AIESEC UNSW: LC of the Year Award (2012)

Rewards & Recognition July 2012:
LC of the Year Award

The University of New South Wales

A special thanks to AIESEC Macquarie
AIESEC UNSW would like to congratulate and thank AIESEC Macquarie for their growth and
exchange achievements to date. We are proud to host AIESEC Macquarie as our expansion LC
and wish them every success in the future as a full member LC.

We would like to acknowledge that the statistics available on myaiesec.net incorporate both
UNSW and Macquarie results. We have included Macquarie results into this application, as per
award submission criteria.

AIESEC Macquarie Executive Board, 2012 NSW State Conference, April 2012

Acknowledgement
We would like to thank the following organisations for their continuing support in our local
committee. They have helped us to become the LC for many years to come (not just for the year).

Exchange partners
Exchange partners Support partners
Support partners

We would also like to thank the following alumni for their contributions and involvements in our
local committee thus far:
Suzanne Lam Htet Yan Alpha Cheng James Vincent Helen Chen
Edwina Wong Kara Grimsley Lisa Ye Kai Foo Vinay Orekondy
Pearl Leung David Kim Varun Chhabra Melissa Ran
Samanali Gallage Jody Wong Matthew Sin Eric Canbery
Nimita Patel Katie Zhang Martin Liang Gofran Chowdhury
Jennifer Gao Annie Tan Shamila Vijayamanohar Jim Peng

Award overview
Performance

Highest absolute growth of TNs and EPs in Australia

Highest number of TN and EP realisations in Australia

Sustainability

16+ months of reserves for full LC activities

Exchange pipeline

• UNSW Volunteer expo event • Official support from faculties
• UNSW Welcome back day • Returned EPs as ambassadors
• UNSW Foundation day • Business school video marketing

Efficient, mature and well-rounded
Although our LC has one of the smallest member bases, we have continued to realise
double-digit exchange experiences since 2010. As an LC with strong foundations, we are
Efficient

now committed to innovation that is focused on exchange. We recently developed our
talent processes to help scale quality leadership experiences within the LC. This is done
through our internal IM system that allows for transparent tracking and listing of role JDs.

We have one of the highest stable growth rates in exchanges over the years and have
consistently generated results that exceeded expectations. We have assisted AIESEC
Mature

Macquarie in becoming a full-member LC and their excellent results achieved through our
culture speaks for itself. We have a history of excellence in the LC and this expectation is
embedded in our high-performing culture at the member level with few motivation issues.

We believe that our well-rounded LC with developed functions and processes across the
Well-rounded

board represent what an LC of the year is about. We have proven OGX and ICX processes
that generate results, innovative TM implementations, developing social media presence,
brand-aligned website and excellent financial health. Although we are focused on exchange,
we have also held a leadership night and have organised social volunteering over the break.

Key achievements over the period

67 30 ↑1 (6)

Most EP and TN realisations in Highest absolute growth in EPs as Raise for incoming exchange
Australia full member LC in Australia (most TNs realised in Australia)

$3434 16% 75%

Net profit for 11/12 Q4 Highest organic growth in EP Proportion of EB and TLs who went
(March 24 – June 12) realisations as host LC in Australia on exchange

“ In this award submission, we have focused on realisation results as we believe our impact is
driven through the experiences we fulfil, not promised!
“
AIESEC UNSW Executive Board
June 2012

LC of the Year Award

1 Exchange excellence

2 Member excellence

3 Financial sustainability

4 Exchange pipeline

Exchange overview
UNSW has steady exchange growth over the past five years
From 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations.
80 80

67

Double-digit steady
Absolute growth

60 60
growth as a relatively
mature LC in Australia

EPs and TNs
40 37 40

25

20 20

7
4
0
0 0
2007 2008 2009 2010 2011 2012

Overall exchange excellence
UNSW realised the most EPs and TNs in Australia
From 1st July 2011 to 30th June 2012, UNSW realised 61 EPs and 6 TNs.
80 80

70 67 Highest number of EP and TN realisations 70

60 60
54

50 45 50

40 36 40 TN
EP
30 30
23

20 20
14
10
10 10

0 0
UNSW¹ UWA² Sydney Monash³ Melbourne UTS UQ

1. UNSW includes realisations from Macquarie University under current hosting agreement.
2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown
above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA).
3. Monash includes realisations from RMIT under current hosting agreement.

Overall exchange excellence
UNSW achieved highest absolute growth in EPs and TNs in Australia
From 1st July 2011 to 30th June 2012, we achieved absolute growth of 30 exchange realisations.
35 35

30
Highest absolute growth in EP and TN realisations 30
30
28
25 27 25
Absolute growth

20 20
15
15 14 15

10 10

5 3 5

0 0
UNSW¹ Sydney UWA² Monash³ Melbourne UTS UQ
-5 -5
-5
-10 -10

2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. The figure shown
above have already been adjusted for the hosting agreements (2 EPs from Curtin recognised under UWA).

