lceb app package 1617

cExecutive BoardAIESEC AdMU

application package

16 17

PACKAGE CONTENTSMESSAGE FROM LCP ELECT

TIMELINE

APPLICATION ELIGIBILITY

GENERAL JOB DESCRIPTION

AVAILABLE POSITIONS

SPECIFIC JOB DESCRIPTIONS

CONTACTS

APPLICATION REQUIREMENTS

Dear Applicant!

Merlyn PatricioLocal Committee President- Elect

AIESEC AdMU- PhilippinesTerm 2016- 2017

First off, I would like to congratulate you for taking the first step in being part of the executive board. I am personally proud to have talented individuals like you to be a part of this amazing experience.

Know that this position isn’t just a privilege but also a responsibility. As part of the executive board, you are not only responsible for your respective function but more importantly, you are responsible for the future of this LC. Being the next leaders of this organisation, you will have a big influence over AIESEC AdMU and I want you to take that to heart. This position entails a lot of commitment, perseverance, and passion for this organisation. The development of each member lies in your hands and it is important to keep that in mind as you begin to have more members under your wing.

Also know that being an executive board member will be one of the most difficult things you’ll ever have. There will be times when you’ll lose sight of why you’re doing this. There will be times when you’ll start to doubt yourself and your purpose here. Even during the application process, you’ll start thinking that you have better things to do. Things will only get harder once you take this path. But in the middle of all the challenges you will face, know this: what we do here in AIESEC matters, and it is up to us to make it happen. I want you to know that all that hard work isn't for nothing. I want you to know that you are making a big difference. I want you to be able to go home, look into the mirror, see yourself and say “I did that and I am proud of it!”

I know that it may look intimidating to take on this new challenge. But know that that is exactly what makes this amazing. This application will not only test your competency but also you as a person. So don’t take this application lightly and make sure to make the most out of this experience because this in itself is for your growth and development.

I, who personally went through the same process, can say that this application definitely helped me grow. This experience was one of the most challenging and yet most rewarding experiences that I’ve ever had. I came in with absolute uncertainty and came out stronger. I know you will too.

Lastly, enjoy this experience. This is a very rare opportunity and always try to find the joy in it. With that in mind, never think you’re alone in this application. You have your current EB, your TLs, and members with you along the way.

I wish you all the best and good luck with your application.

Cheers!

Merlyn Anthony Patricio

APPLICATION TIMELINE02/05

02/19

02/20

02/28

03/04 ~ 03/11

Release of LCVP Application Package

Deadline of Letter of Intent Submitted to [email protected] CC: [email protected]

*Submission of LOI is required for application eligibility

Online Announcement of Applicants

*23:59 GMT +8 Late/incomplete applications will not be accepted

Deadline of Application Submitted to [email protected] CC: [email protected]

LCEB Convocations VENUE: TBA TIME: TBA

mailto:[email protected]?subject=




APPLICATION ELIGIBILITYQUALIFICATIONS OF OFFICERS FOR THE MEMBER COMMITTEE AND LOCAL COMMITTEE

4. EXECUTIVE BOARD MEMBER

4.1 Must be EXPA user certified upon application 4.2 Must be Executive Board or Team

Leader upon application AMENDMENT 2013: Team Members may qualify for application ONLY upon submission of endorsement letters from both the:

a) Current functional Local Committee Vice President for position applying for

b) Current functional Member Committee Vice President for position applying for

4.3 Must not be on academic

probation in the university he/ she is attending

4.4 Must not hold any position in another organisation

4.5 Must be a bona fide student of the

local committee or must be enrolled within 2/3 of the period of the AIESEC fiscal year

According to the AIESEC in the Philippines National Compendium

GENERAL JOB DESCRIPTION

•LEADS AND INSPIRES THE LOCAL COMMITTEE AND

RESPECTIVE DEPARTMENT AND SUPPORTS OVERALL

LOCAL COMMITTEE CULTURE

•FACILITATES DEPARTMENTAL AND TEAM LEADER MEETINGS

AND DECISION-MAKING DISCUSSIONS

•DEVELOPS AND COACHES

INDIVIDUAL TEAM EXPERIENCES AND

FUNCTIONAL LEARNING OF THE DEPARTMENT

•DEVELOPS AND COACHES TEAM LEADERS AND TEAM

MEMBERS PERSONALLY AND PROFESSIONALLY.

