5. NATIONAL EXCELLENCE AWARD
2012 TM
TMP: 66
TLP: 27
2013 TM
TMP: 72
TLP: 25
NPS: 33
# EB Apps: 11
Net Profit:
$11,056.32
Balance:
$12,414
6. NATIONAL EXCELLENCE AWARD
2013 LC
Vision
LC Vision: AIESEC Seattle is the first-choice platform for experiential leadership
and cultural opportunities in the Greater Seattle Area.
7. NATIONAL EXCELLENCE AWARD
Our vision is not that of the 2013 EB, but that of the 2013 LC. Together, we went through a
lengthy 3-month process of SWOT and risk analyses, jot down each member’s 2013 hopes
and dreams, and then synthesized everything into a short, powerful statement:
Leadership that Matters, Impact that Lasts.
With the above, we hoped to be recognized as the premier leadership organization on the
University of Washington grounds that provide impactful college experiences. We knew that
step one of doing so will be to banish the ‘best-kept secret’ AIESEC moniker.
Collectively throughout 2013, we managed to organized 50+ events and projects, gave all our
BoA members and campus partners impactful experiences (Excellent BoA Award, Most
Collaborative Student Organization Award) and ensured that our members and customers
were satisfied with their experiences.
Nowadays, we walk through campus and people actually recognize the AIESEC brand.
They associate it with exploration, cultural immersion, and boundless opportunities.
They also associate us as a trusted voice for youth.
2013 will go down in history as a great year for AIESEC Seattle.
2013 LC
Vision
8. NATIONAL EXCELLENCE AWARD
1. LOW PRESENCE ON CAMPUS
- Organized 50+ projects and events to increase our campus-wide awareness
- 1771 followers on social media and market reach of 1% in school of 40,000
- Creation of partnerships with 5 school departments and programs
- Won ‘Most Collaborative Student Organization’ from the School of Business
2. LOW ENGAGEMENT WITH ALUMNI
- assignment of BoA members as mentors to each EB member
- assignment of AIESEC Life members as mentors to seniors / recent graduates
- organization of Appreciation Gala as a networking event for alumni and members
- inviting alumni to provide skills training in monthly LCMs
- alumni hosted Spring NPM cruise
- won Excellent BoA Award
3. LOW ENGAGEMENT WITH NATIONAL PLENARY (geographical factors)
- hosted Spring NPM (bringing AIESEC US to Seattle)
- generous conference subsidies program for members ($12,000 in 2013)
- hosted April Seattle TtT
- active utilization of NTP (3 requests in 2013)
4. LACK OF FUNCTIONAL SYNERGY
- emphasis on the strategic triangle
Working on
Bottlenecks
9. NATIONAL EXCELLENCE AWARD
1. FUNCTIONAL SYNERGY
The optimization of the strategic triangle to push performance in the LC. The OGX teams took
into account Comm’s capacity before forming goals for the year. The TM team worked with
Finance to create a generous conference incentive program ($12,000 in 2013).
The Middle Manager (MM) layer of leadership also helps reinforce this through bi-weekly MM
meetings and socials.
2. CULTURE OF TRANSPARENCY
Even as a big LC (72 members), we prioritized smooth information flow between the EB to the
LC, and vice versa:
• collaborative formation of 2013 LC Vision
• PODIO as main documents bank
• feedback gathering at conclusion of every project
Strategies
• each VP conducts one-on-one coaching with members
• Middle Managers invited to attend EBM every month
to be
• weekly LC Newsletters announce LC activities
Replicated
• LCMs starts off with a 2-minute appreciation session to highlight members’
contribution to LC
10. NATIONAL EXCELLENCE AWARD
3. INVESTMENTS TOWARDS TALENT DEVELOPMENT
We were audacious enough to invest $12,700 to send members (and members of AIESEC Davis)
to attend, facilitate, and organize AIESEC conferences throughout the world. The LC also
subsidizes members’ OGX exchange fees by 50% to incentive them to go on an AIESEC exchange.
In addition, we spent almost $5,000 organizing exchange-related projects and
events on campus to further cement our brand and presence.
