AAIM Vienna outputs

Unleashing AIESEC’s Global Alumni Poten8al The AAI Transforma8on Project – October 2013 Vienna Update

Shared values. Shared experiences. Our capital of trust.

Imagine the poten8al.

AIESEC Alumni

Alumni-‐to-‐Alumni •  Job search •  Business services •  Mentoring •  Venture funding •  Personal and professional meet-‐ups •  Alumni “exchange”

Alumni-‐to-‐AIESEC •  Strong GIP referral network •  Boards of Advisors •  Student projects Alumni-‐to-‐World •  Alumni projects with global impact

~ 1 million alumni

Life

Trained and Supported

Trained Only

AIESEC “Structured Leadership Experience”

2

AIESEC’s Lifelong Connec8on = 1 Trillion AIESEC

Structured, Global, Cross-‐Genera8onal Collabora8on

Alumni-‐to-‐Alumni •  MarkeGng alumni business services. •  Finding jobs, employees, partners. •  Venture funding. •  Meet-‐ups and exchange. •  Finding and serving as mentors.

Alumni-‐to-‐AIESEC •  Strong internship referral network. •  ParGcipaGon on Boards of Advisors. •  Support of student projects.

Alumni-‐to-‐World •  Alumni projects with global impact.


3

But we have had a lifelong connec6on primarily in name only.

•  No single compelling place to connect.

•  Hundreds of web pages filled with comments but liOle impact.

•  Most countries do not have alumni associaGons.

•  LiOle coordinaGon historically within and across countries.

Weak “Connec8ons” •  Huge demand among alumni to engage producGvely with each other, but no medium to deliver against it.

Weak “Collabora8on” •  The will is there, but doing this this right requires resources.

•  Chicken and egg problem:

-  Alumni and sponsors want to see services before funding it and invesGng their Gme.

-  However, the services require some funding to get done well.

Weak “Contribu8on”

“Some&Connec*ons&but&with&Very&Limited&Structure”&

Alumni'to'Alumni*•  Job&search&•  Business&services&•  Mentoring&&•  Venture&funding&•  Personal&and&professional&meetBups&•  Alumni&“exchange”&

Alumni'to'AIESEC*•  Strong&GIP&referral&network&•  Boards&of&Advisors&•  Student&projects&Alumni'to'World*•  Alumni&projects&with&global&impact&

Shared'values.''Shared'experiences.''Our'capital'of'trust.'

AIESEC'“Structured&Leadership&Experience”&

AIESEC'Alumni'

?"AIESEC AIESEC Alumni

4

A Very Compressed Timeline

The Past 50+ Years

• Massive potenGal, but a sleeping giant.

• The obstacles… -‐  FragmentaGon, few synergies (AI <–> AAI, AAI <–> NAAs).

-‐ No funding. -‐  Limited ‘muscle power’.

-‐  PoliGcal squabbles. -‐  Few services, low member value.

AAIM Hungary (2/12)

• Working Group’s assessment and proposed strategy.

-‐  Based on history and in-‐depth assessment of present state.

-‐  Supported by extensive surveys of alumni and naGonal leaders.

•  AAIM strongly endorsed the WG’s proposal, then AAIC elected an EB and with a mandate to implement it.

Implementa8on

•  The EB, with support from past EB, naGonal and regional leaders and alumni-‐at-‐large, has been working to put this strategy into place.

Today • Crucial programs are underway.

• Let’s now ‘complete the job’.

1.  AlumNet

2.  Integrated organizaGon

3.  Resources and infrastructure

4.  21st century governance

…and define our opGmum ‘flight path’ to Mexico City.

5

AlumNet is a game-‐changer.

Leadership*under*AIESEC*values*delivered*for*life.*

6


AlumNet is not just a website, it’s the “glue”.

…while maintaining the independent en88es that exist today at every level.

•  ConnecGng all alumni and AIESEC under one umbrella for alumni-‐related acGviGes.

•  Alumni enGGes will have their own pages and share infrastructure (registraGon, membership, database management, finance…).

Strong “Connec8ons” •  Strong programs that deliver fully against the promise and have a real impact.

Alumni-‐to-‐Alumni Business promoGon, venture financing, job board, meet-‐ups...

