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UPJMA  COMELEC  2012

 

 


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013        

I.  Candidate’s  Information      

CORINNE  MAE  M.  ABLAZA     Address:  8  Wack  Wack  Road,  Brgy  Wack  Wack  Greenhills  East,  Mandaluyong  City   Contact  Information:  0917  859  3125   Email:  corinneablaza@gmail.com     Current  College:  School  of  Economics   Year:  3rd   Course:  BS  Business  Economics     Position  Aspiring  For:  PRESIDENT     List  of  Past  Positions  in  UP  JMA:       Chairperson,  ADHOC:  At  the  Edge  of  Infinity     2nd  semester  AY  2011-­‐2012   Chairperson,  Internal  Affairs  Committee     1st  semester  AY  2011-­‐2012   Promotions  Officer,  ADHOC:  Unveil  Reality     2nd  semester  AY  2010-­‐2011   Head,  Team  Applicants     1st  semester  AY  2010-­‐2011   Officer,  Team  Applicants                 nd   2  semester  AY  2009-­‐2010   Finance  Officer,  Applicants’  Project:  LAST     1st  semester  AY  2009-­‐2010                

 

 


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA       To   stand   as   not   just   the   premiere   marketing   student   organization   but   an   organization   whose   members   are   driven   to   lead,   to   serve   and   to   excel   without   losing   sight   of   the   basics   needed   in   order   to   make   principled   and   responsible   decisions   for   the   present   and   future   welfare  of  the  organization  and  its  members.     MY  PLANS  FOR  UP  JMA     TO  LEAD,  TO  SERVE  AND  TO  EXCEL     ADHOC  can  draw  thousands  of  people  to  one  place  at  a  particular  time.  The  Knockers   R18  team  proved  through  Good  Times  that  we  can  top  any  marketing  competition.  Innovative   projects  such  as  PubEvent  or  EP  continue  to  raise  the  bar  higher  not  just  for  ourselves  but  for   other  organizations  as  well.  We  lead  in  producing  quality  events.  But  can  we  also  lead  in  other   aspects?   I   believe   each   member   in   this   organization   is   capable   of   doing   so   much   more   and   I   want  each  of  them  to  realize  this  potential  given  the  opportunities  available  in  UP  JMA.     BACK  TO  BASICS     With   so   much   pressure   for   innovation   and   creativity   in   the   recent   years,   we   tend   to   forget   the   significance   of   the   basic   essentials   and   why   they   are   there   in   the   first   place.   Our   logistics,  publicity  and  promotions  plans  get  bigger  and  bigger,  but  it  makes  it  more  difficult  to   balance  with  our  finance  and  marketing  plans.  It  is  good  to  be  creative  but  if  we  lose  sight  of   the  basics,  our  creativity  will  fail  us.     JMAers  AS  FORETHINKERS     The   average   “JMA   life”   lasts   from   three   to   four   years.   Your   stay   in   the   organization,   regardless   of   position,   will   leave   even   the   smallest   imprint   but   it’s   up   to   us   on   what   kind   of   mark  we  would  like  to  leave.  Our  actions  and  our  plans  should  not  only  revolve  around  how  it   will  affect  us  but  how  it  will  affect  the  entire  organization,  three  or  five  or  even  ten  years  down   the  line.  This  includes  how  we  handle  our  finances,  how  we  sustain  our  KIDS  and  many  more.      


UPJMA  COMELEC  2012

  MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     DON’T  BE  THE  LAST  TO  KNOW   Easy  and  efficient  post-­‐evaluation  system     Any  great  project  needs  the  final  measure  of  management,  which  is  a  post-­‐evaluation,  of  both   the  team  and  the  project.  Often  times,  we  overlook  this  step  and  we  finish  a  project  unaware  of   nice   things   and   the   not-­‐so-­‐nice   things   about   it.   With   this   kind   of   system,   it   would   hopefully   encourage  teams  to  be  more  conscious  of  monitoring  their  progress  because  they  know  they   will  be  evaluated  at  the  end  of  their  term.  On  top  of  that,  a  post-­‐evaluation  aims  to  also  benefit   the  future  performance  of  the  team.       For  event-­‐based  teams,  post-­‐evaluation  should  be  done  by  each  team  within  two  weeks  after   the   event.   For   process-­‐based   teams,   it   should   be   done   at   the   middle   and   at   the   end   of   the   semester.   Less   of   the   long   deliverables   and   more   of   the   sit-­‐downs   and   consultations   with   chairs  and  execomm  are  needed  to  control  the  quality  of  the  team  performance  and  project.     Evaluation   systems   of   individuals   should   also   allow   both   vertical   and   horizontal   evaluation.   While  we  do  value  the  assessment  of  our  superiors,  it  might  also  help  us  to  be  aware  of  what   our   peers   or   teammates   can   say   about   our   working   style,   delivery   etc.   But   how   will   we   be   aware  on  how  to  improve  our  performance  if  the  comments  are  not  shared  with  the  director?   Once  the  evaluation  has  been  accomplished,  the  feedback  will  be  forwarded  to  the  members   themselves  anonymously  and  privately  for  post-­‐processing.       WHERE  DOES  THE  MONEY  ALL  GO?   Financial  and  capital  system  of  JMA;  Existing  debt  concerns     Raising  capital  and  keeping  track  of  finances,  with  emphasis  on  preventing  deficits,  have  been  a   pressing  concern  for  many  of  the  teams  in  the  past  year.  There  are  teams  who  have  a  hard  time   raising  funds  specifically  the  process-­‐based  teams  and  teams  whose  events  are  at  the  beginning   of  the  sem.  With  the  pressure  to  be  innovative  and  constantly  raise  the  bar  the  higher,  it  is  also   not  a  surprise  why  expenses  managed  to  bloat  larger  than  expected.  Nevertheless,  funds  can  be   generated   and   deficits   &   debts   can   be   prevented   if   supported   by   the   right   financial   system   and   managed  properly.       If  marketing  has  the  JMaK  and  the  MPP  conference,  why  can’t  we  have  a  Finance  primer  and   FPP  (Finance  Point  Person)  conference  as  well?  A  special  Finance  primer  can  include  an  easy-­‐ to-­‐follow,   step-­‐by-­‐step   process   on   how   to   manage   your   finances   like   how   to   compute   for   breakeven   point,   how   to   manage   cash   flows,   template   for   the   different   financial   statements   etc.   A   conference   for   Finance   officers   or   at   least   a   regular   consultation   period   with   the   Finance   VP  would  also  remind  officers  of  their  responsibility  and  report  current  financial  position.    


UPJMA  COMELEC  2012

It  would  also  help  teams  to  calendar  and  streamline  their  fundraisers.  Those  who  need  funds   more   urgently   or   at   the   start   of   the   sem   can   have   more   leeway   at   calendaring   their   fundraisers   early.   A   budget   and   list   of   fundraisers   would   be   required   from   each   event.   Teams   would   be   asked  to  present  how  much  they  would  expect  to  earn  from  each  fundraiser  and  every  period   of  time  prior  to  the  event.       Two   things   I   learned   from   the   U.S.   Financial   Crisis   (excuse   the   Econ   reference):   1)   sharing   is   caring;  and  2)  the  best  way  to  solve  something  isn’t  to  find  a  way  out,  but  a  way  through  it.  For   existing  debt  concerns,  it  is  important  for  the  execomm  to  play  a  role  in  sharing  the  burden  of   the   debt   and   not   just   expect   teams   to   pay   it   off   at   the   end   of   the   sem.   We   want   to   avoid   situations   where   people   would   opt   to   just   pay   off   their   share   of   the   debt   or   expect   the   execomm  to  eventually  write  it  off.  This  can  be  accomplished  through  consultation   periods  as  a   whole  team  to  discuss  possible  avenues  for  recovery  and  regular  check-­‐ups  to  ensure  the  teams   are  making  progress.     The   organization’s   capital   system   policies   must   also   be   clear   to   all   teams.   Execomm   will   then   assess  the  credit  standing  of  each  team  if  they  want  to  take  out  a  loan  from  the  organization.   For  example,  teams  with  a  good  credit  standing  (that  is,  teams  who  have  had  a  stable  source  of   income  for  the  past  sems  and  are  most  likely  to  pay  back)  can  be  eligible  to  take  out  a  loan  even   without   a   sponsor   MOA.   Teams   with   an   average   credit   standing   can   be   eligible   to   take   out   a   loan   but   are   required   a   sponsor   MOA.   And   teams   who   are   in   debt   or   who   need   very   little   start-­‐ up  capital  can  be  assisted  in  their  fundraisers  by  Team  Funds.  It  is  how  execomm  can  help  and   monitor  each  team’s  financial  position  and  at  the  same  time,  it  reminds  the  team  of  their  cost   of  borrowing  and  their  responsibility  to  work  to  pay  off  their  loan.     WE  DO  THIS  FOR  THE  KIDS,  BUT  WHAT  ELSE  DO  WE  KNOW?   Transparency  and  accountability  for  our  KIDS       We  tell  the  world  we  provide  educational  assistance  for  the  KIDS.  But  do  you  know  how  exactly   we  choose  our  kids  or  how  we  determine  the  number  of  kids  we  support?  Do  you  know  how   the   funds   are   distributed   among   them   or   how   much   each   kid   receives   each   month?   Did   you   ever   ask   if   it’s   enough?   Regular   updates   and   proofs   of   financial   transactions   would   be   provided  to  ensure  there  is  transparency  and  accountability  especially  when  it  comes  to  dealing   with  our  beneficiaries  so  we  can  make  sure  we  are  supporting  them  in  the  right  way.       Furthermore,  it  is  important  we  also  look  at  how  to  support  our  KIDS  in  the  long  run  and  not   just  within  the  year.  It  must  be  carefully  calculated  how  much  capital  is  required  to  maintain  in   order  to  sustain  the  assistance  we  provide  the  kids  for  at  least  the  next  4  to  5  years.       SOME  THINGS  ARE  PRICELESS   New  projects  to  reach  out  to  the  other  needs  of  our  KIDS     Educational   assistance   for   the   KIDS   does   not   only   mean   financial   assistance.   Our   regular   KIDS   day   out   are   great   ways   to   bond   and   treat   the   kids   to   a   fun   experience.   But   as   UP   students,   and  