Strategies
to be
Replicated
11. NATIONAL EXCELLENCE AWARD
1. OGX
5. FIN
4. TM
- Ra: 80
- Ma: 45
- Rea: 48
- 25 TLP opportunities
- 1 NTT Request for
sales training
2. ICX
- Ra: 4
- Ma: 2
- Rea: 2
- 1 sales
training from Senior VP at
Deloitte
6. LCP
- doubled OGX sales force
oGIP and oGCDP)
- initiated 5 on-campus
OGX partnerships
- initiated strong ties w
AIESEC Life
- $12,000 conference
sponsorship
- $4,000 investment
into Exchange
activities
- Subsidized
members’ OGX
exchange fees by 50%
3. COMM
- 343 attendees at OGX info sessions
- hosted Global Village with 300 attendees
- 1 partnership with Lenati (a consulting firm) to help
structure marketing strategy
Contribution
to
Exchange
12. AIESEC Seattle is no longer
the ‘best-kept secret’ on the
grounds of the University
of Washington.
2013
Legacy
13. NATIONAL EXCELLENCE AWARD
1. WEST COAST REGION
- 4 facilitators at Fall West Coast RoKS
- 1 Regional Chair
a. Davis IG
-hosting relationship
-2 coaching visits to Davis
-Weekly skype calls to LCP Davis
-Provided local compendium template
-EB correspondence between both LCs
- $700 conference funding for WNC 13/14
- $100 to purchase business folders
b. San Jose
-helped with LCP transition of Daryl to Amie
-helped with LCP transition of Amie to Imran
c. Arizona State
- collaborated with LCP Arizona to pioneer the
‘potential VPs track’ at West Coast RoKS
- chaired Pebbles Conference
d. San Francisco
- provided alumni lead to restart AIESEC Berkeley
2. AIESEC US
- Chaired AIESEC DC 2014 EB Transition weekend
- Hosted Spring NPM
- Hosted April TtT
- 2 WNC 13/14 facilitators
- 1 NTT Coordinator
- 1 Fall LaTx RoKS facilitator
3. International plenary
- LCP AIESEC Lund, Sweden
- 1 facilitator at AIESEC Serbia NatCo
- 1 CEEDer to AIESEC Serbia
- 1 CEEDer to AIESEC Laos
- 5 IC CC members
Contribution
to National
Plenary
16. OUTSTANDING HOST AWARD
Absolute
Growth in
OGX:
-56.25%
(Mizzou)
Return to
FullMember:
0
Entities
hosted:
Mizzou
Davis
# of
Coaching
visits:
2
(Davis)
Investment:
$800
Absolute
Growth in
ICX:
0%
(Mizzou)
17. OUTSTANDING HOST AWARD
Mizzou (extended Official Expansion): We knew that Mizzou only require
one more TN to achieve full membership:
1. Assigned a former LCP as main coach for AIESEC Mizzou
2. Periodic check-ins between LCP Seattle and LCP Mizzou
3. Help with selection of new VP OGX in April 2013
Davis (Initiative Group): As an IG, our energies were focused on getting
AIESEC Davis to OE status by WNC 2013-14:
1. Organized weekly skype check-ins between LCP Seattle and LCP Davis
2. Organized periodic communication between EB Seattle and EB Davis
3. Funded $700 as travel subsidy for the AIESEC Davis delegation to WNC
2013-14 ($175 per delegate)
4. Sent 2 coaches from the NTT pool to AIESEC Davis to help with TM
recruitment and retention (Hanne Ockert-Axelsson, and Mandy Tai)
Support
5. Provided template for AIESEC Davis to create their own AIESEC
on
compendium
leadership
18. OUTSTANDING HOST AWARD
Mizzou (extended Official Expansion): We knew that Mizzou only require
one more TN to achieve full membership:
1. Organized periodic communication between VP ICX Seattle and VP ICX
Mizzou
2. Assigned a former LCP as main coach for AIESEC Mizzou
3. Periodic check-ins between LCP Seattle and LCP Mizzou
Davis (Initiative Group): As an IG, our energies were focused on getting
AIESEC Davis to OE status by WNC 2013-14:
1. Funded $100 business folders for AIESEC Davis members
2. Funded $700 as travel subsidy for the AIESEC Davis delegation to WNC
2013-14 ($175 per delegate)
Support in
exchange
19. OUTSTANDING HOST AWARD
It is with the lessons learned from AIESEC Mizzou that we stepped up and
took on AIESEC Davis as an IG after its then host decided to take a step
back to deal with a leadership crisis after SNC 2013. We realized that
within the West Coast region, AIESEC Seattle was the only LC with the
capacity to host AIESEC Davis.
