Q3 functional report

Functional Quarterly Report

Content:

Comm, ER, Expansions, Fin, OD, PR

ER Quarter Report Q3 2013

ER – General Direction

•  Quality management

•  Career Days innovations

•  New products creation

•  $$$

Q3 – Results Overall

Plan Realizacja % Realizacji

Przychody przed redystrybucją

84.05%

Przychody po redystrybucji

78.88%

% Windykacji 12.13

66.05%

% Windykacji 13.14

100.00%

Q3 – Results Overall Plan przed

red. Plan po red. Realizacja Realizacja po red. % Realizacji

Dni Kariery 74.51%

Dni Kariery Parnter

101.17% Youth to Business Forum 130.00%

Program Ambasador

97.18%

Company Day 128.88%

Inne +EuroXPro +

OGX 46.10%

Overall Factors (positive or negative factors that influenced the performance)

•  NET structure

•  AI sales timeline: EuroXPro & Y2B

•  Lack of understanding of role of

national partners among LCs!

External Relations in Q 2013 Key Achievements:

•  BoP

•  BoP Career Days

•  AIESEC week delivery

standards (Quality

Management work)

•  Creation & sales of OGX

products

•  Y2B sales

Key Non-Achievements

•  Career Days new logging

system implementation

before October edition

•  EuroXpro sales

•  Ambassadors recruitment

External Relations in Q3 2013 Key strategies for next Q:

•  Career Days Autumn

realization

•  External Summit

•  Global Talents Business

Conference

•  Ambasador Standarization

•  BA on WinCo

•  XPRO & Y2B sales

•  Debt collection (at least 85%)

Key challenges for next Q:

•  Human resources

Expansions Quarter Report Q3 2013 (to be uploaded)

Finance Quarter Report Q3 2013

Finance – General Direction

1.  Moving forward every day with External Audit case

2.  Preparation for Financial Model project

3.  Finished most of the cases from previous term

4.  Moving area forward in terms of understanding in our organisation

Quarterly Priorities Achievement

Mateo  

Financial  Statment  12/13   JD   MCP  :D   in  progress  Audit  of  Financial  Statment  

11/12   JD   MCP  :D   not  done  Star?ng  Audit  of  Financial  

Statement  12/13   JD   MCP  :D   not  done  

Mateo  

Financial  Statment  12/13  of  Ltd.   JD   100%  

Crea?on  of  WG  Financial  Model   SI  Iza  &  Hala  -­‐  support   50%  

Hiring  Company  to  do  prepera?on  of  Financial  Statment  12/13  for  Ass'n   JD   100%  

Mateo  

Audit  of  Financial  Statement  12/13  of  Ltd.   JD   started  

Func?onal  Mee?ng   JD   Done  Analysis  for  Financial  Model   SI   not  done  

Overall Factors Positive

•  Focus on External Audit on MC level

•  Help from professional companies regarding this matter

Overall Factors Negative

•  Lack of clear current state after beggining of the term

•  A lot of cases from previous term

Finance in Q3 2013

Key Achievements:

•  We have clear process of regaining external audit and it is going according to the plan

•  2 phisicall meeting with commission

•  MC-LC and dev fund done

•  MC team is registered in KRS

Key Non-Achievements

•  Financial Model Working Group didn’t started

•  Audit of Ltd is not finished

Finance in Q4 2013

Key strategies for next quarter:

•  Finishing external audit for Ltd and Ass’n

•  Financial Model Working group 2 phisicall meetings and creation of redistribution model

Key challenges for next quarter:

•  External audit

•  WG managment and number of applications

Finance in October 2013

Key strategies for next quarter:

•  Finishing external audit for Ltd

•  Financial Model Working group phisicall meeting

•  Financial Statement 12/13 ready for audit

Key challenges for next quarter:

•  Not having a clue what can happen regarding external audit

•  WG managment and number of applications

OD Quarter Report Q3 2013

Q3 key achievements & non-achievements

Driving  organiza?onal  EFFECTIVENESS  

Area  based  LC  coaching  implementa?on  

LC  planning  redefini?on  

Incien?ve  system  flexibility  and  automa?za?on  

LCs  MoS  achievement  progress  management  

Processes  and  structures  op?miza?on  (BOA)  

Business  Intelligence  capitaliza?on  

Increasing                                                  ELD  REACH  

Expansion  in  the  city                                                            that  LC  exists                                                            

(SU)  

Expansion  outside                                                the  city  that  LC  exists                                                        

(SU)  

Ensuring  SUSTAINABILITY  and  HEALTH  of  organiza?on  

Term  shi[  management  

Data  collec?on  system  upgrade  

IGs/LCs  transforma?on  

En??es  types  diversifica?on    

Development  fund    redefini?on  

‚Begginers’                                                      health  development  