• ALIGNS THE DEPARTMENTAL PLANS TO THE PLANS OF THE

LOCAL COMMITTEE AND MEMBER COMMITTEE

• MANAGES DEPARTMENTAL DECISION-MAKING,

PLANNING, AND IMPLEMENTATION

• FACILITATES DEPARTMENTAL LONG-TERM PLANNING AND

INVESTMENT

• ASSESSES THE INTERNAL AND EXTERNAL

ENVIRONMENT TO GUIDE DEPARTMENTAL AND

FUNCTIONAL DECISIONS

STEERS THE DEPARTMENT TOWARDS GROWTH,

PERFORMANCE, AND RESULTS

• TROUBLESHOOTS DEPARTMENTAL ISSUES AND

CONCERNS

• MONITORS FUNCTIONAL PERFORMANCE AND TRACKS

THE KEY RESULT AREAS & MEASURES OF SUCCESS OF

THE DEPARTMENT

• PREPARES AND PUBLISHES REGULAR FUNCTIONAL AND

DEPARTMENTAL PERFORMANCE REPORTS

MANAGES AND TRACKS OPERATIONAL DELIVERY

• DRIVES AND INSPIRES PRODUCT OR OPERATIONAL

INNOVATION

• CRAFTS LONG-TERM PRODUCT OR OPERATIONAL PLANS FOR SUSTAINABILITY

• DRIVES SYNERGY WITHIN THE

DEPARTMENT AND OTHER DEPARTMENTS

REPRESENTS THE FUNCTION AND THE LOCAL COMMITTEE

IN NATIONAL MEETINGS, SEMINARS, AND CONFERENCES

• PROVIDES CUSTOMER RELATIONSHIP MANAGEMENT

TO THE STAKEHOLDERS OF THE FUNCTION AND LOCAL

COMMITTEE

• ENSURES A HEALTHY LOCAL COMMITTEE BRAND AND A STABLE RELATIONSHIP WITH

ALL STAKEHOLDERS

• MAINTAINS AND STRENGTHENS STRATEGIC

LOCAL COMMITTEE PARTNERSHIPS

Team Management

Strategy Management

Performance Management

Operations Management

Stakeholder Management

KEY RESULT AREAS & EXPECTED OUTPUT

Team Management

Strategy Management


Operations Management

Stakeholder Management

•STRONG AND HEALTHY WORKING RELATIONSHIP

WITHIN THE TEAM AND THE DEPARTMENT

•DEPARTMENT ALIGNED IN TERMS OF TEAM PURPOSE, BRANDING, AND CULTURE

•REGULAR TEAM MEETINGS

AND DEPARTMENTAL SEMINARS

•DEPARTMENTAL RETENTION

RATE AND SUCCESSION PIPELINE

• DEPARTMENTAL PLANS

• ALIGNMENT OF PLANS TO THE

LOCAL COMMITTEE AND MEMBER COMMITTEE

• REGULAR PLANNING, RE- PLANNING, AND EVALUATION

SEMINARS

• PERCENTAGE PLANNED GOAL

ACHIEVEMENT BASED ON DEPARTMENTAL PLANS

• ABSOLUTE PERFORMANCE GROWTH BASED ON

PREVIOUS TERM

• RELATIVE PERFORMANCE GROWTH BASED ON

PREVIOUS TERM

• PERCENTAGE OF GOAL ACHIEVEMENT RELATIVE TO SET DEPARTMENTAL GOALS

• REGULAR AND COMPREHENSIVE

DEPARTMENTAL STATUS REPORTS

• OPERATIONAL EFFICIENCY

• NPS SCORE GIVEN BY PROGRAM DRIVEN BY THE

DEPARTMENT

• SYNERGIES IMPLEMENTED

• FINANCIAL SUSTAINABILITY OF THE DEPARTMENT

ATTENDANCE IN LOCAL AND NATIONAL CONFERENCES (ALDS, NPC,

NPM, NATCON, ELDC, NATIONAL FUNCTIONAL MEETINGS

REPRESENTATION IN INTERNATIONAL CONFERENCES (APXLDS, SEA)

PRESENCE AND REPRESENTATION IN INTERNAL AND EXTERNAL EVENTS

MANAGEMENT

• ABSOLUTE PERFORMANCE GROWTH BASED ON PREVIOUS TERM

• RELATIVE PERFORMANCE GROWTH BASED ON PREVIOUS TERM

• PERCENTAGE OF GOAL ACHIEVEMENT RELATIVE TO SET

DEPARTMENTAL GOALS • REGULAR AND COMPREHENSIVE DEPARTMENTAL STATUS REPORTS

THE DEPARTMENT • • PRESENCE OF INTERNATIONAL

LOCAL COMMITTEE PARTNERS, CORPORATE,

AND NON-CORPORATE PARTNERS

Qualities CompetenciesHigh sense of accountability, responsibility and initiative, results-oriented, people-oriented, effective communicator, facilitator, and manager, strong threshold for work and stress, team worker, resource investigator, monitor-evaluator, implementer, complete finisher, willingness to commit

