Pankuri Sundra Manifesto LCP 2013, AIESEC in Chandigarh
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Transcript of Pankuri Sundra Manifesto LCP 2013, AIESEC in Chandigarh
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Fulfilling our DESTINY
Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a
thing to be achieved.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section A | Opening note
In the beginning of the year 2012, we came to know that our LC was in Debt, that we owed a lacs of
rupees to the Member Committee and we barely had any reserves. All dreams of achievement had to be
put on hold. We recruited from various outbound colleges and a major proportion of the membership turned out to be hostlers. We did not know what would happen but we had a belief that we will rise and
we will be able to overcome the shortcomings during the year.
We did not stop any operations or rather we found a way around it of doing things differently. We did not have many members go out to colleges and sell forms for us but we worked our way around it and
started giving lead sessions instead. These sessions were instrumental in attracting the right kind of
people despite us not being able to promotion in the conventional manner. We also turned a investment conference into a profit generating conference. We knew we were in a grim situation but we did not
become weaker, rather we grew stronger.
I believe AIESEC in Chandigarh never fears and always breaks all stereotypes.
In 2009, we lived AIESEC with undiluted passion
In 2010, we achieved greatness In 2011, we learnt how to dream unlimited
In 2012, we performed with passion and purpose
Against all odds, The year 2013 for AIESEC in Chandigarh will be about fulfilling our DESTINY.
The year 2013 will be the year of culmination, where we accumulate our success and failures of the past years and utilize the learning to transform the LC and make it what is destined to be. It will be the year
where excellence in leadership will be fostered and real change agents will be created. IT will be the year where AIEEC in India will see an LC rise and create a new league of Local Committees for the world to
follow.
AISEC In Chandigarh, I hope you are ready for the challenge!
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section B | Personal Information
Full Name Pankuri Sundra
Date of Birth 1st July 1991
Address # 99, 28 A, Chandigarh
Mobile 9876010077
Email [email protected]; [email protected]
II Academic Qualifications
Bachelor of Engineering (B.E.)
B.A LLB(Hons), University Institute of Legal Studies, Panjab University December ‟09 | 7th Semester | Aggregate – 1st Division
Class XII
Vivek High School Sector 38, Chandigarh June 2009 | Aggregate – 74.3%
Class X Vivek High School Sector 38, Chandigarh
June 2007 | Aggregate – 82%
III Additional Experiences
Founder member: FIFA Gaming League
IV Software Skills
Software/OS Skill Level Packages of which I have Experience
MS Office Excellent Word, PowerPoint, Excel, FrontPage
Web Development & Internet Good FrontPage, Firefox, IE, Outlook
Mac Skills Good MAC OS X, iWork, iLife
Achievements
High School House Captain
Attained Duke of Edinburgh‟s Award (Silver Level).
School Round Square Member
Interests
Jigsaw Puzzles l Sudoku l Gaming l Music l Cross stich l Kho-Kho l Reading l Food
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section C | AIESEC Experience
1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your
contribution/performance, as well as the main learning you derived from each role.
GCDP Team Member (5 months) – Aug ’09 to Jan ’10
I joined AIESEC knowing that this is the place where I wanted to be for long and instantly I started
working, trying to contribute in whatever little way I could. I used to sit throughout the night
spaming the whole AIESEC Network about Project Daves and trying to convince couple of Chineese
Eps to come down and work for the same. Along side, I started helping in another Project Initiative-
D-tox and started to approach schools and soon couple of art and painting work shops were
organised by me and my other team mates which got the LC about Rs. 15000.
Key Learnings:
1. Understanding AIESEC‟s Corework – Exchange
2. Market reseach and segmentation
3. Direct Sales
OC VP External Relations, Balakalakaar 2009 (2 months) – Oct ’09 to Nov ’09
A new inititave again- Balakalakaar 2009, as soon as i saw the application of the core OC have
opened, i instantly applied for the same and was selected as OC VP ER. One event with our target
getting 1500 underprivledged children, one day of full excitement and fun and learning, one day for
the little angles to paint away their dreams and all responsibility for making this happenwas on my
team and I. With no company ready to invest in our new initiative, we came up with a new stratergy
of Adopting a Balakalakaarand raised about Rs 70,000. Each day was a challenge and and me
and my team took it up corageously.I was awarded the ‟‟Best OC Member Award at the end of the
year but more than that i got my actual award at the day of the event itself when I saw 1500
smiling and happy faces around me.
Key Learnings
1. Product packaging-I made my first proposal then!
2. Managing diverse set of people in an intense environment
3. Stakeholder delivery
Team Leader Rural Development (7 months)– Feb ’10 to Aug ’10
This was the first time when cold water was poured on me and I was intrusted with yet another
position. I was given 7 members and that was the time when I realized my responsibility as I knew
there would be 7 pairs of eyes looking upto me. Our team had many team meets and Team chill
outswhich made us strong and bonded. We overshot our target and managed to deliver 40
expereinces. We celebrated our success with all 40 interns which came to Chandigarh. I had my first
homestay then -Alexander Wong who was from Indonesia. And after that about 60 interns came
over for home stays and left beautiful memories behind that my family and I will always cherish.
Key Learnings:
1. Stratergizing and Planning
2. Stakeholder Communication & Management
3. Member development
Team Leader Eureka/Pheonix (4 months)– Sept ’10 to Dec’10
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
This was something totally different and new for me. Our team name was ‟‟The Flintstones”and I
thought that we‟ll say Yaba-daba-dooand everything will start rolling but It didn‟t turn out to be like
that.It felt like everthing had become in slow motion. The company would take weeks to reply, the
Eps would take weeks to get convinced and It was harder to retain members as well. Everything
took time and this were I learnt to be patient. I believe my term was succesful as I developed my
team members and later three of them went ahead and took TL/OCP positions.
Key Learnings:
1. Implementing effective ways to do Exchange
2. Understanding team dynaimcs
3. Building IR for AIESEC Chandigarh
____________________________________________________________________________________
Alumni Relations Manager (3 months)– October ’10 to Dec’10
This was fun! As ARM I was working directly with the LCP then-Mr Sahil Dewan. It was new and
very exciting for me. I was to track and create a database for a start of all the Alumni since AIESEC
Chandigarh‟s Inception. I was on a duel role then and so I tried to raise some TN‟s for GIP aswell!
I solely organised an Alumni Engagement Event as well in November around Diwali at Cafe OZ(It
was a new and a cool place then!). I managed to re connect couple of Alumni back with AIESEC and
some of them still continue to visit AIESEC Chandigarh whenever they are in town and support in
whatever way they can.
Key Learnings:
1. Honed my general communication skills.
2. Managing puliing of an event solely.
____________________________________________________________________________________
Vice President Global Internship Program-Incoming Exchange (12 Months) – Jan ’11
to Dec’11
““Suit up, because this ride is going to be LEGEN...wait for it...DARY.”
I wasvery excited to be apart of ’’The Fellowship” and the GIP ICX commission. It was truely an
intensive learning experience. My department name was ’’The Punks’’ and I had an all boys
department and it is TOUGHto get work done from them. This was the most hardest, grilling yet
exciting expereinces of my journey in AIESEC. I was handling two projects-Build your Future and
Eureka/Pheonix. I worked hard to achieve an Increase in the absolute number of exchanges from 2
expereinces in 2010 to 16 experiences in 2011. A relative growth of 800%. In Project
Eureka/Pheonix, we delivered 20 expereinces. By the end of the year, the GIP-ICX portfolio won us
the Most Progessive LC in GIP-ICX award for 2011.
