development

ON TRACK # GIP OGX 0 1 1 (1) KD 1 young Omani specialist left to get professional experience abroad

ON TRACK # GCDP2 ICX3 0 0 0 0 KD No interns have come to Oman for volunteering since July 2011

BEHIND # GCDP OGX4 8 6 6 2 KD 6 young Omani have gained volunteering experience abroad since July 2011

ON TRACK # TNs5 realized (total) 6 6 6 0 KD 6 corporate incoming internships were realized in AIESEC Oman since July 2011

BEHIND # EPs6 realized (total) 8 7 7 1 KD 7 young Omani have successfully realized their international internships abroad since July 2011

ON TRACK % growth in TN Re/LC 0 0 0 0 KD No LC raised an internship in any company since July 2011

BEHIND % growth in EP Re/LC 400% 70% 70% 330% KD LCs don’t raise EPs equally and in accordance with their resources

ON TRACK # people working in exchange

15 15 15 0 KD

1GIP = Global Internship Program (professional internships) 2GCDP = Global Community Development Program (volunteering internships) 3ICX = InComing eXchange (process including young professionals coming to Oman from abroad to gain international working experience) 4OGX = OutGoing eXchange (process including young Omani professionals going abroad to gain international working experience) 5TN = Trainee Nominee (internship for incoming trainee) 6EPs = Exchange Participants (outgoing trainees)

Q1 Goal Q1


increasing the QUALITY of exchange BEHIND % refund requests 18% 23% 23% 5% KD 6 outgoing interns of 26 recruited asked for refund since

July 2011

BEHIND % company satisfaction N/A N/A N/A N/A KD Survey incomplete

BEHIND % EP satisfaction 80% 70% 70% 10% KD 7 of 10 realized EPs are satisfied with their internships

ON TRACK # dissatisfied accounts (companies)

1 1* 1 0 KD 1 company was not satisfied with servicing provided by AIESEC since July 2011

ON TRACK # Outgoing Preparation Seminars

0 0 0 0 KD Was not required due to low level operations (only 10 EPs realized from July till August 2011)

* The relationship with one dissatisfied company (AMIDEAST) was rebuilt in Q1

Q1 Goal Q1


increasing the SUSTAINABILITY of exchange

ON TRACK % members working in exchange

23% 25% 25% (2%) KD 15 people of 60 total members are now working in exchange area

ON TRACK % retention of exchange members

70% 94% 94% (24%) JW 1 person of 16 working at the beginning has left due to family issues

BEHIND % companies re-raised 70% 12% 12% 58% KD 1 of 8 companies was re-raised as TN taker for the current term

BEHIND # returning customers N/A 80% 80% N/A KD, AL 8 of 10 companies have extended their partnerships with AIESEC one way or another

ON TRACK % people applying for TLP after TMP in exchange

15% 40% 40% (25%) JW 6 of current exchange leaders have been working in exchange teams before applying for leadership position

ON TRACK % partnerships raised through warm contacts

30% 100% 100% 70% KD 1 new exchange account raised since July 2011 and raised through warm contact


Performance Report Initiatives for Targeting Exchange

Q1

increasing the VOLUME of exchange

ON TRACK

Establish exchange processes (meetings, matching, servicing, etc.) on a local level 1 July – 30 June | KD

Current state: LCs are beginning to understand the TN raising process, and are participating in a national raising campaign. LCs have learned how to recruit EPs. Next steps: Train LCs in ICX/OGX intern servicing; push local matching and raising.

ON TRACK

Deliver projects based on exchange 1 July – 30 June | KD

Current state: 3 LCs are creating business plans for their projects right now. Next steps: Finalize project plans by 15th of October, start projects raising.

ON TRACK Create exchange culture 1 July – 30 June | KD

Current state: Only 1 of 5 LCs has more than 3 TMP participants in exchange. 1 LC has a single VP for ICX and OGX sides of exchange. Next steps: Recruit for exchange department. Run 3 national exchange team buildings in Q2. Create exchange spirit for new members. Run 2 exchange competitions in Q2.

ON TRACK

Create national outgoing exchange project 1 July – 30 June | KD

Current state: Project for summer. Idea: to recruit around 50 EPs all at once for summer realization with particular countries. Prepare consistent promotion. Provide discounts for these EPs Next steps: Follow up with project idea and post-internship proposal for EPs, find possible partners, work on project image (promo, project-related activities, setting international co-operations).

increasing the QUALITY of exchange

BEHIND

Create servicing and reception teams 1 July – 30 June | KD

Current state: MC is responsible for reception and servicing of incoming trainees. Next steps: Promote reception team among members, select 3 to 5 people for this team for winter realization (Dec-Feb)

ON TRACK

Implement rewards and recognitions system 1 July – 30 June | KD

Current state: One LC recognized for performance and 1 person – for organizational support. Next steps: Recognize top performing LCs and members once again on Kickstart conference (October) and January conference.

ON TRACK

Begin regular evaluations of stakeholder experience 1 July – 30 June | KD

Current state: Survey questionnaires are ready but not released yet. Next steps: Release survey questionnaires, collect them before October, 31st, make report on survey basis.


Encourage ongoing EP recruitment 1 July – 30 June | KD

Current state: LCs are running on-going recruitment Next steps: Define effective promo strategy for this type of recruitment as well as the way to prepare this kind of EPs for internships.