High Global Competency Model competencies, in-depth understanding of AIESEC Way, extensive AIESEC Business Knowledge (business model, organizational design, AIESEC 2020, ELD programme delivery), general management skills (organizational, strategic, performance, risk, crisis, team, project), excellent communication skills, personal effectiveness, coaching and mentoring skills, extensive knowledge of Local Committee history

AVAILABLE POSITIONS

LCVP FOR FINANCE AND LEGAL ADMINISTRATION (FLA)

LCVP FOR TEAM EXPERIENCES (TXP)

LCVP FOR INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAMME- PROJ

(IGCDP- PROJ)

LCVP FOR INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAMME- TN

(IGCDP- TN)

LCVP FOR INCOMING GLOBAL INTERNSHIP PROGRAMME (IGIP) LCVP FOR OUTGOING GLOBAL

INTERNSHIP PROGRAMME (OGIP)

LCVP FOR OUTGOING GLOBAL COMMUNITY DEVELOPMENT

PROGRAMME (OGCDP)

LCVP FOR BUSINESS DEVELOPMENT (BD) LCVP FOR PUBLIC RELATIONS AND STRATEGIC INITIATIVES (PR&SI)

LCVP FOR MARKETING AND COMMUNICATIONS (MAC)

SPECIFIC JOB DESCRIPTIONRole Description Functional Responsibilities

LCVP for Finance and Legal Administration

Presides over the overall financial and legal management of the Local Committee to ensure

operational and financial sustainability.

• Creates and tracks LC financial model • Conducts budget and cash flow forecasts • Oversees creation of financial statements • Creates and implements investment plan and

financial initiatives • Oversees compilation of legal and administrative

documents • Oversees signing of legal documents and assesses

potential risks • Monitors and ensures alignment of LC

performance for financial sustainability • Manages in- university stakeholders (OSA, COA)

LCVP for Team ExperiencesEnsures the provision of a value-adding team

experience to each member of the Local Committee and promotes member engagement,

performance, and development through implementation of learning plans and TM process

delivery.

• Ensures TM process delivery, efficiency, and effectiveness throughout the entire Local

Committee • Monitors member efficiency, member

development, and member engagement • Spearheads activities for talent motivation • Systems innovation, trouble shooting and

stability control: Ensuring consistency in systems through the changing operations

• Knowledge bank management: Consistently updates and innovates the knowledge bank

Role Description Functional Responsibilities

LCVP for Incoming Global Community Development

Programme (PROJ)

Creates and delivers needs-based, impactful, and financially sustainable Projects Based on

Exchange for relevant community partners

• Establishes social internship client base with Learning and Community Partners

• Rethink and ensure social relevance of PBoXes for partner communities and Exchange Participants

• Oversee and track execution of all PBoXes • Track the raising, matching, and realising of

inbound Exchange Participants • Establish and preserve LC-LC co-delivery

partnerships • Analyse and manipulate global supply and

demand

LCVP for Incoming Global Community Development

Programme (TN)

Co-delivers incoming exchange with non-corporate markets to provide socially and personally relevant internship experiences

• Creates and tracks LC financial model • Conducts budget and cash flow forecasts • Oversees creation of financial statements • Creates and implements investment plan and

financial initiatives • Oversees compilation of legal and administrative

documents • Oversees signing of legal documents and assesses

potential risks • Monitors and ensures alignment of LC

performance for financial sustainability • Manages in- university stakeholders (OSA, COA)

SPECIFIC JOB DESCRIPTION


LCVP for Incoming Global Internship Programme

Co-delivers incoming exchange with corporate markets to create professionally and personally

relevant internships

• Establishes professional internship client base with corporations and startup companies

• Track the raising, matching, and realising of inbound Exchange Participants

• Establish and preserve LC-LC co-delivery partnerships

• Analyse and manipulate global supply and demand

• Ensures good rapport with external stakeholders to build potential for long-term partnerships

LCVP for Outgoing Global Internship Programme

Delivers functional strategies to provide high quantity and quality outgoing professional

internship experiences

• Executes initiatives to communicate and attract people towards the AIESEC exchange experience

• Co-creates market segments through external market expansion

• Oversees overall exchange recruitment and selection processes

• Tracks the raising, matching, and realising of outbound Exchange Participants

• Establishes and preserve LC-LC co-delivery partnerships

• Analyses and manipulate global supply and demand



LCVP for Outgoing Global Community Development

Programme

Delivers functional strategies to provide high quantity and quality outgoing social internship

experiences

• Executes initiatives to communicate and attract people towards the AIESEC exchange experience