UPJMA  COMELEC  2012

more  importantly  as  JMAers,  there  are  some  things  we  could  also  do  to  help  them  that  requires   little  or  no  money  at  all.  One  way  would  be  creating  a  UP  JMA  KIDS  Library  just  for  them.  We   can  ask  donations  of  books,  especially  textbooks,  to  start  building  the  mini-­‐library.  These  kids   are   brilliant,   so   why   not   help   them   get   into   UP?   Donating   old   UPCAT   reviewers   or   holding   college  test  tutorials  will  surely  help  our  graduating  kids.     THE  HARDEST  PART  IS  ALWAYS  WHERE  TO  START   Improved  efficiency  through  a  start-­‐up  kit  on  the  basics     Was  there  ever  a  time  your  pubmat  posting  around  UP  has  been  delayed  because  you  do  not   know  which  office  to  go  to  first?  Or  was  there  a  time  you  were  unsure  about  certain  sponsors   and  their  offers?  It  will  take  time  and  effort  to  find  out  all  this  information.  A  start-­‐up  kit  to  be   given   to  teams  at  the  beginning  of  the  sem  aims  to  guide  teams,  especially  first-­‐time  directors,   on  policies,   procedures   and   processes   around   the   organization,   CBA,   UP   and   even   among   our   corporate  sponsors.  The  simpler  the  rules,  the  better  and  we’ll  make  it  available  all  in  one  kit.     MARKETING  AS  A  PRIVILEGE   Re-­‐structuring  teams  to  give  more  focus  on  building  better  marketers     We   are   one   of   the   few   large   college   organizations   that   do   not   have   our   own   academics   or   education   team.   This   does   not   mean   we   don’t   value   academics,   but   we   just   have   a   different   way   of   defining   it.   Being   a   university-­‐wide   organization,   it   is   difficult   to   centralize   all   the   different  courses  and  subject  matters  into  one  database  (such  as  the  JMA  online  classroom).  So   instead,   UP   JMA   offers   an   experience   that   is   unique   and   that   goes   beyond   classroom   walls.   We   provide  hands-­‐on  marketing  training  and  application  that  we  do  not  simply  get  from  textbooks.   But   over   the   past   few   years,   we’re   losing   sight   of   this   special   privilege.   Every   JMAer   should   make  the  most  of  this  privilege  so  they  can  “graduate”  JMA  and  confidently  say  they  know  the   basics  of  marketing,  they  know  how  to  negotiate  with  sponsors,  they  know  how  to  create  an   IMC  etc.       To  address  this,  the  functions  of  Team  Marketing  Solutions  (TMS)  must  be  separated  into  two   different  teams.  One  team  will  take  on  the  internal   needs   of   the   organization   such   handling   of   the  marketing  systems  of  the  organization,  JMaK  etc  while  the  other  team  will  take  care  of  the   external,  and  more  academic,  needs  of  the  organization.  This  second  team’s  main  role  would  be   to   teach  marketing  inside  and  outside  the  organization  like  MeME,  high  school  seminars  etc.   The   function   of   this   team   is   currently   spread   out   among   different   teams   like   Team   Embassy,   Team   Mems   and   PR   Event   but   if   merged   into   one   team,   it   would   be   easier   to   focus   on   addressing  this  need.     NOT  OUR  HOME  COLLEGE,  BUT  OUR  COLLEGE  HOME   Tambayan  maintenance  and  general  cleaning  schedule     It   is   not   enough   to   just   tell   people   to   clean   the   tambayan,   but   it   is   important   to   make   them   aware   of   their   responsibility   to   do   so.   The   team   cleaner   of   the   week   will   be   posted   on   the  


UPJMA  COMELEC  2012

tambayan   bulletin   board   so   that   everyone   is   aware   of   who   is   responsible   for   maintaining   the   tambayan   for   that   week.   For   the   tambayan   to   remain   clean   and   presentable,   regular   general   cleaning   is   needed   and   that   includes   regular   scrubbing   and   waxing   of   the   floor,   wiping   of   benches   and   reorganizing   of   shelves.   Along   with   the   weekly   cleaning   schedule,   there   should   also  be  a  monthly  general  cleaning  schedule  by  committee  to  take  care  of  this.  (For  example,   one  Monday  in  March,  Internals  is  in  charge  of  the  general  cleaning  of  the  tambayan.)     MY  PLANS  FOR  THE  COMMITTEES         EXTERNALS   • Reach   out   to   other   markets,   not   just   corporate   market   –   There   are   many   other   untapped   markets   such   as   NGOs   that   the   organization   has   not   yet   partnered   with.   Exploring   these   other   markets   will   allow   us   more   learning   opportunities   as   well   as   building  more  relationships  with  other  organizations.   • Take   care   of   sponsor   relationships   –   We   must   take   care   of   our   relationships   with   our   sponsors  and  not  just  let  them  feel  they  are  being  “used  or  abused”.  How  do  we  do  this?   By   making   sure   we   always   double   check   what   we   promised   on   our   part   of   the   MOA.   Sponsors  would  also  appreciate  a  post-­‐evaluation  or  feedback  of  how  they  performed   during  an  event  or  how  accommodating  they  were  during  the  process.   • Personal  touch  for  our  alumni  –  Many  times  alumni  would  ask  “What’s  JMA  like  now?”   After  being  away  from  JMA  for  quite  some  time,  it  would  also  be  easy  to  lose  track  of   the  current  happenings  in  the  organization.  Alumni  appreciate  being  updated  (word  of   mouth  or  being  linked  to  latest  issue  of  Lumine)  or  being  invited  back  to  JMA  events  or   even   simple   get-­‐togethers.   This   is   not   just   the   role   of   AlumRel   but   everyone   in   the   organization.     FINANCE   • Plans  for  KIDS  and  financial  system  stated  above     INTERNALS   • “I  am  a  JMAer”  contract  or  MOA  as   part   of   reaffirmation   –   In   order   to   address   the   lack   of   awareness   of   the   responsibilities   of   a   JMA   member,   they   will   be   asked   to   sign   a   contract   where   it   specifically   states   what   is   expected   of   each   re-­‐affed   member.   For   example,  I  will  attend  one  event  per  thrust.     • Move  Team  Induction  to  Internals  -­‐  Internals  is  a  very  heavy  process-­‐based  committee   and  needs  an  opportunity  to  train  its  members  for  event-­‐planning  that  is  not  non-­‐base.   Therefore,  Team  Induction  would  be  a  good  addition  to  the  Internals  committee.  On  top   of   that,   it   would   be   easier   to   communicate   and   work   closely   with   Team   Info,   Team   Recruitment   and   Team   Members   for   the   JMAwards,   tributes   and   other   necessary   preparations.        


UPJMA  COMELEC  2012

PUBLICITY   • Utilize   all   online   accounts   –   The   web   is   one   of   the   greatest   sources   of   information   nowadays.   Even   companies   seek   more   information   through   the   use   of   the   internet.   It   is   important   all   official   online   accounts   (such   as   Facebook,   Twitter,   website   etc)   are   linked   to  each  other  and  always  updated.       SPR   • Special   Events   Team   –   Several   teams   within   SPR   and   Internals   share   very   similar   functions   thus   it   would   be   more   efficient   to   merge   certain   roles.   This   special   events   team  can  take  the  role  of  SPRINT  in  Orgpres  and  Team  Athletics  in  Bacbacan  2  as  well  as   the  role  of  the  former  Team  Talent  in  Talent  Night.   • Project  to  recognize  and  show  our  appreciation  to  the  key  people  who  help  JMA  such   as  Sir  Manny,  Tita  Ineng,  BA  guards,  org  advisers  etc      

III.  Questions  

  What  is  your  greatest  contribution  to  UP  JMA?         As  cheesy  as  it  sounds,  I  believe  I  never  stopped  giving  my  one  hundred  and  one  percent   to   this   organization   since   I   was   an   applicant   in   my   freshman   year.   To   those   who   know   me   well,   they  will  tell  you  that  when  I  commit  myself  to  one  thing,  I  will  always  give  my  all.  People  may   think  it’s  because  I’m  a  perfectionist  or  I  want  a  grand  and  successful  project.  But  to  the  honest,   it’s  really  because  I  cannot  allow  myself  to  let  people  down.  I  always  try  to  make  it  to  meetings,   drop   by   events   or   just   be   there,   whether   or   not   I’m   needed.   They   put   a   smile   on   my   face,   motivate  me  to  work  hard,  to  stay  in  the  org  and  to  give  what  I  can.  My  passion  and  willingness   to  serve  and  hopefully  the  things  I  have  left  with  the  teammates  I  have  been  privileged  to  work   with  in  this  org  have  been  my  greatest  contribution  to  JMA.       What  is  your  Unique  Selling  Proposition  (USP)?       My   unique   selling   proposition   is   my   knowledge   and   experience   from   the   smallest   of   details  of  the  organization  (such  as  Excel  files  of  grading  systems  and  planning  guardian-­‐ward   tasks)   to   my   knowledge   and   experience   in   largest   possible   scope   of   the   organization   (such   as   drawing  a  crowd  of  4,500  and  handling  the  finances  amounting  to  almost  a  million  pesos).       What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?         I  think  the  biggest  weakness  of  the  organization  is  we  are  afraid  to  go  back  to  the  basics.   We   think   that   going   back   means   that   we   cannot   innovate   or   that   we   have   to   lower   our   standards   when   in   fact,   it   is   by   going   back   that   we   can   move   forward.   How?   By   carefully   reviewing   the   current   systems   to   check   what   works   and   what   doesn’t   work,   by   simplifying   procedures  and  policies,  and  just  by  hearing  out  the  concerns  of  each  individual.  It  is  important   not  to  lose  sight  of  these  basics,  the  things  we  can  grasp  and  we  can  address,  before  it  fails  us.  


