1AIESEC Miriam College, a revived AIESEC Maryknoll, has been existing since 2009. It is the only local committee that is run by an all-girls team. It is currently a full member voting entity in AIESEC Philippines since the National Congress 2012

AIESEC Miriam College 2011 - 2012 was pioneered by Katlin Candice Sanchez, the Local Committee President and her executive board . The members of the Executive Board of 2011 -2012 are Genica Bucao The members of the Executive Board of 2011 -2012 are Genica Bucao ( VP ICX and LCP 1213), Jeunesse Dagdag ( VP OGX), and Thea Geronimo (VP ER). AIESEC Miriam College 2011 - 2012 had 5 departments and 26 members by the end of the term. These members are mostly International Studies students and the rest of them come from different educational backgrounds such as: Environmental Planning & Management, Entrepreneurship, Communication, Psychology and General Studies General Studies

The Local Committee was able to raise 30 GCDP forms and 1 GIP;and realize 20 GCDP and 1 GIP for ICX. Project Hiyas was the onlyproject of the department which engaged rougly 40 students in the Miriam community..OGX was able to raise 5 GCDP and 1 GIP; and realize 2 GCDPs. The ER department was able to raise Micronet Software Manila through its CEEDership program with AIESEC Waseda

THE EXECUTIVESUMMARY

2Katlin Candice Sanchez

Increased number of quality AIESEC ExperiencesIncreased number of TLP High ranking report

Overall responsible for the growth and performance of the Local CommitteeOfficial representative of the Local Committee to the Member Committee and to the Associate Dean for Student AffairsIn charge of the coordination of all departmentsAlignment of the whole Local Committee to the Alignment of the whole Local Committee to the AIESEC Way and Vision

Local CommitteePresident

EXECUTIVE B

OARD3

Overall responsible for all the activities and processesof the Incoming Exchange department

Set raising, matching, and realizing goals for the LCConduct research and ensure contiuous update

Set growth strategies that will ensure goal realizationsEnsure proper and effective process managemnt in the

ICX DepartmentICX Department

195 quality realizations with a star rating of 8/10Number of TN partners retained and to be transitioned to

the next termX and Project culture established in the LC

Genica Faye Bucao

Vice PresidentIncoming Exchange

Responsible for all activities and processes of the Outgoing Exchange departmentSet Raised-Matched-Realized goals Conduct Market Research

Ensure proper and effective processes management in the OGX department - Ensure quality of service and receptions preparation - Ensure proper and quality EP recruitment - Ensure proper and quality EP raising, matching and realizing

Increased number of recruitment sign upsIncreased number of the Local Committees Raised-Matched-RealizedIncreased number of LC-LC partnerships

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Ma. Jeunesse Dagdag

Vice President

Outgoing Exchange

EXECUTIV

E BOARD

5

Thea Mari Geronimo

Overseer of the whole External Relations Department

- Set goals and assure that all are followed- Represent the Local Committee internally and externally - Build effective partnerships- Foster and build good branding in the Local Committee

Ensure the development of each External Relations subsystem

Increased number of GIP TNs raised

More brand recall in the collegeEffective synergy with the Incoming Exchange Department

Vice President

External Relations

Be the #1 organization in Miriam College

VISIONFOCUS AREAS

Member ParticipationIncome ControlExchange Experiences and Leadership Roles

Increased number of Quality Exchanges

Be the best source of leadersBe recognized by the administrationHave members in Leadership Roles

Activate all members

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ORGANIZATIONALSTRUCTURE

This is the organizational structure of AIESEC Miriam College

2011-2012. Vice Presidents have Directors or Assistant

Vice Presidents for specific fuctions in their own departments

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AIESEC Miriam College has 26 members.There are 6 members for ICX, 4 members for ER,3 members for TM, 7 members for OGX, and 2 members for Fin

B. GCDP ICX

D. GIP ICX

C. GCDP OGXThe Outgoing Exchange Department was

able to raise 5 GCDP forms, 3 matched, and 2 realized

Raised 2 TN forms on myaiesec.net and realized 1 GIP ICX

The Incoming Exchange Department was able to raise30 GCDP for\ms, 17 Matched, and 20 realized. Most of

the realizations were for the Gawad Kalinga PBOX

A. Membership

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E. GIP OGX

F. Team Member Program

G. Team Leader Program

H. Years of Existence

AIESEC Miriam

College

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The Local Committee was able to 1 raised & matched GIP form on myaiesec.net

AIESEC Miriam College was able to realize 27 TMPs

AIESEC Miriam College was able to realize 8 TLPs

AIESEC Maryknoll was founded in 1965 and was dissolved in 2005. It was revived in 2008 as AIESEC MiriamCollege. AIESEC Miriam College has been existing for 4 years .

in SUMMARY

2011-2012

AIESEC MIRIAMCOLLEGE

PERFROMANCE

REPORT

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Incoming ExchangeIncoming Exchange

Exchange Numbers

GOALS

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EXCHANGE NUMBERS - ACTUAL

12 INCOMING

EXCHANGE NUMBERS - ACTUAL TO GOAL COMPARISON

RAISE

EXCHANGE13

MATCH

Completion of Goals

INCOMING14

REALIZE

EXCHANGE15

INCOMING

ACTUAL

TIMELINEGOAL

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EXCHANGE

COMPARATIVE MIX ON YEARLY PERFROMANCE2009 - 2010

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INCOMING

COMPARATIVE MIX ON YEARLY PERFROMANCE

2010 - 2011

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EXCHANGE

GROWTH

REALIZATION STATISTICSBreakdown of RE Incoming EPs Countries

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INCOMING

REALIZATION STATISTICSBreakdown of RE Incoming EPs Countries

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EXCHANGE

GCDP

INTERNSHIP ISSUES

TOP 5 COUNTRIES

1) France2) China3) Japan4) Cambodia

a. Accommodations

The LCs situated together in the The LCs situated together in the Quezon City area, namely AdMU, MiC, and UPD, formed a servicing and reception task force. One of the objectives of this adhoc is to find a trainee house. While the group failed in finding a house, MiC was able to find a cheap dormitory in Fairview--. find a cheap dormitory in Fairview--. The place was offered to AdMU and UPD. Eventually, all three schools considered as their housing part-ner. (Although it was more supple-mentary to AdMU and UPD as they already had options of their own.) As time passed by, the three LCs real-ized that the dormitory is too far away from their schools and the trainees TNs. Moreover, the owner was inconsistent with the pricing. As a result, the three LCs had to break off the partnership.

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INCOMING

GIPMicroventures

Duration: 52 weeksInternship Start Date: November 3, 2011 Internship End Date: November 2012

INCOMING

Internship Field of WorkDevelopment StudiesEconomicsAcademic BackgroundsIntroductory ManagementFinancial Planning and BudgetingBudgeting

MicroVentures Inc aspires to be the leading partner of Microentrepreneurs in thePhilippines. In so doing, we leverage Microfinancing as a powerful tool to empower socially and economically challenged families.