Outgoing exchange excellence
AIESEC Australia EP realisations overview from 2011 to 2012
0 10 20 30 40 50 60 70

61
UNSW¹ 32
51
UWA² 26
42
Sydney 16
Includes 2 Curtin EPs realised after
35
Monash³ 19 extension arrangement with UWA
21
Melbourne 7
15
Curtin 18
12
UTS 9
9
QUT 2
9
Flinders 1
8
UQ 12
6
Adelaide 6

2012 2011
2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results
include 2011 realisations that are independent of extension arrangement with UWA.

This table summarise absolute and relative growth in EPs from 1st July 2011 to 30th June 2012.

EPs raised EPs matched EPs realised
2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012
64 112 35 70 32 61
↑75% ↑100% ↑91%
Source: myaiesec.net (1/7/2010 to 28/6/2012)

Key results: OGX highlights:
• Realising the most exchanges in Australia 1. EP reintegrated as campus ambassadors
• Highest absolute growth in total and members
exchanges (EPs + TNs) 2. EP graduation ceremony in February
• 1 of 5 LCs to pass both Jan and July XQSC 3. True middle management structure
• Highest relative organic EP growth as implemented for leadership scaling
hosting LC 4. Product development for brand-aligned
• Highest GCDP EP contribution to total EP marketing
realisations as hosting LC

OGX highlights
Key initiatives over the period
• Recruited EPs into middle management roles
• MaC/CC VP attends weekly OGX meetings
• EP graduation ceremony for re-integration of EPs
• Knowledge standardisation and segmentation of GCDP and GIP product
through professional promotional booklets and EP booklets
• EP prep day for quality pre-departure service and engagement
• 40% of OGX members have been on exchange (60% by the end of 2012)
• Alumni provided three structured training sessions to OGX (Kai, 2009)
• Three teams responsible for each stage of EP experience (Ra/Ma/Re)
• Standardised MRB delivery through internal online learning portal
• EPs returned as campus ambassadors for our LC
• Cultural workshops organised in semester two to engage EPs
• Comprehensive OGX training through internal online learning portal
• OCP in EP servicing team stepping up as VPOGX

MaC/CC highlights
• Obtained official partnerships with Faculties of Arts and Social Sciences,
Careers & Employment office and the Australian School of Business
through their written letters of support and marketing channels
• High-profile marketing in an official UNSW blog, Blackboard learning
system (where lecture notes are posted)
• Established faculty relations with school of engineering and computer
sciences to put AIESEC GIP slide as the first page of lecture slides
• Revamped website which is 100% aligned to global brand guideline
• 177% increase in semester one applications for exchange
• 44% decrease in semester one marketing expenses
• Two successful UNSW campus events and three in the pipeline for
semester two (Welcome back day, Foundation day, large-scale
volunteering expo)
• OCP in regional leadership night event stepping up as VPMaC/VPCC

EPs reintegrated as campus ambassadors and members

Graduation ceremony for returned EPs as re-engagement

Product development for brand-aligned marketing
As one of our focus areas in 2012 is to increase brand awareness, our marketing has improved
through product development. In Australia, information on the exchange products are very
disperse – information on visa will be in one booklet, testimonials will be inconsistent, projects
are not advertised and information is inconsistent on different communication channels (social
media, website and flyers).

To solve this, we integrated all information (besides visa and policies) for each program in one
location – in our “product guide” so communication is consistent and the product can be
developed over time.

Incoming exchange excellence
AIESEC Australia TN realisations overview from 2011 to 2012
0 1 2 3 4 5 6 7

6
UNSW¹ 5
3
Sydney 1
3 Most TN realisations in 2011 and 2012
UWA² 1
2
UTS 2
2
UQ 3
2
Melbourne 2
1
Adelaide 1
1
Monash³ 2
0
Curtin 1
0
Flinders 1
0
QUT 1

2012 2011
2. UWA includes realisations from ANU under current hosting agreement and realisations from Curtin as extension from 2012 onwards. Curtin results
include 2011 realisations that are independent of extension arrangement with UWA.

This table summarise absolute and relative growth in TNs from 1st July 2011 to 30th June 2012.