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013      

I.  Candidate’s  Information  

 

David  Nigel  G.  Paras     Address:  45  Roxas  Street  Xavierville  3  Quezon  City   Contact  Information:  9253900,  09175361020   Email:  davidnigelparas@yahoo.com     Current  College:  Arts  and  Letters   Year:  3rd       Course:  BA  Art  Studies     Position  Aspiring  For:  VP  FOR  EXTERNAL  AFFAIRS     List  of  Past  Positions  in  UP  JMA:     Culminating  Night  Officer,  JMA  Week:  On  A  High     2nd  semester  AY  2011-­‐2012   Brand  Communications  Head:  Legacy   1st  semester  AY  2011-­‐2012   Strategic  Marketing  Head:  RSVP   2nd  semester  AY  2010-­‐2011   Logistics  Officer,  Ad  Hoc  Major  Event:  Absolute  Affinity   1st  semester  AY  2010-­‐2011   Officer,  Team  Marketing  Solutions:  StepApp,  Platinum           nd 2  semester  AY  2009-­‐2010   Logistics  Officer,  Applicant's  Project:  Last   1st  semester  AY  2009-­‐2010   Project  Coordinator,  Publicity  Event:  Divercity   Project  Coordinator,  Team  Recruitment:  All  Systems  Go   2nd  semester,  AY  2011-­‐2012   Project  Coordinator,  PR  Event:  Graffiti   Project  Coordinator,  Team  Recruitment:  Maximum  Resonance   2nd  semester,  AY  2011-­‐2012   Project  Coordinator,  External  Relations:  HipHop  Royale  (Style,  Skillz,  Swagger)     1st  semester,  AY  2009-­‐2010    

   


UPJMA  COMELEC  2012

My  vision  for  UP  JMA:       To  establish  UP  JMA  as  the  premiere  marketing  organization  that  upholds  a  level  of  excellence   without  forgetting  the  holistic  development  of  its  members  through  its  thrusts  and  its  potential   for  growth  as  a  community.       My  vision  for  X  is  to  be  a  committee  that  works  towards  establishing  UP  JMA  as  the  premiere   marketing   organization   by   staying   true   to   its   role   as   the   external   relations   arm   through   professionalism  and  good  work  ethic  hopefully  imparting  these  ideals  to  all  the  members  of  the   organization.       My  projects  and  programs  for  UP  JMA  and  its  different  teams:       BACK  TO  BASICS     - Empower  the  Specific  Roles  in  Events-­‐Based  Teams   Through   coordination   with   systems   teams   such   as:   Marketing   Solutions,   Information,   Productions  and  Funds  to  teach  officers  about  their  work.  An  officer  who  has  a  clear  idea  of  his   or   her   responsibilities/functions/duties   is   empowered   and   focused   to   be   excellent   with   the   tasks  at  hand.       - Horizontal  Planning   When  every  officer  knows  their  potentials  and  limits  based  on  their  function  it  would  promote   and  encourage  planning  across  the  board.  If  you  lift  this  mind  set  up  on  to  the  ‘team’  level  –   JMA   teams   are   then   given   more   incentive   to   work   with   each   other.   This   coordination   can   be   done   by:   a   council   of   heads   or   a   Facebook   group   for   directors   or   even   the   constitutional   Directorate’s   Assembly.   Some   teams   such   as   Marketing   Solutions   and   Funds   already   have   efforts  to  advocate  this  type  of  set-­‐up.  Consolidating  these  efforts  would  be  the  main  priority   for  more  effective  communication.  Ideally  we  can  achieve  these  things:       (1) Promotional  Calendar     (2) Coordination  at  the  Fund  Raising  Level   (3) Marketing  Support  Systems   (4) Shared  Logistics   (5) Trading  Contacts   (6) Pooling  Resources   (7) Communication  and  Camaraderie     ALL  SYSTEMS  GO     - Synergy  between  Systems  Teams   We  have  a  lot  of  systems  in  place  –  we  just  have  to  utilize  them.  Individual  and  consolidated   efforts  can  lead  to  better  work  output  for  the  teams  they  govern  and  support.  Deliverables  for  


UPJMA  COMELEC  2012

example  are  files  each  of  these  teams  would  need.  The  collection,  consolidation  and  synthesis   of  these  can  be  done  as  a  mega  system  team  effort.  Mid  semester  and  post  project  evaluations   can  be  hosted  by  these  same  systems  teams.       - Proper  Finances   We’ve   been   having   trouble   with   our   finances.   Re-­‐organizing   systems   for   loans   and   debt   collection  is  an  important  thing.  Proper  finances  not  only  encompass  loans  and  debts  but  the   process  of  actually  planning  and  reviewing  your  finances.       In  High  Definition     - Press  Effort   A  team  like  Press  can  be  utilized  to  brand  the  organization  better  through  expanding  their  roles   as  a  legitimate  press  team.  This  would  mean  adding  an  official  photographer  from  the  team  and   a   press-­‐pass   for   certain   members   of   Press   to   be   able   to   document   and   cover   our   events   properly.  The  output  of  this  can  be  seen  on  the  Lumine  and  the  site.  This  allows  us  to  maximize   the  post  documentation  for  our  events  and  streamline  the  materials  and  articles  we  post  on  the   site.       - Archive  of  Publicity  Materials   Present   on   the   site   and   available   for   review   –   this   is   an   eye-­‐catching   way   to   show   our   organizations  greatest  projects.     - The  How  To’s   Videos  on  how  to  edit  photos  and  videos  can  be  a  time  and  resource  saving  effort  and  still  be  as   effective  in  educating  our  members  in  making  quality  publicity  materials,  complete  with  proper   billing.     One  Frequency     - Keep  it  Candid   For  me  SPRINT  is  not  necessarily  a  team  based  on  events.  A  big  part  of  the  work  I  feel  the  team   doing  is  internal  promotions  and  vitality.  Making  hatak  to  go  to  our  events,  encouraging  or  at   least  being  game  for  those  candid  inumans  and  bonding.  Whichever  form  it  may  be.  Another   SPRINT  project  could  be  making  entertaining  GenMeet  re-­‐cap  and  update  videos.       - Planning  Seminar   Beyond  the  work  we  actually  have  to  do  at  the  planning  seminar  it  still  is  an  outing  meant  to   strengthen   us   internally.   We   have   to   remember   it   is   there   also   to   psyche   people   up   for   the   incoming  semester.  Let  the  GVs  come!       iRevolutionize     - Entrepreneurial  Project  


UPJMA  COMELEC  2012

Our  EP  does  not  have  to  be  an  event.  It  is  a  project  aimed  to  raise  a  certain  amount  of  money   for   our   beneficiaries.   Basing   it   on   the   name   of   the   team   that   it   doesn’t   really   have   to   be   an   event  could  be  a  very  refreshing  take  on  how  we’ll  go  about  raising  funds  for  the  semester.       Be  The  Legacy     - Branding   Branding   the   teams   in   terms   of   their   goals   not   on   their   output.   We   don’t   have   to   mount   the   same  EP  or  PubE  gimmick  every  semester  or  every  other  semester  –  we  can  simply  emphasize   the   function   of   it   the   same   way   we   ‘bold’   ADHOC   but   still   manage   to   change   around   the   theme   every  time.     - KIDS   Our  KIDS  are  part  of  our  legacy.  Spending  more  time  with  them  is  an  excellent  way  to  remind  us   why   we   do   this.   Besides   just   coming   up   with   the   money   to   take   care   of   them   we   have   to   be   more   critical   about   how   we   spend   it.   Transparency   of   expenses   is   one   way   to   go   because   it   allows   us   to   see   what   happens   to   the   funds   that   we   raise   and   if   our   kids   are   properly   being   cared  for.      

X,  mark  your  spot.  

  The   brand   of   the   committee   should   be   based   on   its   incumbent   members.   The   idea   of   xXxy   should   be   a   balance   between   X   heritage   and   what   its   new   directors   and   growing   member   base   bring  to  the  table.  It  ain’t  about  living  up  to  some  ‘idea’  about  what  X  is,  it’s  about  focusing  on   what   is   xXxy   about   your   members.   Developing   your   members   is   not   just   about   finding   the   right   work  for  them  but  also  creating  the  right  environment  and  vibe  that  they  would  enjoy  and  be   proud  of  to  work  in.  I  believe  empowering  your  members  this  way  strengthens  the  committee   internally  and  hopefully  it  translates  in  their  work  as  an  external.       Marking   your   spot   isn’t   always   about   standing   out   the   most.   It   is   also   about   being   able   to   work   effectively   from   where   you   are.   X   is   the   corporate   relations   arm   of   our   organization.   The   responsibility   of   the   committee   is   to   not   only   establish   us   as   the   premiere   marketing   organization   through   strengthening   and   creating   relationships   with   external   entities   but   also   bridge  these  ties  to  ALL  our  members  for  equal  opportunity  at  growth  and  training  for  this  type   of  marketing  environment.       Here  are  some  projects  and  tweaks  for  the  committee  and  its  existing  teams  to  achieve  this:       - Pre/Post  Planning  Session   This  is  a  meeting  before  and  after  the  actual  planning  seminar  for  the  entire  committee  to  be   able   to   coordinate   their   projects   as   one   body.   This   allows   the   directors   to   contribute   and   receive   ideas   and   advice   from   each   other   to   better   prepare   them   for   the   semester   ahead.   Also,   planning   horizontally   is   a   way   to   foster   camaraderie   and   get   a   better   grasp   of   what   brand   ‘X’   is   at  the  moment  given  what  each  director  can  bring  to  the  table.    


UPJMA  COMELEC  2012

 

- Objective  Setting   Just  like  our  planning  seminar  –  we  flesh  out  the  changing  strengths,  weaknesses,  opportunities   and  threats  the  committee  has  to  face.  I  think  it  is  quite  a  learning  experience  to  take  a  hard   look   at   your   committee   and   set   objectives   based   on   a   balance   of   needs   and   wants.   This   is   a   perfect  way  to  get  to  know  and  understand  the  committee  you  are  working  in  and  the  ideals  of   the  people  you  are  working  with.       - Brig  System   Disseminating  information  isn’t  simply  forwarding  a  message  to  a  group  on  your  phone.  It  takes   energy,  timing  and  charm  to  get  people  to  actually  read/hear  what  you’re  saying.  This  proposal   is   to   extend   the   brig   system   from   Chair   to   Head   to   Officer…   to   Staff.   Giving   the   officers   the   responsibility  of  taking  care  of  and  making  sure  the  staff  on  their  team  are  well  informed  and   psyched  for  whatever  is  being  disseminated  trains  them  to  be  accountable  and  aware.       - Cosa  Nostra   What  I  love  about  X  is  that  the  same  amount  of  passion  they  have  for  their  work  is  present  in   their   relationships   within   the   committee.   Committee   bonding,   in   all   its   forms,   is   a   must   have   in   order  to  create  a  support  system  that  each  member  can  count  on  and  come  home  to.    