As such, we set rigorous expectations, with the ultimate goal to help
AIESEC Davis become a OE by WNC 2013: creation of a compendium, and
a working EB. We made all efforts to provide them the best TM
recruitment as possible, sending our 2 high-performing former VP TMs to
Davis on coaching visits. We are also funding $700 for their delegation to
attend WNC Chicago.
We are an outstanding host because, we are not just a namesake entity
to Davis. We are equally invested in Davis’ successes and growth, and
seek to walk with them all the way through. Together, we hope make
the West Coast the best region all over again.
What makes
Seattle an
Outstanding
Host?
23. EXCELLENCE IN TALENT MANAGEMENT
Member
Efficiency:
0.65
Applicants
for EB:
11
% of
members
on X:
12%
Applicants
for
membership:
150
IXP:
9
#Delegates
#Members
at NatCo:
18
#Members
w sales
meetings:
15
#Delegates
at RoKS:
47
#Active
Sellers:
2
24. EXCELLENCE IN TALENT MANAGEMENT
Growth of
X and
Leadership
1) MIDDLE MANAGER PROGRAM
The Program consists of middle manager training, NTT training and a feedback system
between the MM and the EB. Middle Manager training was conducted two weeks into middle
#Members
manager terms by Hanne Ockert-Axelsson, Mandy Tai and Dan Lausch, all in the National
Trainers Pool. The training emphasized on topics such as Project planning, Project
communication and Project execution tools. The training received a feedback of 8.5/10 from
the 13 middle managers and they were 80% motivated for their term.
Next we requested another NTP trainer, Aaron Mack, to assist and conduct the April Trainthe-Trainers Conference in Seattle . The delegates consisted mainly of the Middle Managers
to improve knowledge delivery between team leaders and team members. Feedback system
was created to give more autonomy for the TLs to contribute to the growth of the LC and help
the VPs to improve on weaknesses within the LC. This entire TL program package has boosted
leadership development and improved member experience for the TLP program. 7 out of 8
VP applicants took on a middle manager role and 6 joined the 2014 EB. A middle manager
even moved on to be LCP of LC Lund in AIESEC Sweden.
25. EXCELLENCE IN TALENT MANAGEMENT
2) UTILIZATION OF NTP
We requested 2 other NTP trainers for ICX and TM mentorship program. In April, we
requested Maya, then West Coast Regional Coach, to boost confidence for the ICX team
#Members
and as well conduct a 360 feedback session between VPs and TLs. This really help to
change the culture of the ICX team to conduct more sales cold calls and push for more
meetings to make more exchanges happen. The 360 feedback session promoted honest
communication between the EB and the TLs and it really united us as one leadership body
for AIESEC Seattle.
Next, we requested Christine Rosenthal , a NTP from Arizona, to conduct a mentorship
session with the new members. Each session was 30 minutes and it was conducted in a
cafe. A 2 page mentorship package was provided to each new member to reflect on AIESEC
values , how their goals ties in with the values and what are the opportunities
available in AIESEC to meet their personal growth. This training gained really
positive feedback and it really helps the TM team to initiate a stable
Growth of
mentorship system.
X and
Leadership
26. EXCELLENCE IN TALENT MANAGEMENT
3) CREATION OF CONFERENCE FUNDING PROGRAM (in synergy with Finance)
We created a conference funding system that applied towards regional , national and
#Members
international conferences. This funding system provided 2 different types of funding for
TLP and TMP. It pushed for more people to go to conferences to be inspired and
motivated by what we do and why we do it to contribute to more exchanges and impacts.
It created more exchange partnerships with different countries which really helped to
ensure exchange quality . Overall, there were AIESEC Seattle member presence in ILC
Panama 2013, WENA 2013 , EuroCo 2013, AIESEC Taiwan Summer National Conference
2013, AIESEC Canada Coastal Conference 2013 , Summer and Winter National Conference
2013 , West Coast Leadership Seminar 2013 West Coast Fall RoKs 2013 and IC in
Egypt 2013. This members have really helped them to developed their
personal connections and built connection for the LC as well.