Key Learnings
1. Portfolio management and Implementation.
2. Building a department culture.
3. Talant Management for the department.
4. Stratergizing and Planning
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Vice President Finance (12 Months)– Jan ’12 till today
“With great power comes great responsibility.”
I have learnt so much in this portfolio. Financial management; Budgeting; Accounting and Book
Keeping; Banking; Auditing; Planning and Stratergizing are somethings that i have gained
knowledge in my term. The moment i was made aware about the total amount we owed to the MC,
I took it as a challenge and decided that by the end of the year, I will not only clear the debt but
leave a reseve as well for the next year.This is also the year in which a Lcong-OSC was not an
investment but a profit generation source.
Key Learnings
1. Year long Crisis Management
2. Balancing between optimum utilisation of financial resources and debt repayment.
3. Finacial Restructuring
Other Experiences:
a) NLS Onsite OC – Jan ’10
b) MENAXLDS – Mar ’10
c) EBC – May Local Congress – May ’12
d) Heading the Quality Task Force– July’12
e) EBC- October Stratergy Conference-Oct’12
f) EBC- Youth to Business Forum- Oct ’12 till now
2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a
max of three each)
Whenever I try to recall my expereince and try to evaluate, I become very over critical for myself. I
always feel there could be something more I could have added. I have taken very diverse rolls head on
in this organisation and have learnt a lot from every position or roll I was put into and made the most of
it.
Following are some of my accomplishments in AIESEC that I really cherish:
1. Organizing Committee President Rural Development
GCDP ICX did not get any administrative fee from their clients. I took up this fantastic
oppertunity and really wanted to change this aspect about this portfolio. After lot of brain
storming on this with my NGO clients, I stratergised a new way of generating money from the
interns who came to work for project. We strated to charge interns a minimum amount of Rs
2000 for their 6 weeks free food and accomodation. I along with my team delivered 40
expereinces which fetched the Local Committee a sum of Rs 80,000 directly. During my term I
also was given an oppertunity to go to for an amazying conference-MENA XLDS in Jordan but I
set everything before I left so that my department and project did not sufer.
2. Balanced my life with AIESEC effectively
I am very close to my family, I have four Best Friends, and I like my college. I have managed to
strike a healthy balance between all this. I have never let these things get affected by each other
and I take it as a credit!
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
3. Grabbed all the diverse opportunities that came my way
It is a well known fact that one comes across many oppertunities in AIESEC and its up to the
individual as to how many he/she wants to grab. I have taken the maximum oppertunities that I
could. I worked across different portfolio‟s in AIESEC and have had a really diverse experience. I
believe I have lived AIESEC in its true form.
An area, which I consider I could have & should have done better in AIESEC are:
1. Not achieved my target when i was VP GIP ICX.
3. List the Local/ National/ International conferences you have attended and in what capacity.
Conference Profile Date Place
National Leadership Development
Seminar
Delegate Sep ‟09 Silvasa
LCONG Delegate Oct ‟09 Zirakpur
LCONG Delegate Jan ‟10 Zirakpur
National Congress ’10 Onsite OC Jan ‟10 Kodaikanal
MENA XLDS Delegate Mar ‟10 Jordan
LCONG Delegate May ‟10 Parwanoo
June National Conference ’10 Delegate Jun ‟10 Silvasa
National Strategic Conference ’10 Delegate Oct ‟10 Silvasa
LCONG Delegate Oct ‟10 Parwanoo
National Leadership Seminar ’11 Delegate Jan ‟11 Jaipur
June National Conference Delegate Jun ‟11 Silvasa
LCONG Facilitator Oct ‟11 Shimla
National Strategic Conference ’11 Delegate Oct ‟11 Silvasa
LCONG Facilitator,EBC May ‟12 Parwanoo
LCONG Facilitator,EBC Oct ‟12 Shimla
4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh. How do you
think other members on the team would evaluate your contribution to the team & LCs organizational
direction?
I have been apart of two executive body roles and if I look back at my experience, it has been a very
diverse, eventful, and an immensely learning experience.
Year 1: The Fellowship
This team comprised of very strong individuals. It was a mix of individuals who were very diverse and
this was something that made this team different and special. According to me, the members of the
Fellowship would view me as someone who was very balanced and someone who actively took part in
helping and reaching out to all portfolios in whichever way I could.
Year 2: Roo-Ba-Roo
Whatever I say about Roo-Ba-Roo is less. Roo-Ba-Roo is one team that is very close to my heart. I know
for a fact that I have found more friends for life in this team. The team would describe be as someone
who is very positive, excited, adaptable, and understanding. As far as LC‟s organisational direction is
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
concerned, I feel my contribution was more determined by the limitation of the portfolio that I am
heading and hence I was always viewing prospects from a safer perspective.
5. What are your three basic Learning‟s/Values for life, which you have derived through your AIESEC
experience? (Answer objectively)
All the experiences that AIESEC offers you, adds to your personal and professional learning. The
following are the ones that have definitely add to the person who I am today:
Culturally sensitive
Enjoying participation
Activating Leadership
Section D | Motivation
1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for
this role & what makes you best suited for this role?
“The only person you are destined to become is the person you decide to be.”
Over these three and a half years, in the back of my mind, I have always had that want to be the LCP of
this phenomenal local committee. The thing has kept me going every time is the thought of leaving
AIESEC. I am passionate of whatever I take up and I am very passionate about AIESEC and the thought of leaving it drives me to apply for a role in AIESEC.AIESEC in Chandigarh is a Local Committee which is
veryvalue driven in it's existence and that I believe is something which is hard toreplicate in any other organization. When I think of AIESEC Chandigarh in 2013, I want to be LCP for the following
simple reasons:
The amount of opportunities are limitless and with the path this LC is on, my commitment &
ownership through my vision for this LC will take it through to the ideal LC state, rather we will define an Ideal LC state in AIESEC.
Everyday spent in AIESEC, the passion for doing bigger things than the previous day personally
and in AIESEC keeps on accumulating; this role is the best vent for that passion and realizing the scope in 2013, I can‟t get any other platform in an capacity in AIESEC to do bigger things!
I foresee AIESEC Chandigarh: 1200 TMPs, facilitating 180 EP‟s experiences, hosting the biggest events in the city, handling a budget of approx 50 lacs, achieving the maximum impact till date,
inviting 300+ trainees, contributing to the National strategy of AIESEC India considerably well. Making every Member, Trainee, Client, Parent feel proud and just overwhelmed of being
associated with a phenomenon – AIESEC Chandigarh! Wow, what a feeling to represent this
phenomenon and guide it forward
“If you run you stand a chance of losing, but if don‟t run you have already lost!‟‟ Barack Obama
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
I am confident of being best suited for this prestigious roles because of the following:
Self Belief and determination: More than anything else, I believe my passion, unconditional
love, understanding of the current scenario and the road ahead, I believe I am ready and very
excited to take such a role.
Experience: This Local Committee needs a leader who understands the holistic functioning of
this chapter. I believe that the three and a half year experience I have gained in this
organisation, handling some of the most crucial and diverse roles in the local committee equips
me with the required knowledge and experience to take this most awesome local committee
forward.
2. Describe your future short-term and long-term career and personal goals. How do you expect an
LCP term to help you achieve these goals and why now?
Short Term Goals:
To complete my Law Degree in time with 1st Division.
To go for an International Conference.
Being Local Committee President – AIESEC in Chandigarh.