Alumni-‐to-‐AIESEC Internship referrals, mentoring, parGcipaGon in student projects… Alumni-‐to-‐World ParGcipaGon in alumni projects…

Strong “Collabora8on” •  Providing opportuniGes for alumni to contribute

–  Time

– Money

–  ConnecGons

Strong “Contribu8on”

7

8/17/12 6:26 PM(8) AIESEC Alumni First Thursdays

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6 Maria OcampoStarting the weekend sick, jetlagged and missing a party...not good...

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•  Strong'programs'that'deliver'fully'against'the'promise'and'have'a'real'impact.'

Alumni'to'Alumni*******************Business'promo8on,'venture'financing,'job'board,'meet=ups...'

Alumni'to'AIESEC******************Internship'referrals,'mentoring,'par8cipa8on'in'student'projects…'Alumni'to'World***********************Par8cipa8on'in'alumni'projects…'

AAI#Blog! Newsle,er! Signature#Programs! AAI#Website!

ALUMnite! Leaders#List! AIR! A=Groups!


Local, Na5onal and Regional versions

AlumNet brings everybody and everything together on one pla_orm and under one umbrella.

8


•  Gathered extensive alumni input.

•  Completed extensive design work.

•  Developed public areas using DotNetNuke industry standard architecture.

•  Completed significant work on private content areas.

Progress to Date

AlumNet – What is the current status?

AlumNet demo

9

•  Gathered extensive alumni input.

•  Completed extensive design work.

•  Developed public areas using DotNetNuke industry standard architecture.

•  Completed significant work on private content areas.

Progress to Date •  Training of AAI management team on ediGng and updaGng content.

•  CompleGon of newsleOer header.

•  Launch of email and social media to drive registraGons and membership signups.

•  Test and launch in phases.

Next Steps •  Supplement current development effort with paid provider.

•  Raise seed funding to support this effort.

•  Bring on a strong Director of CommunicaGons.

•  Bring on IT Director to lead the next phase of work.

Cri8cal Needs


AlumNet – Where do we go from here?

10

Our 2nd game-‐changer is a globally integrated organiza8on.


A S S O C I AT I O N S !

R A A !R E G I O N A L !


N A A !N A T I O N A L !

•  Independent en88es (as today). •  Shared goals (Alumni-‐to-‐Alumni, Alumni-‐to AIESEC and Alumni-‐to-‐World). •  Clearly defined roles and responsibili8es (at each level). •  Integrated membership (join anywhere and be a globally-‐recognized member). •  Funding valuable programs (with local, naGonal and internaGonal benefits).

11

Integra8ng AIESEC’s Global Alumni Offering Roles and Responsibili8es at Each Level














Programs

Specific global roles and responsibili8es.

Specific regional roles and responsibili8es.

Specific na6onal roles and responsibili8es.

AlumNet

Coordina8on

Database

Events / Awards

Support Services

Commun-‐ ica8on

AIESEC

Governance

12

Integra8ng AIESEC’s Global Alumni Offering Roles and Responsibili8es at Each Level














Programs •  Design and implement global programs. •  Encourage program adopGon by NAAs and develop regional program opportuniGes.

•  Implement and supplement.

AlumNet •  Develop, manage and maintain AlumNet. •  Create a regional page using AlumNet templates.

•  Create naGonal and local pages using AlumNet templates.

Development •  Define and disseminate best pracGces and establish new NAAs or provide support to RAAs.

•  Establish new NAAs in their region. •  Recruit and develop local alumni groups.

Coordina8on •  Solicit input from RAAs and NAAs. •  Coordinate mktg campaigns with RAAs, NAAs.

•  Provide regional input to AAI. •  Provide naGonal input to RAA and/or to AAI.

Database •  Maintain global database in synergy with AI and NAAs.

•  Work with AAI on na5onal data management, subject to agreements.

Events / Awards

•  Organize global events and awards. •  Organize regional events and awards. •  Organize na5onal and local events and awards.

Support Services

•  Provide all levels with membership payment and admin, data services, programs, templated pages.

Commun-‐ ica8on

•  Publish global newsleOer and other markeGng communicaGons.

•  Publish regional newsleOer using AlumNet template.