• Co-creates market segments through external market expansion

• Oversees overall exchange recruitment and selection processes

• Tracks the raising, matching, and realising of outbound Exchange Participants

• Establishes and preserve LC-LC co-delivery partnerships

• Analyses and manipulate global supply and demand

LCVP for MarketingShapes, communicates, and drives the AIESEC AdMU brand through integration of Marketing

within the customer flow of all the programs and departments

• Ensures the penetration and resonation of creative materials through brand insight, customer

assessment, and PubMat review • Formulates strategies for market engagement • Providing strategic initiatives that can help

improve overall customer flow through marketing integration

• Rethinks and repackages the AIESEC brand and positioning to facilitate stronger and more aligned

brand recall and resonation • Creates tactical and thematic materials to

communicate the AIESEC brand



LCVP for Business Development

Supports financial sustainability of AIESEC AdMU and its projects and events through the

establishment of partnerships and sponsorships via corporate sales

• Establishes sponsorships and brand partners for operations support and events

• Ensures good rapport with external stakeholders to build potential for long-term partnerships

• Executes strategies to showcase partners while building AIESEC brand equity

LCVP for Public Relations and Strategic Initiatives

Creates initiatives and PR events that ensures a good public image for AIESEC AdMU

• Designs strategic timeline for all strategic initiatives

• Establishes partnerships with partners that help build credibility for AIESEC AdMU

• Creates events and initiatives that contribute to the public image of AIESEC AdMU


APPLICATION REQUIREMENTSLetter of Intent 1 Page

Curriculum Vitae 2 Pages

Personality Tests 3 Pages

Biography 1 page

Recommendation Letters 4-6 Letters 1 Page each

Top 3 Choices 1 page

Framework Analysis -

General Questions 5-6 pages

Specific Questions 6-10 pages

LC Case Analysis 3-5 pages

General Plan of Action (GPOA) 3-5 pages

Application Video -Files must be saved in .pdf format and compressed in a .zip/ .rar folder named “AdMULCEB1617_(LastName)”

APPLICATION REQUIREMENTSLetter of Intent

Addressed to the LCP-Elect, the letter must clearly state intent to apply for the position of AIESEC AdMU Local Committee Vice President, Term 2016-2017.

In Ateneo Placement Office format, state relevant AIESEC experience and academic, extracurricular, and professional accomplishments.

Must include: general information, AIESEC journey, personality test results, motivation for application, alignment to personal/ professional goals, values.

Enumerate your Top 3 most preferred positions within the Executive Board (You may not have less than 3 preferred positions). Explain how your motivations, skills, and past AIESEC XP relate to these and how you feel you can be effective in this position.

Using any framework/s of your choice, conduct a comprehensive INTERNAL and EXTERNAL analysis of the function you are applying for in relation to AIESEC AdMU and its relevant markets and stakeholders.

Curriculum Vitae

Biography

Top 3 Choices

Framework Analysis

Take screenshots of your PERSONALITY TEST RESULTS and present them as part of your app package.

GENERAL QUESTIONS

GENERAL QUESTIONS1. Complete the table with accurate and relevant information regarding your past/ current AIESEC experience. If there are areas wherein you have had not any experience, place “no experience” in the relevant cells.

AREA EXPERIENCE & RESULTS ACHIEVED KEY LEARNINGS

Finance and Legal Management

Team Management

Training & Coaching

Information Management


Exchange Management

Project Management

Stakeholder & Partnership Management

Brand Management

Sales

2. In your opinion, how do you see AIESEC AdMU you in terms of: a.) It’s purpose b.) Developing its members c.) The community

3. What is the relevance and impact of AIESEC AdMU to: a) Its members b) Its exchange participants c) Its partners d) The AdMU community?

4. How do you feel your first choice department contributes to each focus area?Give concrete action steps for this.

5. In your opinion, what is the biggest problem that AIESEC AdMU faces? Why? What are the implications of this problem?

6. What is your ultimate vision for AIESEC AdMU? How does this connect to AIESEC 2020 and to the vision of AIESEC for the Philippines? How will your functional role contribute to this?

SPECIFIC QUESTIONS

Answer only the Specific Questions for your first choice role.

FINANCE AND LEGAL ADMINISTRATION

FLA

1.) Create a financial model for Term 1617 considering the focus functions and the current state of FLA. Explain and show the model on a detailed per department basis including a portion for the MC and identify the important synergy financial allocation points.

2.) As FLA VP, what is your investment risk profile? Why? In relation to your investment risk profile as well as your financial model for Term 1617, list down two investment activities you’re going to undertake for the following categories: a.) Investment for the LC in general b.) Investment for the Exchange departments c.) Investment for Support Departments For each of the investment activities you list down, justify your answer using analytical framework of your choice.

3. ) Identify all the synergy points of FLA with the other departments by individually listing down all the Finance, Legal & Administration processes in tabular form. With all the processes listed down, what do you think is the bottleneck and why? Given your answer in the bottleneck, propose a solution to maximize efficiency of FLA operations.