Performance Report Initiatives for Targeting Exchange

Q1

increasing the SUSTAINABILITY of exchange

ON TRACK

Encourage delivery of exchange processes at a local level 1 July – 30 June | KD

Current state: All summer EPs (except 2 former MC members) were selected, matched, and realized by LCs. Now LCs are recruiting EPs for winter realization. A TN raising competition is running to encourage LCs to raise TNs. All LCs are beginning exchange projects. Next steps: Drive raising competition, facilitate LCs EPs recruitment and finalization of project plans.


Performance Report Key Performance Indicators for Finance

Q1

Q1 Goal Q1


increasing the CONDITION of finance

ON TRACK Amount of debt paid off (OMR)

3500 3700 3700 (200) RP Of all the accounts payable existing as at Jun 30, 2011, OMR 3700 has been paid (OMR 7,600 remaining)

BEHIND % LCs with budgets 20% 0% 0% 20% RP No LCs with VP Finances yet

ON TRACK Current Ratio 0.55 0.84 0.84 (29%) MC Ahead of schedule mostly due to cash payments received for Vale-Sohar project

ON TRACK Amount of LC debt 0 0 0 0 RP

Q1 Goal Q1


increasing the QUALITY of finance ON TRACK # LC-level VPFs 0 0 0 0 RP No finance framework for LC in place yet

ON TRACK # MC budget reviews 1 1 1 0 RP Budget has been adjusted to reflect changes from Vale-Sohar grant (increased expenses & revenues)

ON TRACK # financial statements presented to Board

1 1 1 0 RP Q1 statements presented on Oct 1-2 counted within Q1 timeframe

ON TRACK # conferences making a loss*

1 1 1 0 JW

*At the time of writing, the July ASPIRE conference had already made a loss

Q1 Goal Q1


increasing the SUSTAINABILITY of finance

ON TRACK Amount invested in reserve funds

0 0 0 0 RP No planned investment until debts are significantly paid-off


Performance Report Initiatives for Finance

Q1


ON TRACK

Deliver 3 basic LCP finance orientation and training sessions 1 Sep. – 31 Dec | RP

Current State: No sessions delivered to date, anticipated completion in Q2. Next Steps: Plan dates and topics for trainings.

increasing the QUALITY of member output

COMPLETE

Create a plan for the repayment of the 2,003 BHD debt with AIESEC Bahrain 1 Jul. – 1 Aug. | RP

Current State: Plan created and shared with AIESEC in Bahrain. Half of the debt has been paid back to date and we anticipate to settle all debts by December 31, 2011 according to plan. Next Steps: Stick to the plan!

COMPLETE

Put in place an accrual accounting software system 1 July – 15 Aug | RP

Current State: The national office is using Simply Accounting software. Next Steps: Ensure proper use of accounting software with Board and other consultants

ON TRACK

Integrate exchange finance directly into our CRM system 15 Sept. – 31 Dec | RP

Current State: No progress to date as no CRM system is in place yet Next Steps: Obtain (in-kind) licenses to a CRM system and begin integrating exchange and other operations into the business logic of the system


Establish a Financial Oversight Committee 1 Sept. – 31 Dec. | RP

Current State: No progress to date. Next Steps: Discuss establishment of such a committee with Board members and PwC/KPMG interns

ON TRACK

Establish a Rainy-Day-Reserve Fund 1 Jul. – 30 Jun. | RP

Current State: No progress to date. Next Steps: Work on this project will begin after outstanding debts have been significantly paid-off


Appendix A:

Leadership Body of AIESEC in Oman

National Staff Rafael Pilliard Hellwig [RP] President Jamie Wernet [JW] National Vice President, Talent Management & LC Development Antonio Lobo [AL] National Vice President, External Relations Ekaterina Donina [KD] National Vice President, Exchange Program Ewelina Brania [EB] Summer CEED from Poland

1

Local Committee Directors Aisha Al-Bulushi Interim Director, AIESEC Bousher Abdualaziz Haddad Director, AIESEC Downtown Fayas Fazil Director, AIESEC Waha

1

BCP Best Case Practice

BoA Board of Advisors

CEED Cultural Envoy for Exchange Development – An internal exchange program in which experienced AIESECers work on operational projects in another country, usually for a short term

EB Executive Board

EPs Exchange Participants – Students recruited from Oman who will participate in an international internship experience

ER External Relations

ERTF External Relations Task Force

F Finance

ICX Incoming Exchange

LC Local Committee

LCP Local Committee President

MC Member Committee

OGX Outgoing Exchange

Appendix B:

Commonly Used Acronyms

2

Samir Khan Expansion Director, AIESEC Sohar Jihad Bilal Expansion Director, AIESEC Caledonian

2

OPS Outgoing Preparation Seminar – A pre-departure seminar for exchange participants that prepares them for various aspects of living and working abroad

Q1 Quarter 1, spanning from July 1 to September 30

Q2 Quarter 2, spanning from October 1 to December 31

Q3 Quarter 3, spanning from January 1 to March 31

Q4 Quarter 4, spanning from April 1 to June 30

R&R Rewards and Recognition

Ra Raised – Classification of an exchange that has been listed as an opportunity on our online database

Re Realized – Classification of an exchange that has been fulfilled, i.e. an intern that has begun work their host country

TL Team Leader

TM Talent Management

TN Traineeship

TtT Train the Trainers – An internal certification program for trainers and facilitators

VP Vice President

AIESEC in Oman Q1 Board Report

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