ILM model revision

ILM Strategic meeting28th April to 1st May, Rotterdam

Content

1. The why of ILMs

2. Successfully delivered ILM definition

3. ILM delivery models

4. The final ILM delivery model

5. M&BSC role

1. The “Why” of ILM

• The unique physical touchpoint to represent every entity in the global association demonstrating our core values and aligneing the entities to the purpose and strategic direction

• The global decision making space to decide how the global organisation should run and evolve.

• Have the platform to combine the perspecive of the organization with the global external environment to showcase decisions and content relevant to the state of the world

2. Successfully delivered ILM

- Agenda objectives fulfilled

- Stakeholders can fulfill their role meaning there are no financial/logistical restrictions and the focus is on the content

- No negative finance implications for the network

- No risk situation for delegates, the membership of AIESEC and externals included.

- The organization grows and improves because of AIESECs conferences

- The organization can be exposed externally

- All entities have access to participate in ILMs

- Be logistically ready to have 21st century conferences

- Everyone involved is clear on their roles

- Foster stronger relationship between stakeholders

- Showcase and celebrate the diversity of the organization

3. ILM delivery models

3. ILM delivery models

Pros:

- Cost decrease

- Long term partnership building (venue, visa, logistics, airlines).

- Inclusiveness of plenary (cross-selling).

- Expertise (efficiency, less HR, legal reality).

- Stability

- Focus on content instead of logistics (AI, Global plenary, MC).

- Building of brand.

- Decrease risks and risk management resources.

- Upselling products/product development.

- Eliminate need for resources to be put for allocation and management/preparation/workload.

Cons

- Huge responsibility and accountability

over conference for an entity

- 1 location

- Talent drain of entity/native speakers

- Transition period from current model to

the other

- Structures/accountability systems

Examples:

WEF/Davos, Switzerland

UN General Assembly/ NY,

Several AIESEC entities have the same

venue for their biggest conferences (i.e.

Greece, Germany)

Model 1: Same Location for every IC

1 location

International CC/ participating entities

Global Brand

Travel cost sharing evolve for all entities

Representation and showcasing of diversity of network is enforced.

3. ILM delivery modelsModel 2: Rotation System between 3 venues in different regions

Pros

- Rotation gives an equal financial pressure for regions

- Rely on strong ext. factors

- Knowledge management through

repeating entities

- Use strong and objective internal factors

- Objective decision making

- Still open to more entities (IPM)

- More focused approach of entities.

Cons

- Rotation if one region can’t host.

- How objective do we want to go.

- Need to have 2 entities on the list per region.

Criteria for entities

1. External factors: venues, logistics, safety, visa, political situation, stability.

Then a list of potential entities will be provided.

2. Internal factors: HR Capacity, finance capacity,

conference XP.

Regional rotation: IC – 123, IPM 312

Decision making:

- Listed entities of one region based on rotation bid.

- Filter based on internal factors – objectives algorithm, strong variables.

- Filter gives us priority list.

1. AMERICAS 2. MIDDLE EAST, EUROPE,

AFRICA

3. ASIA PACIFIC

3. ILM delivery modelsModel 3: Open for all entities with new criteria

1. Eligible entity list by ILM Board based on external factors:a. Political/safety/health

b. 3-5 venues that can host IC/IPM

c. Letter of intent from partners (2-3)

d. Visa

e. Country cost/inflation

f. Market analysis.

2. Bidding process based on internal factors:- HR capacity

- Financial capacity

- Conference XP

- Previous performance

- Reserves

- Partnerships

3. The M&BSC will make evaluation based on criteria and select the entity that fulfills minimum standards. In case of 2 entities fulfilling minimum standards, the global plenary will vote on those 2.

Proposal

• Model 3 which is open for all entities

• Entities need to become eligible to bid (based on external criteria)

• Afterwards bidding process only focused on internal criteria

• Entities evaluated in an objective points system

• M&B SC to be extended with external chair and conference experts (CCPs, MCVPs with expertise) to provide ongoing tracking and support for hosting entities and CCs (work similar to a GST)

Changes• ILM delivery model

• Role of the M&BSC

• Cost sharing

Improvements/recommendations• Progress tracking

• CC coaching

• CCP transition

• Templates

• On-site recommendations

• Regional conferences recommendations

• Sales

• Education about everything regarding ILMs

4. The final ILM delivery modelDecision Making Framework

What Who

Allocation

Eligibility List Criteria voted by Plenary

Internal Factor Minimums Minimums decided by Plenary

Assessment of criteria/Minimums ILM Boardif 0 fulfill requirements Re-Open

if 1 fulfill requirements Automatic Mandate (no Voting by Plenary)

if more fulfill requirements Plenary votes to choose between options

Tracking

Additional Reporting by CC/Host Entitiy ILM Board

ILM Board Reporting on To Plenary (In every Legislation Meeting-ILM/VLM)

-Board Activities-Decisions-ILMs Progress

CC Direct Reporting ILM Board

EmergenciesRecommendations about Red-Flags/Re-Allocation

>6 months before ILM: ILM Board<6 months before ILM: AI

Decision for Re-Allocations/InvestmentsVoted by Plenary after Recommendation of Board/AI

Discharge Discharge based on objective criteria ILM Board

1. Eligibility criteria1. Membership Status

2. RISKS & External Factors Assessment

2.1 Political Situation/Unrest

2.2 Health Risks

2.3 Domestic Transportation Risk

2.4 Legal Risk

2.5 Cash Handling Arrangements

Natural Disaster

3. Venue

3.1 Main ILM Venues3.1.1 Location

3.1.2 Capacity

3.4 Pre-Meeting Venue

(If different than ILM Venue)