Long Term Goals
To have a Masters in Business Administration or Masters in Finance degree.
To become independent and start-up something good.
To get married!
3. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or
otherwise). Ideally, how much time should an LCP give to his role?
On the Academic front, I‟m into the fourth year of my five-year law degree. Apart from this I have no other time commitments.
Being Local Committee President is a 24* 7 hours role. I would make myself available to handle all AIESEC responsibilities as and when the situation demands.
4. What are your three most substantial personal accomplishments (non-AIESEC), and why do you
view them as such? Provide a candid assessment of your strengths and weaknesses.
School House Captain: I was appointed the role of House vice Captain when I was in class 11.
After concluding my role as vice captain successfully, I was promoted to House captain in class
12. This is the highest position that a student can attain in a house. I was responsible for
managing the students under my house, by ensuring disciple in the house, making teams for
competitions and motivating students to contribute towards maintaining the house sprit. I always
felt satisfied when I came across a shy kid who had the potential to do well in a competition but
never took a step forward. I would always take an extra step to help such kids out and help
them reach their potential. This was the most pleasing part of my role as a House captain. I also
developed a competitive spirit and the knack of motivating students to work for the house.
FIFA Gaming League: This is an organization that I founded with my best friends. We
conducted 3 FIFA tournaments which brought more than 300 enthusiastic participants from the
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
tri-city. Even though I‟m not an avid gamer, I got involved with this because of my friends and
thought that it would be a good learning opportunity. All the tournaments hosted by us where
considered a success with great response from the participants. Many experiences learnt during
my AIESEC career have helped me with organizing these tournaments and vice-versa. Talking to
the media, promoting an event, getting sponsors and taking care of the needs of the participants
are some key skills I developed through FIFA Gaming League.
Fund- raising drive for cancer: I was always involved in Round Square during my school
years. Round Square is an organization consisting of many schools internationally. Round Square
holds conferences where ideas and cultures are shared. One conference I attended in Austrailia
had a fund-raising drive for cancer. Once I came back to my school I decided to organize one
such drive for cancer patients in Chandigarh. So with the school round square committee, we set
up a booth near the canteen where we sold cookies, lemon- aid etc. which we made on our own
and gave all the proceedings to a Cancer Trust. I felt proud by contributing in such a way and
earned respect from teachers and other students, which is always a good feeling.
I feel that some of my strengths that have helped me be who I am and achieve my goals are:
My Passion: I have always been very passionate towards anything that interests me. Once I
make a commitment I make sure I follow through with it. My passion is what always motivates
me and gives me that extra gear to complete what I want to do.
Flexibility: I feel I am a very flexible person as I adjust well to situations and know how to deal
with people during those situations.
Direct Personality: I feel that is am very direct and straight forward as a person. I tell and
react to situations as they are. I always prefer not to use politics while dealing with a situation
On the other hand, I believe that like everyone, I too have some weaknesses, like:
I sometimes feel that I trust people too easily.
I have the habit of over analysing, which sometimes prolongs my decision-making. This is
evolving with time. Also, I analyse myself more than required, which makes me a self-critical
person (which at times is a good thing).
5. What is your vision for AIESEC in Chandigarh for the year ahead? What legacy would you want
to leave behind? Also, frame a mission statement for the LC for 2013.
By the end of the year 2013 AIESEC Chandigarh would become a financially healthy local committee
having am exponential growthin GIP and OGX, and a pioneer in using Net Promoter Score to provide
high quality experiences.
The mission statement of 2013 will be the same as of 2012:
“Our mission is to create purposeful thought leaders driven by value and passion who
strive for delivering happiness to all our stakeholders”
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
6. Describe your leadership style? Explain how your style will be suitable for AIESEC Chandigarh in
it‟s current state.
My leadership style is a perfect balance between work and fun. I do not push anyone to work. I
generally make people align their personal goals with the organisational goals. I believe in action
more than perfecting plans and the same is reflected when I lead, as I demand quick and smart
action. I am a person who tends to focus on the solution than the problem.
This is how I feel leadership should be in AIESEC always, a perfect balance between work and
fun as AIESEC is youth run organisation.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section E | General Questionnaire
1. Make an analysis of AIESEC‟s key competitors in the region (Local Chapter Geographical region)
and what challenges they present to AIESEC and what can we learn from them.
The following are the two core products of AIESEC and along with it is explained the analysis of AIESEC‟s
key competitors in the region:
International Internships:There is no other organization, which offers international internships to
college students and recent graduates in the city.
Leadership Opportunity:The Rotaract Club is one such organization, which provides leadership
opportunity to members. The club is usually engaged in social welfare activities like blood donation
camps, fund raising events and awareness drives etc. There are leadership opportunities in the club but they are limited opportunities.
Hence I conclude by saying that AIESEC does not have any key competitors in the region. No one organization provides the core products of AIESEC ie International Internships/Interns and Leadership
opportunities. AIESEC is the only youth run organization, which offers these two products to young
people and organizations. This makes AIESEC a unique and exclusive product leader in the market.
2. According to you, what role will AIESEC play in the city of Chandigarh as an International Youth
Organization in 2015? In context to this, how will the year 2013 count to the progress to the
same?
In 2015 AIESEC in Chandigarh will create a cross generational positive impact on the society. AIESEC
Chandigarh will be recognised across sectors the first choice partner for our ability to develop
responsibility and entrepreneurial leadership. AIESEC Chandigarh‟s physical and virtual reach will make
us the most credible and global youth voice.
In this context, in 2013 AIESEC in Chandigarh will be the year we deliver high quality experiences to all
our stakeholders. It will be the year we will build a better brand in the city across sectors.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section F | LC Administration
1. List down the different aspects of the job role of an LCP.
Role:The Local Committee President is the administrative head of the Local Committee. A Local
Committee President envisions, delegates responsibility, monitors the execution and is finally accountable
for the same. The key aspects of the Local Committee President‟s job role are:
Responsibilities & Action Steps:
Represent AIESEC in front of all the stakeholders outside and in the AIESEC network such as Member
Committee, others Local Committees, Board of Advisors, Universities, Companies, NGOs and other
organizations. Legal Representative along with the VP Finance.
I will facilitate the direction setting, implementation and control of the strategic plan for AIESEC
Chandigarh in 2013.
Overall responsible for AIESEC experience implementation, in charge of tracking the effects on all the
AIESEC Structure elements Develop and maintain the local BOA strategy (meetings, reports, communication);
Final responsible for legalization and auditing
Strengthen the management of the Local Committee office to ensure efficiency, accountability and
sustainability of LC operations.
Leading and training the Executive Board
Lead & empower this LC to achieve maximum impact in all domains.
Flow down the National Strategies.
LCP
Representation
Administration and Operations
Goverance and Accountability
Executive Body management
Strategic Direction
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
2. Analyse the trends of the past three years (including 2012) of AIESEC Chandigarh's strategic
direction (include performance & culture). How do you see the organization direction of AIESEC
Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2012.
•AIESEC 2010 lived up to all that was envisioned for the year and even
more.
•The focus on delivery was comendable and it brought alot of positive recognition internally
aswell.
•VP Projects and IR was introduced .
•Office culture came into being.
•Both the recruitments were extremely
successful.
•Alot of our BCP's were were followed by other
LCs.
•Members took up various oppertunities
such as such as International
Conferences and CEEDs.
2010
Elevating to Greatness
•The LC focused on implementing the
National Growth Drivers deined at NSC 2011
•The size of the executive body was
incred to capitalize the given market.