•  Publish naGonal and local newsleOers using AlumNet templates.

AIESEC •  Represent Alumni with AI and encourage alumni support.

•  Represent AIESEC Alumni with MC and encourage alumni support.

Governance •  AAI members vote in legislaGve sessions. •  RAAs parGcipate on AAI’s Advisory Board

•  NAA members vote on regional maOers. •  NAA governance is largely at the naGonal level. NAA members vote at the naGonal level.

13

Integra8ng AIESEC’s Global Alumni Organiza8on and Offering Membership

Integrated Membership

Concept

•  Each enGty sells an idenGcal €25 global alumni membership package that includes the following benefits:

-  Access to AlumNet member-‐only programs that provide benefits at the local, naGonal and internaGonal levels;

-  Discounted aOendance at events; -  VoGng rights at the naGonal, regional and global levels.

•  These funds will help defray product development and administraGve costs. In the case of AAI, it will help support the cost of developing AlumNet and of a small global office to handle global service funcGons (maintenance, finance, bus dev…) that will benefit all alumni.

•  RegistraGon on AlumNet is free, but access to certain services will require membership.

Simple Revenue Sharing Formula

•  €10 to AAI. •  €5 to the RAA to which the alum declares residence.

•  €10 to the NAA where the alum declares residence.

Add-‐on Services that can be

Sold Separately

•  Alumni-‐to-‐alumni business promoGon. •  Premium membership packages.

Administra8ve Magers

•  ParGcipaGon in this program will be based on wriOen partnership agreements.

•  ParGcipaGng enGGes must be legally formed and have a bank account (a potenGal workaround for NAAs is to work through the MC).

•  100% of membership dues from members residing in non-‐parGcipaGng countries will help fund AAI. •  Each enGty will market global alumni memberships with the understanding that revenue will be shared in accordance with the formula.

•  The accounts will be trued up every three months or when the balance owed to one party or the other reaches a pre-‐determined level.

•  AAI, the RAAs and the NAAs will negoGate partnership agreements in line with these principles.

14

•  Current proposals reflect significant input gathered and consensus-‐building over many months.

Progress to Date •  Finalize our consensus. •  Vote on enabling legislaGon. •  Assign responsibiliGes for execuGon immediately following Vienna.

Next Steps •  AlumNet launch.

•  Sign cooperaGon agreements.

•  Strengthened markeGng communicaGon to support global membership. campaign.

•  Strengthened AAI Finance, Membership and regional liaison funcGons to implement agreements.

Cri8cal needs






Integra8ng AIESEC’s Global Alumni Organiza8on Where do we go from here?

15

Our 3rd game-‐changer: resources and ‘infrastructure’

• Funds to support the compleGon of AlumNet and a small office.

• Qualified alumni with the needed drive and capacity – Regional liaisons. – Program management. – Event management.

• A small office with leadership and funcGonal experGse that liaises with volunteer talent, members and AIESEC.

AAI Office

AAI Volunteer Talent AAI Seed Fund

16

AAI Office

Unleashing AIESEC’s global alumni potenGal requires a small global office.

Objec8ve

Loca8on

Role

• Professionalize the management and administraGon of AAI and AlumNet.

• Likely base in Brussels or RoOerdam.

• Brussels base has larger talent pool and low cost faciliGes for nonprofits, whereas RoOerdam is next to AIESEC.

• ExecuGve and day-‐to-‐day program leadership.

• All core funcGons. –  ExecuGve Director –  IT, including AlumNet –  MarkeGng/Membership –  Business Development –  Finance/Legal/Compliance

• Work with extensive volunteer network across the globe.

17

AAI Volunteer Talent

We need to grow and strengthen our pool of qualified volunteer talent.

The Qualifica8ons

•  At least 10 years of professional experience, with demonstrated leadership skills.

•  Results-‐driven, hands-‐on, self-‐starters with the ability to work with liOle supervision and meet deadlines.

•  The ability to recruit, coordinate and manage teams. •  Excellent collaboraGon and communicaGon skills.

•  Strong project management abiliGes.

•  Senior AIESEC leadership experience at the MC or AI level. •  10-‐20 hours per month of available Gme to dedicate to the effort.

The Open

Posi8ons

•  Director of MarkeGng CommunicaGons.

