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AIESEC Local Committee of University of Indonesia (LC UI)

INTERNAL POLICIES

2012/2013

A. General

I. Local Committee (LC)

1. AIESEC LC UI structure consists of Executive Board, Management Board and

Staff(s) each functional and passive member(s) which is not listed in any kind of

parts written before.

2. AIESEC Local Committee of University of Indonesia (LC UI) Executive Board

consists of one Local Committee President and ten vice presidents of ten

functional which supervised by Local Committee President.

3. Ten functional of AIESEC LC UI which supervised by Local Committee President

sorted below:

a. Finance and Governance

b. Communication

c. Expansion

d. External Relation (ER)

e. Incoming Exchange Global Community Development Program (ICX GCDP)

f. Incoming Exchange Global Internship Program (ICX GIP)

g. Outgoing Exchange Global Community Development Program (OGX GCDP)

h. Outgoing Exchange Global Internship Program (OGX GIP)

i. Project Development (PD)

j. Talent Management (TM)

I.A. Management Team

1. The Management Team shall manage Local Committee financial resources and

decide on:

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a. Budgeted expenses over Rp 10.000.000,- (except maintenance and

operational expenses)

b. Unbudgeted expenses over Rp 5.000.000,- (or budgeted items that are

running over the budget)

c. Contractual or legal issues or commitment

d. Cases not planned by internal policies

e. Investments

2. Vice President of Finance and Governance will be the decision maker for all other

expenses. Those expenses must be requested in advance, at least two days before the

expenses occur

3. The Management Team will review the implementation of Internal Policies and

Local Compendium, at least quarterly

I.B. The Management Team Procedures:

1. The Management Team will have meetings at least once in a month (or else, more in

a need basis)

2. All Local Committee’s expenses must be budgeted and approved by the Management

Team or Vice President of Finance

3. Only the expenses accepted by the Management Team or Vice President of Finance

will be allowed. In case of unstable financial condition, the Management Team or

Vice President of Finance have the authority to reject expenses

4. Any expenses that need approval but not first requested will be charged to the

individual

5. Any wrong expenses or purchases occurred, even though already budgeted, will be

charged to the individual

I.C. Cash Control:

1. The Management Team or Vice President of Finance possess the authority to

approve any budgeted expenses

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2. Local Committee’s financial resources are: exchange activities, projects, fundraising,

and/or other revenues that are not against the law and violating the aim and purpose

of the organization

3. Vice President of Finance is responsible for every expenses related to the Member

Committee (example: Exchange Management Fee, Travel Cost Sharing, etc)

4. In case of projects, the person who is mainly responsible to manage financial

activities is Organizing Committee of Finance. Organizing Committee President

may, in some cases, help and/or make decision with Organizing Committee of

Finance to solve financial matters. Example: to decide whether budgeted expense

that is over budgeted by a certain amount will occur or not

I.D. Budgeting

1. Budget is the basic for every revenue and expenditure administration, and also for

audit

2. Local Committee’s financial budget uses Indonesian Rupiah standard

3. Budgeting involve all Executive Boards

4. Each functional propose a budget according to their annual needs. The budget must

be as specific as possible, as any unbudgeted expenses will not be funded under

normal condition. However, the Management Team may judge otherwise

5. Vice President of Finance will be the person in charge to approve the budget

proposed, and then compile it

6. Vice President of Finance and/or Controlling Manager is responsible for the budget

tracking

7. Local Committee’s budget will be reviewed before the end of each month. This

activity involves all Executive Boards.

8. In case of projects, Organizing Committee of Finance is responsible for the budgeting

process. The budget must be presented in the project hearing, and Vice President of

Finance will judge its feasibility

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9. Financial report must be presented in the end of each month (for Local Committee as

well as projects).It may consists at least one of the following format:Income

Statement, Balance Sheet, Cash Flow Statement.

10. Expense planning is monthly budget adjustment that presented in weekly format.

Expense planning should be done in the last week of previous month. Any late

submission means related functional wouldn’t be reimburse for any expense occurred.

I.F. Asset and Supplies Pollicies:

1. Local Committee asset consist of personal computer, printer, telephone, LCD

projector, LCD projector screen, Internet modem, external hard disk, and speaker.

2. Member who use any asset in the office must return it back to its appropriate place

3. Member who wants to borrow Local Committee’s asset for any occasion outside

Local Committee office must have permission from Vice President of Finance or

General Administrative Manager and it must be recorded on ASSETS

BORROWING FORM

4. All damages caused in Local Committee’s fixed assets caused by individuals are to

be repaired by the individuals

5. No asset is to be used for personal usage

6. Any member can use stamps only if you get permission from Local Committee

President, Vice President of Finance or General Administrative Manager

7. General Administrative manager responsible to review stationary in weekly basis and

should be refilled if the amount doesn’t fulfilled the standard of office stationary

amount.

I.G. Reserves

1. The minimum reserve funds for Local Committee is 9 times its average monthly

operational expense.

2. If this minimum reserve is reached, any non-urgent Local Committee’s activities that

will potentially attract expenses should be halted and wait for the reserve to increase

I.H. Pricing

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1. For Outgoing Exchange pricing is following the Members Committee as stated in

national compendium.

2. For Incoming Exchange pricing could be adjusted from Members Committee

minimum pricing by Local Committee President, Vice President of Finance, and

related Vice Presidents.

I.I. Project Policies

1. Project Flow

1. The purpose of the standardized project flow is to ensure the relevance of the

planning and creation of bigger impact and better quality of program. 4 aspects

which must be covered in the project flow to ensure the deliverable of these two

purposes are:

i. Understanding about project through project induction.

ii. Planning assessment through 1st and 2nd hearing

iii. Project control through progress tracking

iv. Project evaluation through last hearing and project report.

1.1  Project  Ini7a7on  

1.2  Recruitment  &  Alloca7on  

1.3  Project  Induc7on  

1.4  Project  Planning  

1.5  Project  

Prepara7on  

1.6  Project  

Realizaton  

1.7  Project  Closing  &  

Evalua7on  

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At the end, the relevance of the planning is measured by the actual project plan. The

creation of bigger impact is measured by growth in quantity in terms of number of

people engaged, while the creation of better quality is measured by NPS.

1.1 Project Initiation

Executive Board has the authority to initiate a project concept in the beginning of the

term. Vice President related has to inform TM for the talent planning. The initiation

of a project that is not included in the beginning planning has to be discussed and

agreed by all LCEB 3 months before the opening event.

1.2 Recruitment and Allocation

1.2.1 Internal Recruitment

The Recruitment internally is done to fulfill the short term/long term position needed

in team or project, including OC of projects (e.g. PBoX, AIESEC Fair, &EwA

Project), team member in every functional, and Recruitment Team for external

recruitment.

Procedures of the internal recruitment are as following:

i. Executive board should make a talent planning at the beginning of the term to

define what teams or project that will be made for one term ahead and the

resources needed with tracking from VP TM.

ii. Open opportunity for teams or project done by the recruitment manager to all

active members by the supervision of VP TM and VP related functional based on

the talent planning document.

Talent  Planning  

Open  Opportunity  

Applicant's  Screening  Process  

Annoucement  of  selected  applicans  

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iii. All opportunities should be opened in myaiesec.net as Team and the url link of

team should be stated in any promotional media.

iv. All active members have the rights to apply for the opportunity.

v. All of the EB and MB team are recommended to be recruitment team to ensure the

quality of assessor. Once the RT and the OC already selected, they need to have

the coaching before running the recruitment process

vi. Personal approach and tracking for the member pipeline are done by TM

functional to help fulfilling opportunity with the right people and to ensure all

opportunities are filled.

vii. The applicants for team member or project should contact recruitment manager

and apply in myaiesec.net for having interview.

viii. The interview is conducted by the recruitment manager/VPTM/representative of

related functional, with the standardized interview list for the applicants in order

to ensure the quality of assessment tool and assessor.

ix. Once the applicants already selected, he/she will be announced by the recruitment

manager.

1.2.2 External Recruitment

Recruitment externally is done to fulfill the position needed in functional by

recruiting new members. Procedures in having the recruitment externally are:

i. Executive board and VPTM, should make a talent planning at the beginning of the

term to define whatthe needs of every functional for one term ahead are to define

how many members will be recruited.

ii. Recruitment Manager is responsible to track the recruitment both for the

recruitment team and AIESEC fair committee.

iii. AIESEC fair committee is responsible to conduct and organize the recruitment in

terms of applicants, booth, seminar preparation, etc.

iv. Recruitment team is responsible to conduct the recruitment for the applicants

using the GCM assessment tool.