Team  Marketing  Solutions    

- Focus  on  the  Marketing  Summit  and  Member’s  Marketing  Event   Deepening  and  polishing  both  the  Marketing  Summit  and  Member’s  Marketing  Event  is  such  an   important  thing  for  the  organization  as  both  of  these  events  function  to  provide  the  marketing   training   our   members   and   applicants   need.   MarkIt   does   the   groundwork   by   providing   the   fundamentals  (branding,  marketing  and  project  management)  while  MeME  is  an  awesome  way   of   exercising   and   expanding   our   knowledge   through   healthy   competition   and   exploring   marketing  through  different  cases.       - Online  Drop  Box   The   online   drop   box   is   a   proposed   tie-­‐up   with   Team   Press   to   create   space   on   the   site   to   submit   deliverables  through  an  east  to  access  channel.  This  will  make  traffic  for  out  ste  and  hopefully   helps  the  team  and  its  MPPs  in  updating  and  improving  our  JMaK  files.       - MPP  Conference     This  event  is  to  educate  and  train  our  marketers  on  how  to  use  our  available  files  and  marketing   system  so  that  they  can  use  them  at  their  convenience  and  to  their  advantage.  Beyond  that  the   MPP   conference   can   also   be   a   teach   on   the   roles   and   responsibilities   of   being   a   marketing   officer  in  JMA.       - MPP  Support  System    


UPJMA  COMELEC  2012

An  MPPSS  is  a  way  for  the  marketers  to  be  able  to  coordinate  and  help  each  other..  They  can   give   marketing   advice   to   each   other,   swap   tips   and   tricks,   trade   contacts,   discuss   and   profile   each   others   events   to   target   specific   companies,   etc.   This   can   be   in   the   form   of   a   Facebook   group  or  a  monthly  meeting.       Both  projects  for  the  MPPs  are  to  empower  the  marketers  by  giving  more  depth  to  their  role   and   function   in   the   team.   It   also   encourages   planning   across   teams   and   committees   –   this   type   of   coordination   not   only   could   boost   our   marketing   but   also   get   us   used   to   communicating   internally  for  the  work  we  do.       - Fortify  MoAs   To   better   prepare   our   members   in   making   deals   with   our   partners   and   sponsors   we   should   strengthen   our   MoA.   By   consulting   with   alumni   and/or   through   an   outside   source   we   can   improve   the   integrity   and   safety   of   our   MoAs   for   the   organization   and   its   partners.   Clear   sections  on  accountability  and  liability  for  starters.       - Redefine  Marketing   To   give   light   to   the   relevance   and   presence   of   marketing   in   each   committee   –   the   team   can   provide  consultations  for  the  MPPs/Heads/Officers/Teams  to  talk  about  exploring  other  options   in  marketing  give  the  nature  of  their  project.       (1) Encourage   coordination   between   promotions/logistics/finance/marketing   for   more   effective  and  creative  ways  of  building  relationships  with  external  entities.     (2) Deepening   our   relationship   with   our   partners   by   finding   ways   to   include   them   in   the   planning  and  execution  of  our  projects.     (3) Opening   the   ‘marketer’   of   month   to   non   marketing   officers   to   promote   the   value   of   marketing  that  isn’t  sponsorship  marketing.     (4) Entertaining  the  idea  of  taking  creative  and  innovative  risks  when  it  comes  to  how  we   introduce  our  projects  and  present  our  proposals.    

Team  Brand  Communications    

- Legacy     A  yearly  collaboration  with  other  Junior  Marketing  Association  (PJMA,  JEMA,  AJMA  for  starters)   to  strengthen  our  relationship  with  these  external  organizations  and  fortify  our  brand  not  only   as  ‘UP  JMA’  but  as  ‘JMA’.  Each  organization  can  take  turns  ‘hosting’  the  project.  First  semester.       - Marketing  Bash   An  end  of  the  year  dinner  with  companies  to  present  the  many  different  opportunities  in  our   organization   –   this   is   to   let   them   know   what   we’re   up   to   and   what   they   can   look   forward   to   for   the   upcoming   school   year.   Maybe   this   can   interest   them   in   partnering   with   us   for   out   events   and   it   is   an   excellent   opportunity   to   involve   them   in   the   planning   and   conceptualizing   of   our   projects.  This  can  also  be  an  HR  opportunity  for  the  directors  that  are  present  at  the  event.  


UPJMA  COMELEC  2012

- Synergy  Between  Teams   The  team  can  function  as  aid  or  partner  for  other  teams  that  can  utilize  our  Membership  Card   partners   since   they   work   so   closely   with   them.   Teams   such   as:   SPRINT,   Recruitment,   Press,   Productions  and  Funds  to  name  a  few.       - The  Card   Explore  the  idea  of  opening  our  Membership  Card  to  the  public.  Why?  It  expands  the  market   for   the   card   and   makes   it   more   attractive   for   possible   partners.   Ideally   the   perks   and   privileges   can  be  found  on  the  UP  JMA  Website  to  create  traffic  on  it.  This  way,  even  non  JMAers  go  to   our  site  and  maybe  they  end  up  exploring  it  and  getting  to  know  the  brand  better.  This  can  be   promotions  for  all  the  teams  that  actually  utilize  our  website.       - Passive  Perks   To  make  sure  the  privilege  of  being  a  JMAers  is  still  emphasized  there  should  be  passive  perks   for  the  members.  Simple  things  like  prizes,  sponsored  general  meetings  and  spa  treatments  can   be  made  available  at  random  by  the  team.      

Team  Strategic  Marketing    

- Reactive   They   serve   as   the   X   VPs   council   for   the   proposals   that   come   in   and   be   part   of   the   decision   making   process.       - Proactive   The  team,  with  the  best  interest  of  our  organization  in  mind,  can  make  project,  promotional  campaign   and  event  pitches  to  companies  to  create  worthwhile  relationships  and  mutually  beneficial  endeavors.       - Mobilizing  Assets   The  team  shouldn’t  be  the  only  JMAers  that  can  be  activated  for  projects  that  come  in.  Knowledge  of   your  assets  and  good  delegation  can  help  us  make  the  best  of  these  opportunities.  

 

Team  Alumni  Relations     - Keep  The  Tradition   The   team   had   boom   this   year   and   hopefully   we   can   keep   up   the   energy   to   build   on   and   strengthen   our   relationships   with   the   alumni.   This   can   be   done   by   working   on   the   Legacy   Book,   keeping  alive  the  Mentorship  Series,  making  more  creative  and  enticing  greetings/brigs  for  the   alumni,  etc.       - Mentorship  Series   The  mentorship  series  can  be  developed  further  without  taking  calendar  space  by  exploring  the   possibilities  of  internships  and  work  tours.  Events  such  as  MarkIt  and  MeMe,  Marketing  Bash   would  be  perfect  for  this.      


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III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?         Legacy     Legacy   is   the   tie-­‐up   Team   Brand   Communications   had   last   semester   with   AJMA   and   JEMA.   It   was  an  excellent  opportunity  to  work  with  our  brother  and  sister  JMAers.  This  semester  it  is  in   the   form   of   an   exchange   program   so   the   project   is   not   limited   to   a   specific   type   of   event   –   so   it   has  a  lot  of  potential  for  growth.  What  this  does  for  us  is  raise  the  ‘JMA’  brand  and  improve  our   relations  with  these  external  organizations.  This  project  highlights  my  vision  for  the  committee.   It   is   about   forming   worth   while   relationships   with   external   entities   by   properly   representing   UP   JMA  through  professionalism,  work  ethic  and  vision.       What  is  your  Unique  Selling  Proposition  (USP)?     UP   JMA   Week   is   the   only   committee   that   completely   separates   a   member   from   his   or   her   base   committee  based  on  the  fact  that  Week  handles  the  Committee  Wars.  It  is  a  perspective  that   allows  you  to  see  each  committee  objectively  and  impartially.  Not  only  that  -­‐  as  an  officer  of  UP   JMA  Week  –  I  have  had  the  privilege  to  witness  the  organization  and  its  committees  in  the  face   of  pressure,  at  the  brink  of  triumph  and  defeat,  at  their  best  and  sometimes  at  their  worst.       This  is  a  position  that  allowed  me  to  step  back  from  X    -­‐  but  at  the  same  time  gave  me  an  idea   on  how  to  accurately  assess  the  needs  of  the  committee.       Not   only   that,   I   am   the   only   candidate   for   X   VP   that   can   say   that   he   has   attended   each   and   every   event   for   an   entire   semester   (1st   2011-­‐2012)   and   nearly   perfect   attendance   for   2nd   2011-­‐ 2012.  This  helped  me  see  the  how  our  organization  really  works  as  committees,  teams  and  as  a   community.   You   learn   things   simply   being   present   and   supporting   the   other   members   of   the   organization  by  seeing  first-­‐hand  how  everything  fall  into  place  every  semester.         What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       Week  is  like  a  microcosm  of  the  entire  UP  JMA.    Seven  different  events,  one  pool  of  money,  one   promotional  slot,  same  source  of  contacts  and  very  similar  target  market  –  this  is  exactly  what   is  going  in  our  organization.  There  are  so  many  events  but  not  as  much  resources.  The  idea  with   Week  is  that  ‘your  event  is  my  event’  the  success  of  one  or  a  few  should  not  compensate  for   the   failure   of   others.   We   really   have   to   work   together   in   order   for   all   of   us   to   take   a   step   forward.  What  happens  is  we  are  in  competition  with  each  other.  To  address  this  –  I  propose   ‘planning   horizontally’   or   ‘across   the   board’.   Coordinating   across   teams   not   only   has   the   potential   of   improving   our   projects   and   fully   utilizing   our   resources   but   it   is   a   mind   set   that   encourages  us  to  work  together  as  ONE  JMA.    