•  Director of Development (Fundraising). •  Director of IT. •  Regional Directors (one in each world region). •  Director, NAA Development.

•  Director of Programs.

•  Program Leaders (Alumni Internship Referral. A-‐Groups, Global Job Exchange, Global Business Exchange, Global Meet-‐Ups, Leaders List, History Project).

…some of these role are in addiGon to the paid roles in the AAI office.

18

AAI Seed Fund

We are launching a major fundraising campaign so that the AAI TransformaGon Project will achieve full liq-‐off and sustainability.

Target

Use of Proceeds

Fundraising Strategies

• €300,000 from alumni, over 24 months.

• Complete the development and deployment of AlumNet.

• Establish an AAI office with an ExecuGve Director and 2-‐3 staff to administer AAI’s infrastructure, membership and programs.

• Provide working capital.

• Develop a high-‐profile campaign that appeals to alums’ desire for a lifelong connecGon to AIESEC’s mission, vision and values.

• Build a Development CommiOee made up of high profile alums to lead the effort.

• Engage in direct fundraising to high profile alumni across the globe.

• Run the campaign unGl the money is raised.

19

2013 2014 2015 2016 2017 2018Actual0or0Forecasted0Cash0at01st0January0 14,692€0000000000 100,592 125,334 62,828 120,550 256,664

Income

Total0membership0dues0(€8.30'net'of'dues'sharing'and'VAT) 10,000€'''''''''' 20,750€'''''' 49,800€'''''''''' 87,150€'''''''''' 106,240€''' 126,990€'''Total0Sponsorship A€''''''''''''''' 87,500€'''''' 202,000€'''''''' 294,000€'''''''' 355,200€''' 423,000€'''DonaFons '(alumni,'grants,'other) 100,000€'''''''' 140,000€'''' A€''''''''''''''' A€''''''''''''''' A€'''''''''' A€''''''''''Total0Income 110,000€00000000 248,250€0000 251,800€00000000 381,150€00000000 461,440€000 549,990€000

Expenses

Total0IT0Development 20,000€'''''''''' 120,000€'''' 75,000€'''''''''' 80,000€'''''''''' 80,000€''''' 80,000€'''''

Total'staffing''(75%'in'2014) A€''''''''''''''' 82,500€'''''' 155,000€'''''''' 155,000€'''''''' 155,000€''' 155,000€'''Rent'(75%'in'2014) A€''''''''''''''' 11,250€'''''' 18,000€'''''''''' 20,000€'''''''''' 20,000€''''' 20,000€'''''Other 1,000€'''''''''''' 5,000€'''''''' 6,000€'''''''''''' 7,000€'''''''''''' 8,000€''''''' 10,000€'''''Total0office0and0meeFng0expenses 1,000€'''''''''''' 98,750€'''''' 234,000€'''''''' 237,000€'''''''' 238,000€''' 240,000€'''

Legal'and'notary'fees'and'costs 2,000€'''''''''''' 3,000€'''''''' 3,500€'''''''''''' 4,000€'''''''''''' 4,500€''''''' 5,000€'''''''CollecLon'charges 500€''''''''''''''' 1,128€'''''''' 1,145€'''''''''''' 1,733€'''''''''''' 2,097€''''''' 2,500€'''''''Liability'insurance 600€''''''''''''''' 630€''''''''''' 662€''''''''''''''' 695€''''''''''''''' 729€''''''''' 766€''''''''''Total0Expenses 24,100€0000000000 223,508€0000 314,306€00000000 323,427€00000000 325,327€000 328,266€000

Budgeted0Cash0at031st0December 100,592€00000000 125,334€0000 62,828€0000000000 120,550€00000000 256,664€000 478,388€000

AAI Cash Flow Expecta8ons

20

AAI Cash Flow Expecta8ons 2013 2014 2015 2016 2017 2018

Actual0or0Forecasted0Cash0at01st0January0 14,692€0000000000 100,592 125,334 62,828 120,550 256,664

Income

Member0dues!!!AlumNet!registered!alumni! 50,000 100,000 150,000 160,000 170,000!!!%!of!whom!are!members 5% 6% 7% 8% 9%!!!Total!members 2,500 6,000 10,500 12,800 15,300Total0membership0dues0(€8.30!net!of!dues!sharing!and!VAT) 10,000€!!!!!!!!!! 20,750€!!!!!! 49,800€!!!!!!!!!! 87,150€!!!!!!!!!! 106,240€!!! 126,990€!!!