They created and manage the Hapinoy Store Program. The entire Hapinoy Store Program focuses on the sari-sari stores in the Philippines (sari-sari is the Filipino word for many or various kinds), small neighborhood convenience stores or retail-based outlets that sell various things, mostly basic commodities. Today, or retail-based outlets that sell various things, mostly basic commodities. Today, Hapinoy Sari-Sari Store Program has evolved into a full-service micro entrepreneur enhancement program: a network of micro, small, medium and large enterprises where Hapinoy Community Stores and sari-sari stores serve as the hubs for goods and services that are coursed through the program and offered to its Base of the Pyramid target.

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EXCHANGE

Internship Issues

TOP COUNTRY MEXICO

Last November 4, 2011, the LC started applying for the 47(a)(2) visa of Roxana Buelna, a Global Exchange Participant trainee. The lawyer said that the MOA between AIESEC and the organization was lacking. As such, the LC submitted the MOA by November 8, 2011. It was ap-proved so the trainee already paid for the fee already. They just needed to follow up on the processing (which takes one to two weeks). On the first week, a follow-up was made but they were told that it was still with the first lawyer. On the following week, the same that it was still with the first lawyer. On the following week, the same thing happened. The LC kept following it up but to no avail. It was only until January when the DOJ staff said that the LC gave an invalid doc-ument because the signature is not just scanned. Apparently, they were contacting the MC about this matter. By January 13, 2012, all re-quirements were finally complied with. The LC was told that they could claim the endorsement letter by the week after. When the letter was about to be claimed, they were told that they needed to extend the trainees visa as 9(a) because the trainee has overstayed (since the processing was paused due to the invalid document). When they ap-plied for the 9(a) visa, it was discovered that the trainees penalty amounted to Php 9,792.

In retrospect, this problem could have been avoided if the contact de-tails in the application form were changed from the MCs contact de-tails to the LCs contact details so as to avoid miscommunication. Moreover, the approach of the LC should have been more aggressive.

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INCOMING

TN INFORMATIONA. GIP

Micronet Software Manila, Inc.

- It was established in April, 1992 as a subsidiaryof Sapporo-based game software company. Micronet Co. Ltd., MSM started out as a video game software developer into a multimedia and IT con-tents developer today.

Offshore CAD

- It is a Japanese-owned company offering AutoLisp programs and CAD Drafting services.

WeServ- WeServ has the domain knowl- WeServ has the domain knowl-edge and application development capability for horizontal cross-indus-try processes, such as financial ac-counting, human resource manage-ment, customer relationship man-agement (CRM), business intelligence and data warehousing, enter-prise application integration (EAI), electronic document management, work management, and enterprise asset management.

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EXCHANGE

B. GCDPAsian Farmers Association for Sustainable Development (AFA)

AFA invites national farmers organizations as members and works with NGOs in facilitating the formation of national farmers organizations and in continuously building their capacities.

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INCOMING

Development Action for Women Network The Development Action for Women Network (DAWN) is a non-government de-velopment organization created on February 6, 1996 to assist Filipino women mi-grants in Japan and their Japanese-Filipino children (JFC) in the promotion and protection of their human rights and welfare.

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EXCHANGE

International Partnerships and Programs Office (IPPO)The MC-IPPO facilitates, nurtures, and continuously expands the institutions international partnerships & linkages, as it ensures that Miriam College is strategically involved and positioned in the various types of international education engagements.

Ecowaste CoalitionEcoWaste Coalition is a public interest network of commu-nity, church, school, environmental and health groups pur-suing sustainable solutions to waste, climate change and chemical is facing the Philippines and the world.

Stop-Start-Continue Assessment Tool cannot be applied as there are no realizations yet as of April 30,2012.

Stop-Start-Continue Assessment Tool cannot be applied as there are no realizations yet as of April 30,2012.

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INCOMING

Peoples Alternative Studies Center for Research and Ed-ucation in Social Development, Inc. (PASCRES)PASCRES is a non-governmental organization founded in 1989, which aimed to provide a

framework for meaningful participation of people in the ongoing democratization project

being forged in the Philippines.

Stop-Start-Continue Assessment Tool cannot be applied as there are no realizations yet as of April 30,2012.

GENESYS Foundation

The Global Environment and Nature Ecosystems Society (Phil.) Foundation The Global Environment and Nature Ecosystems Society (Phil.) Foundation (GENESYS), Inc., was formally established in mid 1999 as a non-profit, non-government organization. Its primary purpose is to manage and imple-ment environment restoration and prevention projects through the coordi-nation and pooling of resources among various sectors, groups and indi-viduals. The underlying ideology is based on the belief that caring for all living things and preserving the environment in a sustainable manner benefits mankind, improves living conditions for future generations, and partly fulfills God's purpose for man on earth.

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EXCHANGE

Technical Assistance Organization (TAO-Pilipinas)TAO-Pilipinas is a women-led, non-stock, non-profit, non-government organization that provides technical assistance to urban and rural poor communities in the planning, development, and management of their settlements.

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INCOMING

Bahay Tuluyan

Bahay Tuluyan seeks to promote, fulfill, respect and protect childrens rights. Throughout all of our work, we seek maximum childrens participa-tion and see the best interests of the child as being of paramount concern. The United Nations Conventions on the Rights of the Child is the frame-work for all of our programs and services. Bahay Tuluyan is derived from the word 'Bahay' meaning house and 'Tu-luyan' a place that provides temporary shelter, like inn. The word tuluyan is originated from the root word tuloy which means welcome.

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EXCHANGE

Project Based on Exchange

Project HiyasThis project was a national initiative. Its main objective is to inform the youth about mining and its effects to the people and the environment.

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INCOMING

COUNTRY PARTNERSHIPSMiC does not have any formal country and LC partnerships.

PROCESS & STRUCTURE ASSESSMENTProcess Assessment

The department basically follows the linear process of RA-MA-RE. The members simply do what is necessary and no special initiatives were inte-grated into each process.

Unfortunately however, sometimes even the minimum requirements were not met.

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EXCHANGE

MatchThe department was very weak in The department was very weak in terms of matching. This is because some of the forms raised had low matchability. Firstly, supply and demand management was not con-sidered that much. Secondly, the job descriptions were not written in such a way that would showcase the real a way that would showcase the real opportunities the TN can offer.

Realize While all of the trainees were pickedWhile all of the trainees were picked-up, some of them were not given a proper welcome dinner as well as other integration activities. The LC also charged a service and reception fee but it was always asked back by the trainees because they kept comparing LCs who do not charge anything.

RaiseIt was agreed at the start of the term that the LC will have to shoulder paying for the raising fees of GCDP TNs. This is because of the belief that NGOs cannot afford to pay such fees for volunteers. This was a bottleneck for the LC because their number of goals was not aligned with their financial capacity. Moreover, one legal problem was that no MOA was signedMoreover, one legal problem was that no MOA was signed formally in all of the TNs. All of the agreements were simply verbal as the partnership has existed since then. This is because the Associate Dean for Student Affairs (ADSA) in Miriam College still checks all the contracts before the members are allowed to have it signed. Until now, ADSA has not given back any of the contracts the LC has submitted. If the department were to wait for ADSA, it would have slowed down operations. for ADSA, it would have slowed down operations.