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UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013  

     

I.    

Candidate’s  Information  

   

JULIA  CHRISTINE  I.  PASCUAL     Address:  98  12th  Avenue  Cubao  Quezon  City   Contact  Information:  9115704;  09178617522   Email:  ju_pascual@ymail.com     Current  College:    College  of  Home  Economics   Year:  3rd     Course:  BS  Hotel  and  Restaurant  Institutional  Management       Position  Aspiring  For:  Vice  President  for  EXTERNAL  AFFAIRS  COMMITTEE     List  of  Past  Positions  in  UP  JMA:       • Head,  Team  Marketing  Solutions     2nd  semester  AY  2011-­‐2012   • Logistics  Officer,  Ad  Hoc  Major  Event:  We  Live  For  This   1st  semester  AY  2011-­‐2012   • Chairperson,  External  Affairs    Committee     2nd  semester  AY  2010-­‐2011   • Head,  Team  External  Relations  (now  BrandComm  and  StratMark)   1st  semester  AY  2010-­‐2011   • Officer,  Team  External  Relations   2nd  semester  AY  2009-­‐2010   • Marketing  Head,  One  Frequency  APP  Project:  LAST         st 1  semester  AY  2009-­‐2010   • Project  Coordinator,  PR  Event:  Doggie  Day  Fair   2nd  semester,  AY  2011-­‐2012   • Staff,  Team  Marketing  Solutions   1st  semester,  AY  2011-­‐2012   • Project  Coordinator,  UP  JMA  Week  52nd  Grand  Pakain:  UP  Size     2nd  semester,  AY  2009-­‐2010     • Project  Coordinator,  UP  JMA  Major  Marketing  Event:  Electrify       1st  semester,  AY  2009-­‐2010  

 


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II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA       I  envision  UP  Junior  Marketing  Association  as  the  top   student   marketing   organization   that   will   serve   not   just   as   a   training  ground  but  a  home  to   its   members   and   Alumni.   UP   JMA   that   is   responsible   to   its   stakeholders   –   its   members,   alumni,   beneficiaries,   the   university  and  the  society.         MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES       • Holding  up  the  M  in  UP  JMA  –  Marketing!   To   be   recognized   as   the   premier   marketing   organization   and   a   training   ground   for   learning   the   different   aspects   of   marketing   –   such   as   Sponsorship   Marketing,   Events   Management,  Branding,  Promotional  Marketing,  and  sales.       • With  JMA,  you  can  do  anything!   To  provide  holistic  training  in  living  out  the  4  thrusts  that  JMA  upholds.       • I  love  you  lang  <3   To  create  a  project  plan  that  will  fully  include  KIDS  in  our  organization  and  make  them   feel  how  important  they  are  to  us.       • Going  back  to  the  place  I  love  J   To  create  a  home  for  our  members  and  alumni  to  always  go  back  to.  In  JMA  we  create   bonds   with   other   members   and   forge   connections   as   we   venture   to   the   corporate   world.       • Experience  is  the  best  teacher  J     As  a  university-­‐wide  org,  it  is  our  duty  to  strike  a  balance  between  non-­‐partisanship  and   involvement   in   the   issues   that   plague   the   university   and   the   nation.   UP   JMA   must   recognize  that  its  projects  play  influential  roles  in  creating  a  better  society  by  promoting   NON-­‐DIVISIVE  issues.     • OHANA:  ONE  BIG  UP  JMA  FAMILY   To  recognize  that  we  are  part  of  UP  JMA  and  our  committee  goals  align  in  service  to  our   organization.  We  move  as  one  entity  as  we  achieve  our  goals  and  an  efficient  system  for   our  organization.  Collaboration  is  the  key  to  ONE  JMA.    


UPJMA  COMELEC  2012

  MY  PLANS  FOR  UP  JMA       I. UP  JMA  for  the  MEMBERS     ACADEMICS   UP  JMA  is  a  stepping-­‐stone  to  securing  your  future.  It  is  not  and  should  not  be  another   hassle  in  your  life.  Instead,  it  should  be  a  complement  to  the  learning  that  goes  on  inside   the   classroom   as   well   as   a   competitive   edge   in   both   the   corporate   and   non-­‐corporate   world.     • JMA  CorpoTour  –   o HR  Managers  from  companies  of  members’  choices   will  provide  company  tours   and   involve   employment   or   internship   opportunities   like   Jumpstart   of   Team   Members     o Experts  from  advertising  companies  such  as  McCann  and  Publicis  Jimenez  Basic   will   instruct   JMAers   how   to   further   utilize   the   latest   advancements   and   techniques  in  digital  and  social  marketing  through  hands-­‐on  training.         SERVICE     Service  is  giving  back  to  all  of  UP  JMA’s  external  stakeholders  –  particularly  society.  To   put  it  simply,  service  is  about  caring  for  others.    Extend  your  help  to  any  one  who  needs   it,  for,  to  those  who  are  given,  much  is  expected.     • Creative   Tutorials   –   Team   Kids   together   with   JMA   Members   will   offer   workshops   on   playing   instruments,   singing,   dancing   and   acting   for   the   KIDS.   This   will   help   them   remember  that  they  should  always  learn  how  to  dream  big.         SPORTS   Health   is   an   investment.   JMA   must   engage   its   members   to   live   out   healthy   and   fit   lifestyles.       • Stay  Fit  &  Fab  -­‐  To  tie  up  with  gyms  and  to  undergo  unique  exercise  programs  for  our   members   to   enjoy   getting   fit   and   burning   calories   together.   –   (Anti   Gravity   Yoga,   Circuit   Training,  Pole  Dancing,  Street  dancing)       SOCIALS   UP  JMA  is  here  to  help  boost  your  confidence.  It  allows  us  to  go  out  of  our  comfort  zones   and  step  into  the  limelight.         • Self   Improvement   Classes   –   Learning   does   not   have   to   end   in   the   classroom.   These   extracurricular   programs   will   not   only   increase   your   productivity;   these   will   also   equip   you   with   useful   basic   skills   (photography   classes,   modeling   classes,   makeup   classes,   cooking  classes)  


UPJMA  COMELEC  2012

 

  II. UP  JMA  for  the  ALUMNI     • Achievement   Board    -­‐  Let  us  recognize  the  efforts  of  our  JMAers  and  make  them  feel   that  we  appreciate  them!  J  JMA  is  our  family  and  it  is  just  right  as  a  family  to  support   one  another  and  cheer  them  for  their  victory.   • Project:   Genesis   –  To  create  a  liaison  not  only  between  the  members  and  the  alumni,   but  also  a  connection  within  the  alumni.       o Example:   Apply   the   methodology   used   by   the   last   two   Alumni   Relations   Teams   (Project:   Legacy   and   Project:   Heritage)   to   tap   the   cliques/batches   from   2000-­‐ 2004.  Then,  reunite  them  through  a  Facebook  group  and  from  this  collect  their   complete   information   and   from   this   pool   retrieve   speakers   for   the   mentorship   series.     III. •

 

IV. •

 

V. •

   

UP  JMA  for  its  BENEFICIARIES     KIDS’  DAY  OUT  –   Let   us   impart   with   the   KIDS   the   4   thrusts   UP   JMA   upholds.   Every   KIDS   Day  Out  should  feature  a  thrust  of  UP  JMA.     o Example:   KIDS   Day   Out   –   Academics:   Tutorial   sessions   for   subjects   like   Math   and   Science;   Socials:   KIDS   Creative   Workshops;   Sports-­‐   KIDS   Sports   fest;   Service   –   KIDS  Outreach  program  in  a  community.       KIDS:   The   Musical   –   Remember   our   creative   workshops?   This   will   be   a   culminating   activity  for  the  kids  and  apply  what  they  learned!  Let’s  create  a  KIDS  musical  a  la  High   school  Musical  and  present  this  to  their  family  and  our  JMA  members.     KIDS  Family  Day  Out  –  Getting  to  know  the  family  will  help  you  get  to  know  the  kids.  Let   us  forge  connections  with  the  family  of  our  KIDS  because  they  appreciate  everything  we   are  doing  for  their  children.  This  is  also  an  opportunity  to  have  our  KIDS  bond  with  their   parents!     UP  JMA  for  the  University     Org   Boost:   Marketing   seminar   for   Isko   and   Iska   -­‐  Creating  a  marketing  seminar  open  to   interested  marketing  or  event  based  organizations.  For  more  details,  see  specific  plans   for  the  External  Affairs  Committee.   UP  JMA  for  Society       CHEbugan  sa  Bayan:  JMA-­‐Style  –  A  grand  pakain  for  barangays  in  underprivileged   communities.        


UPJMA  COMELEC  2012

VI. •

UP  JMA  for  UP  JMA       Team  Marketing  Solutions  MPP     o The   guardians   of   the   JMAK   who   will   oversee   the   entire   marketing   plan   of   JMAers.    For  more  details,  see  specific  plans  for  the  External  Affairs  Committee.   Team  Production  Point  Person   o Every  team  will  be  assigned  a  corresponding  Prod  Point  Person.  With  the  help  of   TMS,   they   will   be   in   charge   of   Media   sponsors   Marketing   letters,   aid   in   layout   of   the  team’s  marketing  letter  and  help  them  create  a  promotional  plan.     Team  Funds  Point  Person    (Bring  Back  the  Fackers)   o With  the  joint  effort  of  TMS  and  Team  Funds,  each  team  will  be  assigned  with  a   Funds   Point   person   that   will   keep   track   of   all   the   MOAs,   the   liquidated   goods   that  are  available  per  team  and  organize  storage  and  inventory.     o Team  Funds  will  help  in  composing  JMA’s  Memorandum  of  Agreement  and  other   company   contracts   and   forms   that   are   needed   in   receiving   and   issuing   x   deals   (receipts,   receiving   contract,   x   deals   specification   and   x   deals   purchasing/   receiving  forms)     JMA  Database   o Marketing   Database   –   To   create   a   database   that   will   allow   exclusive   access   for   the   Marketing   Point   persons.   It   will   contain   and   protect   all   JMA   Marketing   contacts.  