•VP LCD was introduced to expand in near by
cities.
•The LC hosted one national and one
regional conference.
•The August recruitment worked wonderes for the Local Committee bringing fresh blood.
•The LC had diverse and motivated membership in each of is initiative
groups
2011
Dream Unlimited
•IM, Marketing, and TM has evolved as a
portfolio emenselly.
•The August recruitment has worked again for
the Locoal Committee.
•Expansionshave have sions have helped the
local committee in debt repayment.
•In the begining of the year, the the LC was in debt. We have paid Rs 5,85,500 as of today.
•TL empowerment and pipeline building has
been our focus.
•Transforming the brand in the city.
•National contribution in terms of BCPs
2012
Purpose Passion Performance
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
SWOT Analysis of 2012
The next two years…
The year 2013 will be all about delivering quality experiences. Itwill be about concentration on the
delivery of the programme rather than the increase in the number of expereiences provided.The local
chapter will also increase its external relevance in the city through collaborations and certifications of programs. The local committee will be will be financially sustainable and will all this fulfill its destiny.:)
The year 2014 will be the year when AIESEC Chandigarh will grow exponentially in its operations by exploring opportunities to further build upon its capacity. The local chapter will have a motivated
membership to take on the new organizational structure as well.
Strengths:
Membership: Growth in membership due to entities,. Diverse membership from various
colleges in and around the city.
LeadeGood and potential leaders in the entities, Good number of applicants for MB
Opportunities : Large no. of SMEs still untapped, Untapped IT companies, Good quality of students
available.
Weakness: Recruitments for the first half were not efficient, Lack of office cultre, negative growth in
Exchange Programs, Delivery issues
Threats : Close knit community- One wrong experience is heavily propagated.
The Year 2012
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
3. What focus areas do you propose for AIESEC in Chandigarh in 2013? Give action steps that will
contribute to these focus areas.
The following are the focus areas for the year 2013:
1. Net Promoters Score
Introduction of VP EDIM in the Executive Body.
Education and training of members in the exchange departments on NPS.
Analysis and inferences for program evolution on a fortnightly basis and present them to the
LC in order to improve the NPS trends.
Use the NPS feedback information to create showcasing impact material.
2. Financial Sustainability
Revenue generation through different programs/events.
Optimum utilization of financial resources.
High focus on imparting financial knowledge at every level
Budget based approach and tracking of operations at every level.
3. Enhanced External Positioning in the Student and the Corporate Sector
VP Marketing will be overall responsible for increasing brand visibility and product packaging of
GIP and GCDP OGX and GIP ICX
VP Marketing will synergize with VP F to set a sufficient budget for branding initiatives ie YT ads,
FB ads etc Student sector will be aggressively tapped through EwA activities such as LEAD!N.
Aggressive promotions will be done via campus partnerships
Collaborating with other organizations, societies and event organizing committees will also
enable the brand to be more visible.
VP BD will take leads from BoA for network support in tapping prospective clients .
Showcasing corporate success stories through different medium of promotion in the corporate
network. This will involve some investments Showcasing impact delivered by GCDP programs to tap on companies for direct support as CSR
initiatives
Showcasing impact among students for promoting TMP, TLP and OGX
NPS
Financial sustainability
Enhanced External Positioning in the Student and the Corporate sector
Focus areas
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
VP TM will work on getting certification for TMP and TLP to increase the credibility of an AIESEC
experience.
4. Please mention detailed strategies and action steps related to the Six Development Blocs of
AIESEC India.
1.Expanding AIESEC Network in India
CityBasedExpansions UniversityBasedExpansions
Specialized Unitsaccording tomarketbifurcation
Heavier focusonmarketcapitalizationinexchange portfolios.
Diversificationofmarket base iniGIPandBDandfocusonnewmarketpenetration.
2.Financial Stability driving growth
Financial auditingandtrackingofeveryportfolio by F managers
DiscontinuationofCashTransaction Financial auditingandtrackingofeveryportfolio
MonthlyFTFmeetingtoensureprofitabilityacrossportfolios.
StandardizationoffinancialmodelsacrosstheLC
Evolutionoffinancial trackingand managementofiGCDPprojects
Fortnightlybudgetingandfinancial forecasting
3.Colaborations across sectors
Strong focus on collaboration both Internal and External.
Colabration with Alumni and engage form a LATT in starting of the year.
Focus on MDPs.
4. Brand and Information Management
Standardisation of procedures with respect to IM
Podio implementation and Supoort.
Create and monitor Process Optimunisation
Extensive use of the exchange website.
5.Legalization
Financial trackingofallexternalpartnerships(Keepinga copyofallcheques/receipts/drafts/invoices)
Maintainingcompleterecordsofall Traineesthat arebrought inbyiGCDPandiGIP. (This includes Photocopies ofpassports and Visas, FROdocumentsandaccommodationdetails)
Discontinuationofcashtransactions KeepingrecordsofallEPsandFinancial transactionsthrough
EPcontractsandinvoices.
6. Programme Delivery Efficiency
Process optimisation through IM. Every member of the LC given a defined jobrole. Concentration on the delivery of the programme rather than the increase
in the number of expereiences provided. Implementation of GLE.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
5. Propose the organizational structure that you plan to follow for the next year including the
middle level management, functional roles as well LC entities.
EB level:
All VPs will work directly with the LCP to make all administrative and executive decisions. For reporting and synergy purposes, the VPs will work in task forces and groups as
highlighted in the structure. There is an Exchange Task Force with GIP ICX, GIP OGX, GCDP ICX and GCDP OGX.
Finance Task Force having BD, Finance & LCP.
LCP will be communicating through TM, Finance & Projects for dealing with different Task Forces for strategy & action.
As of now, there is only one VP in the structure for GCDP ICX, GCDP OGX, and one for GIP OGXeach.
New addition
Vice President Experience Delivery and Information Management
The IM job role will be the same as follows:
Design and management of internal communications channels
To create and monitor the Processes implementation and process optimization in all areas
Administering the organizational climate & culture management Administering and supporting all IT resources in the LC
Knowledge Management for a project to assure the sustainability of knowledge and
proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.
AIM of Experience Delivery :Showcase, evaluation and improvement of all experiences
Job role:
To ensure info from all NPS feedback survey is being regulated and being sent to the
right people in the LC and they are tracked on the follow up fire fighting actions
To educate and train members in the exchange departments on NPS.
To analyse and draw inferences for program evolution and present them to the LC in
order to improve the NPS trends.
LCP
VP GIP ICX VP GIP ICX VP GCDP
ICX VP BD
VP GCDP OGX
VP GIP OGX VP
Marketing VP Finance VP TM VP
Expansions VP EDIM
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
To use the NPS feedback information to create showcasing impact material.
Second Level Management:
iGIP
iGCDP
VP GIP ICX
TL Eureka/Pheonix
TL Eureka/Pheonix
TL Emerging India
VP GIP ICX
TL BYF TL TN/ET TL
Education/Akshar
VP GCDP ICX
Project iCan Project Conserve Project Rural Dev. Project Footprints. Project
Heathcare/ProdiGCDP
Education/Akshar will happen in tricity
schools.
TL TN/ET- Language institutions
provide a lot of scope for growth in the tricity. A good client base has
been established which can further be expanded in the coming year.
Build you Future will be run majorly in
outstation colleges along with Triniti
as a major client. Team Leaders Eureka/Phoenix will
be given different market sectors to
look upon, as directed by the Vice President.
TL Emerging India includes
business admin, HR, and Finance.
