UP JMA CANDIDACY FORM A.Y. 2012‐2013
I. Candidate’s Information
JOAQUIN ALONZO A. NARCISO Address: La Morena Compound, Maya‐Maya Drive, Victoria Valley Subdivision, Barangay dela Paz, Antipolo City, 1870 Rizal Contact Information: 0908‐894‐2416; 660‐0004 Email: email@example.com Current College: College of Business Administration Year: 3rd Course: BS Business Administration Position Aspiring For: VP FOR INTERNAL AFFAIRS List of Past Positions in UP JMA: LAUNCH THE HIGH! Socially‐Relevant Project Officer, UP JMA WEEK 54: On a High! 2nd Semester, AY 2011‐2012 Head, Team Talent 1st Semester, AY 2011‐2012 Officer, Team Talent 2nd Semester, AY 2010‐2011 Marketing App Officer, EMERGENCY, iRevolutionize Applicant Batch 1st Semester, AY 2010‐2011 Project Coordinator: Friday Night Lights: UP JMA Publicity Event 1st Semester, AY 2011‐2012 Project Coordinator: Marvel: Gallery, UP JMA WEEK 53: Spread the Word 2nd Semester, AY 2010‐2011 Project Coordinator: Mark’Em, Marketing Education Matters: UP JMA PR Event 1st Semester, AY 2010‐2011
II. General Plan of Action (GPOA) MY VISION FOR UP JMA I envision the UP Junior Marketing Association (UP JMA) as the premiere student marketing organization, which, through providing venues and opportunities for learning and development, empowers its members to fully embody its thrusts, develop holistically, and strive to be pro‐ active members of society, in order to make a positive impact in others and the communities around them. MY PROGRAMS FOR UP JMA AND/OR COMMITTEES For UP JMA as a whole next year, I have the following four objectives: 1) Maximum Development The organization’s biggest and most valuable resource is its members, and as a whole, we are responsible to ensure that the potential of each individual is fully realized, and to provide venues for personal and professional development. Every member of JMA is entitled to the full JMA experience, and together we should strive to provide the opportunities to reach that. 2) Full Guidance Recently, the issue of deficits has come up, while there is also a need to clearly delineate roles in the teams and the true nature of events in order to avoid the compromise these for other barometers of success. Every team and member should be monitored from the start until the end, with stricter financial rules, from the project’s inception to evaluation, in order to prevent any unexpected monetary problems, while ensuring that the roles and nature of the team is fully maximized. 3) More Collaboration There is a lot of potential to collaborate and not only innovate, but strengthen relationships, not only within the org, but out and around it, too. More opportunities to partner not only teams in the org with specific functions, but also the organization itself with other entities, such as those in the BA Community and the university, should be sought for mutual benefit. 4) Looking Forward A lot of the things we do in UP JMA seem to be limited to short‐term benefits. While these are not necessarily bad, I believe there is so much more to gain by setting achievable and maintainable long‐term goals that can be checked periodically. Whether these are a team‐level or at the organization‐level, with a clear long‐term vision and mission that we can all stand behind, we will achieve great things. Also, there is a lot to be learned from the past, especially since the membership base is skewing younger.
Through available and sought out venues, we can recognize the importance of our past history so we can likewise plan well, and informed, for the future. MY PLANS FOR UP JMA General Plans for the Organization and its Committees: 1) A more streamlined project coordinator system and more staff involvement. Every JMAer deserves to fully benefit from opportunities to grow within the organization. With proper information dissemination, and a proper evaluation of objectives, measures of success, and even its grading system, the project coordinator (PC) system can be greatly improved to provide one of the best opportunities for diversity and growth within the organization. Also, improved staff programs, such as specific deliverables and measurable for development, can ensure that the underutilized staff base can also reap benefits from available opportunities during the term. 2) Improving the deliverables system. The best way to gauge the success of an event, project, or initiative is if it accomplished the goals set out before it, and adhered to its nature in the process. Adjusting the requirements of the deliverables system, such as the submission, approval, and monitoring of goals before an event, and the evaluation afterwards, can greatly help a team fulfill these. Also, a proper turnover system of deliverables that ensures that the correct and proper information reaches a new team, as prepared by the previous team, for the benefit of the new team and, in turn, indirectly, the rest of the organization. Also, a special evaluation deliverable that not only evaluates members of a team by their co‐members, but also the accomplishment of the team’s goals itself, from the point of view from each individual, can greatly help those involved monitor and ensure improvement in the coming terms. 3) More events for the benefit of member involvement and development. As a way to further improve each member’s skills, and ensure more involvement from the member base in other projects and events, specific initiatives that cater to the development of skills, and talents of JMAers, and simply venues for bonding can be improved and increased. As the most important asset of this organization is its members, it is important that members are happy with the kind of training and support, among others, they receive in the organization. Improvement of events such as the regular Friday Clubs, Tambay Week, MemNights, MeMEs, among others, as well as the development of new projects such as skills workshops, among others, can aid in the accomplishment of this.