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v. Communication and TM functional are responsible for the talent planning to

ensure the effectiveness of the recruitment by having a right message and right

promotion tools.

vi. The targets for the applicants number, submitted form number, diversify member

percentage must be achieved as the measurement of success.

vii. For ongoing OGX selection, recruitment manager will coordinate with OGX

functional. OGX functional is responsible for EP applicants, while recruitment

manager is responsible for the recruitment team to assess the EP applicants.

viii. In ongoing recruitment, at least one and half week before the day, OGX team has

to contact the Recruitment manager for having the recruitment.

1.3 Project Induction

1.3.1 Project Induction Package

Each Project Coordinator and OCP will receive Project Package which includes

- Project standard guideline

- Example of pre-proposal, proposal, and internal & external project report

- Tracking template form from project coordinator to OC and from OCP to OC.

- Risk management policies and control procedure.

1.3.2 Project Coaching

1. Project coaching is part of project induction to equip OCs with sufficient

knowledge about project management and specific skills required. Goal of project

coaching is to supplement and improve project management capability which

result better understanding and readiness for OC to do project planning,

preparation, and execution.

2. During one week after OC being elected, OC will have induction about project in

general and specific-functional-related from the respective Executive

Board/Management Board. OC is responsible to contact the Executive Board to

arrange the induction time.

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Coaching For Project Coordinator

Responsible

Coacher

Coaching Materials

LCVP Project

Development/ EwA

Project Coordinator

Project Management

- Standardized project flow

- Job description of OC

- Usage of project quality tools includes tracking

form, project report template, and NPS.

Synergy with LC

- The importance of synergy with LC

- The example of synergy with other functionals

in LC.

LCVP

functional

related

Big picture of project

- Objectives of the project

- Scope of the project

Coaching For OCP

Responsible

Coacher

Coaching Materials

Local

Committee

President

Role as OCP

- Motivation and expectation as OCP.

- Alignment of being OCP with his/her personal &

professional goals.

- Benefits of being OCP (GCP of previous OCPs).

- Leader attitude: understand characteristic of

team, be mingle, build cooperation of the team,

recognition and appreciation, and celebrate

diversity.

Team Management

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- Essence of team bonding: to create team

cohesion involves taking time to get to know

working styles, personalities, and preferences.

Must be done at the beginning of OC team

formed before start working on the project.

- How to lead a meeting: check in, check out,

minutes of meeting.

- Communication in team: importance of well-

built communication among OCs – Frequent

and open.

- Maintaining a team: OC tracking system (work

progress and personal feeling of each OC). OCP

should aware of the condition of OC and know

how to handle unmotivated OC.

- Giving feedback – honest and regular, so the

team member knows that their contributions are

being noticed and evaluated.

Include GOOD CASE PRACTICES and

BAD CASE PRACTICES of each point

above.

Synergy with LC

- The importance of synergy

- Example of synergy with other functionals in

LC.

LCVP

Project

Developmet

Project Management

- Standardized project flow

- Job description of OC

- Usage of project quality tools includes tracking

form, project report template, and NPS.

LCVP Big picture of project

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functional

related

- Objectives of the project

- Scope of the project

LCVP

Finance

Knowledge about financial system in LCUI.

General Coaching For OC

Responsible

Coacher

Coaching Materials

LCVP

Functional

Related

Role of OC

- Role as team player

- Role in matrix system

Synergy

- Synergy with other OCs

- Synergy with other functionals in LC

Specific Coaching For OC

OC Communication

Promotion &

Creative

Manager and

Media

Relation

Manager

- How to engage the media partners for the

project.

- How to create promotional tools for the

project and create high level of publication

- How to maintain good relations with the

media partners and other stakeholders.

- Brand visual guideline

- Myaiesec.net

OC Marketing

VP External

Relation/

Business

Development

Marketing Skills Knowledge

- How to do the effective research on potential

companies and organizations for the sponsor

of the project.

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Manager - How to conduct effective marketing call (cold

& warm call) to be successful in having the

meeting with the sponsor.

- How to maintain good relations with the

potential sponsors and other stakeholders.

ER tools knowledge

- Organization research template

- Marketing Coordination System (MCS)

OC Finance

Controlling

Manager

- How to maintain the cash inflow and outflow

for the sake of healthy budget and control

expenditures to conform to a predetermined

budget

- How to arrange the neat and effective bailout

payment systems and payment in advance

system for the project

- How to prepare the periodically the project

financial statement

- How to controlling the project process from

financial point of view.

OC Exchange

Quality &

Service

Manager and

GCDP TN

Manager

Exchange Process Knowledge

- How to do the raising-matching-realization

process

Quality and Service Knowledge

- How to take care the exchange participant

related to their arrival, visa, departure, etc.

- How to attract people to be a host family

- How to manage the welcoming and farewell

party

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- How to manage a concept of preconference

- How to manage the TN evaluation, EP

evaluation, and host family evaluation

- How to manage, tolerate, and handle EP with

different backgrounds and personalities from

all over the world

OC Program

OCP/ Project

Coordinator

Program Creation

- How to make an event concept coordinated

with the vision of the project

- How to think out of the box and create an

innovative event concept

- How to prepare in making a good concept of

event and prepare for the best realization of

the concept

- How to face sudden/unexpected things in

coordinating the event at D-day

Project Coordinator is responsible to ensure the coaching for each OC has been

fulfilled and all coaching materials required has been covered by the coacher. Project

Coordinator has to fill in Tracking Form from Project Coordinator to OCP in the

section “Has each OC got coaching?” and explain if there’s OC who hasn’t got

coaching or if there’s material that hasn’t been covered.

1.4 Project Planning

1.4.1 Pre-proposal

1. After the Organizing Committee team has got coaching, they will prepare the pre-

proposal.

2. Pre-proposal should at least include the following points:

-­‐ Background, objective & impact of project

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-­‐ Organizing Committee’s structure

-­‐ Each Organizing Committee’s job description

-­‐ Each Organizing Committee’s target

-­‐ Each Organizing Committee’s measurement of success

-­‐ Each Organizing Committee’s timeline

-­‐ Budget and budget timeline

-­‐ Project’s Standard Operating Procedures

-­‐ Marketing plans and corporate proposal

-­‐ Project’s programs. For Project Based on Exchange, the events are structured as

follow: Opening Event, Learning Event, and Closing Event

3. The pre-proposal’s deadline is one month after the Organizing Committee team

has been formed.

4. Pre-proposal must then presented to the Executive Board through hearing.

1.4.2 First Project Hearing

1. 1st project hearing is decision stage for Executive Board to approve/reject a project

pre-proposal.

2. Project hearing is conducted with, at least, attendance of 3 Vice Presidents and

three fourth of Organizing Committee team members. The project hearing will be

postponed if the requirement is not fulfilled.

3. The purpose of 1st hearing is to know the readiness of the project from every

aspect including the relevance of the issue, team cohesion, budget review, brand

filter, EwA activity filter, and technical things related to each Organizing

Committee.

4. The content of 1st hearing includes OC introduction and SWOT analysis as

individual and team, expectation setting of OC towards project, EB and LC, 360

assessment among OCs, tracking mechanism of OC team, and pre-proposal

presentation from the Organizing Committee’s team to the Executive Board.

5. After the presentation is done, the Executive Board will give the Organizing

Committee a review and feedback for project’s improvement.

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6. The project officially starts after Executive Board accepts the pre-proposal.

7. The working capital will be given after the projects pre-proposal has been

approved, with consideration to the project’s budget. Vice President of Finance

has the right to approve the project’s budget

8. LocalCommittee will give working capital for project that doesn’t have certain

source of revenue Rp 1.000.000,00. For Talent Management project such as

recruitment and local conference will gave working capital as budgeted in LCUI

master budget and with consideration of LCUI financial condition by Vice

President of Finance.

9. The profit or loss sharing will be discussed between Executive Board and

Organizing Committee team on hearing. If there’s no discussion, the profit sharing

will be 75% for LC and 25% for project, and the loss sharing will be 50:50

between the LC and project.