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INCOMING

STRUCTURE DESCRIPTION

Market segmentation was integrated into the structure. The organizational struc-ture was changed from process-basedraising, matching, realizingto issue-based-environment, gender equality, peace education, and social justice. It was patterned after the four advocacy centers of Miriam Collegethe Environmental Studies Institute (ESI), the Center for Peace Education (CPE), the Women and Gender Institute (WAGI), and the Institutional Network for Social Action. This was made in order to strategically partner with the NGOs who are currently in partnership with these advocacy centers. Moreover, it is to complement the courses of the different students who wish to become a member of AIESEC. While the structure is ideal, it was not properly followed due to the low number of members and the inactivity of some. For instance, during the start of the term, even if there is a sub-department for environment, no member was present to track it so the LCVP acted as the Director for Environment. Also, sometimes when a member is supposedly in this certain sub-department, she tends to sup-port the other sub-departments because of the lack of responsibility of a few members. Moreover, all the directors did not reach the minimum requirement of having three members under them as a TLP. Their positions were simply an idenhaving three members under them as a TLP. Their positions were simply an iden-tifier of their sub-department. In the end, the structure became more like a normal accounts-based structure.

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EXCHANGE

PROGRAMME SPECIFIC ASSESSMENT

GIP

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INCOMING

PROGRAMME SPECIFIC ASSESSMENT

SPECIAL STRATEGIES & INITIATIVESHost Family ProgramBy the second half of the term, it was decided by the department to offer the opportunity of having an international experience to non-AIESECers by open-ing its host family program.

GCDP TN & PBOX

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EXCHANGE

RECOMMENDATIONS

While the concept of the structure is strategic, the sub-departments are not as well thought of. For instance, organizations concerned with Peace Education are not as many as organi-zations concerned with the environ-ment. Moreover, the Social Actio sub-department is too broad as it is concerned with issues such as chil-dren rights, the elderly, poverty, and so on. Given all of these, it would be good to conduct a market research on issues that are being tackled by a lot of organizations. From this, the sub-departments can be revamped. STRUCTURE

sub-department is too broad as it is concerned with issues such as chil-dren rights, the elderly, poverty, and so on. Given all of these, it would be good to conduct a market research on issues that are being tackled by a lot of organizations. From this, the sub-departments can be revamped.

A few people signed up but it was only one of them who was able to really host a trainee. It was because apparently, most of the people who signed up thought they signed up for exchange. To address this problem, it is recommended to modify the com-munications plan for munications plan for

HOST FAMILY PROGRAM

There are many factors why handling of the processes was not stable. Firstly, not all of the members know the minimum requirements of a certain process. Secondly, not all of the members are tracked according to performance. Lastly, all of the members undergo all the ICX processes.

The first factor can be addressed by providing not only a lecture on RA-MA-RE The first factor can be addressed by providing not only a lecture on RA-MA-RE but actually letting them experience a simulation. The second factor, on the other hand, can be addressed by creating a culture of strict documentation. Lastly, for the third factor, it would be important to know if they can actually handle the workload, particularly in line with the goals. Given this, a different structure may be more feasible. For instance, it might be better to give out specialized roles rather than letting everyone do RA-MA-RE. PROCESSThe first factor can be addressed by providing not only a lecture on RA-MA-RE but actually letting them experience a simulation. The second factor, on the other hand, can be addressed by creating a culture of strict documentation. Lastly, for the third factor, it would be important to know if they can actually handle the workload, particularly in line with the goals. Given this, a different structure may be more feasible. For instance, it might be better to give out specialized roles rather than letting everyone do RA-MA-RE.

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PARTNERS, SUPPORTERS & ENABLERS

ER should not rely on the MC and use available resources for member development or building the foundations for the department. The department should not be dependent on existing strategies by other LCs and develop its own other LCs and develop its own based on the LCs reality.

ER should not rely on the MC and use available resources for member development or building the foundations for the department. The department should not be dependent on existing strategies by other LCs and develop its own other LCs and develop its own based on the LCs reality.

The department should continue utilizing the LCs current network and use the existing strategies to expand it. The sales and team culture must be maintained and improved to achieve the numerical goals.achieve the numerical goals.

START

STOP

CONTINUE

Considering that Miriam College is a relatively small local committee, the focus should be on creating partnerships with entities that will enable the LC to grow financially to be grow financially to be sustainable and generate reserves for its future projects. The department should also create strategies to begin a solid relationship with its alumni base and utilize its network.network.

EX

TE

RN

AL

RE

LA

TIO

NS

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The department should revive the relationship of the local committee with its alumni by creating a partnership with the school administration and reaching out to the active alumni members. The local committee network should be strengthened as it provides the department a direct and convenient connection to potential partners.connection to potential partners.

GENERAL ASSESSMENT

RECOMMENDATIONS

There is a need for the involvement of all stakeholders of the local committee. The department is still lacking in skills and knowledge to improve on the number of partners to sustain the local committee. The local committee is not financially stable and as the department has not been able to: as the department has not been able to: i. Create a CRM process (that is fit for the LCs reality) to maintain all partnerships carried on from the previous term and;ii. Create enough partnerships needed to achieve financial sustainability

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EXTERNAL RELATIONS

ALUMNI MANAGEMENTThe department was not able to maintain its relations with its alumni base and it is now considered relatively non-existent. ER should tap the school administrations alumni office and create new strategies to reach out and reactivate its alumni base in order to get hold of the network that it may provide.

PROCESS & STRUCTURE ASSESSMENTa. The department follows that basic ER processes but only raises GIP TNs (GCDP is handled by the ICX department).i. Market Segmentationii. Targetingiii. Sales Management and Sellingiv. Account Management

This process is effective considering the realities of the LC and the This process is effective considering the realities of the LC and the department. The lack of manpower in the department did not affect the execution of each level in the process, as it was basic. However, to ensure that all these levels are carried out successfully to achieve the desired results for the department and LC, the process must constantly involve intensive training and evaluation to motivate the members and to guarantee that the department is functioning effi-ciently. ciently.

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EXTERNAL RELATIONS

The new structure proved to be effective but inefficient as it integrated the two departments that are to be branched out next term (Communication department and Projects department). Foundations for the Communica-tion and Projects department were set and are still being developed, how-ever, the ER processes were affected as the department had a low member base and could not fulfill all goals by using its strategies efficiently there was too much work for each member considering the structure the department was trying to maintain.

As soon as the two new departments have been branched out, it is ideal for the department to focus on GIP TN raising and integrate GCDP TN raising (from ICX in order for them to focus on their own processes). The department is currently following a structure that will prepare the succeed-ing term with this goal.