4) Secure UP JMA as the premiere marketing organization. While we have proven ourselves very adept in sponsorship marketing, there has been a general lack of recognition for the other facets of marketing that events such as Major Marketing Event (MME), Members Marketing Event (MeME), and others, spotlight. To outside stakeholders, UP JMA must be the authority in marketing within the university. Through added publicity for our already established events (including MeME even if it is an internal event), the creation of more marketing‐related external events, and the utilization of other venues such as publications, contests (joining as an entire organization, much similar to TAYO, and Agora, etc.) will greatly increase our stake as one of the pioneers and authorities in marketing among student organizations. My Plans For the Committee Vision for Internals: An Internal Affairs Committee that is dedicated fostering synergized and efficient systems within the organization, as it is geared to nurturing fun and spirited relationships between its members. Team Information (Info) – As the main keepers of the membership database and, of course, information of the members, Team Info can strive to use these valuable points in order to encourage member development and member involvement, through events and opportunities. A secure and efficient way to collect, and archive deliverables and attendance files, for membership grades, as well as other uses, should be sought, for a smoother passing over of necessary files and documents to other Executive Committee batches, teams, and pertinent groups, instead of these files collecting dust or simply sitting underused in a corner of a hard drive. Team Info can also facilitate turnovers of files from each team to each team at the end of a term. Use venues such as the reaffirmation form, and surveys, to find out the main interests and talents of members. Using these, the Team might be able to seek collaborations with Team Membership, and other teams, in order to create events that cater to and develop these interests and talents (example, if many JMAers are apparently into photography, sessions can be organized with the help of Alumni Relations, and Membership). Also, if additional work need be done in the organization (such as photoshoots, video editing requests, Lumine contributions), Info can use this information to correctly match needy teams and possible member collaborators that aren’t exactly in charge. Continue monitoring happiness levels, opinions, and other useful information for publication in the Lumine and other relevant venues, in order to disseminate tidbits about the current state of the organization. Also, this information can be used for
initiatives by other committees and teams, to further improve the state of the membership base, and seek happiness and contentment in each individual organization member. The potentials of the Project Coordinator (PC) system are endless, and Team Info should not only ensure the smooth and efficient recruitment, turnover, and grading of Project Coordinators, but also ensure the organization members and teams know the essence of PC work, and provide venues in order to ensure maximum development through this work. Set grounds for a grievance and feedback system that effectively channels important developments and lessons learned in one’s directorate or project coordinator roles to benefit future teams and projects of the organization. A rating system that does not only have members rating each other, but also aspects of the project/process, and these projects/processes as a whole, in order to provide valuable feedback for possible improvements and actions that can be done as a positive response.
Team Membership (Mems) – Team Membership should continue to seek to improve the development, involvement, and participation of members, whether in the organization’s events and functions, or the daily work that a member does. It should collaborate with its co‐Internals teams to seek out opportunities to improve the JMA experience of each individual member. Through venues like the TBS, Members’ Nights, and other venues such as Talent Night and Jumpstart in previous semesters, Team Mems should continually seek out innovative ways to have members bond and develop skills. Using data culled from Team Info, both teams can collaborate to seek new opportunities to foster growth through equal opportunities for all JMA members. Assist and ensure that all roles and functions of teams are clearly defined, through possibly training, or providing venues for, teams to work together. For example, orientations or a TBS per team, in order to help each team foster camaraderie and good working relations, among its ranks. It’s an intangible act, but Team Mems, as the team mainly in charge of members, should be able to track member development through one‐on‐one talks, facilitation of grievances, and other venues, with Team Information. Members experiencing new functions, or new members simply finding space to grow in their first roles, might need assistance in getting to know the exact responsibilities of their roles. Team Mems, through collaborations in other committees, can create training grounds for this, such as Team Head Orientations, or finance officer orientations with Team Funds, as an example, so as much as possible, no member is in the dark with the roles they have to fulfill.
Team Recruitment (TRec) – Team Recruitment handles the recruitment, orientation, training, and assimilation of brand new members into the organization. As the main liaison between the member base and the applicants, TRec should not only simply screen these potential talents, but also be able to foster and instill the JMA Culture in the potential members, whether work‐ wise, or otherwise. One of the early events for TRec has always been either an Applicants’ Acquaintance Party, or an Applicants’ TBS, which cater to different objectives and parties. I propose a compromise event that joins the functions of both together, to introduce and bond both members and applicants together, to make them feel welcome, and to introduce applicants to the culture of JMA. It isn’t necessarily a party, but can have elements of both one and a TBS. For applicants’ only bonding sessions, these are likewise important, and TRec, possibly together with Team SPRINT, can collaborate for several of these throughout the semester. Innovation will always play a key part in the process, and constantly tweaking regular events and projects such as the Marketing Summit (MarkIt), with Team Marketing Solutions, and the JMM tasks, as the team and its collaborators see fit, will always be encouraged, for the purpose of introducing more of the underappreciated cultural and work aspects of JMA to the applicants, and helping them learn more about other aspects of JMA, as well. Guardian‐Ward (GW) pairs are under‐utilized in terms of the effect they can have on how an applicant can learn more about the organization. Constant follow‐up by TRec on the state of the GW pairs can prevent unwanted negligence and unnecessary deferral, and providing more venues (such as GW TBS, GW nights, etc.) in which the pairs can bond, not only through a list of tasks, can be organized. Team SPRINT – as a valuable collaboration between the Internal Affairs, and Socials & Public Relations Committee, Team SPRINT’s role as the main source of, to put it simply, good vibes in the organization, should continue to be emphasized. Venues that encourage bonding and nurture camaraderie, not only within the organization’s members but with the applicants as well, such as Tambay Week and the Christmas Party, as well as the regular Friday Clubs, should continue to be emphasized as the best ways to spread the good vibes around especially in the middle of a hectic semester. The rest of JMA can likewise be involved, and collaborations for these events, such as committee/teams sponsoring (for advertisement reasons, or for celebratory reasons) should be encouraged. Likewise, Team SPRINT can help influence members and applicants to not only go the team’s events, but all the events of JMA as well. With more support, more camaraderie, and more good vibes, members and applicants alike can enjoy being in the organization.
