AIESEC UNSW: LC of the Year Award (2012)

Rewards & Recognition July 2012:

LC of the Year Award

The University of New South Wales

A special thanks to AIESEC Macquarie

AIESEC UNSW would like to congratulate and thank AIESEC Macquarie for their growth and exchange achievements to date. We are proud to host AIESEC Macquarie as our expansion LC and wish them every success in the future as a full member LC. We would like to acknowledge that the statistics available on myaiesec.net incorporate both UNSW and Macquarie results. We have included Macquarie results into this application, as per award submission criteria.

NSW State Conference, April 2012 AIESEC Macquarie Executive Board, 2012

Acknowledgement

We would like to thank the following organisations for their continuing support in our local committee. They have helped us to become the LC for many years to come (not just for the year).

We would also like to thank the following alumni for their contributions and involvements in our local committee thus far:

Suzanne Lam Edwina Wong Pearl Leung Samanali Gallage Nimita Patel Jennifer Gao

Htet Yan Kara Grimsley David Kim Jody Wong Katie Zhang Annie Tan

Alpha Cheng Lisa Ye Varun Chhabra Matthew Sin Martin Liang Shamila Vijayamanohar

James Vincent Kai Foo Melissa Ran Eric Canbery Gofran Chowdhury Jim Peng

Helen Chen Vinay Orekondy

Exchange partners Support partners Exchange partners Support partners

Award overview

Highest absolute growth of TNs and EPs in Australia Highest number of TN and EP realisations in Australia

Criteria: Performance Exchange: Absolute growth of TNs and EPs Relative growth of TNs and EPs Number of TN and EP realisations Members: Absolute growth in TMP and TLP Relative growth in TMP and TLP Number of TMP and TLP realisations Sustainability Reserves: Number of months of financial reserves Exchange pipeline: Number of matched exchange Number of available exchange

Performance

Sustainability

Exchange pipeline

• UNSW Volunteer expo event • UNSW Welcome back day • UNSW Foundation day

16+ months of reserves for full LC activities

• Official support from faculties • Returned EPs as ambassadors • Business school video marketing

Efficient, mature and well-rounded

Although our LC has one of the smallest member bases, we have continued to realise double-digit exchange experiences since 2010. As an LC with strong foundations, we are now committed to innovation that is focused on exchange. We recently developed our talent processes to help scale quality leadership experiences within the LC. This is done through our internal IM system that allows for transparent tracking and listing of role JDs.

Effi

cie

nt

We have one of the highest stable growth rates in exchanges over the years and have consistently generated results that exceeded expectations. We have assisted AIESEC Macquarie in becoming a full-member LC and their excellent results achieved through our culture speaks for itself. We have a history of excellence in the LC and this expectation is embedded in our high-performing culture at the member level with few motivation issues.

Mat

ure

We believe that our well-rounded LC with developed functions and processes across the board represent what an LC of the year is about. We have proven OGX and ICX processes that generate results, innovative TM implementations, developing social media presence, brand-aligned website and excellent financial health. Although we are focused on exchange, we have also held a leadership night and have organised social volunteering over the break. W

ell-

rou

nd

ed

Key achievements over the period

“In 2012, we will encourage innovation across functions and activities, such that new ideas are consistently pursued and challenged to provide a

supportive and shared experience amongst members.”

LC of the Year (Statistics from myaiesec.net (ra, ma re) and SONA (finances)) Goal: To recognise the highest performing LC in AIESEC Australia. To drive the behaviour of excellence, achievement and success Criteria: Eligibility Full Member LC as of Membership Sub-Committee, July 2012 LC must pass Exchange Quality Sub-Committee at July 2012

Growth in arts & social sciences applicants

350%

↑17

Increase in IT & engineering applicants

xxx%

Highest absolute growth in EPs as full member LC

$3434

Net profit for 11/12 Q4 (March 24 – June 12)

177%

Growth in semester one exchange applications

↑1 (6)

Raise for incoming exchange (most TNs realised in Australia)

70%

Proportion of leaders who went on exchange

16%

Highest organic growth in EP realisations as host LC in Australia

67

Most EP and TN realisations in Australia

75%

Proportion of EB and TLs who went on exchange

30

Highest absolute growth in EPs as full member LC in Australia

In this award submission, we have focused on realisation results as we believe our impact is driven through the experiences we fulfil, not promised!