SponsorshipTotal!alumni!business!sponsor!revenue I€!!!!!!!!!!!!!!! 12,500€!!!!!! 42,000€!!!!!!!!!! 84,000€!!!!!!!!!! 115,200€!!! 153,000€!!!Total!corporate!sponsorship!revenue I€!!!!!!!!!!!!!!! 25,000€!!!!!! 70,000€!!!!!!!!!! 90,000€!!!!!!!!!! 100,000€!!! 110,000€!!!Partner!offers!revenue I€!!!!!!!!!!!!!!! I€!!!!!!!!!!! 20,000€!!!!!!!!!! 30,000€!!!!!!!!!! 40,000€!!!!! 50,000€!!!!!Total0Sponsorship I€!!!!!!!!!!!!!!! 87,500€!!!!!! 202,000€!!!!!!!! 294,000€!!!!!!!! 355,200€!!! 423,000€!!!

DonaGons !(alumni,!grants,!other) 100,000€!!!!!!!! 140,000€!!!! I€!!!!!!!!!!!!!!! I€!!!!!!!!!!!!!!! I€!!!!!!!!!! I€!!!!!!!!!!

Total0Income 110,000€00000000 248,250€0000 251,800€00000000 381,150€00000000 461,440€000 549,990€000

Expenses

IT0DevelopmentTotal0IT0Development 20,000€!!!!!!!!!! 120,000€!!!! 75,000€!!!!!!!!!! 80,000€!!!!!!!!!! 80,000€!!!!! 80,000€!!!!!

Office0and0meeGng0expensesExecuOve!Director!!(75%!in!2014) I€!!!!!!!!!!!!!!! 37,500€!!!!!! 55,000€!!!!!!!!!! 55,000€!!!!!!!!!! 55,000€!!!!! 55,000€!!!!!

Number!of!support!staff! I€!!!!!!!!!!!!!!! 2 3 3 3 3Support!staff!(75%!in!2014) I€!!!!!!!!!!!!!!! 45,000€!!!!!! 100,000€!!!!!!!! 100,000€!!!!!!!! 100,000€!!! 100,000€!!!Total!staffing I€!!!!!!!!!!!!!!! 82,500€!!!!!! 155,000€!!!!!!!! 155,000€!!!!!!!! 155,000€!!! 155,000€!!!

Rent!(75%!in!2014) I€!!!!!!!!!!!!!!! 11,250€!!!!!! 18,000€!!!!!!!!!! 20,000€!!!!!!!!!! 20,000€!!!!! 20,000€!!!!!Other 1,000€!!!!!!!!!!!! 5,000€!!!!!!!! 6,000€!!!!!!!!!!!! 7,000€!!!!!!!!!!!! 8,000€!!!!!!! 10,000€!!!!!Total0office0and0meeGng0expenses 1,000€!!!!!!!!!!!! 98,750€!!!!!! 234,000€!!!!!!!! 237,000€!!!!!!!! 238,000€!!! 240,000€!!!

Legal!and!notary!fees!and!costs 2,000€!!!!!!!!!!!! 3,000€!!!!!!!! 3,500€!!!!!!!!!!!! 4,000€!!!!!!!!!!!! 4,500€!!!!!!! 5,000€!!!!!!!CollecOon!charges 500€!!!!!!!!!!!!!!! 1,128€!!!!!!!! 1,145€!!!!!!!!!!!! 1,733€!!!!!!!!!!!! 2,097€!!!!!!! 2,500€!!!!!!!Liability!insurance 600€!!!!!!!!!!!!!!! 630€!!!!!!!!!!! 662€!!!!!!!!!!!!!!! 695€!!!!!!!!!!!!!!! 729€!!!!!!!!! 766€!!!!!!!!!!Total0Expenses 24,100€0000000000 223,508€0000 314,306€00000000 323,427€00000000 325,327€000 328,266€000

Budgeted0Cash0at031st0December 100,592€00000000 125,334€0000 62,828€0000000000 120,550€00000000 256,664€000 478,388€000

Member dues

Sponsorship DonaGons

Development

Staffing

21

The AAI Seed Fund (Cont’d)

Tac8cs and Campaign

Donor Levels

• Communicate fundraising target.