As the main guardians of JMA’s Tambayan, the team should continue to innovate and discover ways in which to instill the importance of keeping it neat, clean, and functional. Together with the weekly cleaners, who all must constantly be reminded, the team can invest in creative and effective items and programs.
Intangibly, Team SPRINT must likewise be able to keep the good morale and happiness flowing within the organization. Spontaneous outings, lunches, and bonding moments should always be encouraged, even if within the tambayan only.
For events such as OrgPres, the team should scout for talent as early as possible and seek possible collaborations in order to make it a JMA‐wide initiative.
For the applicants, the team should assist Team Recruitment in making the applicants feel welcome and bond with the members, especially within the tambayan, and its events.
III. Questions What is your greatest contribution to UP JMA? As an active director in JMA since my induction into the organization, I have made sure that I have fulfilled my responsibilities, not only to my role specifically, but to my colleagues and superiors as well, to the best of my abilities. I have taken each responsibility as a learning opportunity, and I have made the most of these, as my way of thanking the organization for the continued development it has sown in me since my induction. From the joys of being BACBACAN 2 champions in my first role in the organization, to eventual OrgPres champions when I took on the responsibility of heading the team a semester later, from the first‐ever Talent Night, and JMAers of the Month, or to Launch the High!, I am thankful for being part of the collective team effort it took to achieve these, and the what we all learned from it. As a member of the organization, I believe my greatest contribution is the way I’ve tried to be as active as I can be, not only with positions, but also in the smaller things, such as supporting each event, getting to know each member and their roles, in order to give credit where it is due, and taking each opportunity to learn. I believe that achieving these small, oft‐forgotten personal initiatives can be one’s best way to contribute to the organizational whole, as an active member, and that’s the way I choose to contribute the most on a day‐to‐day basis. What is your Unique Selling Proposition (USP)? My unique selling proposition (USP) as a candidate running for this position, is, despite my relative youth in JMA, I make up for it through my eagerness and desire to listen, and to learn,
not only from the past experiences of the members, and the history of this organization, but also through, and from, our current state of affairs, and most especially, the personal inputs and experiences of our member base. I believe that we can only envision a brighter tomorrow through being mindful of the past, and ensuring we do not lose sight of our vision for the future. Throughout the experiences, in and out of JMA, that have lead me to this point in time, I have learned to be as objective as possible in dealing with problems, conflicts, new ideas, and approaches. It is one of the greatest personal challenges to treat everything, and everyone, with due fairness, but as human as I am, I always try my best. I enjoy spending time with our individual organization members, and going out of my way to get to know them, because our greatest resource and source of strength lies not in the scale and scope of our projects, or the funds we have, but in our members, and how we are able to ensure that they develop positively from their roles and responsibilities in our organization. I recognize this importance fully and always ensure that it is in the forefront of my agenda, in any role or responsibility I undertake. What is UP JMA’s biggest weakness? How do you plan to address it? I believe the biggest weakness of JMA is that the potential and the potential for growth, of many of its members are under‐utilized. As an organization of over 200 members, we already have set systems and functions that aim to foster development in our members: directorate positions, the project coordinator system, internal and external venues. Yet, despite having a very active member base, we sometimes experience problems with pulling the right people towards our events, ensuring a good percentage of attendance, or making sure these opportunities reach all the members of the organization, not just the really active ones. It’s sometimes disheartening to find out that some members don’t know others, even those with directorate positions. While this can be attributed to a great number of external factors, such as other responsibilities and commitments, or even personal choice, I believe that we can reach out to all the members, as well as address member motivation and development issues and concerns. The key is in the proper utilization of the functions and roles of the Internal Affairs committee. Through proper training and motivation of its own directors and base members, I believe that each Team (Info, Mems, TRec, and SPRINT) can take all their strong points and work together to provide venues to improve one’s skills and talents, disseminate these opportunities to the farthest reaches of the membership base, and encourage member attendance and involvement in JMA events and projects. Together, Internals and JMA can inspire each other and work together to achieve the possibility of a fully‐realized JMA experience for each and every individual member of JMA.