“ “ AIESEC UNSW Executive Board

June 2012


1 Exchange excellence

2 Member excellence

3 Financial sustainability

4 Exchange pipeline

UNSW has steady exchange growth over the past five years

Exchange overview

From 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations.

Highest absolute growth in EP and TN realisations

Ab

solu

te g

row

th

0

4 7

25

37

67

0

20

40

60

80

0

20

40

60

80

2007 2008 2009 2010 2011 2012

Double-digit steady growth as a relatively mature LC in Australia

EPs

and

TN

s

UNSW realised the most EPs and TNs in Australia

From 1st July 2011 to 30th June 2012, UNSW realised 61 EPs and 6 TNs.

Overall exchange excellence

1. UNSW includes realisations from Macquarie University under current hosting agreement. 2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown

above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA). 3. Monash includes realisations from RMIT under current hosting agreement.

67

54

45

36

23

14 10

0

10

20

30

40

50

60

70

80

0

10

20

30

40

50

60

70

80

UNSW¹ UWA² Sydney Monash³ Melbourne UTS UQ

TN

EP

Highest number of EP and TN realisations

30 28

27

15 14

3

-5

-10

-5

0

5

10

15

20

25

30

35

-10

-5

0

5

10

15

20

25

30

35

UNSW¹ Sydney UWA² Monash³ Melbourne UTS UQ

UNSW achieved highest absolute growth in EPs and TNs in Australia

Overall exchange excellence

From 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations.

Highest absolute growth in EP and TN realisations

Ab

solu

te g

row

th

1. UNSW includes realisations from Macquarie University under current hosting agreement. 2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown

above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA). 3. Monash includes realisations from RMIT under current hosting agreement.

AIESEC Australia EP realisations overview from 2011 to 2012

Outgoing exchange excellence

1. UNSW includes realisations from Macquarie University under current hosting agreement. 2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results

include 2011 realisations that are independent of extension arrangement with UWA. 3. Monash includes realisations from RMIT under current hosting agreement.

61

51

42

35

21

15

12

9

9

8

6

32

26

16

19

7

18

9

2

1

12

6

0 10 20 30 40 50 60 70

UNSW¹

UWA²

Sydney

Monash³

Melbourne

Curtin

UTS

QUT

Flinders

UQ

Adelaide

2012 2011

Includes 2 Curtin EPs realised after extension arrangement with UWA

This table summarise absolute and relative growth in EPs from 1st July 2011 to 30th June 2012.

Performance Exchange: Absolute growth of TNs and EPs Relative growth of TNs and EPs Number of TN and EP realisations

EPs raised EPs matched EPs realised

2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012

64 112 35 70 32 61

↑75% ↑100% ↑91%

Source: myaiesec.net (1/7/2010 to 28/6/2012)


Key results: • Realising the most exchanges in Australia • Highest absolute growth in total

exchanges (EPs + TNs) • 1 of 5 LCs to pass both Jan and July XQSC • Highest relative organic EP growth as

hosting LC • Highest GCDP EP contribution to total EP

realisations as hosting LC

OGX highlights: 1. EP reintegrated as campus ambassadors

and members 2. EP graduation ceremony in February 3. True middle management structure

implemented for leadership scaling 4. Product development for brand-aligned

marketing

Key initiatives over the period

• Recruited EPs into middle management roles • MaC/CC VP attends weekly OGX meetings • EP graduation ceremony for re-integration of EPs • Knowledge standardisation and segmentation of GCDP and GIP product

through professional promotional booklets and EP booklets • EP prep day for quality pre-departure service and engagement • 40% of OGX members have been on exchange (60% by the end of 2012) • Alumni provided three structured training sessions to OGX (Kai, 2009) • Three teams responsible for each stage of EP experience (Ra/Ma/Re) • Standardised MRB delivery through internal online learning portal • EPs returned as campus ambassadors for our LC • Cultural workshops organised in semester two to engage EPs • Comprehensive OGX training through internal online learning portal • OCP in EP servicing team stepping up as VPOGX