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EXTERNAL RELATION

S

TU

RN

OV

ER

GO

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FO

R E

AC

H P

AR

TN

ER

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EXTERNAL RELATION

S

SPECIAL STRATEGIES & DELIVERIES

EXTERNAL RELATION

S

SPECIAL STRATEGIES & DELIVERIES

RECOMMENDATIONS

a. LC networking Personal backgrounds of all the current LC members were gathered. Referrals from their relatives that are relevant to our target markets were also asked from the LC members. They were asked to tap their family and friends or anyone they know. Contacts are tracked via a database.

b.b. Cold calls day ER members are required to set a date dedicated to phone marketing.

a. There should be a simpler yet more efficient structure for the de-partment. GCDP raising should be reintegrated in the structure and processes but the focus should still be in GIP TN raising as the LC needs to generate reserves to be financially sustainable. b. ER should also follow a certain business model that will integrate its current processes.c. The department should be both results and people oriented in order to function efficiently.d. Members should be more involved in intensive sales trainings to achieve departmental goals.e. ER MiC should engage in LC collaborations in order to gain new skills and knowledge to create strategies and tactics to develop as a more efficient department,f.f. Improve the sales and team culture to generate better results by conducting motivating activities and intensive training for the mem-bers.g. Reactivate the MiC alumni by conducting monthly/bimonthly ac-tivities with them. This involves reintroducing the alumni to AIESEC and familiarizing them with the new AIESEC XP.

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COMMUNICATIONS

Christine Aragon, Internal Communications Manager and Incoming VP for Communication:

I eentered Miriam College without any idea how Im going to fit in. How will I grow? How am I supposed to make the most out of my college life? I have spent the first few weeks observing, evaluating, and sur-veying all aspects of this foreign environment. Recruitment week came- I was confused. I honestly didnt know which organization I should sign up for. Lucky my friend introduced me to AIESEC. To make the long story short, I became part of the organization.

We had very challenging tasks and trainings that no other organizations could possibly offer. The execu-tive board shared all the knowledge they could share about AIESEC to us. Soon enough, the operations started and we immediately started to work with trainings on the side. The intensity of the work load shocked me at first but I gradually enjoyed what I was doing. Whenever I feel like Ive reached my limit, I push myself to exert more effort and be more responsible. Thats when I realized that AIESECs been helping me to develop my skills and potentials.

I must say that being a member of AIESECs the best decision I made. In a years time I am confident enough to say that compared to my previous self, I am now more competitive and global-minded. I have improved my leadership skills and I know that I have more edge than any other second year stu-dent who isnt an AIESECer.

Charmaine Tancasis, Director for TN Raising, Incoming VP for Exter-nal Relations:

I think I was able to gain a lot from our trainings given by our team leader. I could tell that I improved somehow and that theres a differ-ence between me from before and the present. Also, I feel accom-plished as I feel that Ive improved in terms of communicating and in-teracting with people, especially with those I dont usually encounter in a day to day basis.

I could say that my whole TMP experience was centered on learning and experiencing new things that resulted to a better me. And until now, Im still learning a lot and I hope that I use what I learn to my ad-vantage in the future.

Though I was able to hold a leadership position inside ER, I didnt really feel like I was being a leader because I didnt have members to lead. So despite the new structure we were in, it still felt the same. But despite not having to lead a team, I do hope that in the next term I could manage a team properly and efficiently.

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AIESEC is the largest student-run organization present globally that fosters and provides its members with various opportunities that brings out the best in each of them so they would be able to give a positive impact in society. AIESEC is composed mainly of students who are interested in going on exchange (internship abroad), develop themselves with leadership opportunities and are in-terested in harnessing their skills that would help them gain an advantage and the edge as they set out in their field. Aside from that, the organization also welcomes students who are also interested in sharing worldviews inside or outside the students who are also interested in sharing worldviews inside or outside the country.

AIESEC in Miriam College has since then been active in partnering with other local committees, private companies and non-government organizations in host-ing events and activities that caters to the interest of society. Most of the activities or events are centered on important issues concerning society. Today, the organi-zation is still growing in number and is trying its best in building up the foundation of every department.

The AIESEC Miriam College local committee holds a brand that offers a very unique program among other organizations inside the Miriam Campus. AIESEC MiC uses wide varieties of strategic medium to reach the target market.

The Global Internship Program and the Global Community Development Pro-gram are advertised to the students and non-students of Miriam College through different mediums, most prominently on social media sites like the Facebook page of the local committee, print ads, and AIESEC booths.

The Facebook page of AIESEC Miriam College contains information about the or-ganization and about the product it sells (Global Internship Program and Global Community Development Program).

Advertisements are done through the posters uploaded on Facebook which allows the local committee to reach a broader network of students who are not aware of AIESEC. The advertisements also reach different organizations that could be possible candidates for partnerships.

BRAND AUDIT RESULTS

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COMMUNICATIONS

COMMUNICATIONS

To know the current situation of AIESEC in Miriam College, an online survey is conducted among the members of the organization and the students of Miriam College from different departments.

SITUATION ANALYSISCOMMUNICATIONS

Industry Analysis

Competition is not an issue when it comes to the prodCompetition is not an issue when it comes to the prod-uct that the organization offers. The Global Internship Program and the Global Community Development Pro-gram is very unique because only AIESEC local com-mittees are offering the product. Therefore, the only problem that the organization encounters is the lack of participants interested to go on exchange. AIESEC Miriam College had overcome this problem through proper advertising and public relations. The exchange participants from AIESEC MiC provides testimonies after the exchange experience and it is used during the local committee seminars to serve as a proof that going on exchange and engaging to the AIESEC product is totally life changing and useful for every individual.

To stay in the market, the organization needs to main-tain its services and performance. To date, the target market of the AIESEC's product are second year stu-dents, fourth year students and OJT takers from other universities without an AIESEC local committee.

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COMMUNICATIONS

TARGET MARKETThe Global Internship Program and the Global Community Develop-ment program is advertised to all college students interested to go on exchange. Interviews are conducted to the potential exchange partici-pant to ensure that he or she is fit for the job and he or she is ready to go on exchange. This is done to maintain the image of the brand. The organization guarantees the quality of the exchange participant we send to our partner companies, and we see to it that the participant is well matched to the company we send her to. The current target mar-kets of the organization as of now are: second year college students since to prepare for their On-the-Job-Training the next year; Fourth year students who do not have plans yet; and non-AIESEC members and students who want to go on exchange.

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COMMUNICATIONSCOMMUNICATIONS

Brand Image

When the respondents were asked if they want to When the respondents were asked if they want to join AIESEC, there were various answers. Some said

maybe if they knew more about the organization. Their most common reason for saying no is either they cannot

handle being part of any organization right now because they have other priorities or because they do not know what AIESEC

is. Most of those people who said that if they were given the chance, they would want to become a part of the organization bechance, they would want to become a part of the organization be-cause of the exchange, the opportunities it can offer, awareness of social issues, and they see it as economically essential to a better future. Now that the organization knows what the problems are, AIESEC MiC will focus more on strengthening the advertising strategies to disseminate more information and to increase the

level of awareness of Miriam College students and other non-AIESEC member students.