Growth of
X and
Leadership
28. EXCELLENCE IN TALENT MANAGEMENT
1) LC STRIKE SYSTEM
Each unexcused absence in meetings will be tracked in the system. Once it hits 3
absences, a personal development talk will be conducted either by VPTM or the VP of the
team to understand the problem .
2) MIDDLE MANAGEMENT CULTURE
Each VP holds each middle manager accountable by constantly providing
guidance and mentoring during the process of their development. We
encouraged a Middle Manager family culture so that they hold each other
accountable during stressed and unhappy times. Eventually, they conducted
their own non-AIESEC gatherings .
Keeping
members
accountable
3) MEMBER TRACKING SYSTEM
Lastly, the general member tracking system created in AIESEC Seattle consists of their
general information and their TMP , TLP , NTP experience is written for TM reference as
well. This system really helped TM and the EB to observe members leadership
development within AIESEC. It is created for the mentorship program in 2014 to use this
tracking system for reference.
29. EXCELLENCE IN TALENT MANAGEMENT
1) APPRECIATION AT LCM
We open LCM with a 2 minutes appreciation session that is opened up for any member to
show their appreciation to anyone else in the LC.
2) REWARDS AND RECOGNITION
Every quarter, we conduct a rewards and recognition session for both
informal and formal categories to recognize the contribution of the
members.
3) MEMBER TRACKING SYSTEM
Lastly, TM rewards members with personalized gifts. When 20 of seniors
graduated, the TM team made a Graduation stole for each. During the gala
dinner, each VP wrote a card for each member.
Rewarding
members
4) ALUMNI MENTOR
In collaboration with AIESEC Life, each senior or recent graduate member joining AIESEC
Life is rewarded with a working professional mentor
30. EXCELLENCE IN TALENT MANAGEMENT
1) CENTRALIZED FILE STORAGE
Each TM project asks for feedback from the delegates and the EB together, and the output
are all stored on PODIO. The general tracking system is constantly updated every quarter
by VPTM and it is easy to use for the few next successors. All documents related to TM is
carefully documented and stored in the PODIO space.
2) SUPPORT
The 2014 VPTM is well connected with 4 generations of VPTM of AIESEC
Seattle. After the VP elects were chosen, each received a minimum of 10
hours of transition which includes functional information and
synergy projects that happened over members.
Replication
of
Success
3) STRONG LEADERSHIP PIPELINE
The 2014 VPs are all middle managers who were highly involved in every LC-wide events
and they are well aware of how the Executive Board functions. Hence they will be able to
hit the ground running in 2014.
31. EXCELLENCE IN TALENT MANAGEMENT
1. NATIONAL TRAINING (17)
- 9 members in the NTP pool
- 1 hosted TtT
- 5 facilitators at RoKS
- 2 at WNC 2013/14
3. CONFERENCES (3)
- 1 OC RoKS
- 2 OC WNC 2013/14
2. INTERNATIONAL IMPACT (23)
-5 IC CC Members
-1 NST Denmark
-1 NST Canada
-1 OC Canada
-15 international conference
delegates
4. NSB + MC (5)
- 1 current MC member
- 1 NST IM
- 1 Regional Chair
- 1 NTT Coordinator
- 1 Plenary Representative
Contribution
to
Plenary
33. EXCELLENCE IN FINANCE
2013 Net
Profit:
$11,056.32
Investments
into
conference
subsidies:
26.67%
2014 starting
cash:
~$5000
Investment
into Exchange
Programs:
10.34%
Finance Team
member
retention:
50%
34. EXCELLENCE IN FINANCE
1. OGX
To incentive members to go abroad, the LC
reimbursed half of all members’ OGX
exchange fee (half of application and match
fee). Essentially, the LC is not making any
profit out of sending own members abroad
but is investing in members in getting
valuable and irreplaceable opportunity to
learn about the core of AIESEC.
2. ICX
The LC sponsored all networking-related fees
(e.g., fee to join Seattle Chamber of
Commerce) and reimbursed all sales-related
transportation fee (e.g, gas money), whether
it is to or from sales meeting locations.