TNs raised TNs matched TNs realised
2010/2011 2011/2012 2010/2011 2011/2012 2010/2011 2011/2012
5 5 5 4 5 6
- - ↑20%

Key results: ICX highlights:
• Realising 6 incoming exchanges – the 1. Developed role functions between BD
most in Australia and PD
• Quality intern servicing for life-long 2. Fortnightly intern engagement
connections – over 80% satisfied quality 3. Intern letters of commendation for BD
measurement surveys credibility
• Maintained current partnership with lead 4. Regional Corporate Cocktails event for
account Google for 2012 raises partner engagement

ICX highlights
• Middle management structure in business development (BD) and
partnership delivery (PD)
• IM for sales training through online learning portal
• Increased ICX presence in LC through participation in LC activities
• 80% attendance in NSW State con
• 100% attendance in team meetings
• External tracker implemented to track how many days an account has not
been contacted and to flag a warning when over two weeks old
• Developed an LC outline to give companies an organisational overview on
top of current national sales materials
• Calling blitz to encourage bonding and collaborative results
• OCP in NSW Regional cocktails
• OCP in Partnership delivery
• RTF leader in o-week 2012
• RTF leader in semester two 2011

Good case practice in quality intern servicing
UNSW achieved the highest quality intern-servicing in the country. The well-defined roles of
Partnership Delivery Officers (PDOs) enabled fortnightly intern engagement through activities
including intern welcoming dinners, intern birthday celebrations, cultural touring around Sydney
and farewell parties.

Quality intern-servicing is further reflected through intern letters of commendation and over
80% in quality measurement forms (compared to under 50% in 2011).

Erik from Sweden

Hung from Vietnam

Albert from Indonesia

Good case practice in sustainable partnership
AIESEC UNSW initiated and ran the very first Regional Corporate Cocktails last September. The
event increased our LCs credibility to partners and led to the development of several warm
accounts. It also acted as a good case practice in partnership development for the nation.

Our existing partnership with Google Australia has improved significantly compared to
2010/2011 with Google completing over 75% of the quality measurement survey forms, with an
overall ranking of ‘C – Satisfied’ for all interns during the period.

Our network within Google has expanded 100% within the period, consisting of upper
management within Google who make intern hiring decisions. Google has since re-raised and
have been kept sustainable with successful transitioning meetings and monthly updates for re-
raise in semester two 2012.

Professional brand alignment for AIESEC NSW
During August, our LC also hosted the first Regional leadership night, where corporate, social
and entrepreneurial leaders came to speak of their experiences in their respective fields. The
event generated a professional brand since non-members from all NSW LCs attended the event.

Member excellence
This table summarise absolute and relative growth in members and leaders from 1st July 2011 to
30th June 2012.

2010/2011 2011/2012 Growth
TMPs 39 31 -
TLPs 9 11 ↑22%
Source: Internal statistics (1/7/2010 to 28/6/2012)

TMP highlights: TLP highlights:
• Higher exchange efficiency despite lower • 6 out of 8 EB and TLs went on exchange
member base • 200% growth in X+L (2 → 6)
• Mentoring program via alumni • Successfully implemented OGX middle
• External learning partners for learning management to scale leadership in LC
and development • Internal talent board to sustain OCP roles
• Innovative tracking for engagement and to scale leadership
• Community experience through LC retreat • Regional alumni night at UNSW in
semester two 2012 (OCP role)

TM highlights
• Improved transparency and tracking on members, alumni and account
engagements
• Established learning partner which led to higher LCM attendance
• Initiated alumni mentoring program to provide member training,
motivation and experience sharing
• OCP in LC retreat to enrich member experiences in line with LC focus area
• Alumni attendance and engagement at LC retreat
• Initiated internal board for leadership roles (think of a careers section
within an LC website)
• Organised LC social impact volunteering day to renovate houses for
families at risk and homeless
• Standardised value-based recruitment accessible on online learning portal
• OCP in regional EP conference stepping up as VPTM

Member excellence
Innovative tracking for member engagement
Our extensive tracking allows us to monitor and encourage member involvement in the LC. In
discontinuing the use of personal learning plans, we use a talent tracker to monitor the
engagement of members in the LC (where engagements include meetings, events and
conferences).

Member engagement

Member excellence
Community experience through LC retreat
Furthering our physical reach, we started a sustainable initiative for the 26th to 28th June where
we will hold an LC retreat in Port Stephens, NSW. There is an attendance rate of over 67% and it
will be a member bonding experience for the LC.

Member excellence
Internal talent board to scale leadership
We implemented an internal database of job descriptions in order to scale leadership (and
membership) for our LC for years to come.

The database lists all available roles in our LC, complete with standardised job descriptions, role
types, date available and the contact person to “apply” internally. In the long-term, this will help
retain leadership roles in the LC (currently OCPs do not transition their “successors” which pose a
problem in Australia), provide clear performance tracking and the person in the role with clear
direction and guidance.