RECOMMENDATIONS

Brand Awareness

Among the non-members of AIESEC in Among the non-members of AIESEC in Miriam College who have answered the survey

forms, 93% of them are aware of AIESEC. From this, a conclusion could be drawn that AIESEC is relatively known

inside the campus as only 7% are unaware of the existence or activities of AIESEC.

Most of the population sample stated that they are aware of the Most of the population sample stated that they are aware of the organization because of their friends. 44% is the largest percent-age. Advertising strategies such as online webpage or printed ads from AIESEC got only 21%. The other 36% of the students knew

AIESEC because of their block mates and colleagues.Therefore, we must see that advertising the brand through dif-

ferent techniques is the fastest way to increase the level of brand awareness because when the brand is advertised

well, the word spreads faster through friends and ac-quaintances.

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COMMUNICATIONS

Public Relations

All of the non-AIESEC members that participated in the survey answered that they have never associated with any activities involving AIESEC. This

could point out that AIESEC MiC is greatly lacking in relating to other stake-holders.

We suggest that AIESEC should consider partnering with organizations inside the campus in hosting events so that it could boost its image with the students. Students from each courses are interested in topics that are re-

lated to their course like for those who are in EPM, they are mostly interest-ed in environment issues and it would please them if we invite organizations

that works for enviromental causes.

Likewise, AIESEC holds a network to companies and NGO's, it would be possible that they are interested in students who are willing to work for them in the future. With this, not only will it boost the image of AIESEC, it will also

boost the image of the partner stakeholder.

Aside from that, most students from different courses are also interested in Aside from that, most students from different courses are also interested in a wide array of world and local issues, even if it is not related to their course. With this, it would be advisable to host events that are related to their advo-cacy. For example, 58 out of the 100 students (not from EPM) that we sur-veyed answered that they are passionate about environmental issues and are interested in discussing it. With this, we could partner with companies and organizations in hosting events that tackles issues about the environ

ment.

RECOMMENDATIONS: MARKETING COMMUNICATION

49

COMMUNICATIONSCOMMUNICATIONS

a. Presence of the organization in the University/City/Region The student body knows the organization, however, the Miriam community is not fully aware of its vision and purpose. It is recognized by the school ad-ministration but restricted by its rules and regulations implemented on all Miriam College organizations. This keeps the LC from maximizing its resourc-es to reach the student body.

b. Media Partnerships and Appearances AIESEC Miriam College has no media partnerships and has not appeared in any form of media as of late.

Physical Reach, Collaborative Environment, and Expansion

Advertising

The awareness of AIESEC spread through advertisement (posters/tarps) is The awareness of AIESEC spread through advertisement (posters/tarps) is relatively low compared to the other mediums. According to the survey con-ducted inside the Miriam College campus only 23% became aware of the organization from the advertisements. The remaining 77% are aware of AIESEC through friends, colleagues and blockmates. Though advertisement through word of mouth is highly effective in informing non-AIESEC members about the organization itself and its activities, it is still evident to use posters or tarpaulins to further interest the target market. The lack of awareness of or tarpaulins to further interest the target market. The lack of awareness of advertisements could pose as a problem for future projects and events that are organized by AIESEC. The cause could be that AIESEC, though is widely known in the campus is not aggressive when it comes to advertising.

AIESEC advertising has reached new forms, as its target market is not at-tentive to traditional medium of advertising such as tarpaulins or posters. Ad-vertising in social media sites proved to be effective as majority of the stu-dents are exposed to it. By utilizing the network of members, non-members could be relatively informed by sending them invitations through the Internet.

RECOMMENDATIONS: MARKETING COMMUNICATION

50

COMMUNICATIONS

c. Presence in University Media (Website, Newspaper, etc.) The LC is not affliated with any of the organizations that handle the university media yet. Hence, no information regarding the organization or the ELD pro-grams have been published or aired yet.

d. Collaboration with other entities or organizations in promoting and deliver-ing ELD Programmes AIESEC MiC has collaborated with AIESEC AdMU last December 2011 to promote Code Red in Miriam College. Students were briefly introduced to AIESEC and the exchange participants who presented the campaign also promoted their exchange experience in the Philippines. Some of the partici-pants in the talk already signed up for the 2nd recruitment and attended the orientation later that month.

a. Social Media Partnerships and Appearances i. Account Details o Facebook page: www.facebook.com/aiesecmic o Twitter: www.twitter.com/AIESECMiC ii. Number of visitors, likes, followers, and other statistics o Facebook page: 480 likes o Twitter: 20 followers iii. Unique Visitors form May 2011 to April 2012 o n/a

Physical Reach, Collaborative Environment, and Expansion

VIRTUAL REACH

51

COMMUNICATIONS

a. Internal and External Campaigns

The LC uses its Facebook group to disseminate information and pro-mote activities/projects within the or-ganization. For other stakeholders, the LC uses the same medium (Facebook) and Twitter. Invitations via electronic mail are also disseminated to promote GIP and GCDP following the MC recruitment cycles. There have been no specific cam-paigns during the last 3 quarters of the term.

b. Publicity Materials used and tac-tics for implementation

AIESEC MiC used the publicity ma-terials and tactics from the MC (some were modified) for the OGX cycles. AIESEC MiC used the social media and direct e-mail to promote its ac-tivities (i.e. Facebook and Twitter) to its internal and external stakeholders. Booths were also set up depending on the activity/project being held.

Internal Communication

RECRUITMENT (2ND)ICX HOST FAMILYRECRUITMENT

52

COMMUNICATIONS

General processes and structure descriptions

The Communication department is currently integrated in the External The Communication department is currently integrated in the External Relations department and is to be branched out next term. Hence, its process is relatively the same as the ER department but considers the nature of partnerships that must be raised to satisfy its function. The structure involves internal and external communications TLP roles that handle the tools and strategies needed for information dissemi-nation for all stakeholders.

Its foundations have been set but there is a lack of manpower to fully realize the job descriptions in the structure. It is necessary for the Communications department to work independently from the Exter-nal Relations department. This is because it has affected its opera-tions by disabling some members to focus on their job descriptions. Also, considering that the Communications department is intended to be branched out, there is a need for all its members to be fully developed to function efficiently.

53

COMMUNICATIONS

a. The incoming EB must strategize for rebranding the LC in the Miriam College community to boost its member base and have more opportunities to promote the ELD programs. b. Current and future members should be given intensive training (may be from the MC or externals).c. There must be collaborations with other LCs to provide MiC a new perspective on how to reach its audience and expand as an entity. d.d. The LC must reach out to potential media partners and must not rely on the MC when it comes to publicizing projects/ELD programs.e. Do annual or mid-term brand audits to assess the tools and strat-egies used to reach the stakeholders and innovate new ways to sat-isfy their needs.f. Create a good relationship with the school administration (with OGX) to boost the promotion of the ELD programs to the students.