10. Organizing Committee of Finance is responsible for the overall financial aspects

of the project

11. The Controlling Manager will supervise all project’s Organizing Committee of

Finance. There must be regular meetings between Accounting Manager and

Organizing Committee of Finance, at least once in every two weeks

12. The progress report between Controlling Manager and Organizing Committee of

Finance, at minimum, should consists of:

-­‐ Review on project’s financial condition

-­‐ Comparison between budgeted and actual financial activities (revenues and

expenses)

-­‐ Review on revenue generation action steps and its timeline

-­‐ Review on bookkeeping

1.5 Project Preparation

After pre-proposal approval from EB, OC is able to start the project preparation.

Project preparation includes fundraising, event publication, and partner raising (e.g

sponsors, TN takers) to support the project realization.

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1.6 Project Realization

1.6.1 Event

Project consists of 3 main events which are opening, learning, and closing event.

a. The objective of opening event is to officially start the project and raise awareness

of external stakeholders about AIESEC and the project.

b. The objective of learning event is to conduct activities that can create impact to

society, especially target participants of the project.

c. The objective of closing event is to officially end the project and acknowledge all

parties that have supported the project.

1.6.2 Second Hearing

1. The purpose of 2nd hearing is to improve and maintain the deliverable quality of

project, maintain the team cohesion, and keep the project on track.

2. 2nd project hearing is conducted after the opening event or the first learning event.

3. The content of 2nd hearing includes 360 assessment among OCs, progress update

from each OC, synergy improvement between LC and OC, and problem solving.

1.7 Project Closing and Evaluation

1.7.1 Internal Project Report

1. Following the closing event of every project, the Organizing Committee team is

responsible to submit a project report to Vice President of Finance and

Governance and Vice President related in which the project operates. The

submission time is in one month period after the project ended. Any latest

submission will be charged Rp 50.000/day using OC’s personal fund.

2. The internal project report, at least, must contain the following information:

-­‐ Each Organizing Committee’s job description

-­‐ Each Organizing Committee’s SWOT

-­‐ Each Organizing Committee’s target

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-­‐ Each Organizing Committee’s measurement of success

-­‐ Each Organizing Committee’s timeline and its deviation

-­‐ Each Organizing Committee’s planning/activity deviation

-­‐ Budget and its deviation

-­‐ Marketing list, contact persons, and/or other things related

-­‐ All invoices, Memorandum of Understanding, letters, and/or other documents

-­‐ Unpredictable things occurred

-­‐ Conclusion and suggestion

3. OC is obligated to fill in the internal project report template provided by Project

Development functional. If there is additional information excluded in the report

template that want to be included in the report, OC is able to add it in the report.

1.7.2 External Project Report

1. The objective of external project report is for accountability and impact

showcasing to external stakeholders, particularly for all external parties that have

supported the project.

2. The external project report, at least, must contain the following information:

-­‐ Brief about AIESEC

-­‐ Project Description

-­‐ Organizing Committee Structure

-­‐ Exchange Participants Introduction

-­‐ Overview Project Activities

-­‐ Project Summary including project’s achievements (e.g. number of participants,

number of TN Takers, number of sponsors)

-­‐ Testimonials (EP, OC, LC, Partner)

-­‐ Sponsor (optional)

-­‐ Photos during project

1.7.3 Final Project Hearing

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1. The purpose of final project hearing to evaluate the overall execution of project

and discover things which need to be improved personally and professionally for

each party (OC, LC, and project).

2. Final project hearing should be conducted by the latest one week after the project

report submitted.

2. Finance System in Project

2.1 Project Reimbursement System

1. All organizing committees have the right to ask for reimbursement via Organizing

Committee of Finance

2. To request reimbursement, the person requesting it must give the transaction

receipts which includes:

- Name and position in the project

- Date of transaction

- The amount of transaction

- Transaction purpose(s)

3. Organizing Committee of Finance possess the authority to confirm or to analyze

the receipts to ensure the validity of transactions. He/she may reject

reimbursement if the above requirements are not met

4. No empty receipts are to be given reimbursement

5. In case of transactions that didn’t involve receipts (public transportation, etc),

Organizing Committee of Finance may reject reimbursement. He/she may also

consider giving reimbursement based on his/her judgment. Things to consider, for

example: the validity of transaction (whether Organizing Committee of Finance

know the occurrence of transaction), whether any self-written receipts are

received, etc

6. It is suggested to make a copy of receipts before handing it to Organizing

Committee of Finance. The original receipts should be given to Organizing

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Committee of Finance, and the copied one should be kept by the person

requesting reimbursement. This is done to avoid missing receipts

7. In case of meetings, the maximum amount of reimburse for gasoline is Rp

50.000,- per trip

8. The receipts must be given to Organizing Committee of Finance in 30 days in

order to receive reimbursement

9. For other technical things such as when the reimbursement will be given or how

the mechanism will be is up to Organizing Committee of Finance to decide

2. 2 Project Cash Advance System

1. Cash advance will be given in a certain amount (example: Rp 200.000,-, Rp

250.000,-, etc). It is up to the Organizing Committee of Finance to decide

2. Cash advance should only be given to cover expenses that are already been

included in the project’s budget. Otherwise, cash advance must not be given

3. To request cash advance, one must fill the Cash Advance Form. Organizing

Committee of Finance will hold the form and then give the money. If there’s

money left after the transaction (as proven by the receipts), it must be returned to

Organizing Committee of Finance. Transaction receipts must be stapled with the

original form.

4. The person requesting cash advance must tell Organizing Committee of Finance

first, at least two days before transaction. This, however, may be customized by

the Organizing Committee of Finance.

2.3 Sponsorship

1. Funds from sponsorship are used based on Memorandum of Understanding

between Organizing Committee and sponsors

2. Organizing Committee of Finance and/or Organizing Committee President will

receive and control sponsorship’s fund

3. Report of the use of fund from partnership and sponsorship is done based on the

contractual agreement

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4. Any incoming transfers from sponsors or donators should first sent to Local

Committee’s Mandiri account. The account number is 157-00-0094063-6, under

the name of AIESEC UI

5. The Vice President of Finance will then transfer the money to Organizing

Committee’s bank account

2.4 Invoices and Terms of Payment

1. Organizing Committee of Finance is responsible for the invoice mechanism

2. When a company has reached an agreement to sponsor the project’s activities,

Organizing Committee of Finance must send an invoice. The invoice should be

given simultaneously with the Memorandum of Understanding.

3. Invoice must, at least, consists of:

- AIESEC letterhead

- Date

- Invoice Number

- Company Name

- Amount of sponsorship

- Project’s Bank Account

- Organizing Committee of Finance’s signature

- Meterai

- AIESEC stamp

4. As an illustration, please refer to the invoice example below

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A I E S E C U N I V E R S I T AS I N D O N E S I A

OFFICIAL INVOICE

Date : November 20th, 2008

Invoice Number : 009/UI/COD/CD09/OUT/FC/XI/2008

To : Accenture

DESCRIPTION AMOUNT

Payment of SponsorshipFee

This amount will be transferred to :

Bank Mandiri Cabang FEUI, 157-00-0081806-3, a.nWisnu

Trihatmojo

Rp 20.500.000,00

TOTAL Rp 20.500.000,00

Wisnu Trihatmojo

Organizing Committee Vice President

of Finance

Career Days 2009

AIESEC Universitas Indonesia

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5. Organizing Committee of Finance must coordinate with Organizing Committee of

Marketing to define the company’s term of payments clearly. This must be stated in

the Memorandum of Understanding. Any late payments and how the company and

Organizing Committee’s act should refer to the Memorandum of Understanding

2.5 Others

1. Organizing Committee of Finance is suggested to open project’s account in the

same bank as Local Committee’s bank account, that is, Mandiri account. It is to

prevent any additional transfer charge

3. Communication System in Project

3.1. Information Management

1. OC Communication has to make a wiki of the project and update the wiki each

time there’s any activities projects made.

2. OC Communication from any kind of project (Recruitment project, PBoX, etc)

must give IM Manager the detail timeline about the project maximum 2 weeks

before the project started. Or if there is any changes happened along the way, OC

Communication has to straightly inform the IM Manager about the changes. OC

Communication is also obligated to fill in Information Management Project

Tracker as soon as they’ve made wikis, send contents to IM, and other updates

stated in the tracker.

3. OC Communication has to send the article about the project to be posted to the

website maximum 7 days before the project start.

4. OC Communication has to send the article about each event to be posted to the

website and maximum 3 days after the event was held.

5. OC Communication has to send the content for Internal Newsletter for the latest

of 2nd & 4th Friday at 23.59 each month.