    My  Plans  for  the  Committee/s       Nothing  great  in  the  world  has  been  accomplished  without  passion.  –    Donald  Trump       Bringing  XxXy  back  in  Marketing     • The   ability   of   Externals   to   charm   their   way   to   get   a   marketing   contract   has   proven  repeatedly  to  be  effective!  As  XxXies  let  us  continue  that  trend!  J       • The  goal:  To  inspire  each  other  and  to  challenge  yourself  to  dream  big!       Team  Marketing  Solutions   TMS  has  always  proven  to  be  one  of  the  toughest  jobs  in  Externals,  and  it’s  true!  Its   time  to  prioritize  on  tasks  that  will  fulfill  their  duty  as  JMA’s  marketing  go-­‐to  guru  –   to  our  MEMBERS    &  APPLICANTS!    

 

The  dream?  The  Ultimate  Marketing  Database!       o The   database   will   be   giving   the   assigned   Team   MPP   a   username   and   a   password   that  will  expire  after  the  semester.  Once  logged  in,  through  a  search  engine,  they  


UPJMA  COMELEC  2012

will   type   their   desired   contact   and   will   automatically   be   added   to   their   online   deliverables.       o JMA   Contacts   will   automatically   be   locked   after   retrieved   three   times   by   the   MPP.  Once  the  contact  has  rejected  the  MPP’s  project,  the  MPP  must  release  the   contact  for  other  MPP’s  to  retrieve.    

  •

Our  life  &  soul:  JMA’s  Marketing  Letter       o The   key   to   a   professional   and   effective   marketing   letter   is   keeping   it   simple,   professional,  personalized  and  straight  to  the  point.     o Less   is   more:   Simplify   the   marketing   letter   by   dividing   the   first   page   into   two   sections:  UP  Junior  Marketing  Association  and  Our  Proposal.   o The  second  page  of  the  letter  will  serve  as  the  letter’s  creative  page,  briefing  the   sponsor  on  the  event’s  highlights  and  details.     o Sponsorship  Packages  as  your  USP:       § Corporate  Partnership  –  Each  event  will  offer  a  corporate  partnership,  a   special  sponsorship  package  higher  than  co-­‐presenter.  Sponsors  will  not   be   only   getting   full   promotion   from   the   featured   sponsored   event   but   also   benefits   from   the   team’s   committee   events   and   special   event   privileges.     § Proper   Division   of   Benefits   –   properly   categorize   the   benefits   of   the   invited   sponsor.   (Acknowledgement,   Billing,   Pre-­‐event,   Event   privileges   and  hospitality  arrangements)     § Blank   Sponsorship   Package   –   The   team   is   given   the   freedom   to   create   the  benefits  for  their  packages.  They  may  cater  their  packages’  benefits   according  to  the  targeted  sponsor.       § Reply  Form-­‐  Attach  a  reply  form  in  the  letter  for  the  invited  sponsor,  for  a   quick  and  easier  follow  up.    

Teaching  our  babies  how  to  Market!  J       o Marketing   Summit   (MarkIt)  –  An  overnight  interactive  crash  course  teaching  our   applicants   everything   they   need   to   know   about   marketing   and   events   management.   This   will   serve   as   a   bonding   experience   for   the   applicants   and   hands  on  training!       o Members’   Marketing   Event   –   The  Members’  Marketing  event  will  serve  as  the   tool  for  JMAers  to  explore  the  different  sides  of  marketing  and  exposing  them  to   new   strategies   companies   undergoes   to   efficiently   market   our   brand/product/event.     o Practice  makes  perfect:  Marketing  Workshops     To   become   effective   marketers,   we   must   learn   and   re-­‐learn   how   to   market.   (Speakers  may  come  from  the  JMA  Alumni  pool.  It  will  be  TMS’  job  to  conduct  

 


UPJMA  COMELEC  2012

marketing   workshops   exclusive   for   our   members   that   will   expose   them   to   different   marketing   trends.   These   talks/workshops   will   be   conducted   prior   to   Members’  Marketing  Event.      

  •

 

   

A  marketing  tip  a  day  keeps  rejection  away!       o Mega  Lumine  –  Marketing  tips  compilation   o Formspring   Account   –   for   the   members   and   applicants   to   ask   questions   and   have  all  their  marketing  queries  answered.   o UP   JMA   sponsored   Facebook   page   and   Twitter   account  –  open  to  all  students   where  all  marketing  queries  by  the  students  may  be  asked  and  posting  of  weekly   marketing  tweets.  This  will  promote  our  image  as  a  marketing  organization.       Brand  Activation  (Formerly  Brand  Communication)   Definition:   Brand   activation   can   be   defined   as   marketing   process   of   bringing   a   brand   (UP  JMA)  to  life  through  creating  brand  experience.  This  team  aims  to  communicate   their  brand  values  (UP  JMA  as  a  Marketing  Organization)  to  their  target  customers   (UP  Diliman  students  and  companies).   •

JMA  Membership  Card:  The  Brand  Experience     o Continue   tie-­‐ups   with   companies   that   are   convenient   and   most   requested  by  our  members  through  surveys.     o Sponsored   General   Meetings   –   increase   the   perks   of   both   our   members   and   company   by   continuously   promoting   their   product   through  our  general  meeting.  May  it  be  through  a  game  or  any  other   promotional  stunt  the  team  catered  for  the  company.     o Memcard  Partner  Referral  System  –  With  our  close  tie  ups  with  our   membership  card  partners,  BA  will  be  the  bridge  in  sending  a  collated   marketing  letter  to  all  interested  membership  card  partners.    

  •

Bring  back  Org  Boost!  :  University-­‐wide  marketing  seminar  for  Isko  and  Iska         § Time  Frame:  1st  Sem  AY  2012-­‐2013   § Creating   a   marketing   seminar   open   to   interested   marketing   or   event   based   organizations.   We   will   be   offering   talks   on   the   new   trends   in   sponsorship,   promotional   marketing,   and   talks   on  proper  event  mounting  and  management.   o We  Lead  the  Way:  Marketing  Competition   § Time  Frame:  2nd  Sem  AY  2012-­‐2013   § We   will   check   the   progress   of   the   participated   organizations   from   last   semester’s   Org   boost   and   hold   a   competition   that   will   evaluate   the   performance   of   their   organization   in   the   marketing  side.  (Example:  Best  Advertisement  campaign,  Best   Promotional  Stunt,  Best  Marketing  Letter).  


UPJMA  COMELEC  2012

Strategic  Marketing   Definition:   Strategic   Marketing   is   defined   as   a   marketing   process   on   how   you   strategically   promote   your   product/image   to   your   stakeholders   and   target   market.   Product  =  JMA.    

 

  •

 

 

 

JMA  welcomes  the  company!     o We   fulfill   our   duties   to   companies   as   the   leading   marketing   association  as  we  tie  up  with  them  in  fulfilling  their  brand  strategy.   o The  team  will  coordinate  with  companies  interested  in  having  a  booth   or  exhibition  in  UP  Diliman.  The  team  is  highly  encouraged  to  plan  the   company’s  booth  and  plan  the  branding  strategy  within  the  campus.       JMA  MARKETEAM:  Marketing  Competition   o To   create   a   competition   for   JMA   Members   that   will   continue   the   training   in   becoming   premier   marketers.   Teams   may   compose   of   members   from   different   committees.   The   competition   is   similar   to   last   semesters’   MEME,   wherein   we   tied   up   with   a   company   for   a   case   study  analysis.    

Alumni  Relations   This  team  is  the  link  between  the  Members  and  Alumni.  The  team  acts  as  the  mother   hen  of  JMA,  making  sure  that  we  have  your  best  interest  at  heart  when  it  comes  to   career  and  assuring  every  member  and  alumni  that  JMA  is  a  home  they  could  always   go  back  to.   We  got  your  future  covered!       o Job  Posting     § An  organized  face  book  group  that  will  include  interested  alumni  and   graduating  students.   § All  jobs  offered  by  the  JMA  Alumni  group  will  be  posted  in  this  group   and  posting  of  testimonials.     o Resume  Building   § Continue  the  effective  tie-­‐up  with  UP  CAP-­‐BASE  and  UP  CAPES  in  the   compilation  of  the  JMA  Resumes.     § Resume   building,   job   interview   etiquette   and   personal   branding   workshops.     o JMA  Mentorship  Series     § Continue   this   flourishing   project   of   Alumni   Relations   and   conduct   a   series  of  career  talks  of  member’s  topic  of  interest.     § An   intimate   meeting   with   a   selected   group   of   members   with   the   featured  Alumni.  


UPJMA  COMELEC  2012

An  XxXy  Cosa  Nostra  

   

                                         

  Cosa  Nostra  is  an  X  tradition.  This  is  our  avenue  to  get  to  know  each  other  and   bond;  our  venue  to  be  our  carefree  selves  and  push  us  out  of  our  comfort  zones!  J    I   want   Cosa   Nostra   to   stay   that   way,   to   act   as   the   committee’s   support   system   and   a   stepping-­‐stone  as  we  face  a  new  semester!  It’s  a  challenge  for  everyone  to  work  with   “strangers”,   but,   in   Cosa   Nostra,   you   feel   that   these   people   you   are   with   are   not   strangers   but   your   family.   J   Cosa   Nostra   shall   remain   as   a   bonding   experience   for   Externals.  Together,  we  build  our  vision  for  our  committee  and  JMA;  we  list  down  our   goals  and  ways  to  improve.    After,  we  celebrate!  J        As   we   make   a   transition   from   one   generation   to   another,   Cosa   Nostra   may   change  in  the  bonding  activities  made  or  where  it  is  held,  but  the  people  will  always  be   the  same.  Cosa  Nostra  is  the  home  of  all  XxXies.  Cosa  Nostra  is  a  family.     VP:  Leading  with  Passion  J    I’m  the  kind  of  leader  who  will  take  care  of  my  members.  J  Externals  and  JMA  is   my  family.  With  my  motherly  instincts  I  always  want  what  is  best  for  my  babies  and  I  will   always   look   out   for   them.   As   a   mother,   I   will   teach   my   babies   and   make   sure   that   in   whatever  project  they  do  they  are  enjoying  and  loving  what  it.  I  believe  in  leading  with   passion,   supporting   one   another,   and   knowing   that   at   the   end   of   every   event   what’s   important  is  the  bond  you  create  with  your  team  and  the  pride  you  feel  for  JMA  J    