Investment
into Exchange
35. EXCELLENCE IN FINANCE
As conferences are great places to gain AIESEC knowledge and
experience the AIESEC network, the LC had strived to offset members’
conference cost and encouraged conference attendance. For every
conference that any member was going, the LC has provided some sort of
financial aid. In most cases, members have to fill out a pre- and postconference survey to be eligible to receive reimbursement.
1) West Coast LDS: General members and middle managers reimbursed $30
and $70;
2) West Coast Fall RoKS: Members reimbursed up to $200 (considered that
the location-Arizona-is farther away from Seattle);
3) WNC: Incoming EB were fully reimbursed for $350 delegate fee; general
members and middle managers are to be reimbursed $175 and $250; the LC
is also opening up the funding for Davis members for up to $175 per
member.
4) SNC: LCP reimbursed for delegate fee and flight
5) NPM: LCP and LCPe reimbursed for delegate and flight fees;
6) EuroCo in Ukraine: LCPe reimbursed for delegate and flight fee.
7) Trainers: Maya Katabayeva for ICX, Christine Rosenthal for TM, Aaron
Mack for TtT, Miraj Zaman for FIN, Hanne Ockert-Axelsson for Davis
Investment
into Member
and
Leadership
Development
36. EXCELLENCE IN FINANCE
In order to maintain the LC’s solid accounting practice, processes for various
financial tasks have been documented and standardized (e.g., Podio apps
instruction, transaction naming convention on Wave, VPF transition file,
etc.).
Standardization makes it user-friendly for the generations to come.
Replication of
Success
37. EXCELLENCE IN FINANCE
1.
CROWDFUNDING
- Indiegogo Fundraising
campaign Spring NPM raised
$1500
2.
OGX EXCHANGE SUBSIDY PROGRAM
- subsidized 50% of members
OGX exchange fees
- sent 10 members abroad in
2013
Contributions
to National
Plenary
38. EXCELLENCE IN FINANCE
The main team goals were to establish a stronger framework and
sustainability and free up cash, and I believe the goals were achieved. This
year, rather than keeping all the money that was made in the account the LC
had been more audacious in spending, whether that is sponsoring more for
local events or making big investments in members; the key was to free up
cash and keep it flowing. As a result, the LC was definitely able to do more.
On another note, because creating a strong bookkeeping practice was key to
a strong framework for Finance, much focus had been geared toward this.
And the milestone for this was Miraj Zaman, who audited Seattle, highly
praised the LC’s accounting practices.
Finance Team
Goals
40. EXCELLENCE IN COMMUNICATION
# at TM
info
sessions:
203
# at OGX
info
sessions:
343
Market
reach:
1.07%
Social
media
market
reach:
5.53%
41. EXCELLENCE IN COMMUNICATION
JAN 2013:
NAAAP Networking Event
Partnered with NAAAP for a networking night with
working professionals. Secured future event backings for
future ICX initiative.
Event turnout: 20 professionals, 20 students
APR 2013
Foster Flash Freeze
Partnered with 3 other student organizations to organize
an unannounced Flash Freeze in the Business School
building during peak lunch hour.
Impact: Facebook visits increased by 150%.
LC Hosted
Events
MAY 2013
IMMERSION Scholarship Program
Utilizing our Thunderbird Award, we provided
scholarships for 4 non-AIESECers to go on AIESEC GCDP
exchanges.
Impact: Social media visits increased by 120%
42. EXCELLENCE IN COMMUNICATION
MAY 2013
Boeing-AIESEC Networking Night
Partnered with Boeing for a night of relationshipbuilding. Secured contacts for future partnership events.
Event turnout: 5 professionals, 40 students
MAY 2013
Appreciation Gala
A dinner gala to appreciate all our alumni, business, and
campus stakeholders, and forge relationships with new
contact.
Impact: 60 attendees and introductions to the Student
Council, and new BoA members.
NOV 2013
Global Village
Cultural fair showcasing OGX opportunities.
Impact: 300 students, faculty ,staff and families
attended. $2000 sponsorship from 10 entities, and
partnerships with 15 cultural RSOs.
LC Hosted
Events
43. EXCELLENCE IN COMMUNICATION
FEB, APR, OCT 2013
OGX Info Sessions (3 times throughout 2013)
2 week marketing period (flyering, classroom speeches,
talking to staff and faculty, etc.) leading up to a week of
info sessions.