4.) How can we as an LC become more financially sustainable? Please provide three (3) financial initiatives that can contribute to the sustainability of the LC. Consider the action steps, timeline of these initiatives, and the pros and cons of each one

5.) How do you see FLA contributing to the overall performance of the LC? Please cite a minimum of three (3) concrete ways on how this contributes to the impact that we make as AIESEC.

TEAM EXPERIENCES

TXP

3.) Given that the number of incoming freshman for SY 2016-2017 will be significantly lower, the organization will face changes in the Recruitment and Selection process. What are the implications of this? Create a general recruitment plan, paying particular attention to selection criteria and processes taking into account both the LC’s structure and the reality of a smaller number of freshmen recruits.

1.) Create a success profile for each function in the LC. Assess the gaps for all facets of the success profile given the current state and member pool in the LC.

2.) One of the focus areas for Term 1617 is member development. Thus, there is a need for a well-implemented learning plan, especially since the majority of members in the LC are newies. TXP has attempted to fully implement different strategies to execute a comprehensive learning plan for the LC. However, the learning program has never been formalized. This lack in structure has resulted in a sometimes uneven learning path across the LC. Taking into account the department’s history of member education strategies, how will you standardize learning processes for the LC to ensure both functional mastery and proficiency in competencies needed for positions in the LC structure (Team Member, Team Leader, Local Committee Vice President)? Create a general learning plan for the members of our LC.

a.) Identify learning areas you think are essential

b.) Justify their importance

c.) Enumerate topics that can be included in the learning areas

d.) Mode of delivery (i.e., talk, simulation, field work, etc.)

e.) Support needed

f.) Schedule of implementation.

In addition to standardizing member education, how will you ensure its successful implementation and follow through?

5.) Explain the IM function, as a whole (not just based on IM operations in AdMU). What does IM do? What are it's main focus/es? Why is it necessary for LC operations? How do you envision IM to function as a team under TXP, given that internal communications will be distributed to Marketing, and IM will no longer be a department? Support your answer with good case practices from other entities and specify which entities.

4.) Considering the nature of TXP as a function, it deals with all departments in tracking quality performance. Provide a synergy map highlighting key synergies present in TXP. Also provide ways on making these synergies more effective and more efficient.

MARKETING AND COMMUNICATION

MaC

1.) In what ways can AIESEC AdMU effectively and cohesively communicate its identity as a) a youth leadership organization b) business organization c) exchange organization? Which of these identities, if applicable, should be prioritized?

2.) Marketing can do so much more than creating promos and publication materials. How can you see marketing being integrated more into the customer flow of our programs namely: a.) OGX b.) ICX c.) TMP/TLP Provide at least three (3) concrete examples. Make sure to be clear on who the customer is, how marketing can be implemented, and the key value that can be made.

3.) Given the existing brand assets established by the Local Committee this year (e.g., #LeadStrong, Youth Leadership, and pertinent aesthetics), where do you envision the strategic positioning of the AIESEC AdMU brand for 1617? Describe your vision using an illustrative brand network.

4.) Using any framework of your choice, conduct a brand audit of AIESEC AdMU Term 1617, taking into consideration internal and external stakeholders. Use the following questions as a guide: - Where are we? - Why are we there? - Where do we want to be? - How do we get there?

5.) Marketing will be repackaged as MaC (Marketing and Communications) next term, reflecting the partial consolidation of Information Management as part of the department and thereby including Internal Communications as inclusive of its job description. In what ways can Marketing creatively enhance the efficacy and efficiency of communication within the Local Committee?

PUBLIC RELATIONS AND STRATEGIC INITIATIVES

PR&SI

1.) Learn more about the past events that AIESEC AdMU held since your first year in AIESEC. Better if you can learn more about its events even before you went into AIESEC. Analyze the events using any framework you want. You may use SWOT, TOWS, etc. This will guide you in properly answering numbers 2 & 3.

2.) Each event made is usually planned in a way that the number of attendances we expect is enough to breakeven. However, attendance in events perennially pose a problem to the success of the event in terms of financial sustainability and program execution among others. With that in mind, how do you plan to solve this dilemma? Give a detailed step-by-step guide on how you plan to solve it.

3.) Create 3 business proposals for new initiatives that will revolutionize the way the general public perceives AIESEC AdMU. Please state the image that you want to have for AdMU, specifics of the initiative, rationale, and desired outcome. Also provide a Gantt chart on how this will materialise.

4.) Give 3 potential partners that in your opinion will improve the overall credibility of AIESEC in AdMU. Explain the rationale, pros and cons of partnering, and a brief idea on how this partnership can materialize.

5.) In your opinion, what is the most effective event/initiative that AdMU currently has in terms of creating that image that we strive for as a youth leadership organisation. Please justify and show how this can be improved

BUSINESS DEVELOPMENT

BD

1.) Business Development is a function present across almost all student organizations, many with whom we share a common market. What are AIESEC AdMU’s Unique Selling Propositions (UPS) as an Atenean student org? Provide FIVE (5).