Project icans, Project Healthcare/
ProdiGCDP are pilot projects.
Conserve has very good clients
and will be able to financially
sustain exchanges.
TL Rural Development will be
focusing on capitalizing on
thecapacity of doing sustainable
exchanges, majorly with EduCare.
Project Footprints has Balniketan, HamariKaksha, YTTS along with
number of other clients.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
oGIP
oGCDP
VP GIP OGX
TL Eureka/Pheonix
TL EI/Edu TL Alumni Delivery
VP GCDP OGX
TL UR TL UR TL IR and matching
TL AIESEC Experience
TL Eureka/Phoenix is going to
focus on IT and Engineering and
Entrepreneurship.
TL EI/Edu is going to focus on
LNs such as Business
Administration and marketing
and education.
TL Alumni Delivery will focus on
servicing the Alumni.
Team leaders to cover different
geographical areas for convenience and efficiency
TL IR and matching to build
county relations and help get bulk matches.
TL AIESEC Experience to take care
of various aspects such as EP
integration,
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Finance
Talent Management
VP Finance
Cash Flow tracking manager
Financial Management
Manager
VP TM
Associate Member manager
TMP/TLP manager
Talant development TL
Lead responsible
training and development
manager
Cash flow tracking manager will
keeping a track of receivables
from different function/programs and following up on the same.
Financial Management manager
will manage LC book keeping, LC administration, banking and
will coordinate with the finance team coordinators.
Role of talent management team:
LEAD Implementation in the LC – The LEAD
Manager is coordinating LEAD with the LC
VP TM and TL Talent development.
Regular training and development in the LC
to ensure overall education.
Tracking of overall personal development
and learning of members (this has to be
done with the TMP TLP Manager)
Coordinating Induction and mentorship
sessions post recruitment and tracking the
same along with the LC VP TM.
Role of TMP/TLP manager:
TMP TLP Tracking and effective system
management.
Ensuring that the LC Podio workspace is
complete and up to date. Coordinate with TM exchange coordinators
Role of Associate Member Manager:
Handling AM recruitment, induction in the
LC.
Implementing AM projects in the LC
through Project Managers.
Conversion to oGCDP is the bottom line of
the AM Management team.
Role of Marketing and PR Team:
• Marketing Strategies for ELD
Programs
• Driving National Strategies in the
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Marketing
VP Marketing
Social Media management
Team
Markwting and PR
dept.
• Lead and manage direct marketing,
PR, Advertising, Online Marketing, Event Managementand External
Representation
• Achieve targeted results and ensure timely and effective execution of
Marketing tactics andprograms.
• Analyze, evaluate, plan and execute
on both existing and potential
marketing activities andstrategies. Design benchmark criteria to measure
the efficiency and effectiveness ofmarketing programs
• Conduct and analyze market research to determine
competitiveness
• Measure the effectiveness of the marketing department and implement
improved asrequired.
• Ensure accountability for results that
maximize contribution to business
objectives.
Role of Social Media Manager:
Drive Social Media strategies for the
local entity align with the National
Social Media Plan
Educate LC in Social Media Usage
Manage and review Official Social
Media Channels Drive strategies to increase the size
of the AIESEC virtual community in
the city based onthe National Brand Alignment.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Business Development
Experience Development and Information Management
VP BD
Sales Team Delivery Team TL
ARM
VP EDIM
KM GIP GCDP TMP/TLP ED Manager
Role of Sale Team
Responsible for Lead generation
Cold calling, mailing, etc.
Handling a particular project-GCDP,
Recruitment, etc and doing related market research, company profiling, etc.
Responsible for initial appointments, follow
up's and partnership management.
Ensure appropriate documentation and
information management is maintained on thepartnerships.
Role of Delivery team
To work with the various departments in
the LC (Marketing, GCDP, GIP etc) to
ensureadequate delivery to the client. Create delivery reports and manage
thepartnerships.
Innovate and look at new areas of
engagement with the client and create
MDP's.
Role of ARM- refer to Section I question 2.
KM manager will manage all the LC
documents(hard and soft copies) and will
make it available through systems.
GIP/GCDP will be responsible for internal
marketing through exchange website, hosting
matching manias, posters etc.
TMP/TLP will provide training sessions on
myaiesec.net, podio, etc. and will standardize
all documents and will coordinate with all IM
exchange coordinators.
ED manager : refer to OS.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Expansions
6. Give your assessment of the role-played and contribution made by AIESEC in Chandigarh
towards the National Association? How should this evolve in the year 2013?
AIESEC Chandigarh is one LC which has over come its challenges, evolved, grown bigger and better over the years. AIESEC Chandigarh has been one of the pioneering LC in implementing and
strategizing newideas, which can be followed nationally. Apart from this, AIESEC Chandigarh has always contributed in terms of our BCPs that have been showcased nationally.
In 2013, the role-played and contribution made by AIESEC in Chandigarh would be more evident.
AIESEC in Chandigarh would give more strategic inputs and will empower other LCs at national forums.
LCC
TL GIP ICX TL GCDP
OGX TL GIP ICX TL F TL CIM TL TM
VP Expansions
LCC
MB
Expansion Manager
The expansion managers will be
responsible for one expansion
each, between Dehradun and
Patiala.
The expansion managers are not
in hierarchy with the expansion
itself but only with the VP
expansions.
The Expansion will itself have a
LB/EB under the LCC with
membership underneath.
The above LCC structure is for
Dehradun and Patiala both.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
7. Layout a synergy plan & accountability structure between different portfolios in the LC. How will
you as LCP ensure you track common bottom-lines of two VPs? (Also consider LC Entities, EwA
and LLC activities into account)
LCP ICX OGX Marketing
and IM BD TM
Expansio
ns Finance
Overall
Exchange
Strategy
Developme
nt through
IRand
exchange
website
Project
Branding,
Myaiesec.net,
Brand
Education,
KM, Virtual
Forums
Product
Packaging
through
MDPs,
Partners
Network
Manpower
Planning,
TM
Processes in
Project
teams,
CEEDS, LATT
Financial
Policies,
Budgeting,
Project
Feasibility.
Financial
tracking
through
Podio.
OGX
Overall
Exchange
Strategy
Development
through IR
Website &
Virtual
Platform,
OGX
Promotion
Partnerships,
Promotion
Partnership
s, Client
Network
for WAP
EP
Induction,
EP
Assessment,
Reintegratio
n, X+L
Investments
, tracking,
IR Building,
Budgeting,
Event
handling,
Tracking
EP
Payment
modules
CIM
Publications,
Media
Coverage,
External
Communicati
on
Market
Expansion,
Knowledge
Mgmt,
University
Relations
Event
Promotions
&
Partnership
s
Newsletters,
Blogs, Media
Investments
Website
and Virtual
Platform
Budgeting
ER
Project
Funding,
Learning
Partners
Recruitmen
t & Event
Selling,
Talent
Sponsorshi
ps
Proposal
Standardizati
on & Virtual
Platform as a
Product
External
Sessions
Support
Fun raising,
Inking
raising
Fund
Raising, In
Kind
Raising
TM
R&R,
Membership
Efficiency and
CM,
Stakeholder
Engagement
Talent
Planning,
Preparation
,
Experience
Marketing
Membership
mailers,
Updates, use
of Virtual
Platform,
Media
Recruitmen
t & Event
Raising
Membership
Investments
Membersh
ip
Investmen
t
Financ
e
Monitoring
Receivables,
Logistical
Management
Accounting,
Receivables
,
Investment
s in CEEDs
Survey
Budgets,
Publication
Partnerships
Planning
according
to budget
deficits
R&R
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Calendar for the year
Event Timeline
Youth 2 Business January
Recruitment January
Global Entrepreneurs event January End
One day without shoes May
May Lcong May end
Balakalakaar June 1st Week
Global Village/World Cuisine
Festival
July
Recruitment August
National Strategy Conference October
OSC October last week
25 Year Celebrations November
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
1. Critically analyse the culture of AIESEC in Chandigarh. What aspects of the current culture will
you retain and what aspects will you change in the coming year? How do you plan to do the
same?