RECOMMENDATIONS

There werent special strategies and initiatives for the last three quarters of the term. The department only used the ones initiated by the MC. However, MiC gathered the contact details of all the Miriam College orga-nization leaders to create partnerships for future communication projects. Also, the department did a brand audit to know how to better reach the LCs audience.

Special Strategies and Initiatives

54

PROJECTSPROJECT DETAILS

Project Hiyas is a national initiative pro-posed by LRC-KSK, one of the national partners. Its framework is patterned after the project they previously had with AIESEC Miriam CollegeMarin-duque Quest for Justice Campaign. This time, however, other mining sites, such as the one in Palawan, are includ-ed in the campaign.

The aim of this project is to educate students about the baseline information regarding past and present mining sites. The conditions of the sites before and after they were touched were also shown and discussed.

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FILM SHOWING

PROJECTS

56

PROJECTSFORUM

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TESTIMONIALS

Negative:I've been noticed that Project Hiyas's been held for many cycles already, and the contents and the workloads remain the same from cycle to cycle. It's best to update and come up with new ideas to achieve the project's objective (which is raising awareness against Mining)Also, by holding an exhibition against mining alone would not Also, by holding an exhibition against mining alone would not be adequate to achieve the project's objective, I really think there should be more effort put in order to successfully raise awareness among people against mining.If possible, the management team should find its partnership If possible, the management team should find its partnership with various NGOs whose works concern with Mining and closely engage the interns with those organizations; therefore, there will be more things to do than just holding an exhibition. Another thing is that as an Intern, I haven't learned much from Another thing is that as an Intern, I haven't learned much from the project. During the internship, I often found myself free. I think the best way to learn and gain as much experience as possible is to keep the interns busy with exciting and challeng-ing tasks.

Positive:Even though, the project itself was not that significant, I did learn about Mining and environmental issues in the Philippines. Another thing is that through this global internship program I do learn a lot about teamwork and cooperation with people from different cultures and backgrounds. I really do appreciate the opportunity!

Keithya Oungty Trainee from

Cam

bodia

PROJECTS

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PROJECT IN NUMBERS

i. AttendeesThere were around 50 students who attended the film showing while there were approximately 40 students who attended the forum. Most of the attendees for both events were students from the Department of Environment. Meanwhile, some of the attendees of the forum were required by their Filipino professors.

ii. Exchanged REalized

Three exchanges were realThree exchanges were real-ized for this project. One trainee came from Finland while the other two came from Cambodia. The first trainee conducted her own cycle while the two other trainees joined the cycle of trainees joined the cycle of AIESEC UPD.

Finnish Realized Date: July 25, 2011 Start Date: August 1, 2011 End Date: September 12, 2011

Cambodians Realized Date: August 24, 2011 Start Date: August 29, 2011 End Date: September 29, 2011

iii. Inclusive Dates

PROJECTS

59

vi. RecommendationsFrom the timeline, it can be deduced that no itinerary was produced. This is why most of dates listed are an approximation. This can be avoided next time by preparing an itinerary before the trainee arrives. A back-up itinerary can also be provided to address potential risks that can affect the schedule.

On the other hand, based on the number of exchanges produced, it can be shown that On the other hand, based on the number of exchanges produced, it can be shown that matching has been slow and low. In order to prevent this, a feasibility study must be con-ducted to ensure that projects being implemented are of any significance to the Philippine realities.

v. Timeline of Events

Cycle 1: August 1, 2011 Orientation August 1 September 2, 2011 Preparation September 7, 2011 Film-showing September 8, 2011 Forum

Cycle 2: August 29, 2011 Orientation August 30 September 16, 2011 Preparation September 19 September 23, 2011 - Preparation

iv. Sponsors, Supporters, and/or Enablers

In this project, LRC-KSK was more of a supporter. This is because they passed In this project, LRC-KSK was more of a supporter. This is because they passed down the project (previously Marinduque Quest for Justice Campaign) to SEED, Stu-dents for Ecological and Economic Democracy. Gerry Arances of LRC acted as the bridge between SEED and AIESEC, especially in terms of getting everyone at the same page. SEED, on the other hand, acted as enablers as they provided the mate-rials used in the film-showing and forum. Other enablers were partner organizations

PROJECTS

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PROCESS & STRUCTURE ASSESSMEN

T

a. General Processes and Structures Descriptions

Although MiC took part in the TN-based project, LRC-KSKs Marinduque Quest for JusAlthough MiC took part in the TN-based project, LRC-KSKs Marinduque Quest for Jus-tice Campaign, the LC did not have any experience whatsoever in organizing an LC-based project. As such, there were no standard operating procedures. The LC only knew of the linear ICX processesraise, match, and realize. Moreover, there was no structure to be followed. It was only the LCVP who matched and realized all three trainees. She was also the one who was in-charge of logistics.

1. RaiseThe forms were immediately raised in May even though the project was not as final.

2. MatchFor a certain period of time, matching was closed due to the uncertainty of the project. 3. Realize The trainees complained about paying for a servicing fee when sometimes they dont get The trainees complained about paying for a servicing fee when sometimes they dont get what was promised. It was also because some of the trainees theyve encountered did not pay any type of fee.

In summation, running Project Hiyas was a very risky decision for MiC due to the lack of human resources and financial capacity of the LC. What can be recommended for the next term is to be more aggressive when it comes to learning. MiC should consult with other LCs who know how to create a PBOX. Better yet, MiC can try to collabo-rate and create a joint PBOX. This way, the members of MiC will learn while being guided by members of the more experienced LC, and still producing quality results.

RECOMMENDATIONS

SPECIAL STRATEGIES & INITIATIVES There were no special strategies and initiatives.

PROJECTS

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TALENT MANAGEMENTTALENT NUMBERS

TMP

ACTUAL

TLP

TMP

TLP

GOALS

TLP

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63

TMP

ACTUAL TO GOAL

TLP

TIMELINE

63

COMPARATIVE MIX

There is significant growth in Team Member Program. However, there is adecrease in the Talent Leader Program for the Local Committee

TALENTMANAGEMENT

General Processes and Descriptions

Recruitment : Sign ups; Local Committee Orientation Seminar; Departmental Internship;

Member Selection Interview; Adaptation Camp

It is an introduction of the AIESEC world to the people who are interested in joining the organiIt is an introduction of the AIESEC world to the people who are interested in joining the organi-

zation. It is geared for potential AIESECers who share or will share the same vision and values

with the organization. The Local Committee Orientation Seminar is to formally introduce the

whats, whys, hows of AIESEC. The Departmental Internship is to give the applicants a view of

the culture of the Local Committee and the work they are doing. Member selection interview is

the deciding stage of the application if they are fit to be in the organization or not. Lastly, the

Adaptation Camp is geared to further train and introduce the AIESEC world to the newly in-

ducted members.