2.) As a department, BD’s process is relatively straightforward— tapping companies and presenting our packages. In what ways can the Job Description be innovated to facilitate in more holistic development for potential members? Illustrate your proposed process plan. Propose THREE (3) new concepts for fundraisers that align with AIESEC’s three brand pillars (Experiential Leadership Development, Youth, for the Philippines).

3.) Historically, the department has been predisposed to rely on warm contacts as its primary source for financial sponsorships. What strategies can you propose to ensure better sustainability within the department in the absence of warm contacts? Provide FIVE (5) concrete ways.

4.) What role does departmental culture play in boosting sales? Describe BD’s current departmental culture. Describe the departmental culture you would like to foster in Term 1617. Provide FIVE (5) concrete action steps to illustrate how you will establish this.

5.) A review of AIESEC AdMU history will evidence that in its earlier years, the Local Committee was one of the most financially endowed organizations in the Ateneo. Consult with THREE (3) alumni of relevant terms and unearth at least FIVE (5) best-case practices for Business Development.

INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAMME (PROJ)

iGCDP PR

1.) Looking at the current state of the projects of AIESEC AdMU, there is a problem when it comes to the costs making our exchanges more difficult to promote. A big part of this would be the housing contract that the LC which asks the EPs for payment amounting to a sum that would be too expensive for others. This means that this is a factor that cannot be changed right now due to current realities. Create three (3) strategies that would effectively help our projects be more affordable for EPs. Include the pros and cons, justification for each strategy, and an implementation plan complete with specific action steps and a timeline.

2.) An activity that the department facilitates every cycle would be an EP LEAD session which focus on the experience of the EPs giving them time to look back at their experience and internalise. Aside from this, provide two (2) activities that effectively contribute to the exchange experience of the EP. Keep in mind the LDM, Inner and Outer Journey, and the AIESEC values

3.) Looking at the projects of AIESEC AdMU, provide a TOWS analysis of each project (ASENSO, LEGACY, REAP, THRIVE). Provide a summary for the Strengths, Weaknesses, Opportunities, and Threats and your personal analysis for why these are such.

4.) Collaboration is one thing that can be improved between LCs as one AIESEC Philippines. Provide at least three (3) initiatives that encourage collaboration between LCs. State which LC/s you plan on partnering with, details of the plan, and implementation plan for this initiative.

5.) Study the projects that have been launched in the past 5 years of AIESEC AdMU. Choose two (2) of these projects that aren’t operating currently that you think can be relevant in today’s society. Discuss briefly the project and how you think this can be used. Provide a general assessment of the project through a SWOT analysis and specifically state the changes you’ve made

INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAMME (TN)

iGCDP TN

1.) Working as operations, our structure and processes are the most important aspects of our department besides our stakeholders. Given this, please be able to provide the following:

a.) A detailed analysis iGCDP TN’s different structures from Term 1415 Cycle 1 to Term 1516 Cycle 2, per cycle. Include each structure’s rationale, focus, and problems in your analysis. You may use any framework or diagram to assist you.

b.) A process flowchart of our current operations updated with EXPA v.2. Identify the different bottlenecks or problems in the process and determine their causes. Make recommendations to remedy these problems.

c.) Changes you plan to implement in Term 1617 Cycle 1, given the department structure history and process analysis? Create charts to visually represent your proposed changes and explain why so (for both structure and processes). If there are no changes, why?

2.) iGCPD TN relies on partnerships to provide quality experiences to its EPs. Since each TN is unique, each account comes with its own set of challenges for its manager. To get a better picture of how partnerships can improve, analyzing each of the department’s current TN’s is crucial. Given this, please provide the following:

a.) A profile of each TN partner the department currently handles. Besides the profiles, make a review of how each partnership is with the department so far (include the achievements, non-achievement, and challenges faced here). You may use any framework or diagram to assist you.

b.) Concrete action steps the department can take to further improve the Global Citizenship Program with each partner, based on the current situation with the department’s TNs.

c.) Guidelines or criterion defining the right kind of organization to partner with based on department’s past partnership experiences. Explain why for each point.

3.) What are some department initiatives you can come up with to make the AIESEC’s Leadership Development Model more evident throughout each exchange participant’s 6-week (more or less) experience here?

4.) How do you think the department can be more present in the exchange experience of the EPs? Please provide at least three (3) new initiatives led by the department that help develop the EP’s experience

5.) With regard to matching, how do you see the department growing to gain more matches? Study the current realities and challenges the department faces and give 2 proposed solutions on how the department can gain more matches.

INCOMING GLOBAL INTERNSHIP PROGRAMME

iGIP

1.) Visa processing has always been a major problem in iGIP. With any framework of your choice, outline the entire process of vida processing and enumerate all experienced/ foreseeable bottlenecks. Provide FIVE (5) proposed solutions for each bottleneck.