6. OC Communication of the project has to send a tweet content about their project

frequently to PR Manager and informs the IM Manager.

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7. If there are any information related to the event of the project that have to be

spread to our members and/or public, OC Communication have to give IM

Manager the content of the information maximum 2 days before the event will be

held.

8. If there are any information related to the project such as host family thing that

have to be spread to our members and/or public, OC Communication/OC

Exchange have to give IM Manager the content of the information maximum 5

days before the EPs coming.

9. OC communication of each projects has to gather the database of participants, ask

them whether they want to get the frequent updates of AIESEC Universitas

Indonesia or not, and submit it to the

communication.1213@gmail.com,aiesec.pd1213@gmail.comand IM manager, at

maximum one day after the event held.

3.2 Promotion & Creative

1. Do follow the SOP of Promotion & Creative

2. OC Communication must give every design in .jpg format.

3. OC Communication are expected to consult with P&C and PR Managers

4. Coaching for OC Communication must be held min. 1 time with the

Communication manager which already assigned

5. Do make the documentation (photos and video) for the whole process and

activities of the projects to be showcase to external

6. OC Communication should submit an article about the project activities each

time the project made any activities (e.g. opening, learning process, closing) to

communication.1213@gmail.com at least 3 days after the activity held The article

also need to be uploaded in the project’s wiki on myaiesec.net.

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7. OC Communication should do a live tweet while doing activities that are good to

be showcase to external and favorable for AIESEC UI’s brand positioning.

3.3 Media Relation

1. Medias that LC raise are not able for projects to raise the medias.

2. Every project will have one person in charge of media relation team and will be

inform when OC communication has already selected.

3. At least one week before project raise medias, they must inform PIC in MR team

the list of media which they want to use it.

4. People who is going to approach medias must having coaching, if they haven’t

any experience of marketing call. Minimum number of coaching is one with media

relation team.

5. Projects must give their progress report to minimum once in week to their PIC in

MR team.

3.4 Public Relation

1. OC Communication has to keep using the proper, nice, and spiritful language

while sending official information to external.

2. Using smile emoticon at the end of the indirect information.

3. Smiling while speaking directly, either on the phone or in physical.

4. Understand and implement the SOP of Public Relation.

4. Limit Liability of OC

1. In case of accident incurred by the EP during the internship

2. In case of damages caused by the EP to the TN or to any third party during the

internship

3. In case of damages or lose of any working material (as laptop, camera, cell phone,

etc) provided to the Intern by the TN for work purposes.

4. For any consequential or indirect damages, including loss of income or profits.

  25  

5. Where the failure to fulfill their obligations has been caused by circumstances

beyond their control.

5. Project Audit Policy

1. Project Audit is a form that consists of several items to check the overall performance of a project, whether in accordance with standard operating projects of AIESEC LC UI

2. Every project in AIESEC LCUI has to pass project audit that consists of several items

3. The score of the audit decides how much part of profit/loss between the LC and the Project

4. Profit sharing arrangements based on Project Audit is described as follows : a. If the score of Project Audit less than 40%, so all the profit will be given to LC b. If the score of Project Audit is between 40% to 80%, so 50% of profit will be

given to LC, and the rest is the right of the project c. If the score of Project Audit is above 80%, 25% of profit will be given to LC

and the rest 75% will be the rights of the project.

5. Loss sharing arrangements based on Project Audit is described as follows :

a. If the score of project Audit is less than 40%, the Loss will be a responsible for the project

b. If the score of Project Audit is between 40%-80%, the 50% of Loss will be a responsible of LC, and the rest 50% of Loss will be the responsible of Project

c. If the score of Project Audit is above 80%, 60% of Loss will be the responsible of LC, and the rest 40% will be the responsible of the project.

B. Functionals

I. Finance and Governance Functional

1. Finance and Governance Functional takes responsibility to ensure LC’s financial

sustainability and the implementation of good governance. Decide on where,

when, and how much the allocation of LC’s resources.

2. The Finance Functional consists of Vice President of Finance; one (1) general

Administrative Manager; one (1) accounting Manager; and two (2) controllers.

  26  

3. Vice President Finance and Governance will be the decision maker for all other

expenses, which are not decided by the Management Team. Those expenses must

be requested in advance, at least two days before the expenses occur.

4. Vice President Finance and Governance manages, supervises, and takes

responsibility of the work and performance of general administrative Manager;

accounting Manager; and controllers.

5. Internal Information Flow:

a. Finance and Governance Functional has email address

finance.aiesecui@gmail.com where every report and related finance and

governance things sent.

b. Every member of Finance and Governance functional has to check the email

regularly. All members are administrator of this email. Only certain rules of

this email apply:

i. Only LCVP Finance and Governance has the right to reply cash

advance request email.

ii. Only Accounting Manager has the right to reply or send invoice out

via this email.

i. Only Exchanger Controlling Manager has the right to reply

confirmation from exchangers and send the virtual receipt for

exchangers needed.

6. Financial Report made by Accounting Manager monthly using QuickBook

Enterprise Solution with accrual basis method according to Notes to Financial

Reporting and Accounting Policy from MC

7. Project Controlling is responsibility of Controlling Manager.

8. Project Audit is responsibility of Accounting Manager.

9. About Petty Cash:

a. Petty Cash is small amount of discretionary funds in form of cash used for

LC expenditures or reimbursement. Only General Administrative Manager

has the right to keep petty cash.

  27  

b. Every transaction using Petty Cash has to recorded in Cash Outflow

Report and the Receipt must be collected to Accounting Manager to be

save in Receipt Collection Folder.

c. Minimum amount of outstanding petty cash given per month is Rp

1.000.000,- . If the actual outstanding amount is already below the

minimum, then the petty cash should be refill until the amount of

outstanding is Rp 2.000.000,-.

d. The General Administrative Manager must confirm to LCVP Finance and

Governance whether additional petty cash is needed. The refill from

LCVP Finance and Governance must be recorded in Cash Outflow Report

submitted by General Administrative Manager to finance email.

10. Reimbursement & Cash Advance are responsibility of General Administrative

Manager.

11. About Letters in and out:

a. Letter in is accepted by LCVP Finance and Governance and General

Administrative Manager and obligate give it to related functional

b. Letter out is controlled by General Administrative Manager. General

Administrative Manager only tracks the numbering and purpose of

the letter; also keep the copy of the Letter.

12. Functional Tracking Meeting is responsibility of Controlling Managers.

a. Exchanger Controlling Manager conduct functional tracking

meeting with:

a. OGX GCDP

b. OGX GIP

c. ICX GCDP

d. ICX GIP

e. Expansion

b. Non Exchanger Controlling Manager conduct functional tracking

meeting with:

a. Communication

  28  

b. ER

c. TM

d. Project Development

13. About invoice:

a. Invoice in is responsibility of LCVP Finance and Governance

b. Invoice out (invoicing) is responsibility of Accounting Manager

14. Merchandising is responsibility of General Administrative Manager

15. General Administrative Manager must make merchandising strategy first

before the execution.

16. The work of Finance and Governance Functional will be managed furthermore

in standard operating procedures (SOP).

II. Communication Functional

1. Communication functional takes responsibility for the communication flow

of the local committee, internally and externally; communication role in LC

UI; also more about the non-corporate marketing.

2. Communication functional consists of Vice President of Communication

which; Information Management Manager; Promotion and Creative Manager

and staffs; Public Relation Manager and staffs; Media Relation Manager and

staffs.

3. To manage the communication flow of the local committee, Communication

Functional must ensuring there’s no lack of utilization of any tools and

platforms available for the member of AIESEC University of Indonesia. The

tools and platforms which managed by Communication Functional:

a. www.aiesecui.org

b. Any events to increase the personal and professional developments

c. Internal & external newsletter

d. Internal & external wall magazine

e. Slot in media partners

f. AIESEC UI YouTube account

  29  

g. AIESEC UI Twitter account

h. AIESEC UI Facebook Fanpage

i. Promotional tools (3 standing banners, 1 backdrop, 1 banner)

4. Vice President of Communication manages, supervises, and takes

responsibility of the managers’ work and performance below him/her which

are: Information Management Manager; Promotion and Creative Manager and

staffs; Public Relation Manager and staffs; Media Relation Manager and staffs.

Vice President of Communication also takes the responsibility for the

managers’ performance below him/her.