AIESEC Chandigarh is a Local Committee, which is humble, passionate, and value driven.
Things I would want in the year 2013:
An Office culture, which existed in 2010 and in the beginning of 2011, which helped each
member grow. I would want to inculcate the same again. The members many a times are unable to keep a balance between education, parents and work.
AIESEC teaches us time management and how to set our priorities right. Members need to learn how to balance their academics with AIESEC effectively.
Strong Department Culture and members having stronger motivation and ownership for their
own departments, which also creates a healthy competition.
Trainee Interaction & Involvement through LC Forums and a series of Event Initiatives done by
Trainees & Members. Involving Trainees for Member Education& Learning Circles. Stronger Alumni participation in training
A self OGX culture: believing in the product we sell, it would be something that helps us boost
exchange AIESEC Chandigarh„s LCong Culture is one turning point for every member every year and I
would want to retain the same.
2. Describe the role a VP will play in the LC (around performance & attitude) in 2013.
A Vice President will play a very crucial role in 2013 in the Local Committee. The key aspects of the role
of a VP will be:
Planning and strategizing for the particular department, and flowing down the same in the department
Focus on member development of all members in the respective department through performance review, personal goal setting, etc.
Timely execution of plans in order to achieve high performance
Develop an optimal team/department culture Focus on member and team leader training
Review and hold accountable the respective TLs/members.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section G | Programmes
1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences
in 2013? How are these connected with the external environment?
Program Evolution Proposed Top 3 strategies Relevance with
External Market
iGIP Aggressive marketing Product packaging
with help of
Marketing, Extensive
use of NPS for better
CRM, Aggressive use
of exchange website
Great number of
SMEs, and the IT
sector growing shows
that iGIP has a lot of
scope to grow in the
city.
oGIP LN‟s implementation Concentrating on
short term
internships, Alumni
capitalization,
internal market
There are a lot of
colleges in and
around the tri-city
and hence there is a
lot of scope as recent
graduates can be
tapped.
iGCDP Financial
sustainability
Product packaging
with help of
marketing, selling
gcdp projects.
There are many
NGO‟s which have
come up in and
around the city which
are financially
healthy.
oGCDP EwA activities Parent forums,
Aligning to MC
direction for better
delivery, Partnering
with ET clients to do
off cycle realization
Inbound and
Outbound colleges
are growing and the
market is just huge.
TMP OS evolution, Talent
capacity driving
growth
Dual role, tracking of
feedback mechanism
Proving practical
leadership skills,
talent sourcing,
TLP OS evolution, Talent
capacity driving
growth
Dual role, BD for
external certification,
monetary refinement
Proving practical
leadership skills
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
2. Please give your (probable) targets for the next year. Please justify the same, especially along
the lines of:
AIESEC Chandigarh-2013
GCDP ICX Project Conserve 25
Project Worldview 20
Project Rural Deveopment 20
Project ican 10
Project Healthcare 10
Project ProdiGCDP 15
Project Footprints 25
GIP ICX Emerging India 30
Eureka 25
Pheonix 15
GIP ICX Education 30
TN ET 30
GIP OGX Eureka/Pheonix 20
Emerging India/Education 20
Alumni Relations Delivery 10
GCDP OGX Outbound 35
Inbound 40
Dehradun GCDP OGX 15
GCDP IGX 15
GIP OGX 0
GIP ICX 5
TU GCDP ICX 20
GIP ICX 5
GCDP OGX 30
GIP OGX 0
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
GCDP OGX : 120
GCDP ICX : 160
GIP ICX : 130
GIP OGX: 50
TMP: 1200
TLP: 400
AM: 2000
a. Membership Volume & Experience
All the leadership roles (Exchange and exchange support) to be filled by the 1st half of
December
All leadership roles to go through extensive training, designed by VP TM with external help
There will be two management body cycles. 1st MB term will be a nine month term.
All managerial roles will be leadership roles but not a part of TLP programme (unless they have membership under them)
Recruitment OCs, event OCs and conference OCs will add to the member experience
The Executive Body will pay attention on development of each member in their respective
departments, hence focusing on optimum delivery of TMP and TLP
GBMs and other forums to have more innovative sessions and external involvement rather than
just information
Each department will have its own unique work and team culture
Motivation and competitive feeling to be driven through RnR Campaigns, LCongs, etc.
Members will go through all the 6 components of the Learning Environment.
b. Logistical Management
VP F to take up the Outsourcing Project to reduce the burden of delivery and infrastructural
requirement on LC funds
FTF needs to review budgeted versus actuals regularly, and control exchanges which are not
financially sustainable.
As a result of inertia of the brand, the LC will be able to have a substantial growth in OGX in the
tri-city as well as outbound and expansion markets. This will increase capacity for the planned
ICX.
ICX exchanges have been planned in such a way that the sustainable exchanges and exchanges
which do not require infrastructure from the LC out number the exchanges which involve certain financial implications
QTF will be in close synergy with ICX departments to cater to all logistical needs (through the Outsourcing agency)
Creating office space and maintaining a strong Office culture to boost member performance
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
c. Stakeholders Experience Delivery : VP EMIM to take charge for the same
A. Members
TM cell to focus on designing training models to enhance value proposition for TMP and TLP;
training through LTT and external involvement
Mentorship structure to be long term, wherein the mentor-mentee relationship does not end post
department allotment
VPs to pay regular attention to TMP and TLP experiences of their respective department
B. Trainees
All trainees to be inducted by the respective exchange departments as per the induction model defined by VP TM
QTF to cater to all in-house trainee grievances
QTF to organize timely LC informal forums for trainee engagement
Regular review and feedback mechanism to be a part of the delivery process
C.Clients
A proper Sales culture to be flown down in the membership through LTT training, in order to
make possible efficient selling and partnerships
VP BD to flow down CRM policies and VP EMIM to send surveys and analyze the same.
Constant communication, review and feedback mechanisms to be effectively implemented
Exchange Participants
Induction and re-integration of EPs by OGX teams as per guidelines of VP TM
Feedback and review mechanisms to be implemented along with Report Submission to be made compulsory
D. Exchange Participants
Induction and re-integration of EPs by OGX teams as per guidelines of VP TM
Feedback and review mechanisms to be implemented along with Report Submission to be made
compulsory
E. Parents
Having Parent evenings for every Recruitment cycle to introduce them to AIESEC activities Inviting parents for relevant LC events like Balakalakar, etc
i. International Relations
Planned CEEDs
Strong implementation of the Ambassador Programme, especially for GIP Programme
Experience case studies to be extensively promoted in the network along with videos of the
same CEEDs and International Conferences to be promoted through subsidies
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
3. How important is the integration of Net Promoter Score in evaluation of our Program Delivery?
What are the action steps that you propose leading to better delivery of our programs?
NPS is of critical imporatance as it objectifys qaluity. It gives you a concrete assesment of the
quality of the exchange program without including personal biases or preconcieved notions of
quality in the minds of the EPs and trainees.