OGX highlights


• Obtained official partnerships with Faculties of Arts and Social Sciences, Careers & Employment office and the Australian School of Business through their written letters of support and marketing channels

• High-profile marketing in an official UNSW blog, Blackboard learning system (where lecture notes are posted)

• Established faculty relations with school of engineering and computer sciences to put AIESEC GIP slide as the first page of lecture slides

• Revamped website which is 100% aligned to global brand guideline • 177% increase in semester one applications for exchange • 44% decrease in semester one marketing expenses • Two successful UNSW campus events and three in the pipeline for

semester two (Welcome back day, Foundation day, large-scale volunteering expo)

• OCP in regional leadership night event stepping up as VPMaC/VPCC

MaC/CC highlights

EPs reintegrated as campus ambassadors and members


Graduation ceremony for returned EPs as re-engagement


Product development for brand-aligned marketing

As one of our focus areas in 2012 is to increase brand awareness, our marketing has improved through product development. In Australia, information on the exchange products are very disperse – information on visa will be in one booklet, testimonials will be inconsistent, projects are not advertised and information is inconsistent on different communication channels (social media, website and flyers). To solve this, we integrated all information (besides visa and policies) for each program in one location – in our “product guide” so communication is consistent and the product can be developed over time.


AIESEC Australia TN realisations overview from 2011 to 2012

Incoming exchange excellence

6

3

3

2

2

2

1

1

0

0

0

5

1

1

2

3

2

1

2

1

1

1

0 1 2 3 4 5 6 7

UNSW¹

Sydney

UWA²

UTS

UQ

Melbourne

Adelaide

Monash³

Curtin

Flinders

QUT

2012 2011

Most TN realisations in 2011 and 2012

1. UNSW includes realisations from Macquarie University under current hosting agreement. 2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results

include 2011 realisations that are independent of extension arrangement with UWA. 3. Monash includes realisations from RMIT under current hosting agreement.

Performance Exchange: Absolute growth of TNs and EPs Relative growth of TNs and EPs Number of TN and EP realisations

This table summarise absolute and relative growth in TNs from 1st July 2011 to 30th June 2012.

TNs raised TNs matched TNs realised

2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012

5 5 5 4 5 6

- - ↑20%



Key results: • Realising 6 incoming exchanges – the

most in Australia • Quality intern servicing for life-long

connections – over 80% satisfied quality measurement surveys

• Maintained current partnership with lead account Google for 2012 raises

ICX highlights: 1. Developed role functions between BD

and PD 2. Fortnightly intern engagement 3. Intern letters of commendation for BD

credibility 4. Regional Corporate Cocktails event for

partner engagement

Intern servicing? Partnership management? -Google -Completion of quality measurement forms -Letters of commendation by Google intern -Engagement with LC TN Takers? -Go Get -Google -WorkingIn -PSP


• Middle management structure in business development (BD) and partnership delivery (PD)

• IM for sales training through online learning portal • Increased ICX presence in LC through participation in LC activities

• 80% attendance in NSW State con • 100% attendance in team meetings

• External tracker implemented to track how many days an account has not been contacted and to flag a warning when over two weeks old

• Developed an LC outline to give companies an organisational overview on top of current national sales materials

• Calling blitz to encourage bonding and collaborative results • OCP in NSW Regional cocktails • OCP in Partnership delivery • RTF leader in o-week 2012 • RTF leader in semester two 2011

ICX highlights

Good case practice in quality intern servicing

UNSW achieved the highest quality intern-servicing in the country. The well-defined roles of Partnership Delivery Officers (PDOs) enabled fortnightly intern engagement through activities including intern welcoming dinners, intern birthday celebrations, cultural touring around Sydney and farewell parties. Quality intern-servicing is further reflected through intern letters of commendation and over 80% in quality measurement forms (compared to under 50% in 2011).