3.3 Y2B Venue

3.2.1 Location

3.2.2 Capacity

4. VISA5. Macro-economical Environment

Objective: Macro-economical Stability

International Transactions Feasibility

Overall Costs Assessment connected to ILM hosting

6. Corporate Market Analysis

Objective:

Corporate Sponsorships Capacity

National Investments

2. Internal criteria1. HR Health & Capacity

# of Individuals in TMP & TLP each Year for Past 3 YearsTotal # of Executive TLP Positions of Past 3 Years# of Individual Applicants per TLP Position of Past 1 YearRetention, Efficiency in TMP/TLP

2. Entity Financial Health & Capacity

2.1 Proof of MC Cash Reserves of Past 3 Years (Bank Statements)

2.2 FLB Assessment3. ILM FinancialPlanning

3.1 Budget

3.2 Cash Flow Plan3.3 Solutions to solve any expected cash flow challenges

4. Entity SalesPerformance

4.1 Revenues (both Local Currency & EUR) & National Partners per non-exchange Product for each of last 3 years4.2 Revenues (both Local Currency & EUR) per National Exchange Partner for each of Last 3 years

4.3 List National non-Exchange Partners5. ILM Sales Planning

5.1 Letter of intent from 1/3 of national financial partners to support the ILM

5.2 Sales plan6. Conference experience

6.1 Last 3 Biggest National ConferenceConference Budget (Planned & Actual figures)OC HR StructureTotal # of Delegates6.2 Last 2 Regional Conferences (if Any)Conference Budget (Planned & Actual figures)OC HR StructureTotal # of DelegatesRevenues per Product of Regional Conference

7. Previous Exchange Performance

Per ELD Programme Peformance & Growth Rate for each of Last 3 years

8. Letter of Support from LCPs and SG

8.1 A letter from the Supervisory Group or Board of Advisors

8.2 A letter signed by at least 50%+1 of the LCPs of the entity

5. M&BSC role

5. M&BSC role

• Coaching of ILM CCs/Hosting Entities

• Ensure CCP Transition

• Review Eligibility

• Manage Bidding Process/Review Bids

• Tracking of Bids

• Ensure Reporting of CC/Host Entity

• Lead Decision Making

• Recommendations to Plenary

• Report to Plenary on SC work

• Knowledge Management• Education & Support to bid interested entities

• Education to mandated entities

• Manage IC Contingency Plans/Back-up Plans

• Monitoring Red-Flags towards ILM

ILM Board

Responsibilities

Pre-Bidding

*ILM Seminar for Interested Bidding entities during previous ILM

*Template files for bidding (Budget)

*Bidding Process Education Video

*Bidding Booklet

*Eligibility List

Receive Request, Assess, Update

Bidding

Assessment of criteria for Eligibility List

Assessment of Bids based on Minimums

Decision-Making on Allocation for Hosting Entities that fulfill Minimums with immediate automatic effect in case of 0,1 Hosting Options

Post-Bidding

*What to do now package for Hosting Entity

*CCP Selection Committee Participation

*CCP Transition Coordination

*MC-CC Contract Instructions & Facilitation

*CC Transition Involvement for Education

*CC Planning Feedback (Budget & Sales)

ILM Preparation

*AI Physical Visits Overview

*Monthly/Bi-Weekly Ongoing Coaching & Tracking of CC

*Formal Reporting from CC directly to ILMB

*Request of Additional Reporting from CC/Host Entity

*Monitoring Red-Flags (>6 months before ILM)

Recommendations about Red-Flags/Re-Allocation to Plenary (>6 months before ILM)

*Contingency Plan for IC

Have a list & information for back-up Hosting Entities 6 months to 1 year before IC

Post ILM

*Consolidation of Discharge Report

*Decision Making on Discharge with immediate effect

*Recommendation for next ILMs

General

*Knowledge Management

Information Center

*Legislation (Mandates regarding ILMs)

*Reporting to Plenary in every Legislative Meeting (ILM/VLM)

-Board Activities

-Board Decisions

-ILMs Progress

Why is it different than M&BSC?• Not only MCPs but experts

• Part time chair

• More responsibilities and decision making power

• Own budget

ILM Board Accountability to PLENARY:-Ratify ILM Board Chair

-Discharge ILM Board if they don't have confidence in them/their decision

ILMB Budget In scope of 1 yearCCP

Transition

Incoming CCP, Outgoing CCP, ILM board chair Travel Costs for

each IPM and IC

Physical Visits 2 ILM Host Entities for 2 AI Members each time

ILM Presence 2 ILMs for ILM Board Chair

Summary

To approve now:-ILM board

-ILM delivery model

-criteria

To be developed and/or voted on/by IC-finalize scale system for all criteria

-external assessment

-financial obligations for all stakeholders (AI, CC, plenary)

-Launch of Transition and education cycles for ILM biddingand hosting entities + transition cycle for CCs

Recommendations

To bidding entities:-consult the M&B SC now to understand the process to bid for IC 2016 and receive support in preparation

To regions:-to pilot different hosting/allocation systems

-to work with the ILM board to improve sustainability of regional conferences and share knowledge

-to report to ILM board about challenges and successes of piloting different models

Output wiki

http://www.myaiesec.net/content/viewwiki.do

?contentid=10304332

Thank you