2.) Over the past three years, iGIP has been accepting very qualified interns because of our current 3-step interview process. However, break-realizations remain a problem because of attitude problems that surface only through exposure to work ethic. How would you address this issue? Give EIGHT (8) concrete ways to mitigate.

3.) Sales is established as an important function of any organization, and has proven to be especially strong in the department this term. In what ways can you ensure the continuity of this sales culture next term, as well as facilitate its development across the rest of the Local Committee?

4.) Professionalism and having a company-like atmosphere is prevalent in iGIP’s culture as a department. However, this results to a quick burnout rate among members. Aside from bonding sessions, what initiatives can you propose to reduce burnout among members? Give at least THREE (3)

5.) Distinguish the Global Talent and Global Entrepreneur programs in terms of their respective TN and EP markets. Afterwards, use the TOWS Matrix to create a comprehensive assessment of GT and GE, taking into consideration: -Program Strengths -Program Weaknesses -Program Opportunities -Program Threats in light of the current term’s realities.

OUTGOING GLOBAL INTERNSHIP PROGRAMME

oGIP

1.) Despite the influx of sign ups, matching has been a bottleneck and partly the reason for that is the lack of the proper EP supply. Given this, create a supply and demand analysis of iGIP entities abroad, providing at least two (2) countries per region (Asia Pacific, Central and Eastern Europe, Western Europe and Northern America, Middle East and North Africa, Latin America, and Africa). With that information, create a comprehensive off-peak recruitment plan, including the following:

a.) Timeline of implementation

b.) Foreseeable bottlenecks and strategies to mitigate these

c.) Synergies / support needed

2.) Review the current departmental process plan. Then, present a revised process plan that would mitigate bottlenecks, streamline operations, and improve synergy points. Present your proposal for implementation.

3.) The Global Entrepreneur Program offers an attractive opportunity for undergraduates and still this program has yet to be maximized. Given this, how will you package the program? Include the countries you will tap, identify their sub-products, along with your justification. Where will you be getting the supply of EPs? Present a profile and overview of your market.

4.) In your opinion, which countries would you say will be most beneficial and most effective for AdMU in terms of partnerships? Please give three (3) and justify why this would be effective

5.) Study the customer flow of oGIP specifically on how the process is from one phase to another. How can you improve the exchange experience of your outgoing EPs to further deliver value in outgoing exchange? Provide at least two (2) concrete examples.

OUTGOING GLOBAL COMMUNITY DEVELOPMENT PROGRAMME

oGCDP

1. Supply and demand is one of the biggest challenges that oGCDP is facing. Despite conducting a market research, there has been little to no progress in trying to establish LC-LC partnerships. For example, the Atenean market for oGCDP is generally interested in countries in the Central and Eastern Europe (CEE) region, however, LCs in the CEE region are usually not interested in establishing a partnership or they cannot predict the availability of their projects for June and July (for our LC's summer peak). Also, LCs in the Asia Pacific (AP) region are generally interested in receiving Filipino EPs but we do not have ready or interested EPs to send to their LCs. What are CONCRETE (and especially actionable) strategies that can help address these problems? Name top 3 LCs that you would partner with and come up with a detailed timeline indicating key milestones.

2. Given that we want to ensure quality servicing for all our customers, create a detailed assessment of the current customer experience of an oGCDP EP. From sign-ups all the way to reintegration, provide the strengths, weaknesses, and concrete (and actionable) action steps to improve each stage of the exchange process. Indicate materials to be used (if necessary) and provide duration for each stage of the process.

3. Making sure that we want our Exchange Participants to have a fruitful and purposeful exchange experience, create an agenda for an EP LEAD before departure. Make sure that the EP LEAD contributes to the development of the EP's Leadership Development Model and the EP's Inner and Outer Journey and explain how they are connected.

4.) In your opinion, how can oGCDP be more present even during the realisation period of the EP? Please cite 2 concrete ways where the relevance of oGCDP is still apparent even during the realisation period

5.) One of the things that oGCDP is currently doing is having off peak exchanges. What do you think is the best way to maximise this strategy given the realities?

LC CASE ANALYSIS

Refer to your LCP-Elect’s application for more information. Note that the Status Report has been updated

Summary

Write a short summary/synopsis of the current LC standing based on the data provided. Briefly discuss your chosen action step of your function to help bridge the gap in LC performance.

Analyze the situation of the LC based on the data provided and identify the problems that your function is contributing to. Explain each of these by linking the symptoms and root causes of the problems. Differentiate short term from long term problems.

Out of all the problems you have diagnosed your function to be contributing to, choose one (1) that you can identify to be the main problem. The resolution of this should start the resolution of the other problems you have previously identified.