5. Information Management Manager takes responsibility:

a. to support the Vice President Communication for internal

communication flow in the LC (opportunities, updates, etc.);

b. for the communication related with visual spaces and technology

(website, blog, myAIESEC.net, etc) and;

c. to make the documentation of LC’s event.

6. Promotion and Creative Manager takes responsibility to support the Vice

President Communication for:

a. external communication in terms of promotion (posters, fliers, etc) of

LC’s activities;

b. the design of the promo, on tools and for brand internally and

externally.

7. Public Relation Manager takes responsibility:

a. to support the Vice President Communication in terms of relation with

public;

b. to do market research;

c. to make newsletter for student, parents, and public;

d. to make a cooperation with other student body organization;

e. to strengthen AIESEC LC UI’s brand positioning.

8. Media relation Manager takes responsibility to support the Vice President

Communication in terms of relation with media partner(s).

  30  

9. Except Information Management Manager, the other managers below the

Vice President Communication must manage their staffs.

10. The work procedure of this functional will be managed furthermore in

standard operating procedures (SOP).

III. Expansion Functional

1. Expansion Functional takes responsibility for the establishment &

development of new AIESEC entities, especially in Jakarta area

trough training and coaching.

2. Expansion Functional consists of Vice President Expansion Functional;

Expansion Coordinator; Expansion Controlling Manager; and Expansion

Youth Alliance Manager.

3. Vice President Expansion Functional manages, supervises, and takes

responsibility of the work and performance of Expansion Coordinator,

Expansion Controlling Manager, and Expansion Youth Alliance Manager.

4. Expansion Coordinator takes responsibility for coaching, tracking, and

maintaining relationship with the LC expansion and also the bridge

between the LC Expansion and Vice President Expansion Functional.

5. The Expansion Controlling Manager takes responsibility for compiling the

exchange number and progress tracker, branding, external relation, and

financial audit, and make the report for Vice President Expansion

Functional.

6. The Expansion Youth Alliance Manager takes responsibility for searching

new potential market for AIESEC Representative (Youth Alliance)

Program; conducting a market research; being the connector between

potential universities and AIESEC UI; and takes responsibility to be the

front man of expansion to the third party and will also be responsible for

the Jakarta Collaborative Project and will be responsible to be the ‘coach’

for Youth Alliance teams.

  31  

7. The work of Expansion Functional will be managed furthermore in

standard operating procedures (SOP).

IV. External Relation (ER) Functional

1. External Relation (ER) is responsible in establishing strategic

partnerships and maintain relationships with AIESEC UI’s external

stakeholders.

2. External Relation consists of Vice President of External Relation; one ( 1 )

Business Development Manager; one ( 1 ) Non – Corporate Manager; and

one ( 1 ) Alumni & BoA Relation Manager.

3. Vice President of External Relation manages, supervises, and takes

responsibility of the work and performance of Business Development

Manager; Non – Corporate Manager; and Alumni & BoA Relation

Manager.

4. Alumni & BoA Relation Manager takes responsibility to build cooperation

with BoA ,and Alumni in order to fulfill the LC’s need. This Manager is

also responsible to maintain the relationship with local alumni and local

BoA .

5. Business Development Manager takes responsibility to create strategic

partnership with companies, especially Financial Partnership and also

manage other type of partnership and joint project with corporate (e.g.

surveys, company brandings, etc),as well as supporting other department in

raising MT/TT, TNs for LC UI.

6. Non – Corporate Manager takes responsibility to create strategic

partnership with NGOs, Government Institutions, and also SME entities, as

well as supporting other department in raising DT/ ET TNs for LC UI.

7. External Relation (ER) offers products to external stakeholders. Segmented

products that ER member can offer to external stakeholder:

a. Partnership, including:

  32  

a. Project Partner: Partnership that includes external opportunities of

project engagement, which conducts not only a short-term project

engagement, but also long-term project engagement.

b. Exchange Partner: Partnership that includes external opportunities of

exchange engagement, which examples are sponsorship network,

quality development, and proper programs connection.

c. Youth Partner: Partnership that includes external opportunities,

specifically that is related with youth parties, which conduct any

collaboration in process of reaching and give larger impact to more

number of youth.

d. Learning Partner: Partnership that includes external opportunities to

give exclusive development system of learning and education for

AIESEC UI Members through all of the activities, which are related.

e. In Kind Partner: Partnership that includes external opportunities to

provide facilities in process of AIESEC UI program development.

f. Financial Partner (Champion Partner): Partnership that includes

external opportunities to contribute in all sectors of partnership

engagement in AIESEC UI.

b. Sponsorships for every project that involve sponsors on it, with division of

revenue stated below:

a. 50% for LC – 50% for Project if the sponsor attained through ER

member

b. 30% for LC – 70% for Project if the sponsor attained through OC project

c. Board of Advisory raising, with criteria of Raising:

a. Have specific set of skill that relevant to AIESEC UI Organization and

member development.

b. Willing to give active coordination and contribution to maintain the

development of AIESEC LC UI strategically and technically.

  33  

d. Alumni Engagement, which will provide access of alumni to actively give

inputs to the actual AIESEC UI development with the Quality Relationship

based-system

e. Access for Partners, to contribute and take part in internal activities of

AIESEC UI and external activities that related with AIESEC UI.

f. Other product, such as company branding and youth surveys

a. Vice President External Relation has authority to do review and take

corrective action for things related to External Relation Products.

b. All of the products defined are based on external relation strategy to

define and segment external relation market and will be synergized in

the process of utilization.

8. The work of External Relation Functional will be managed furthermore in

standard operating procedures (SOP).

V. Incoming Exchange Global Community Development Program (ICX GCDP)

1. Incoming Exchange Global Community Development Program takes

responsibility for the incoming exchange participant that coming to

Indonesia for Global Community Development Program and also

managing the Project Based on Exchange on our Local Committee

2. Incoming Exchange Global Community Development Program Functional

consists of Vice President of ICX GCDP, two ICX-GCDP TN managers,

one Research and Relation Manager and one Quality and Service Manager.

3. Vice President of ICX GCDP manages, supervises, and takes responsibility

of the work and performance of ICX-GCDP TN managers, Research and

Relation Manager and Quality and Service Manager.

4. Any parties (members, functional, projects) involved in ICX-GCDP area

must refer to the Internal Policies

  34  

5. Responsibilities of the Incoming Exchange Global Community

Development Program Team (ICX-GCDP Team):

a. Responsible for raising process. Raising process is the process of

co-operation with Non Governmental Organization (NGO) or

organizations alike which are deemed to be suitable as TN Taker

for accepting Exchange Participant (EP) to work for them.

b. Find out about the Organizations culture and profile as a part of

raising process.

c. Giving Proposal of ICX DT-GCDP to some NGO’s that we want to

approach.

d. Making Presentation about AIESEC University of Indonesia to the

targeted organization if it’s needed.

f. Helping organizations in order to fulfill Job Questionnaire. Job

Questionnaire is requirement form from TN Taker to EP if the

organization has agreed to take EP in its project/task.

g. Making Memory of Understanding as an agreement between the

organization and ICX GCDP team to have corporation that EP will

be involved in its project or tasks.

h. Responsible for the Matching process. This matching process is to

find out EP that is suitable with requirements of the organizations.

i. Responsible for making Trainee ship Acceptable Note (TN AN) for

the Matching process.

j. Making Invitation Letter to assist EP for getting Visa.

k. Making Traineeship Contract with the interns for before their

arrival date.

l. Responsible in monitoring the jobs of the incoming EP’s by taking

quotation / informal report about their job in their end of the first

week and the end of the job.

6. Limit of GCDP team:

  35  

a. Responsible for raising process. Raising process is the process of

co-operation with Non Governmental Organization (NGO) or

organizations alike which are deemed to be suitable as TN Taker

for accepting ExchangeParticipant(EP) to work for them.

b. Find out about the Organizations culture and profile as a part of

Raising process.

b. Giving Proposal of ICX DT-GCDP to some NGO’s that we want to

approach.

c. Making Presentation about AIESEC University of Indonesia to the

targeted organization if it’s needed.

d. Helping organizations in order to fulfill Job Questionnaire. Job

Questionnaire is requirement form from TN Taker to EP if the

organization has agreed to take EP in its project/task.

e. Making Memory of Understanding as an agreement between the

organization and ICX GCDP team to have corporation that EP will

be involved in its project or tasks.

f. Responsible for the Matching process. This matching process is to

find out EP that is suitable with requirements of the organizations.

g. Responsible for making Traineeship Acceptable Note (TN AN) for

the Matching process.

h. Making Invitation Letter to assist EP for getting Visa.

i. Making Traineeship Contract with the interns for before their

arrival date.

j. Responsible in monitoring the jobs of the incoming EP’s by taking

quotation/informal report about their job in their end of the first

week and the end of the job.