Role Management

Analyzing the current talent pool of the Local Committee and determining the roles needed for

the term. It is to provide the job descriptions, timelines, and available positions for the newly in-

ducted members and members who would want to further develop their competencies. It is

also tracking the members performance in the local committee

Learning Management

It is a process wherein members are to identify their personal and professional goals. This is to

understand and create a link between AIESEC and the members goals in life. It is to track the

growth of the members and to ensure the quality of the AIESEC experience. It is also supplying

the trainings and education that the members need for their growth.

65

63

TMP

ACTUAL TO GOAL

TLP

TIMELINE

63

COMPARATIVE MIX

There is significant growth in Team Member Program. However, there is adecrease in the Talent Leader Program for the Local Committee

TALENTMANAGEMENT

Course or Academic Field

Retention Rate

The Local Committee has a 50%

membership retention rate

64

TALENTMANAGEMENT

General Processes and Descriptions

Recruitment : Sign ups; Local Committee Orientation Seminar; Departmental Internship;

Member Selection Interview; Adaptation Camp

It is an introduction of the AIESEC world to the people who are interested in joining the organiIt is an introduction of the AIESEC world to the people who are interested in joining the organi-

zation. It is geared for potential AIESECers who share or will share the same vision and values

with the organization. The Local Committee Orientation Seminar is to formally introduce the

whats, whys, hows of AIESEC. The Departmental Internship is to give the applicants a view of

the culture of the Local Committee and the work they are doing. Member selection interview is

the deciding stage of the application if they are fit to be in the organization or not. Lastly, the

Adaptation Camp is geared to further train and introduce the AIESEC world to the newly in-

ducted members.

Role Management

Analyzing the current talent pool of the Local Committee and determining the roles needed for

the term. It is to provide the job descriptions, timelines, and available positions for the newly in-

ducted members and members who would want to further develop their competencies. It is

also tracking the members performance in the local committee

Learning Management

It is a process wherein members are to identify their personal and professional goals. This is to

understand and create a link between AIESEC and the members goals in life. It is to track the

growth of the members and to ensure the quality of the AIESEC experience. It is also supplying

the trainings and education that the members need for their growth.

65

TALENTMANAGEMENT

Structure Descriptions

Vice President for Talent Management is the overseer of the whole operations of the depart-ment. She is in charge of implementing the pro-

cesses in the LC.

Learning Manager is in charge of conducting processes such as: Talent Goa Setting, Talent

Review and Education

Role Manager is in charge of all the processes related to member performance.

Recruitment Manager is in charge of Talent se-lection, induction and allocation

66

TALENTMANAGEMENT

RECOMMENDATIONS

For the Talent Management team to be truly effective for the future, the next term should be able to provide a great foundation for the department. The department lacks the knowledge in order to fully implement the pro-cesses in the local committee. The Local Committee must also understand the importance of the processes and fully cooperate with the members of the department to have an effective Talent Management culture. to have an effective Talent Management culture.

Special Strategies and Initiatives

Adaptation Camp with AIESEC University of Asia and the Pacific and San Beda Colleges

The Talent Management departments of schools such as: University The Talent Management departments of schools such as: University of Asia and the Pacific, Miriam College and San Beda Colleges collab-orated with one another to give an Adaptation Camp that is more in depth for the members. The Adaptation Camp aimed to increase the cooperation of the local committees involved and introduce good case practices and strategies that are not done by the Local Commit-tees. It aimed to strengthen the bond of local committees in AIESEC in the Philippines and help one another in a lot of aspects.

67

OUTGOING EXCHANGE

EXCHANGE NUMBERS

Actual

68

TIMELINE

OUTGOING EXCHANGEACTUAL to GOAL

69

OUTGOING EXCHANGE

TERM 2010 -2011

COMPARATIVE REPORT

There was a decrease in number in terms realizations. This termwas only able to realize 3 out of 6 of its raises. However, there isgrowth in GIP raises.

70

OUTGOING EXCHANGE

GIP

GCDP

No GIP Realized for term 2011 - 2012

COUNTRY PARTNERS

No country partners for this term

No problems were encountered for GCDP EPs realized

TOP COUNTRIES :

CAMBODIA, MALAYSIA, MAINLAND OF CHINA

Breakdown of RE Outgoing EPs Countries

REALIZATION STATISTICS

71

OUTGOING EXCHANGEPROCESS AND STRUCTURE ASSESSMENT

STRUCTURE

Pre-raising is the processes wherein the outgoing exchange de-partment markets the Global Exchange Programs to the interested youth of the Philippines. It is composed of the ExPO, ACs and RBIs. Exchange Program Orientation is an introduction of the AIESEC Vision and programs to applicants of the Exchange Pro-gram. It is followed by an assessment center. Assessment Centers are series of activities that gauges the competencies of an Exchange Program applicant. After that, is a review board interview that assesses the match-ability and motivation of the applicant. After being accepted, an induction or a further session on under-standing of how the organization operates and learn about the op-portunities that could help achieve the goals of the person. This stage is managed by the Director for Communications and Talent Management and her team members.

RaisingUploading the Exchange Participants form on myaiesec.net and guiding the EP of the hows of the database. GIP and GCDP Man-agers are in charge of facilitating this process until the realization stage.

72

OUTGOING EXCHANGE

MatchingMatching Directors are in charge of helping the Exchange Par-ticipant by showing the opportunities on the database and being selected.

Ambassadors DayA preparation for the Exchange participant about the cultural differences and how to become a great representative of the Philippines.

Realization & ReintegrationIntegration of the Exchange Participant in the host country where he/she will work. Reintegration is the debriefing of what happened during the exchange participants experience.

PROGRAM SPECIFIC ASSESSMENT

Combining GIP and GCDP for Assessment

RaiseRaising of forms was not monitored well. A lot of incomplete forms are still on the system.

MatchExchange Participants have expressed their disappointment Exchange Participants have expressed their disappointment with regards to the lack of communication between the EP manager and the EP. This has caused problems in providing visa assistance to the EP

Realize (GCDP)Lack of communication from the matching process trickles Lack of communication from the matching process trickles down to the last process. This has caused problems with re-integrating returning EPs into the LC.

There are no Special stratgies and Initiatives executed for the term.

RECOMMENDATIONS: The department should be more hands-onand more accommodating to the needs of the EPs. Communications gaps must be reached and research must be made in order to further assist the EPs.

73

FINANCE

74

FINANCE

74

FINANCE

75

FINANCE

76

FINANCEFINANCE

Term 2010 2011 had an Exchange Partici-pant who complained to the College of Busi-ness and Accounting about not being matched to a company of her choice and claiming that the OGX department did not assist her or even contact her after raising. OGX 10 11 had claimed that they were in fact, communicating with her but she was not responding. The Ex-change Participant and her mother wanted to refund the application fee and administrative fee that they paid. OGX 10- 11 explained that refunding is not possible because it is part of the compendium. However, there were no legal binds or EP contracts between AIESEC Miriam and the EP.

The issue escalated to the Associate Dean of Student Affairs and demanded for the Local Committee 11-12 to pay the 5000 pesos. We had no choice but to comply with the decision of the ADSA.