Financial sustainability
Our financial position as of 21st June 2012

• 16+ months of reserve
• Cash at bank of $26,474
• Last quarter profit of $3,434
$15,970
• No receivables
• No current liabilities
More liquid

• Transparent expense tracking
• Improved budget model
$3,617
Account Interest
Deposit 3.5%
$6,886
Interest 4.5%
Term Deposit 5.9%
Deposit Interest Term Deposit

Financial sustainability
Growing cash at bank and declining expenses

$30,000 $14,000

$12,000
$25,000

$26,474
$10,000
$20,000

$8,000

$15,000

$6,000

$10,000
$4,000

$5,000
$2,000

$0 $0
10/11 Q1 10/11 Q2 10/11 Q3 10/11 Q4 11/12 Q1 11/12 Q2 11/12 Q3 11/12 Q4

Cash at bank (LHS) Expenses (RHS)

FN highlights
• Improved transparency and tracking on expenses and budget
• Improved budget model and structure to increase the accountability of
revenue activities (exchange, fee and operational)
• Increased accountability in expenses through exchange, LC, conference
and operational breakdown
• Re-negotiated with Google Australia to amend previous pricing structure
so MRB costs is no longer our LC expense (increase profit of $400~ per TN)
• Initiated referral subsidies for past EP as MaC/CC research showed past
EPs are the best marketeers
• Initiated team dinner incentive for information table volunteering
• Established governance where liquid deposits cannot exceed 30% of cash
at bank and investment initiatives cannot exceed 10% of cash at bank
• Increased presences of FN team in LC with 40% of members having OC
experience

Exchange pipeline
OGX pipeline overview for 2012
In 2012, OGX transformed into three teams in order to
implement middle management for manpower
scaling. This entailed breaking down OGX process into:
• Selection and raising (XR)
• Matching and realising (GCDP)
• Professional internships team (GIP)

This allowed our OGX function to have clear
communications with the communications team (CC)
since only one OGX team is involved. This also allows
us to identify bottlenecks in the OGX processes.

Key events in semester two
• EP engagement workshops • Partner with business school marketing to
• UNSW Foundation day event star in video (ASB Pulse)
• UNSW Welcome back day event • Leverage letters of support to improve
• UNSW Volunteers expo event faculty relations
• Virtual info session • Regional alumni night held at UNSW

Exchange pipeline
ICX pipeline overview for 2012
During this period, we had 15 meetings, attended 10 networking events and contacted 50+
companies across IT, engineering, accounting & finance and not-for-profits.

Raise
Google Australia, Pacific Strategy Partners, GoGet, WorkingIn
Warm accounts
St. Vincent de Pauls, Protiviti, Meltwater
Meetings
Artis Group, Leighton Contractors, Red Bull, Arc, Rio Tinto, Lend Lease, RSPCA, The National
Centre in HIV Social Research at UNSW, The Salvation Army
Contacted companies
50+

Appendix
i. MoS Ra/Ma/Re allocation period
It is noted that the award criteria take into account the hosting agreements for UNSW, UWA and
Monash. The following timeframe for Ra/Ma/Re allocation is presented to highlight the
recognition period for each hosting agreement.

UNSW Macquarie recognised from 1st July 2011 to 30th June 2012

UWA ANU recognised from 1st July 2011 to 30th June 2012
Curtin¹ recognised from 13th January 2012 to 30th June 2012

Monash RMIT recognised from 1st July 2011 to 30th June 2012

1. On 13th January 2012, Curtin became an extension under UWA through the January membership subcommittee. Curtin’s MoS results after this date
are recognised under UWA, and Curtin’s MoS results prior to this date are recognised under Curtin before its disbandment. With reference to
myaiesec.net, 2 EPs are recognised under UWA, whilst the other recognise under Curtin as an LC before disbandment.

Appendix
ii. EP realised to raised ratio (Re/Ra) comparison
The realised to raised ratio (Re/Ra) represents the proportion of realisations to raises of EP in
2011. This ratio, multiplied by the 2012 raises provide a fair expectation of the number of
realisations in 2012, which UNSW exceeded.

UNSW is the only full-member LC that met prior year realisation rate with the highest difference
of 5, where the prior year realisation rate is over 50%.
2011 2012
Expected Actual
Realised (Re) Raised (Ra) Re/Ra ratio (a) Raised Difference
realisations realisations
UNSW 32 / 64 = 0.50 112 x (a) = 56 – 61 = (5)

Sydney 16 55 0.29 74 21 42 (21)

UTS 9 17 0.53 22 11 12 (1)

UWA 26 38 0.68 92 63 51 12

UQ 12 19 0.63 7 4 8 (4)

Melbourne 7 13 0.54 56 30 21 9

Monash 19 35 0.54 87 47 35 12


(a) This is the prior year run-rate ratio used to determine whether we have met expectations for current year realisations.

Thank you for your consideration!

National July Conference, July 2009 National January Conference, January 2010

National July Conference, July 2011 NSW State Conference, April 2012

The University of New South Wales www.aiesecunsw.org

AIESEC UNSW: LC of the Year Award (2012)

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