7. Limit liability for Organization Committee:

a. in case of accident incurred by the EP during the internship

b. In case of damages caused by the EP to the TN or to any third party

during the internship

  36  

c. In case of damages or lose of any working material (as laptop, camera,

cell phone, etc) provided to the Intern by the TN for work purposes.

d. For any consequential or indirect damages, including loss of income or

profits.

e. Where the failure to fulfill their obligations has been caused by

circumstances beyond their control.

8. The work of Incoming Global Exchange Internship Program Functional

will be managed furthermore in standard operating procedures (SOP).

VI. Incoming Exchange Global Internship Program (ICX GIP)

1. Incoming Exchange Global Internship Program takes responsibility for the

incoming exchange participant that coming to Indonesia for internship in

professional sector, such as companies etc.

2. The ICX GIP (MT/TT/ET) Functional consists of Vice President of ICX

GIP, Non Corporate Manager, Quality Delivery Manager, and Corporate

Manager.

3. Vice President of ICX GIP manages, supervises and takes responsibility of

the work and performance of Non Corporate Manager, Quality Delivery

Manager, and Corporate Manager.

4. The ICX flow consists of three main parts, which are : raising, matching,

and realizing. This whole process can be futher broken down in the TN

taker flow which has been divided into four main steps: sales preparation,

selling, delivery, and re-raising.

5. All ICX GIP managers will be responsible for the raising and matching

process of the ICX flow (mostly for Corporate Managers and Non

Corporate Manager).

6. The Quality Delivery Manager will mostly be responsible for the

realization part of the ICX flow and will coordinate realization activities

with other ICX GIP managers.

  37  

7. The type of research on specific organisation conducted on organisation

before approaching it as a TN can help in identifying what type of product

to market to it, how to approach it and where AIESEC can fit in its

business. While there are two types of basic organization needs: tangible

and intangible needs.

8. Few points to keep in mind :

a. Use information from internal research to match with organizational

needs

b. Ensure the Quality of the Job Role while raising it

c. Outline how you want to present the AIESEC Internship Program to

the organization

d. Look at the exchange pricing and define it

9. Sources of research:

a. Internet

b. Current clients

c. Interns

d. Alumni and BoA

e. Survey

f. Personal contacts

10. Apart from these, there are several other untapped bases of information

insurroundings such as relevant umbrella organization, bi-lateral agencies

etc.

11. ICX GIP managers and Vice President of ICX GIP will conduct targeting

of specified companies/institutions that would like to be approached as TN

takers from the market segmentation results Coordinate with ER in order

to avoid double approaching Coordinate with MC and LC expansions to

avoid market clash

12. The purpose of selling or marketing is to raise qualified and worthwhile

jobs for interns to come to Indonesia. The process of marketing is about

finding out your customer needs and finding a way to satisfy them through

  38  

the Global Internship Program, while clearly communicating the purpose

and objectives of the program.

13. Marketing is consists of general Marketing, which are:

a) What is AIESEC? We provide youth a platform to discover and develop

their potential to have a positive impact on society. This platform includes

exchange, leadership opportunities, conferences, and learning networks.

b) What does AIESEC do? AIESEC provides an integrated development

experience which includes a variety of forms of learning such as team

experiences, mentorship, personal reflection, seminars and conferences,

and other ways in which we can grow our own leadership and connect to a

diverse array of partners. We also integrate management and leadership

roles in the organization itself with international internships which is the

key role our 3500 corporate partners around the world provide as an

experience.

c) Why does AIESEC do this? We believe that this process has been

designed in way, that if a student goes through this process, he would have

had experience to be a change agent who provides positive change in

society.

d) What is the advantage of taking an intern through AIESEC?

i. AIESEC takes care of all the logistics of bringing the intern.

ii. Adapting the intern in the city/culture.

iii. You choose the kind of intern you need based on your

organizations requirement/need.

iv. You also select when and for how long you need the intern.

v. You are the end decision-maker on selecting the intern you want.

vi. Our main objective for doing this – is the opportunity of self

vii. Development of the individual and thus you might perceive these

internships as cost-effective.

e. The types of marketing:

i. Marketing call, consists of:

  39  

(a). Cold call: Cold calling is contacting organization unfamiliar with

AIESEC and ask for a meeting to sell exchange product. Contacts for

cold calls are generated through identifying organizations in specific

market segments AIESEC wants to target.

Cold call objective is to explain AIESEC to company representatives

or to get their agreement to taking internships and to get physical

meeting with a relevant company representative.

(b). Warm call is a phone call made to a lead an organization that is

already familiar with AIESEC or one that you have been referred to

by an individual/organization known to the target recipient of the

call. Warm call objective is to get physical meeting with a relevant

company representative.

ii. Marketing meeting and presentation

(a). First Meeting:

First meeting is very important because it creates first

impression to AIESEC from company representatives. It could

influence the result of the marketing process. The objective of

this meeting is to make the companies understand about

AIESEC along with the GIP and we hand over the Job

Questionnaire to be filled in.

(b). Follow up Meeting:

Total of follow up meeting depends on the needs both from

AIESEC and organization. It usually takes 3-5 meetings until

finally raise the organization as TN Taker. Second meeting’s

objective is to make the company already filled the Job

Questionnaire (JQ) form and we ensure it is filled properly,

means easy and quick to match, and also discuss about the

Memorandum of Understanding (MoU).

Sections that are crucial on the job questionairre form:

1. Job description (JD)

  40  

ü Create JDs that are interesting and challenging, such as create

strategies to attract new clients, instead of do marketing to search

for new clients.

ü Give inputs and propose JDs to the company because sometimes

they don’t have thoughts about good JDs that are suitable to the

EP.

2. Duration and dates of internship

ü Persuade the company to be flexible with the duration and starting

date of internship.

ü Explain that we should adjust to the supply of EP, which is the

availability of the EP itself.

3. Region of the world

ü Do not picky with country of the interns! Because it will prolong

the delivery time and make it difficult to match.

ü Tell that all of EPs have the same standard since they follow the

same procedures at the selection process.

4. Salary and administration fee

ü Point the minimum salary and its’ necessity.

ü Explain the purpose of administration fee and its’ payment period.

ü There are 2 periods of administration payment. First payment is

paid when the company signs the MoU. And second payment is

paid when the intern come to the company (realized).

ü List of administration fees

Management /Technical Traineeship:

• SME & Non-SME (6-8 weeks): Rp1.300.000,00

• SME (>2-4 months): Rp2.500.000,00

• Non-SME (>2-4 months): Rp3.500.000,00

• SME & Non-SME (>4 months): Rp4.000.000,00

Educational Traineeship:

• AIESEC University (6-8 weeks) : Rp6.000.000,00

  41  

• Public Institution (>2-4 months) : Rp2.000.000,00

• Private Institution (>2-4 months) : Rp2.500.000,00

• Public & Private (>4-6 months) : Rp3.500.000,00

(c) Third meeting

After agree with JQ and MoU at the second meeting, bring

the final JQ and MoU to the third meeting. The objective of

third meeting is for finalizing the agreement to taking

internship and sign the JQ and MoU.

14. The matching process is part of the delivery process. It starts from the

moment the JQ (Job Questionnaire) is entered on to the system to

integration of the EP in the hosting LC.

15. The visa for EP in ICX GIP is socio cultural and AIESEC will help the EP

to apply this visa or renew the visa by making invitation letter or sponsored

letter. For most of LC, invitation letter from AIESEC is enough. But in

case there is LC which needs recommendation letter from university

(Dean), the procedures will be manage in the standard operating procedures

(SOP).

VII. Outgoing Exchange Global Community Development Program (OGX GCDP)

1. Outgoing Exchange Global Community Development Program (OGX

GCDP) consists of one Vice President; Research and Relation Manager;

Exchange Process Manager Region Asia Pacific; Exchange Process

Manager Region CEE & MENA; Exchange Process Manager Region CEE

& Ib. America

2. Vice president of Outgoing Exchange Community Development Program

manages, supervises, and takes responsibility of the work and performance

of Research and Relation Manager, Exchange Process Manager Region

Asia Pacific, Exchange Process Manager Region CEE & MENA, Exchange

Process Manager Region CEE & Ib. America.