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?       My  greatest  contribution  to  JMA  is  my  passion  and  drive.    In  every  position  I’ve  taken,  I   took   a   leap   of   faith,   taking   risks   abd   showing   that   there   is   a   lot   more   you   can   do   with   JMA.   Starting   out   as   an   ExtRel   Officer   creating   the   JMA   portfolio,   to   an   ExtRel   head   increasing   the   membership   card’s   visibility   and   introducing   Sponsored   General   meeting   as   a   perk,   then   jumping  to  my  favorite  position,  Externals  Chair,  following  that  is  ADHOC  Logistics  officer  and   currently   a   Team   Marketing   Solutions   head   raising   the   stakes   for   our   Members’   Marketing   event  and  improving  the  layout  of  JMA’s  marketing  letter  all  this  while  balancing  my  position  as   CHE  Student  Council  Chairperson.       The   opportunities   and   the   ideas   you   can   come   up   for   your   team   is   infinite.   As   long   as   you   are   inspired   to   take   the   position   and   willing   to   train   your   members,   then   you   and   your   team  will  go  a  long  way.  But  we  must  also  keep  in  mind  that  output  is  one  part  of  the  success  in   a  team,  keeping  your  team  happy  and  bonded  is  what’s  most  important.  It’s  my  love  for  JMA   and   my   team   that   keeps   me   passionate   in   my   work.   Despite   all   the   workload   I   have   going   outside  JMA,  I  love  working  for  JMA  and  I  will  always  make  time  for  JMA.       What  is  your  Unique  Selling  Proposition  (USP)?     You  can’t  say  no  to  me.  <3  I  believe  that  is  my  unique  selling  proposition.  My  convincing   powers  is  what  makes  me  stand  out  and  would  make  me  fit  as  your  future  Externals  VP.       To  sponsors  –  I  am  very  persuasive  in  giving  the  event  I’m  marketing  for  a  priority.  And   when   it   comes   to   following-­‐up,   I   love   negotiating   with   sponsors   the   packages   of   our   event  and  convince  them  how  our  event  will  be  a  perfect  part  of  their  brand  strategy.  I   try   to   show   the   great   love   and   faith   that   I   have   for   my   event   and   JMA   through   my   abilities  of  persuasion.     To   members   –   When   I   was   Externals   Chair,   this   was   the   skill   I   loved   using   the   most.   I   convinced   the   XxXies   to   come   because   I   know   they   will   enjoy   and   the   memories   we   will   create  will  form  a  strong  bond  for  our  committee!  J       It’s  my  convincing  prowess  that  pushed  me  to  be  good  in  what  I  do  –  may  it  be   JMA,   academics,   family   or   friends.   Convincing   skills   are   important   as   an   Externals   VP   because   it   will   be   the   VP   who   will   be   in   charge   in   facing   interested   JMA   clients.   It   is   also   the   VP’s   job   to   show   them   what   a   great   investment   we   are   and   communicate   the   potential   our   organization   has.   Because   of   my   love   and   great   faith   in   JMA   and   its   members,  I  feel  I’ll  do  a  pretty  good  job  in  convincing  the  rest  of  the  world  that  we  truly   lead!  J        


UPJMA  COMELEC  2012

What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       UP  JMA’s  biggest  weakness  is  forgetting  to  fully  uphold  MARKETING  in  our  organization.   As   members   of   the   marketing   organization,   we   are   expected   to   be   premier   marketers.   We   should   be   fully   exposed   to   the   different   sides   of   marketing   like   branding,   strategic   marketing   and  events  management.    As  a  marketing  organization,  we  should  serve  as  a  training   ground   for  our  members  to  fully  understand  the  core  values  of  marketing  and  events  management.         How   do   I   plan   to   address   this   problem?   As   seen   in   my   GPOA   for   Externals,   my   main   vision  for  JMA  is  to  provide  a  training  ground  for  our  members  to  become  premier  marketers.       This  will  be  fully  executed  through  teams  such  as:     • Team   Marketing   Solutions   –   creating   an   efficient   system   for   JMAers   to   have   appropriate  tools  in  marketing   • Team   Strategic   Marketing   –   projects   such   as   Company   tie   ups   and   JMA   MARKETEAM   Competition   that   aims   to   focus   on   different   trends   of   marketing   and   lastly  to  address  the  problem  I  created  a  new  team  called     • Team   Brand   Activation   –   brand   managers   of   JMA   that   will   uphold   the   marketing   values   to   our   stakeholders   and   to   our   community.   Through   projects   such   as   the   Membership  Card  or  OrgBoost,  this  will  push  further  training  for  our  members  and   uphold  JMA’s  image  as  a  marketing  organization  to  the  University.       As  your  future  Externals  VP  and  as  a  current  JMAer  I  feel  the  need  to  invest  further  in   training  our  members  in  marketing  and  showing  them  marketing  is  fun!                                          


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013        

I.  Candidate’s  Information      

Alexander  A.  Capulong     Address:  87  Xavierville  Ave.  Bgy.  Loyola  Heights,  Quezon  City.  Unit  305   Contact  Information:  0917-­‐5199303   Email:  alex_capulong2000@yahoo.com     Current  College:  School  of  Economics   Year:  3rd     Course:  BS  Business  Economics     Position  Aspiring  For:  VP  FOR  FINANCE     List  of  Past  Positions  in  UP  JMA:     Head,  Team  Funds   2nd  semester  AY  2011-­‐2012   Director,  Team  Funds   1st  semester,  AY  2011-­‐2012   Publicity  and  Promotions  Director,  EP:  Sale  of  the  Summer   2nd  semester,  AY  2010-­‐2011   Project  Coordinator,  Team  Memberships     2nd  semester,  AY  2011-­‐2012                                


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA       As  someone  who’s  been  part  of  finance  committees  in  several  organizations,  I’ve  been   able  to  observe  that  the  basic  functions,  protocols  and  systems  share  great  similarities.  We  may   tell  ourselves  that  we  lead  but  by  how  much?         We  as  an  organization  differentiate  our  self  from  the  others  through  our  events  and   beneficiaries.  Truly,  anyone  would  be  hard  pressed  to  even  attempt  to  match  our  event  making   prowess  and  marketing  skills.         Yet,  we  should  not  forget  that  the  entire  student  population  of  UP  and  not  only   JMAers  are  the  best  of  the  best  in  country.  With  that  in  mind  we  cannot  simply  discount  our   peers’  abilities.  Slowly  but  surely,  other  organizations  will  catch  up  to  us.       I  believe  that  it  is  far  better  for  us  now  to  focus  on  honing  our  skills  and  developing   new  talent  within  our  ranks  rather  than  laying  claim  that  we  are  the  best.  We  must  never   forget  that  our  organization  was  built  on  the  skills  and  discipline  of  our  predecessors.  Although,   they  may  not  have  had  as  many  or  as  grandiose  projects  we  still  pay  homage  to  them.  That  is   because  they  made  us  what  we  are  now.  It  is  only  fitting  that  we  carry  on  this  tradition  in   respect  to  our  organization.  We  cannot  compromise  our  integrity,  skills  and  stability  all  in  the   name  of  a  bigger  project  or  another  gimmick.           Financially,  we  are  on  even  footing  with  other  organizations.  Higher  cash  flow  is  neither   a  sufficient  nor  accurate  indicator  of  our  financial  standing.  Our  systems  and  protocols  are  ripe   for  renovation.  An  opportunity  has  already  presented  itself.  It  is  no  secret  to  anyone  that  our   finances  have  become  a  growing  problem  even  overtaking  member  involvement.  Admitting   that  was  the  first  step.       The  second  step  begins  with  the  restoration.  Projects  have  rapidly  grown  in  scale,  a   testament  to  the  ambition  of  our  members.  The  challenge  now  is  to  create  a  systemic   superstructure  that  can  support  it  or  else  we  run  the  risk  of  collapsing.         Indeed  the  task  is  difficult  but  the  reward  is  well  worth  it.  Should  the  UP  JMA  be  able  to   create  a  financial  system  that  can  match  the  sophistication  of  its  other  projects  then  we  would   have  revolutionized  collegiate  organizational  finance.  Let  the  others  follow  because  UP  JMA   will  surely  lead  in  the  race  for  financial  sophistication.                  


UPJMA  COMELEC  2012

  MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES       To  emphasize  my  desire  for  honing  skills  and  initiating  reform  I  have  come  up  with   several  programs.  I  will  not  dwell  much  on  the  functions  of  other  committees  the  other   candidates  have  that  covered.  Rather  I  would  specialize  in  organization  wide  finance.       First,  as  an  added  failsafe,  we  must  implement  more  stringent  rules  when  it  involves   money.  The  organization  cannot  continue  to  sustain  such  heavy  losses.  When  everything  is   boiled  down  to  it  the  problem  begins  in  the  planning  process.  Instead  of  presenting  only  during   the  “plan  sem”  all  projects  must  under  go  a  screening  process  similar  to  what  the  applicants   face.  Yes  it  may  seem  harsh  but  it  works,  we  must  make  sure  that  the  plans  are  bullet  proof  and   profitable  (or  will  not  incur  deficit).  A  well  polished  project  may  take  more  time  but  it  is  less   likely  to  fail.  There  are  dozens  of  creative  ways  to  create  an  impact  without  sacrificing  financial   stability.  In  the  end  it  is  still  the  team  who  bears  the  burden  of  paying  their  project’s  deficits.         Second  is  to  establish  a  centralized  financial  infrastructure.  Team  Funds  has  already   finished  phase  one  of  the  SYNAPSE  project.  Its  end  goal  is  to  streamline  all  financial  needs  of   the  organization.  At  the  moment  it  already  has  the  following  working  functions:  independent   contact  network  (FACKER  system),  exclusive  network  for  finance  officers  (all  projects),   fundraiser  database,  accounts  receivable  commission  for  collection  including  a  database,  a  full   battery  of  needed  deliverables  including  a  standard  financial  statement  format,  tracking  of   MOA’s  and  X-­‐deals  as  well  as  leasing,  calendar  of  fundraisers.  Furthermore,  SYNAPSE  is  not   limited  to  just  financial  programs;  one  of  its  goals  is  also  to  create  a  JMA  APPLICATION,  an  all-­‐in-­‐ one  suite  for  all  JMA  work.  Phase  two  of  the  project  is  to  educate  members  and  establish  it  as   a  standard.             Lastly,  in  order  to  speed  up  project  funding  I  propose  that  “project  stocks”  be  offered   to  the  members.  Similar  to  how  corporations  get  capital  for  their  projects  it  is  time  for  the   organization  to  graduate  from  the  mom-­‐and-­‐pop  food  sales.  Of  course  this  is  completely   voluntary  for  the  members  giving  them  an  alternative  way  to  show  their  support  for  a  team’s   project.  We  are  not  for  personal  profit  that  is  why  the  “interest”  rate  if  any  would  be  at  1%  at   most  to  match  that  of  a  regular  savings  account.  However,  we  must  not  forget  that  it  is   extremely  important  for  some  projects  to  profit.  How  else  will  we  fund  our  beneficiaries?  This   program  simply  offers  an  answer  to  the:  “So  how  are  we  supposed  to  pay  for  this  event?”  Times   have  changed  we  can  no  longer  keep  relying  on  corporate  sponsorships  to  fund  our  projects.   Furthermore  this  project  simulates  real  world  funding,  fosters  discipline  for  the  members,   and  calls  out  for  greater  transparency  in  planning.              