Till now our virual support systems provided no such bech marking standard. Even though ideas
such as 5 star rating have been used in the past, but it has not been successful. But the fact that
NPS has been successfully been implented by 10 countries and has been taken up by AIESEC
international strongly, it is of great imporatnce and will definetly help in the maintaining a quality
check of all the LCs.NPS is an Measure of Success of Vision 2015.
AIESEC Chandigarh is the pioneering LC and it should denietly go ahead and pioneer this as well.
The following are the action steps that I propose leading to better delivery of our programs:-
Structure Change
NPS education for every member.
Treat NPS as a Measure of Success.
4. State your understanding of the inter-relation between the 4 ELD programs. What do you
propose for 2013 that will ensure capitalization of this inter-relationship?
TMP/TLP provide the manpower for the running the exchange programs. They run the exchange
and exchange support programs to providethe experiences. If TMP and TLP are well planned
effectively, then GIP/GCDP performance will grow exponentially.
Taking the case study: Brazil and Columbia growth in TMP/TLP program has reflected a
complimentary growth in GIP/GCDP programs.
Refer to OS.
5. List down any innovation(s) that you intend to bring in Program departments/teams.
1. Every Exchange team to incorporate the following:
Synergy based roles-A member in every team taking up roles for synergy with
exchange support ieTM coordinator, Fcoordinator ,IM coordinator. IR/country responsible-A member of a team to take up one countryand build
relations and all TNs to be matched with that country should done through him.
2. Vice President Experience Delivery and Information management :Refer to OS.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section H | Functions
Generic
1. What is your view about the state of synergy between Program and Functional teams in the LC
in 2012? What do you propose to evolve the same in 2013?
During the first half of the year, there was negligible synergy between the Programs and the
functional teams in the Local Committee. In the second half of the year, their was synergy
between the Marketing and oGCDP wherein through Lead!n, students were pitched OGX well.
TM synergised with all programs leading to substantial growth. BD took an initiative ie CRM drive
which lead to improved CRM.
I propose to evolve the same through the OS structure that is proposed. Please refer to Section F
question 7.
2. Give a critical assessment of all Functional portfolios of the LC for the year 2012.
Refer to the below functions question for the same.
External Relations
1. What is your understanding of External Relations and Business Development? What all according
to you falls under the purview of the portfolio?
Business development as a portfolio has greatly evolved over the years. It includes having a strong CRM
base and using the same as a BD product. It includes evaluating the external environment for various
projects and programs. Having yearlong sustainable partnerships and striking Multi-dimensional
partnerships are also an integral function. BD should also innovate around perpetual revenue generating
source
The following falls under the purview of the Business development portfolio:
Revenue through events and conferences
BOA Involvement Multidimensional long term Partnerships
In-kind Support
Product and program packaging
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
2. Give your (probable) ER target for the next year. Justify the same, considering the ground
realities faced in the LC in 2012.
3. What sources of revenue do you propose that will bring in regular income to the LC (apart from
direct exchange programs)?
Apart from direct exchange revenue, the above-mentioned events will bring regular income to
the LC as they are spread throughout the year. The LDP program and Crowd funding project,
which will bring regular income to the LC.
Financial Management
1. Describe your understanding of the role of Vice-President Finance in the LC.
Finance is the back bone and the life blood of any organizations, hence it is the most important
and integrate part of the LC.
The following is the job role of Vice-President Finance in the LC:
Local Committee Budgeting: Preparing and reviewing the annual budget of the LC and holding
other portfolio heads accountable for meeting budget requirements
Accounting: This includes maintaining all financial accounts and proper books of income and
Product Target Details
Youth to Business Rs. 3,50,000 It is quite feasible as ISB has been confirmed as
our Venue Partners already.
Balakalakaar and
One day without
shoes
Rs. 4,50,000 It will include some Events customized to Partner
and Virtual Forum Presence.
Recruitments (both) Rs. 2,00,000 There are already potential clients for Recruitment
Cycles and August Recruitments
National Strategic
Conference and
Local Conferences
Rs. 7,00,000 This is quite feasible again as we raised the same
amount for JNC 2011.
Projects (iCan,
WorldView,
Healthcare
conserve,
Footprints, )
Rs. 2,00,000
SCB type partnerships for World View and
Footprints. Timeline- Yearlong. Project teams to
work on a proportion of it.
Other Products
(LDP, Media,
Website, GBM’s,
Magazine ads)
Rs. 1,00,000 These are Ad hoc products, which are offered
throughout the year.
Total Rs. 20,00,000
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
expenses, recording every financial transaction
Auditing: VP F is responsible for both internal and external audits.
Governance: VP F is responsible for introduction and implementation of all financial policies of the local chapter both internally and externally. VP F is also the legal representative of the LC
along with the LCP.
Banking
Investment Planning: VP F is responsible for the investments of the local chapter making sure all
investments have a definite Return on Investment. He is responsible for tracking the same, and implementing cost-cutting initiatives wherever needed.
Imparting Financial Knowledge
2. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2013 with respect
to financial sustainability?
The current reality of AIESEC Chandigarh is that the LC is not financially sustainable. The LC owes some amount to the MC.
A Financially Sustainable LC here refers to an LC:
Covering all operation expenses and investments from the exchange income and maintaining a
20% surplus out of exchange income alone.
Having sufficient liquidity throughout the year with minimal liabilities and receivables/bad debts.
All events planned should generate a 50% profit minimum.
Having more In-kind support from our stakeholders to make our day to day functioning more cost effective.
Having proper implementation of financial policies.
Having surplus from ER funding only as additional funds and not being dependent on it for core
operations
Having reserves which can enable the local committee to function for 6 months without any income.
In 2013, the financial position of the Local Committee would be sustainable, as we will begin the year by clearing the debt and having a fixed deposit of Rs 1,24,44. It will build on through sufficient
revenue generation through ER funding at the starting of the year itself with the first event
happening in January i.e Youth to Business. The many events and a national conference planned for the next year will be good sources of fund generation. The volume of exchanges projected by iGIP
and oGIP and oGCDP would further build on the financial reserves. In the next year, the administration fee will be increased as well. The LCP program will run in full swing and would fetch
us revenue. With all the above strategies working out, I foresee our Local Committee in a very promising financial position.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
3. What long-term action steps do you propose that will prevent the LC from facing a similar
financial situation as it did in the previous year?
The following are the long term steps that will prevent the LC from facing a similar financial
situation as it did in the previous year:
Appointing the outgoing LCP or one outgoing EB member. He/she will be a will be sent
a monthly report of the LC finances.
No cash payments/receipts. Transactions only by drafts and cheques.
Total transparency with the GB with a finance update at every GBM.
Financial tracking with the help of VP IM throughPodio.
Building more FD over the year. (But not sweeping FD‟s).
Maintaining a hard copy of all the Invoices/recipts/contracts/bills etc which at the end of
the month will be reviewed at the FTF.
4. Attach an outline budget with respect to your ELD program targets, including ER income from
events, collaborations etc.
Inflow
oGCDP: 12,00,000
iGCDP: 16,00,000
iGIP: 7,80,000
oGIP: 5,00,000
ER: 20,00,000
Total: 46,40,000
Outflow
oGCDP: 3,00,000
iGCDP: 80,000
iGIP: 3,25,000
oGIP: 2,00,000
Admin: 3,00,000
Misc: 2,00,000
Total: 14,05000
Talent Management
1. What is your understanding of the distinction between TM as a function and TM as a program?
Evaluate the performance of both in 2012.