  42  

3. Research and Relation Manager takes responsibility on research and

relation of team member(s).

4. Exchange Process Manager Region Asia Pacific takes responsibility on

exchange process team member(s) in Asia Pacific region.

5. Exchange Process Manager Region CEE & MENA takes responsibility on

exchange process team member(s) in CEE & MENA region.

6. Exchange Process Manager Region CEE & Ib. America takes

responsibility on exchange process team member(s) in CEE & Ib. America

region.

7. Any parties involved in outgoing exchange flow or activities must refer to:

a. International Exchange Policies and Procedures.

b. AIESEC Indonesia Outgoing Exchange Global Community Development

Program Guideline.

c. Outgoing Exchange Global Community Development Program Policies

and Standard Operational Procedure AIESEC Local Committee

Universitas Indonesia.

8. Outgoing Exchange Global Community Development Program (OGX

GCDP) act as sending local committee by organizing the exchange

program.

9. OGX GCDP takes responsibility before the exchange program, during the

exchange program, and after the exchange program.

10. The roles OGX GCDP takes for the exchange program:

a. Organize an “Exchange Participant Selection” according to the

definition of Selection in the Quality Standards and ensure that every

member participating in an internship has passed through it.

b. Assign an Exchange Participant Manager (hereafter, “EP Manager”)

to assist the Exchange Participant (hereafter, “EP” or “Intern”) in

completing the expectation setting, all required paper documentation,

completing the EP Form on MyAIESEC.net, finding a project for the

  43  

EP, monitoring the EP condition during exchange, and manage the

feedback from EP after exchange.

c. Train and assist the member in matching procedures and use of

matching tools (MyAIESEC.net Exchange Module, Wikis and

Classifieds).

d. Inform the EP of his/her current match status. In case the EP is

responsible for his/her own matching, the LC should consistently

track his/her matching status as well as provide guidance and overall

support.

e. Provide necessary support to the EP to send official Acceptance

Notes when needed.

f. Verify if the EP can legally travel abroad independently, with or

without parents’ formal authorization and without requiring the

Hosting LC/Hosting MC/TN to have legal power of attorney over the

Intern.

g. Provide adequate pre-departure preparation as outlined in the

Exchange Process Standards

h. Educate the EP on the responsibilities of all parties involved in the

exchange process.

i. Educate the EP on the complaint procedures.

j. Guide and support the EP through all quality issues using the

International Exchange Policies and Quality Standards.

k. Communicate with the Host LC and intern to coordinate the

reception so the requirements in the reception section Exchange

Process Standards are met

k. Periodically evaluate the internship and communicate with the EP

throughout the duration of the internship at least on a monthly basis.

l. Encourage the EP to complete and submit the measurement surveys.

Inform the intern of the timeline for completing measurement

surveys and facilitate the online or offline completion of surveys.

  44  

m. Provide the EP with the opportunity to re-integrate into the sending

LC as outlined in the Re-Integration section of the Exchange Process

Standards.

11. OGX GCDP must inform the exchange participant about intern

responsibilities, which are:

a. Participate in the EP selection process that is organized by the

Local/Member Committee.

b. Attend the Pre Outgoing Exchange Seminar that will be held 2 (two)

days after the EP announcement.

c. Complete and sign all documentation pertaining to participation in an

AIESEC internship. This includes, but is not limited to, the Student

Contract, EP Resume, and Agreement of Expectation.

d. Choose whether the EP wants to get matched based on the project

available or country preferences.

e. Complete the student resume template that will be uploaded by the EP

manager on MyAIESEC.net as the EP form.

f. Pass the language test(s) for all proficiency levels in non-Native

languages or have written proof of the language level(s) as specified in

the EP forms.

g. Attend preparation events and complete the preparation requirements of

the country and territory

h. Provide the required information to the Host LC and TN in order they

can verify the EP

i. Can legally travel abroad independently and would be able to work

legally in AIESEC internship in the Host Country.

j. Communicate continuously with the Home LC of the matching status

and any changes of preferences or issues that arisen.

k. Re-evaluate written or unwritten specifications if unsuccessful with

matching after one month of consistent matching.

  45  

l. Inform the Local and/or Member Committee if they become

unavailable for an internship, or if they are looking into other

opportunities.

m. Have sufficient funds to incur all expenses related to transportation to

and from the host country and territory.

n. Have sufficient funds to cover all living expenses for the first four

weeks of the internship.

o. Review the visa/work permit regulations for the host country prior to

the purchase of a ticket to travel to the country (air/sea/land

transportation)

p. Acquire the necessary legal documents to participate in an internship in

the foreign country (visa, insurance policies, medical certifications,

working and residence permits and other required documents). Intern

shall incur all costs related to all legal documentation or processes.

Even if it is not required for obtaining visa, work permit or residence

papers, it is highly advisable to have an international insurance that

covers at least expenses of illness and accidents.

q. Ask the Hosting LC and search by themselves all the information

related to life conditions in the Hosting Country in order to be aware of

any potential risk in the country or local area.

r. Officially register with the home embassy in the host country.

s. Maintain communication with the Sending and Hosting Local

Committees throughout the internship.

t. Provide current contact information to the Local Committees (host and

home).

u. Prepare to give presentations about the home country and culture to

organization employees, AIESEC members, and other audiences.

v. Take a proactive and independent role in getting involved in the

community and in other activities outside the internship.

  46  

w. Take a proactive and independent role in integrating with the local

AIESEC chapter and its membership.

x. Participate in AIESEC activities relevant to interests and goals.

y. Give input to the Host Local and Member Committees about future

internship opportunities with the organization they are working for to

provide similar opportunities to other Interns in the future.

z. Participate in reintegration activities after their arrival to their home

country with their sending LC.

12. The liability limit of the OGX GCDP (which act as the AIESEC sending

Local Committee) is the same with the liability of AIESEC International,

and AIESEC hosting local committee, AIESEC sending Local Committee

may only be held liable for their personal respective responsibilities as

described in this Statement of Understanding, its annexes and appendixes.

13. In particular, AIESEC International, AIESEC sending local committee and

AIESEC hosting local committee shall never be held liable:

a. In case of refusal from the authorities to provide a visa, work permit or

any other legal document or authorization needed by the individual to

participate in the internship

b. In case of false, inaccurate or incorrect information provided by the EP

or the TN resulting in the match/internship

c. In case of accident incurred by the EP during the internship

d. In case of damages caused by the EP to the TN or to any third party

during the internship

e. In case of damages or lose of any working material (as laptop, camera,

cell phone, etc) provided to the Intern by the TN for work purposes.

f. For any consequential or indirect damages, including loss of income or

profits.

g. Where the failure to fulfill their obligations has been caused by

circumstances beyond their control.

  47  

VIII. Outgoing Exchange Global Internship Programme (OGX GIP)

1. Outgoing Exchange Global Internship Programme or known as OGX GIP

is one of the new functional in AIESEC in these past two years. This

function have a job to have communication and relation with other Local

Committee in 110 Countries in order to send Indonesian (our local) people

which taking Outgoing Exchange for Global Internship Programme or

known as OGX Corporate which provide Professional Internship by having

exchange to another AIESEC countries, the member of OGX GIP will have

responsibility to make our client get their internship in the company at

another AIESEC country by international virtual process.

2. In this functional also, we have to manage our relation with other AIESEC

Local Committee by having cooperation and research of international

internship database in our AIESEC system.

3. OGX GIP consists of Vice President of OGX GIP; Research & Relation

Manager; Exchange Process Manager; Exchange Process Manager.

4. Vice President of Outgoing Exchange Global Internship Program takes

responsibility on maintaining and managing the functional OGX GIP by

developing strategy within analysis based on external and internal team

performance and LC strategies as a whole. With responsibilities through

LC and on how guiding the functional to synergize with other functional in

order to achieve the goal of organization itself.

5. Research and Relation Team consists of:

a. Research and Relation Manager (Team Leader) The role of this portfolio

is developing strategy and managing the outgoing exchange activity

focusing on segmenting for market research for external market for OGX

GIP, developing on cooperation between LC to LC and analysis about

current available TN on myaiesec.net which fit to potential market in

Jakarta and collaborating together with the VP OGX GIP and the OGX

GIP team.