• Develop a well-‐wriOen case statement.

• Establish donor levels. • Provide appropriate recogniGon to donors. •  IdenGfy a high-‐profile lead donor at each level. •  Issue matching challenges.

22

The AAI Seed Fund (Cont’d)

Development Commigee Chair

Development Commigee Members

Development Commigee Ac8vi8es

•  Senior execuGves with global, regional or naGonal AIESEC experience. • MulG-‐generaGonal.

•  Regional team leaders with a solid alumni network who are willing to travel to regional and naGonal alumni events and make a donaGon.

• Monthly calls.

•  Alumni list research and development.

•  TargeGng and direct approach. • Monthly fundraising webinars with EB members as guest speakers.

•  Senior AIESEC alum with internaGonal experience and a global profile.

• Willing to commit to building and leading the Development CommiOee.

Needs in Vienna

• Discuss, develop and achieve consensus on this plan. •  IdenGfy lead donors and potenGal parGcipants at each level/from each region.

•  IdenGfy a Development Director and lead the campaign/build the commiOee.

•  Establish acGon items and responsibiliGes for execuGon of this plan.

•  Launch the campaign and gain pledges.

23

•  Based on input at past events, we launched a WG on governance headed by Ken Phillips.

•  The WG included 8 AAI members across regions and generaGons.

•  The goal was to bring AAI’s governance into line with our vision of a large, integrated, global organizaGon.

•  We also need to bring AAI’s statues and fully into line with Belgian law.

Background •  3-‐year, staggered EB terms to promote sustainability.

•  Enable the possible expansion of EB size over Gme.

•  Global virtual voGng to give all members a voice.

•  NominaGons CommiOee to encourage qualified candidates and to manage elecGon process.

•  EB membership for presidents of RAAs that sign cooperaGon agreements with AAI.

•  A number of other moGons.

Results •  Enact proposed legislaGon. •  Propose EB size for next elecGon.

•  Appoint a NominaGons CommiOee to prepare for global virtual elecGons in Mexico City in March 2014.

•  NegoGate cooperaGon agreements with RAAs, enabling their presidents to join the AAI EB.

•  Finalize cooperaGon agreements with AI.

Next Steps



Members at Large

Our final game-‐changer is enabling 21st century governance.

24

So how do we complete the job?

Structured, Global, Cross-‐Genera8onal Collabora8on

Alumni-‐to-‐Alumni •  MarkeGng alumni business services. •  Finding jobs, employees, partners. •  Venture funding. •  Meet-‐ups and exchange. •  Finding and serving as mentors.

Alumni-‐to-‐AIESEC •  Strong internship referral network. •  ParGcipaGon on Boards of Advisors. •  Support of student projects.

Alumni-‐to-‐World •  Alumni projects with global impact.


25

Four game-‐changers to ‘complete the job’ on our flight path to Mexico City.

Unleashing AIESEC’s Global Alumni Poten8al The AAI Transforma8on Project – October 2013 Vienna Update


Comple8ng AlumNet

•  Not just a website, it’s the “glue”/ the value. •  Everyone and everything on 1 platorm.

•  We need funding to finish the job.






Globally Integrated Organiza8on

•  Clearly defined roles and responsibiliGes. •  Integrated membership funding programs.

•  Assign responsibiliGes for execuGon.

Resources and Infrastructure AAI#Office#

AAI#Volunteer#Talent#AAI#Seed#Fund#

•  Small office with leadership and funcGonal experGse. •  Qualified volunteers with the needed drive and capacity. •  Funding the compleGon of AlumNet and a small office.



Members'at'Large'

21st Century Governance

•  3-‐Year, staggered EB terms to promote sustainability. •  Global virtual voGng to give all members a voice.

•  NominaGons CommiOee: strong candidates/managed process. •  EB membership for RAA presidents to promote integraGon.

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AAIM Vienna outputs

Education

Transcript of AAIM Vienna outputs