Erik from Sweden

Albert from Indonesia

Hung from Vietnam

Good case practice in sustainable partnership

AIESEC UNSW initiated and ran the very first Regional Corporate Cocktails last September. The event increased our LCs credibility to partners and led to the development of several warm accounts. It also acted as a good case practice in partnership development for the nation.


Our existing partnership with Google Australia has improved significantly compared to 2010/2011 with Google completing over 75% of the quality measurement survey forms, with an overall ranking of ‘C – Satisfied’ for all interns during the period. Our network within Google has expanded 100% within the period, consisting of upper management within Google who make intern hiring decisions. Google has since re-raised and have been kept sustainable with successful transitioning meetings and monthly updates for re-raise in semester two 2012.

Professional brand alignment for AIESEC NSW

During August, our LC also hosted the first Regional leadership night, where corporate, social and entrepreneurial leaders came to speak of their experiences in their respective fields. The event generated a professional brand since non-members from all NSW LCs attended the event.




2 Member excellence


4 Exchange pipeline

This table summarise absolute and relative growth in members and leaders from 1st July 2011 to 30th June 2012.

Source: Internal statistics (1/7/2010 to 28/6/2012)

TMP highlights: • Higher exchange efficiency despite lower

member base • Mentoring program via alumni • External learning partners for learning

and development • Innovative tracking for engagement • Community experience through LC retreat

TLP highlights: • 6 out of 8 EB and TLs went on exchange • 200% growth in X+L (2 → 6) • Successfully implemented OGX middle

management to scale leadership in LC • Internal talent board to sustain OCP roles

and to scale leadership • Regional alumni night at UNSW in

semester two 2012 (OCP role)

Member excellence

2010/2011 2011/2012 Growth

TMPs 39 31 -

TLPs 9 11 ↑22%


• Improved transparency and tracking on members, alumni and account engagements

• Established learning partner which led to higher LCM attendance • Initiated alumni mentoring program to provide member training,

motivation and experience sharing • OCP in LC retreat to enrich member experiences in line with LC focus area • Alumni attendance and engagement at LC retreat • Initiated internal board for leadership roles (think of a careers section

within an LC website) • Organised LC social impact volunteering day to renovate houses for

families at risk and homeless • Standardised value-based recruitment accessible on online learning portal • OCP in regional EP conference stepping up as VPTM

TM highlights

Our extensive tracking allows us to monitor and encourage member involvement in the LC. In discontinuing the use of personal learning plans, we use a talent tracker to monitor the engagement of members in the LC (where engagements include meetings, events and conferences).

Innovative tracking for member engagement

Member engagement

Member excellence

Furthering our physical reach, we started a sustainable initiative for the 26th to 28th June where we will hold an LC retreat in Port Stephens, NSW. There is an attendance rate of over 67% and it will be a member bonding experience for the LC.

Community experience through LC retreat

Member excellence

We implemented an internal database of job descriptions in order to scale leadership (and membership) for our LC for years to come. The database lists all available roles in our LC, complete with standardised job descriptions, role types, date available and the contact person to “apply” internally. In the long-term, this will help retain leadership roles in the LC (currently OCPs do not transition their “successors” which pose a problem in Australia), provide clear performance tracking and the person in the role with clear direction and guidance.

Internal talent board to scale leadership

Member excellence



2 Member excellence


4 Exchange pipeline

Financial sustainability

• 16+ months of reserve • Cash at bank of $26,474 • Last quarter profit of $3,434 • No receivables • No current liabilities • Transparent expense tracking • Improved budget model

$6,886

$3,617

$15,970

Deposit Interest Term Deposit

Mo

re li

qu

id

Account Interest

Deposit 3.5%

Interest 4.5%

Term Deposit 5.9%

Our financial position as of 21st June 2012

Growing cash at bank and declining expenses

Financial sustainability

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

10/11 Q1 10/11 Q2 10/11 Q3 10/11 Q4 11/12 Q1 11/12 Q2 11/12 Q3 11/12 Q4

Cash at bank (LHS) Expenses (RHS)