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b. Junior Supply and Demand Researcher (Team Member) maintaining

Research process and cooperation by international virtual AIESEC system

with other AIESEC Local Committee around the world.

c. Junior External Market Researcher (Team Member) maintaining Research

process for potential target (such as Universities, Companies) as our client

for Intern Supplier from Indonesia to another countries for taking our

Global Internship Programme Exchange.

d. Junior Public and Media Promoter (Team Member) maintaining

collaboration of promotion for our product of Global Internship Program

which is International Internship.

6. Exchange Process Team which are :

a. 2 Exchange Process Managers (Team Leader)

The role of this portfolio is developing strategy and managing the outgoing

exchange activity focusing on raising matching and realizing process,

together with the VP OGX GIP and the OGX GIP team.

b. Junior Exchange Ambassadors (Team Member)

Manage searching process of available job on international system, set the

international virtual meeting between our local Intern with potential

companies which cooperated with other AIESEC Local Committee in

other countries.

7. Global Internship Fair Team which are :*

a. Organizing Committee President (Team Leader)

b. Organizing Committee Finance (Team Member)

c. Organizing Committee Programme (Team Member)

d. Organizing Committee Communication (Team Member)

e. Organizing Committee Marketing (Team Member)

f. Organizing Committee Logistic (Team Member)

*(Job Description explanation will be explain on Project Policies of

Corporate Fair)

  49  

8. For any parties (members, functional, projects) involved in TM area must

refer to the Internal Policies.

9. Exchange and fee system is described in table below:

10. Raise fee paid on the day of Signing Contract Week Process.

11. Match fee will be paid when the Intern status in myaiesec.net system

already Matched and the Intern should pay the match fee within the

deadline 2 weeks after the Intern matched on system and will get penalty in

each day of their lateness based on Fee Policies from Finance Functional.

12. Break Match Fee Rp 1.000.000 is paid in due situations in the amount not

smaller then the initial fee in period up to 14 days after the decision of

Break match.

13. Additional conditions for match break from EP side :

a. 2 weeks deadline for Hosting Entity to provide all the necessary

documents for visa application (unless other timeline was agreed).

b. Visa process delay (other delay caused by third party/authority) that

fundamentally changes internship conditions or timeline.

OGX

Interview

and Raising Matching Realize Raising Matching Realize

Noncorp

X Normal Rp1,500,000 Rp1,000,000 Rp600,000 Rp400,000

X+L

LR Non-

EB Rp1,500,000 Rp500,000 Rp600,000 Rp200,000

LCEB LR Rp750,000 Rp250,000 Rp300,000 Rp100,000

Corp

X Normal Rp1,000,000 Rp2,000,000 Rp500,000 Rp600,000 Rp600,000

Rp

200,000

X+L

LR Non-

EB Rp1,000,000 Rp1,500,000 Rp500,000 Rp600,000 Rp400,000

Rp

200,000

LCEB LR Rp1,000,000 Rp700,000 Rp300,000 Rp500,000 Rp200,000

Rp

100,000

  50  

c. Family reasons – The Intern may be requested to provide proof of

emergency. After breaking a match due to family emergency the intern is

not allowed to put an EP form on “Available” or raise new EP form on

myaiesec.net for the next 6 weeks. In this case EP has to be withdrawn from

X (myaiesec.net) program for 6 weeks.

14. Additional match break clarifications:

a. If there is a problem with internship ( ref.to Section 6) that can’t

be resolved AIESEC LC should provide new internship within the same

country within the period that corresponds to 20% of total internship

duration but no longer than 1 month (Old IXPQS defined a period of 2

month that is irrelevant in case of 6 week internship).

b. (To the previous policy) If suitable internship can’t be found, or If

the immigration or labor law don’t allow the intern to stay in the country

Intern has a right for full compensation of travel expenses and other

expenses caused by violation of the policy. Claims to any such

compensation must be made within 1 month of the date that the problem

occurs.

c. Intern and hosting entity should

consider that If a minimum of three Internships corresponding to the

specifications of the EP form are presented

within certain period and the Intern rejects them, the Hosting AIESEC

entity is under no further obligation to the Interns.

15. Break Match from TN side:

a. In case there is an issue with intern Intern may be asked to pay

up to 50% of the Exchange program fee (TN fee)

paid by organization before or other expenses

incurred on the Intern by organization

b. Notification! If the TN fee mentioned on

the TN form is (0) zero, there can be no TN fee reimbursement

through complaint procedures.

  51  

c. In case of AIESEC entity itself runs projects where TN fee is

mentioned as (0) zero, the Hosting Entity shall not be entitled to TN

Admin fee reimbursement.

d. However, if the Hosting Entity can provide evidence of expenses

incurred on the Intern

by organization, the amount can be scrutinized or

considered for reimbursement during complaint procedures.

IX. Project Development (PD)

1. Project Development takes responsibility on creating projects/events for

youth in Jakarta to get them know more about AIESEC and maintaining the

quality of all projects in AIESEC UI.

2. The Project Development Functional consists of Vice President of Project

Development, Youth Engagement Research & Development (R&D)

Manager, Youth Event Manager,and Engagement with AIESEC (EwA)

Project Coordinator.

3. Any parties (members, functionals, projects) involved in PD area must

refer to the Internal Policies described below.

4. Vice President of Project Development takes responsibility, manages, and

supervises the work and performance of Youth Engagement Research &

Development (R&D) Manager, Youth Event Manager,and Engagement

with AIESEC (EwA) Project Coordinator and the staffs below them.

5. Youth Engagement Research & Development Manager is responsible:

a. to conclude and communicate the result youth research to LC,

especially LCVPs related;

b. Evaluate the youth organizations/communities research, whether the

organization is aligned with AIESEC values and approve the

organization to be approached for partnership establishment;

c. Establish & maintain partnership with youth

organizations/communities;

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d. Analyze the feedback from participants of every project;

e. Maintain relationship with AIESEC Buddy Community through

physical and virtual acitivities;

f. Manage facebook group AIESEC Buddy Community; Manage all data

of AIESEC Buddy Community.

6. Youth Event Manager is responsible to:

a. Create collaborative projects between AIESEC, other youth

communities, and AIESEC Buddy Community.

b. Conduct recruitment of volunteer for PBoX.

c. Youth Event manager will be responsible to recruit volunteer from

associate members (youth outside AIESEC).

d. Manage collaborative projects with other functionals.

e. Be project coordinator of Youth Talk and Lead Talk of AIESEC LCUI.

7. Every functional that want to have collaborative event/project will

coordinate with Youth Event Managers.

8. EwA Project Coordinator is responsible to:

a. Develop project tools including pre-proposal, hearing, and project

report template.

b. Evaluate the effectiveness and revise the project tools.

c. Conduct EwAactivity Filtering to every project that is related to youth

engagement.

d. Be project coordinator of EwA project in LCUI to supervise OC team

and ensure the implemented project flow is aligned with project

standard guideline.

e. Control the project quality through OCP tracking.

9. The work procedures of Project Development will be mangaed furthermore

in Standard Operating Procedures (SOP).

  53  

X. Talent Management

1. Talent Management is responsible in managing and developing the human

resource of the organization. For example through allocation of member to

functional, training, conference, and assessment.

2. The Talent Management Functional consists of Vice President of Talent

Management, Recruitment Manager, Consulting Manager, and Talent

Development Manager.

3. Any parties (members, functionals, projects) involved in TM area must

refer to the Internal Policies described below.

4. Vice President of Talent Management takes responsibility, manages, and

supervises the work and performance of Recruitment Manager, Consulting

Manager, and Talent Development Manager.

5. Recruitment Manager is responsible for choosing the right and best talents,

make sure ‘the right man in the right place’, have the future leaders in LC

UI on his/her hands.

6. For ongoing OGX selection, recruitment manager will coordinate with the

OGX functional. The OGX functional responsible for the EP applicants

while recruitment manager is responsible for the recruitment team to assess

the EP applicants.

7. Recruitment Manager is responsible to track the recruitment both for the

recruitment teams and AIESEC fair committee

8. Consultant Manager Responsible for maintaining each members get a

quality experience through feedback system and be a consultant for

personal and professional development of member.

9. Talent Development is responsible for increasing the quality of LC UI’s

leaders through induction, training, and conference. Give LC UI its global

atmosphere to all members through implementation of Global Learning

Environment.

10. The work procedures of this functional furthermore will be managed in

Standard Operating Procedures (SOP).

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