Provide at least two (2) solutions to the problem. Identify the criteria by which you have deemed these solutions to be feasible and evaluate the pros and cons of each solution against this criteria. Note that solutions must be different from one another and cannot be similar. Give detailed pros and cons that effectively justify the point

Craft a concrete implementation plan for the solution you have chosen complete with a timeline and action steps. Identify the foreseen results along with the risks or other problems that may possibly arise from the implementation of this solution.

Identified Problems

Key Problem

Alternative Solutions and Decision Criteria

Implementation and Results

LC CASE ANALYSIS

Support your case analysis with external sources of data/ information. (e.g. textbooks, online research, wikis, DAAL, AFT, past applications, YER, etc.).

Please use the following format

STATUS REPORTDept T L T M Term Goal Goal Achievement

iGCDP PR 5 28• RA: 150 • MA: 150 • RE: 150

• RA: 234 • MA: 152 • RE 117

iGCDP TN 2 9• RA: 50 • MA: 69 • RE: 65

• RA: 36 • MA: 23 • RE: 14


oGCDP 4 15• RA: 82 • MA: 15 • RE: 18

• RA: 0 • MA: 2 • RE: 6

oGIP 3 12

• RA: 32 • MA:25 • RE:25 • RBI: 45

• RA: 9 • MA: 4 • RE: 3 • RBI: 17


ER (BD + iGIP) 5 19

• RA: 48 • MA: 32 • RE: 32 • Financial Sponsorships:

P300,00 • X Deal Sponsorships: P200,000 • Fundraisers: 2 • Alum nights 2

• RA:34 • MA: 16 • RE: 8 • Financial Sponsorships:

P106,000 • X deal Sponsorships: P203,800 • Fundraisers: 1 • Alumnights: 1 •

FLA 1 8• Ending Balance: P200,000 • Finance Initiatives and

Merchandise: P80,000

• Ending Balance: P106,000 • Finance Initiatives and

Merchandise: P68,895


TXP 4 29

• TLP: 90 • TMP: 500 • IXP: 15 • Member Activity: 90% • Roles Opened: 100% • Roles Closed: 100%

• TLP: 39 • TMP: 219 • IXP: 0 • Member Activity: 80% • Roles Opened: 100% • Roles Closed: 100%

MKT 3 19• FB Likes: 4,000 • Twitter followers: 3,000 • Monthly Content Plans

Completed • Social Media Automation

• FB Likes: 2,022 • Twitter followers: 929 • Didn’t Complete Monthly

Content Plans • Didn’t Complete Social Media

Automation


EI 3 20• Global Villages: 6 • EP Trips: 6 • Welcome/Farewell Dinners: 6/6 • EI Member Participation: 90%

• Global Villages: 4 • EP Trips: 1 • Welcome/Farewell Dinners:4/0 • EI Member Participation:

87.5%

IM 2 7 • All departments trained by the end of the term

• All X departments except PROJ have been trained

• Established efficient matching systems for PROJ


EXP 5 3 • oGIP: 11 • iGCDP: 23

• oGIP: 2 • iGCDP RA: 6

General Plan of Action

Application Video

Present a summary of your General Plan of Action for 1617. Make sure to include the following:

• Ambition • Goals • Focus Areas • Departmental Structure

• Basic Job Descriptions • Synergy Points (Internal & External) • General Timeline • Key Activities

Introduce yourself to the Local Committee and your motivation for running, your AIESEC journey, and briefly present your GPOA to the plenary. Conclude your video by answering the question:“If there is absolutely one thing you want for AIESEC AdMU, what would it be?”

Upload the video on YouTube/ Vimeo and include the link at the end of your app package.

APPLICATION REQUIREMENTS

e

Merlyn PatricioLCVP iGCDP- PR

[email protected]

09989951707

Martin AsuncionLCVP IM

[email protected]

09178578569

Ramona KabigtingLCVP TXP

[email protected]

09153415216

Fatima CaliwagLCVP oGCDP

[email protected]

09175500740

Vida AlegreLCVP MKT

[email protected]

09985742070

Abby PayumoLCVP ER

[email protected]

09173882215

Grace YiLCVP oGIP

[email protected]

09176026069

Nicole Bito-onLCVP EXP

[email protected]

09173291204

Josemaria OnglaoLCVP EI

[email protected]

09178204623

Jerome Delos AngelesLCVP FLA

[email protected]

09192058828

Miggy MapuaLCVP iGCDP- TN

[email protected]

09274722479

Elise ApiladoLCP

[email protected]

09473496646

It is highly recommended that you set consultations with the current executive board

For inquires regarding 2016-2017 organizational roles and the application package and process, contact Merlyn Patricio


mailto:[email protected]











AIESEC AdMUExecutive Board

16 17

Applications

lceb app package 1617

Documents