$2

6,4

74


• Improved transparency and tracking on expenses and budget • Improved budget model and structure to increase the accountability of

revenue activities (exchange, fee and operational) • Increased accountability in expenses through exchange, LC, conference

and operational breakdown • Re-negotiated with Google Australia to amend previous pricing structure

so MRB costs is no longer our LC expense (increase profit of $400~ per TN) • Initiated referral subsidies for past EP as MaC/CC research showed past

EPs are the best marketeers • Initiated team dinner incentive for information table volunteering • Established governance where liquid deposits cannot exceed 30% of cash

at bank and investment initiatives cannot exceed 10% of cash at bank • Increased presences of FN team in LC with 40% of members having OC

experience

FN highlights



2 Member excellence


4 Exchange pipeline

Exchange pipeline

OGX pipeline overview for 2012

In 2012, OGX transformed into three teams in order to implement middle management for manpower scaling. This entailed breaking down OGX process into: • Selection and raising (XR) • Matching and realising (GCDP) • Professional internships team (GIP) This allowed our OGX function to have clear communications with the communications team (CC) since only one OGX team is involved. This also allows us to identify bottlenecks in the OGX processes.

Key events in semester two

• EP engagement workshops • UNSW Foundation day event • UNSW Welcome back day event • UNSW Volunteers expo event • Virtual info session

• Partner with business school marketing to star in video (ASB Pulse)

• Leverage letters of support to improve faculty relations

• Regional alumni night held at UNSW

Exchange pipeline

ICX pipeline overview for 2012

During this period, we had 15 meetings, attended 10 networking events and contacted 50+ companies across IT, engineering, accounting & finance and not-for-profits.

Raise

Google Australia, Pacific Strategy Partners, GoGet, WorkingIn

Warm accounts

St. Vincent de Pauls, Protiviti, Meltwater

Meetings

Artis Group, Leighton Contractors, Red Bull, Arc, Rio Tinto, Lend Lease, RSPCA, The National Centre in HIV Social Research at UNSW, The Salvation Army

Contacted companies

50+



2 Member excellence


4 Exchange pipeline

i. MoS Ra/Ma/Re allocation period

It is noted that the award criteria take into account the hosting agreements for UNSW, UWA and Monash. The following timeframe for Ra/Ma/Re allocation is presented to highlight the recognition period for each hosting agreement.

Appendix

UNSW Macquarie recognised from 1st July 2011 to 30th June 2012

UWA ANU recognised from 1st July 2011 to 30th June 2012

Curtin¹ recognised from 13th January 2012 to 30th June 2012

Monash RMIT recognised from 1st July 2011 to 30th June 2012

1. On 13th January 2012, Curtin became an extension under UWA through the January membership subcommittee. Curtin’s MoS results after this date are recognised under UWA, and Curtin’s MoS results prior to this date are recognised under Curtin before its disbandment. With reference to myaiesec.net, 2 EPs are recognised under UWA, whilst the other recognise under Curtin as an LC before disbandment.

ii. EP realised to raised ratio (Re/Ra) comparison

The realised to raised ratio (Re/Ra) represents the proportion of realisations to raises of EP in 2011. This ratio, multiplied by the 2012 raises provide a fair expectation of the number of realisations in 2012, which UNSW exceeded. UNSW is the only full-member LC that met prior year realisation rate with the highest difference of 5, where the prior year realisation rate is over 50%.

Appendix

(a) This is the prior year run-rate ratio used to determine whether we have met expectations for current year realisations.

2011 2012

Realised (Re) Raised (Ra) Re/Ra ratio (a) Raised Expected

realisations Actual

realisations Difference

UNSW 32 64 0.50 112 56 61 (5)

Sydney 16 55 0.29 74 21 42 (21)

UTS 9 17 0.53 22 11 12 (1)

UWA 26 38 0.68 92 63 51 12

UQ 12 19 0.63 7 4 8 (4)

Melbourne 7 13 0.54 56 30 21 9

Monash 19 35 0.54 87 47 35 12

/ = x (a) = – =


Thank you for your consideration!

NSW State Conference, April 2012 National July Conference, July 2011

National January Conference, January 2010 National July Conference, July 2009

The University of New South Wales www.aiesecunsw.org

AIESEC UNSW: LC of the Year Award (2012)

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