ISSUES FACED

Term 2010 2011 had an Exchange Partici-pant who complained to the College of Busi-ness and Accounting about not being matched to a company of her choice and claiming that the OGX department did not assist her or even contact her after raising. OGX 10 11 had claimed that they were in fact, communicating with her but she was not responding. The Ex-change Participant and her mother wanted to refund the application fee and administrative fee that they paid. OGX 10- 11 explained that refunding is not possible because it is part of the compendium. However, there were no legal binds or EP contracts between AIESEC Miriam and the EP.

The issue escalated to the Associate Dean of Student Affairs and demanded for the Local Committee 11-12 to pay the 5000 pesos. We had no choice but to comply with the decision of the ADSA.

77

Proof of Legality from the University

FINANCE

78

RECOMMENDATIONS

The Local Committee must be conscious of the activities or programs which need legal back-up. The Local Committee leaders must be very strict in terms of contract signing and informing other parties of the de-tails of the partnership.

In terms of financial, the LC should conduct financial activities that are in line with the AIESEC Vision and how it would give a quality experi-ence for those in the department.

Special Strategies & Initiatives

In order for the Local Committee to be financial sustainable, fun-draising activities were conducted. Cake raffles and Rummage Sales were done to add more money to the funds of the LC.

MONITORING

The Vice President for Finance The Vice President for Finance and the Finance Officer were in charge of monitoring the move-ment of the funds of the Local Committee. The Financial officer was in charge of knowing the ex-penses and income of all the departments and providing projec-tions for the operations.

FINANCE

79

OFF

ICE

OF

THE

PRES

IDEN

T

AWARDS

Meritorious leadership awards from the Associate

Dean of Student Affairs

It is an award that is given to the It is an award that is given to the organization leaders who were given satisfactory grade from the members of the organi-

zation.

DEPAR

TMEN

T PERFO

RM

ANC

E

The Incoming Exchange department has been the stronThe Incoming Exchange department has been the stron-gest department in the Local Committee from the start of AIESEC Miriam College. For this term, it is still considered as the strongest department. It has realized 21 forms for the local committee and administered the operations of projects in the college. The department was in charge of

raising GCDP TNs, matching and realizing GCDP and GIP forms.forms.

Segmenting the market and patterning it after the four ad-vocacies of the college proved to be an effective move for

the department. Each member in the department was given a market that they would like to manage and result-ed to partnerships. It provided focus for the members and

ensured diversity for the department.

There has been growth in terms of numbers for this de-partment. However, the way the department operated was

financially unsustainable. Unforeseen spending such as the penalty for the visa was such a burden to the Local

Committee. With limited resources, the Local committee was almost not able to compensate for the spending the

department had.

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OFFICE OF THE PRESIDENT

The Outgoing Exchange department for this term had the most number of members in the local committee. Having placed members and from the growth of the department in term 2010-2011, the Local Committee expected a lot in aspects such as increased number of

exchanges and increased amount in revenue.

With the problem from the previous term, the School Administration With the problem from the previous term, the School Administration did not allow the Local Committee to promote its Exchange Pro-

grams for the OJT takers. This proved to be a problem because the market for AIESEC Miriam College was for the 3rd year students who

are taking their On-the-Job Training during the summer.

The department was able to start the term generating results coming from its partner, the National Youth Commission. The National Youth Commission was able to provide AIESEC Miriam College reach to in-dividuals from all around the Philippines who were interested in going on exchange. However, there was no formal agreement with the NYC partnership. It was not followed through and the partnership was not strengthened. From then on, the department seemed to die down and was not able to fully function. The members of the department and was not able to fully function. The members of the department were really eager to work however; they were not really given the

chance to be further trained because of the circumstances that hap-pened to the department

The department was not very aggressive in their efforts to try to reach as many people as possible for the exchange experience. There were few strategies conducted and were not able to sustain the operations of the department. The department was not able to utilize their part-

nership with NYC to the full extent it can provide.

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DEPARTMENT PERFORMANCE

OFF

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OF

THE

PRES

IDEN

T

External Relations

With almost the same problem with the With almost the same problem with the Talent Management department, the Exter-nal Relations department was not that much

effective in creating GIP partnerships. The TNs that the Local Committee was able to gain came

from the CEEDership program they had with AIESEC Japan. The department lacked the training and experience in creating effective partnerships. and experience in creating effective partnerships. Integrating Communications and non-exchange projects to the department was also not that ef-fective because it had caused paralysis on the

operations. However, this provided the foundation for the communications de-

partment that will be branched out for the next term.

With almost the same problem with the Talent Management department, the Exter-nal Relations department was not that much

effective in creating GIP partnerships. The TNs that the Local Committee was able to gain came

from the CEEDership program they had with AIESEC Japan. The department lacked the training and experience in creating effective partnerships. and experience in creating effective partnerships. Integrating Communications and non-exchange projects to the department was also not that ef-fective because it had caused paralysis on the

operations. However, this provided the foundation for the communications de-

partment that will be branched out

Finance

The finance department The finance department was not able to execute its monitoring operations for

the funds of the local com-mittee. There was no talent pool at the start of the term and the LC had a hard time trying to monitor the cash trying to monitor the cash inflows and outflows. The department was not able

to provide a financial model that the Local Com-mittee could have benefit-

ted from.

Talent Management

Foundation for this department was Foundation for this department was not all that existent in the start of the

term. The local committee had no talent succession for the Vice President position and had no experienced team members to

continue on the processes of the department. The department had a hard time facilitating the

processes of the department because of the lack processes of the department because of the lack of experience in handling the department by the team. The Talent Management department had lacked in strategies in trying to make the mem-bers of the LC to understand the importance

of the department. They were not able to effectively track the performance and

growth of the members.

DEPARTMENT PERFORMANCE

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OFFICE OF THE PRESIDENT

2015 EXECUTION

AIESEC Miriam College was able to execute AIESEC 2015 through executing the Hiyas Project. The Project Hiyas PBOX was able to engage roughly 40 students about environmental

issues and the vision of AIESEC. The local committee en-gaged these young people through forums and exhibits and imparted the AIESEC values in the manner of presenting the

issues.

AIESEC Miriam College has proposed leadership-learning cir-cles to the administration, which is still up for review, and

hopefully be realized by the next term. This project aims to engage and develop the young leaders of the college and to-gether, create an impact to the Miriam Community and the

society.

No Special Strategies and Initiatives made for this term

For the Local Committee to develop for the next coming terms, it is cru-cial for the next incoming term to set down all the foundations for depart-

ments that were not able to develop. The Local Committee President must be able to take a hold of all of her executive board members and

create aggressive and innovative strategies to penetrate the Miriam Com-munity and the Filipino market. The LC should be more conservative in creating partnerships with the school, companies, and the students involved. The Local Committee President must be able to strengthen the ties and transparency between the school administration and AIESEC

Philippines.

RECOMMENDATIONS

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ALUMNI DATABASE

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BOARD OF ADVISORS DATABASE

TRAININGS DELIVERED

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