Impact: A total of 763 signups for the year
JAN, OCT 2013
TM Info Sessions (2 times throughout 2013)
2 week marketing period (flyering, classroom speeches,
talking to staff and faculty, etc.) leading up to a week of
info sessions.
Impact: A total of 451 signups for the year
JAN, APR, NOV 2013
Flash Mobs(3 times throughout 2013)
Organized flash mobs to amp up our presence during
significant marketing periods throughout the year.
Impact: Generated significant attention on campus
LC Hosted
Events
44. EXCELLENCE IN COMMUNICATION
1. SOCIAL MEDIA
Followers: 1771 people
Avg view per post: 10,000 people
website nonpeak: 350 visitors
website peak: 873 visitors
2. PUBLICITY STUNTS
-Flash Mobs
-Globe rolling through campus
-Pinning pins to countries
-Blue Man walking campus
3. UNIVERSITY STAFF AND FACULTY
-recommend students for
programs
-built partnerships with 5
campus departments (Schools
of Intl Studies, Business, Social
Work, Education, and
Informatics)
4. RESIDENCE HALLS AND FIRST YEAR PROGRAM
-relationships and events at 2
residence halls
-these initiatives had better
engagement than traditional
info sessions.
5. STUDENT ORGANIZATIONS
-relationships and co-sponsored
events with 20 student clubs
-won Most Collaborative Student
Organization Award’from the
Business School
Marketing
Channels
45. EXCELLENCE IN COMMUNICATION
• During Transitional period:
o Utilization of transition tracker to ensure that all information is
passed on.
o Started 2 months prior to successor’s term
o Worked on analyzing weaknesses and strengths of 2012/2013
team.
o Worked out list of priorities for COMM team to focus on (i.e.
more publicity and less focus on ads)
o Reviewed major COMM events to evaluate ROIs
• Middle manager selection was made before start of 2014 term
• Documents all stored and regularly updated on PODIO
• Team restructured to fit new needs of the LC.
Replicating
Success
46. EXCELLENCE IN COMMUNICATION
1. GLOBAL VILLAGE
- Highly successful with collaboration with 15 other student organizations
- Raised $2000 funding from 10 entities
- Attended by 300+ campus stakeholders (EPs to be raised in 2014)
2. APPRECIATION GALA
- Second annual event to bring together alumni, current LC members and
other campus stakeholders
on campus
- Always a great event to introduce AIESEC to campus stakeholders and
form meaningful relationships (new BoA members, new ICX leads)
3. OC Communications
- 2 OC at WNC 2013/14
- 1 OC Fall West Coast
- 1 OC 2014 Coastal Conference Canada
Contribution
to
National
Plenary
50. EXCELLENCE IN COMMUNICATION
PR
Activities
1. BUSINESS WEEK AND BUSINESS SCHOOL WEEK OF SERVICE
-provided service to community by collecting items to be donated.
-also participated in engaging Business students to showcase OGX opportunities
- through all our initiatives, we won the Most Collaborative Student Organization award from the School
of Business
2. GLOBAL VILLAGE
-obtained 300 signups for future info sessions.
- FB views for that week increased to an average of 10000 views per post.
- Total expenditure for this program was 0 as we managed to obtain sponsorships from 10
different entities including 1 from the National Support Fund
3. MASSIVE GLOBE ROLLING THROUGH CAMPUS
-increased our online presence to different clubs.
-recognized by campus premier Facebook page (UW Life).
- FB views increased by 400% when initiative started.
51. EXCELLENCE IN COMMUNICATION
PR
Activities
4. ENGAGEMENT WITH WORKING PROFESSIONALS
- We invited C-suite executives from 2 ad agencies to provide training to our Comm members
School of Visual Concepts and Workers Bees
- Organized 2 networking events (one with Boeing, and one with NAAAP)
5. SCHOOL FAIRS
- Internship fairs. 112 signups for info sessions throughout the year
- Volunteer fairs. 143 signups for info sessions throughout the year
- Participated in student organization leadership week
6. IMMERSION SCHOLARSHIP PROGRAM
- 15 participants from different pool of usual applicants.
- 4 non-member scholarship recipients
- Social media visits increased by 120% in two weeks