“Key to maximizing effectiveness is streamlining the processes”
TM as a function includes :
Making the selection procedure more externally relevant so that all the students who do
not get selected in AIESEC still become promoters of AIESEC.
Having a Strong recruitment synergy with marketing. This also includes focus area being
LEAD programs.
Implementation of the Induction procedure in alignment with national guidelines.
Allocation of members based on the Competency model.
On the other hand, TM as a program is directly linked to productivity. It includes:
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Having a strong mechanism in place for performance assessment.
Having a Strong communication and an implementation channel.
2. Analyse the recruitment‟s conducted this year. What innovations do you propose in the existing
processes to make them even more effective for next year?
Recruitment is one of the most important projects for a local committee. The quality of recruitment done by an LC makes or breaks the year for it. This year, the Selections team was headed by VP Talent
Management and the promotions team of the Organizing Committee headed by VP Marketing.
Analysis of Recruitment in 2011 - 2012
February Recruitment: Due to lack of membership in the local chapter the Organizing Committee could not be formed which
played a negative role for a perfect recruitment. City colleges were not tapped at all and major part of
membership came from outskirt colleges. February recruitment needs a planned approach from the executive board and stronger synergy between VP marketing and VP Talent Management
The whole recruitment process was outsourced and involved externals like Bulls-eye for conducting our GD and TA processes and also involved EduCorp our HR partner for selection training and local training
session as well.The mentor-ship process could have been better and also allocation of membership
needed a new approach based on competencies.
January and May Recruitment - 40 members were recruited in the local chapter and all were EWA to ELD conversion majorly through associate membership. It also involved specialized recruitment for IM
which couldn't work well though.
May recruitment help to fill the membership crunch in the local chapter for quarter 2 ( Summer realizations ) . The induction process could have been better
August Recruitment -
The whole process was well planned and followed the national timelines of 40 day recruitment. Lead!n
product got a breakthrough which in subsequent year can be well established in the city in the coming year
14+ Lead!n session were conducted which shifted our approach from traditional recruitment to a external concept of recruitment. Major city colleges were tapped and female leadership was the theme
Selection : The whole process was outsourced involved externals . The induction process was well laid out , even the mentor-ship and LTS were very well planned. The allocation was done on basis of
competencies
Positives :
Less duration and less involvement of EB
Perfect Induction and selection plan throughout Marketing - Lead!n as product
Avenues :
Move to optimized recruitment and skill based
Short / quick recruitment Focus of EWA recruitment
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
3. How to increase external value of our Membership?
Adding value to AIESEC membership is possible through making our members acquire the skill sets
and competencies required in the corporate sector by providing them skill building training by externals. The competencies acquired should be certified by our board of advisors and credible
organizations. In all exchange portfolio, while selling AIESEC„s international program, we should also
focus on mentioning the worth of our local membership. Providing them an opportunity such as the LEAD programs for customized leadership development. Also, networking with all alumni running
their own enterprises for suitable placement of our members.
Marketing
1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically
analyse the same. Also evaluate its contribution to growth in ELD programs.
AIESEC in Chandigarh is one of the leading LCsin Marketing. The year 2012 saw Communications
as a portfolio evolve into Marketing. Over the year, a lot of emphases have been laid on product
packaging and brand building rather than just Public relations. Also, Focuswas laid on OGX in the
second half of the year, which led to a good number of raises for the winter cycle. We had very
good media appearances, and good event promotions. Youth Empowerment has also been one
of the highlights of the year.
Some of the shortcomings in the portfolio were that we were not able to synergise with GIP-ICX
in terms of product packaging. Showcasing Impact has also been a grey area.
2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD programs
in 2013?
Marketing should have a pull strategy and not a push strategy. This includes having YE sessions
throughout the year and creating a database of the youth in and around the Tri-city and
approaching them for recruitments. Focus should be laid on Social Media and online marketing in
terms of there should be content driven virtual spaces, Facebook advertisements, YouTube
advertisements etc. Marketing should lay more emphasis on External collaborations with
organizations such as TIE, CII and TFI.
In 2013, Product packaging will contribute to ELD programs. Marketing will synergize with GCDP
and GIP and by also making theseprograms externally relevant through experience sharing.This
will be done by showcasing impact across exchange portfolio‟s to increase external relevance is
the focus area for the year.
iGCDP – Impact Reports, Trainee Case Studies and trainee events. oGCDP – Impact Reports and EP Case Studies
Performance and
Scalability
Relevance in society
Impact on the
individual
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
iGIP – Client and EP case studies
oGIP – EP Case Studies
TMP & TLP – Membership Case Studies
Information Management
1. What are the various spheres in the LC in which Information Management plays a huge role or
can a play a huge role?
Information management plays a huge role in the following spheres:
Design and management of internal communications channels
To create and monitor the Processes implementation and process optimization in all areas
Administering the organizational climate & culture management
Administering and supporting all IT resources in the LC Knowledge Management for a project to assure the sustainability of knowledge and
proficiency of the LC To resolve all issues about accessibility and other problems of MyAIESEC.net platform.
2. Comment on how you envision the role of Information Systems in the functioning and
administration of the local committee in 2013.
The role of Information management in functioning and administrationwill be building processes and
driving a culture of sustainability and documentation. The IM department would focus on proper documentation of resources and ensuring the simple availability of all documents though effective use of
Podio. Another focus area would be the Engagement sheet where the experience of every member would be documented across sector. The function will have huge benefits for not only for 2013 but for many
years to come.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section I | EwA and LLC
1. Give an outline plan of EwA activities that will be conducted in 2013, which will ensure growth in
ELD programs in 2013.
Engagement With AIESEC will have majorly two projects ie Youth Empowerment and Associate membership
In 2011, the total number of associate membership engaged was 300 who were engaged this year and majorly involved GCDP- X programs wherein around 75 associate members are now working with various
NGOs especially with Arrive safe. Out of the total associate members, 20 members were also converted into ELD from associate membership.
Associate Membership as a concept in the year 2013 needs to drive GCDP OGX. This year focus will be
on converting these associate members on exchange and engaging them with EWA activities. The activities of associate membership also need to be showcased properly.
More focus of event EWA and database tracking
Conversion of EWA database into ELD during recruitment Plan events accordingly
Start collaborating with other youth run organizations to make AIESEC relevant
2. Give an outline plan of LLC activities that will be conducted in 2013, which will ensure evolved
and improved Alumni Relation Management.
The Alumni Relations Manager who will be working under VP BD will conduct LLC activities. This
manager will be thoroughly trained by the VP BD in aspects of communicating and managing
alumni.
In 2013, ARM should focus on the following in order to service the alumni:
Connecting all the Alumni back to the LC.
Planning visits to the major cities where alumni are concentrated, for example, Gurgaon, New
Delhi and Mumbai
Sending newsletters to the Alumni Database once in every two months about the LC‟s progress, opportunities available ie GCDP,GIP, upcoming events etc.
25 years Celebrations – The event will be in November and should be planned in New Delhi and the communication about the same should happen 3-4 months in advance
Raising GIP/GCDP opportunities for the LC.
PANKURI SUNDRA| ManifestoForLocalCommitteePresident2013| AIESECChandigarh
Section J | Blank Page Challenge
You have one page and all your creativity to propose what is the biggest question/challenge that lies in
front of AIESEC in Chandigarh today and give an answer to it. You have the license to change the
system, to challenge any paradigms and unleash the potential of the organization.