‚Pioniers’  long-­‐term  plan  recommenda?ons  

Ensuring  COHERENCY  of  organiza?onal  direc?on  at  all  

levels  

Educa?onal  pla^orms  development  

Conference  cycle  redefini?on  

LCPs  management  

I  K  R  

Q4 OD focus projects

Driving  organiza?onal  EFFECTIVENESS  

Area  based  LC  coaching  implementa?on  

LC  planning  redefini?on  

Incien?ve  system  flexibility  and  automa?za?on  

LCs  MoS  achievement  progress  management  

Processes  and  structures  op?miza?on  (BOA)  

Business  Intelligence  capitaliza?on  

Increasing                                                  ELD  REACH  

Expansion  in  the  city                                                            that  LC  exists                                                            

(SU)  

Expansion  outside                                                the  city  that  LC  exists                                                        

(SU)  

Ensuring  SUSTAINABILITY  and  HEALTH  of  organiza?on  

Term  shi[  management  

Data  collec?on  system  upgrade  

IGs/LCs  transforma?on  

En??es  types  diversifica?on    

Development  fund    redefini?on  

‚Begginers’                                                      health  development  

‚Pioniers’  long-­‐term  plan  recommenda?ons  

Ensuring  COHERENCY  of  organiza?onal  direc?on  at  all  

levels  

Educa?onal  pla^orms  development  

Conference  cycle  redefini?on  

LCPs  management  

I  K  R  

OD in Q3 - Rubi

Key Achievements: Key Non-Achievements

•  SONA timeline •  Coaching Strategy creation & follow-up

•  GCD framework & delivery.

•  All coaching visits done and all information updated.

•  New SONA parameters. •  SumCo •  Good relation with the

LCPs.

Priorities for October:

•  SONA: functional in the system, material creation, releasment, education, information gathering, analysis and general follow-up.

Priorities for Q4:

•  SONA

•  Monthly meetings with my coachees.

•  Educational platforms development

OD in upcoming time - Rubi

PR Quarter Report Q3 2013

Quarterly Priorities Achievement

Youth  to  Business  –  prepared  and  planned  NVA  –  planned  and  prepared  –  depending  on  Barree  LC  coaching  –  first  round  done    Media  plan  –  not  done  Government  coopera?on  for  ELD  –  not  done    

Overall Factors Positive

I have some people to work with J

Overall Factors Negative

•  a lot of diverse things in my JD

•  I am only one and cannot focus on everything

•  Couldn’t cooperate with VP COMM and the things that were supposed to be done

PR in Q3 2013

Key Achievements:

•  Y2B – planned and prepared

•  NVA – planned – when we will have things figured out with BVC we can star

•  LC Coaching J

Key Non-Achievements

•  Media Plan

•  Govt Cooperation

PR in Q4 2013

Key strategies for next quarter:

Youth to Business Forum Delivery Deal with NVA situation Get on board the govt (Ministerstwo Pracy i Polityki Społecznej; Ministerstwo Nauki i Szkolnictwa Wyższego) External Summit EuroXPro Special Events MEDIA PLAN!!!

Key challenges for next quarter:

PR in October 2013

Youth  to  Business  -­‐  contac?ng  VIPs,  sales,  prepara?on  

EuroXPro  special  events  prepara?on  

Communica?on  Frame  for  LCs  -­‐  How  we  should  communicate  AIESEC  

Comm Quarter Report Q3 2013

(report of former MCVP Communications)

Comm – General Direction

•  Coherency in our communication

•  Boosting synergy between ELDs and Comm

•  Working on convertion rate and increasement of our virtual reach

Quaterly Priorities Achievement

•  @UNI, TMP, GC, GT campaign creation: @UNI:100%, TMP 70%, GC- using materials we have, GT- done (oGIP- NST GT moved under oGIP) TM NST moved under TM

•  Coperating with commision and preparing them for hottest season- done

•  Online channels: social media, website, other tools: undone

Q3 – Results Overall

•  TMP- not conducted in Q3

•  GC- 160 app convertion rate: 18.13

•  GT- Jun-Aug 264

•  @UNI- summer edition: 416

•  @PLAD: 1.07: 3424 07.10 3590 growth: 166

•  @UNI: 1.07 4623 07.10 4860 growth: 237

•  GC: 1.07 3140 07.10 3439 growth: 299

Overall Factors (positive or negative factors that influenced the

performance)

•  N: Weak takeover- learning by doing and discovering and defining priorities on a way

•  N: operational work coaused by lack of human resources

•  N: management skills of MC VP Comm and morivational crisis

•  P: good pipeline of previous term

Communications in Q3 2013

Key Achievements:

•  ELD summit conference management

•  @UNI campaign creation

•  TMP materials

•  CEEDer from Brasil

•  Commission building- creating proactive and coopearting attitude

•  New website implementation

Key Non-Achievements

•  IT TMP materials

•  Virtual channels management and innovation

•  Not delivering priorities of area, which have been set

•  Lack of MC VP Comm as result

Communications in Q4 2013 Key strategies for next

month:

•  Innovation in online marketing: alumni to contact: ….

•  TMP campaign tracking

•  GC, GT offpeaks recruitment

Key challenges for next month:

•  Knowledge and infromation transfer from exMC VP Comm

•  Manacing communication channels, while having 4 different promotion at the same time

•  Making Comm work more strategic