UPJMA  COMELEC  2012

    MY  PLANS  FOR  UP  JMA         I  have  one  overarching  plan  for  the  UP  JMA  that  is  to  facilitate  financial  reform  and   establish  a  systemic  infrastructure  that  will  allow  the  UP  JMA  to  not  only  lead  but  to   dominate.       The  first  step  to  the  path  of  dominance  is  to  recognize  the  skills  and  talents  of  the   members.  Financial  matters  have  been  recognized  by  members  as  the  number  one  problem  of   the  organization.  I  am  here  to  help  solve  it  but  I  cannot  do  it  alone.  Hence,  in  recognition  of  the   vast  pool  of  skilled  members  and  in  respect  to  graveness  of  our  problem  we  must  form  an  AD   HOC  Financial  Planning  council.  A  council  composed  of  economics,  business  administration   (and  accountancy)  and  industrial  engineering  majors  that  will  study  and  implement  measures  to   maximize  the  efficiency  of  the  organization.  The  process  may  last  more  than  a  semester  but   even  Rome  was  not  built  overnight.       The  second  step  is  to  organize  the  market  for  favorable  economic  growth.  Currently   everything  is  a  mess;  there  is  no  organization  to  fundraisers  and  centralized  brand  or  system  to   house  the  market.  JMALL  is  the  solution  it  will  not  only  make  it  easier  for  everyone  to  promote   their  product  but  it  will  make  it  easier  for  consumers  to  identify  with  JMA  as  a  brand.       My  Plans  For  The  Committee/S       I  have  observed  that  of  the  69  members  of  the  Finance  committee;  minus  5  to  10  who   are  alumni,  only  about  21  are  directors.  A  reason  for  which  would  probably  be  because  of  the   lack  of  opportunities,  there  are  only  3  teams.  I  believe  that  it  is  far  better  to  offer  more   opportunities  then  to  risk  our  talent  looking  for  growth  outside  of  the  organization  because  we   cannot  provide  them  with  enough  opportunity  to  develop  their  skills,  which  is  what  JMA  is   about.  It  is  timely  for  the  committee  to  create  more  teams  especially  now  that  the  organization   is  facing  FINANCIAL  PROBLEMS.         Team  Accounts   • To  facilitate  the  move  to  a  more  streamlined  financial  structure  a  team  of  BS   BAA  majors  will  provide  support  for  all  JMA  teams.   • Providing  a  specialized  team  with  the  required  knowledge  of  accounting   would  be  a  big  help  to  teams  of  JMA  allowing  them  to  divert  their  efforts  to   the  other  aspects  of  their  project.     • KNOWLEDGE  IS  POWER,  if  we  are  to  move  forward  we  cannot  afford  to  lose   important  financial  data.     • Team  Accounts  is  here  to  keep  track  of  the  financial  statements  and  MOA’s   and  if  needed  conduct  audits.   • In  addition  the  team  will  maintain  the  AR  List  and  host  CommwA/R’s    


UPJMA  COMELEC  2012

   

   

 

 

     

Team  Funds   • Team  Funds  will  now  facilitate  the  investment  option  of  projects.  They  will   act  as  investment  bankers  and  consultants  providing  technical  support  to   teams  who  may  need  help  with  financing.   • AGAIN  KNOWLEDGE  IS  POWER,  the  team  will  also  be  charged  with   maintaining  SYNAPSE  and  work  to  establish  JMALL.     • Handle  the  deliverables  collection  and  education  from  and  for  members  with   the  exception  of  the  financial  statement  to  be  handled  by  Team  Accounts.     • The  team  will  handle  inventory,  collection  and  leasing  of  all  JMA  x-­‐deals   • Fundraiser  calendaring  will  also  be  facilitated  and  controlled  by  the  team.   • Consolidate  and  maintain  the  fundraiser  database.   Team  Research  &  Development   • Derived  from  the  original  EP,  the  team’s  charter  will  be  to  focus  on   maximizing  efficiency.   • The  team  will  take  on  either  one  big  project  or  multiple  smaller  ones  and   they  will  study  and  improve  upon  the  original  plans.   • The  goal  is  to  develop  new  and  creative  ways  to  raise  funds  for  the   organization.  They  will  experiment  with  fundraisers  and  other  projects  trying   to  maximize  their  profitability.   • There  will  be  an  acceptable  margin  for  losses  but  the  data  gathered  will  and   should  be  worth  the  price  paid.   • KNOWLEDGE  IS  POWER:  The  data  that  the  team  gathers  will  be  very  useful   for  other  teams  because  they  will  have  a  pool  of  pre-­‐built  fundraisers  that   they  can  customize  to  cater  to  their  needs.     Team  Entrepreneurial  Project   • Retaining  its  original  charter  the  team  is  still  to  be  the  organizations  2nd   biggest  fundraiser.   • Now  that  the  experimentation  is  to  be  diverted  to  Team  R&D,  EP  will  focus   on  putting  a  creative  spin  on  a  less  risky  project.   • The  team  will  stay  true  to  its  creative  roots  but  it  will  be  subject  to  a   screening  process  before  it  is  given  the  green  light.   Team  Kids   • As  always  it  will  remain  as  the  link  between  JMA  and  the  Kids.   • It  will  still  handle  all  Kids  day  out  events  and  the  like.  


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?         To  date  my  greatest  contribution  would  be  my  work  as  the  Team  Funds  head.   Together  with  my  team  we  have  given  birth  to  SYNAPSE.  Its  ambition  is  to  aid  and  make  finance   as  intuitive  and  concrete  as  possible  to  all  the  members  of  the  organization.  I  hope  that   through  our  work  this  semester  we  have  paved  the  way  for  more  reforms  in  our  financial   infrastructure.         I  have  done  my  fair  share  of  point-­‐of-­‐sale  fundraisers,  corporate  and  media  marketing  as   well  as  publicizing  and  promoting  events  but  all  of  it  pales  in  comparison  to  what  our  team  has   been  able  to  accomplish  this  semester.  Whatever  achievement  I  may  have  with  SYNAPSE  it  is   because  of  my  team.       I  would  also  like  to  consider  them  as  one  of  my  achievements  and  part  of  my  greatest   contribution,  one  that  I  am  very  proud  of.  As  a  head  it  is  my  job  to  make  sure  their  goals  are   met:  to  be  active  and  visible  in  all  things  JMA,  to  inform  the  org  of  the  importance  of  data  and   deliverables,  to  aid  the  other  teams  with  any  funding  problems  they  may  have  and  to  be   bonded  as  a  team.  I  will  leave  it  up  to  them  to  be  the  final  judge  of  that  but  as  a  head  I  believe   that  I  was  at  least  able  to  meet  the  bare  minimum  of  their  expectations.         What  is  your  Unique  Selling  Proposition  (USP)?       Some  probably  consider  me  weird  because  of  all  the  unorthodox  things  that  I  do.  I  admit   I  have  a  natural  inclination  to  defy  norms  pair  that  with  an  unrelenting  drive  to  do  things  I  am   passionate  about,  then  you  get  me.         Years  of  persistence  in  achieving  all  sorts  of  goals  despite  opposition  and  with  the  odds   being  against  me  has  made  me  who  I  am  today.  I  apologize  to  those  who  may  find  me  too   strong  willed  or  stubborn  at  times  but  that  is  how  I  have  always  had  to  go  about  my  work.         Yet  that  is  what  makes  me  unique,  shifting  my  gaze  from  the  normal  order  of  things   has  opened  my  eyes  to  other  possibilities  some  of  which  may  be  too  radical  for  some  but  most   of  them  have  worked  out  well  so  far.         I  do  hope  that  what  some  would  be  looking  for  in  a  Finance  VP  is  a  visionary,  cold  when   calculating,  passionate  when  doing  and  unafraid  to  stray  off  the  beaten  path  because  that  is   who  I  am  and  there  is  nobody  else  like  me  at  least  I  haven’t  met  him/her  yet.            


UPJMA  COMELEC  2012

  What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?         Presently  the  biggest  weakness  the  organization  has  is  having  lost  focus  on  the  basic   skills  that  our  predecessors  developed  to  make  the  organization  as  it  is  now.  Indeed  the  current   generation  has  its  own  strengths,  events  wise  etc.  Unfortunately  we  have  begun  to  lose  the   discipline  that  we  once  had.  That  is  not  entirely  the  fault  of  the  members  it  is  mainly  because   our  projects  have  grown  so  much  in  scale  but  we  have  not  yet  developed  the  protocols  and   infrastructure  to  support  them.       This  is  precisely  why  I  had  started  out  this  semester  by  establishing  SYNAPSE  to  help   solve  our  problems  on  the  financial  side.  However,  that  is  not  to  discount  the  fact  that  we  are   in  need  of  more  intensive  training  in  other  areas.  I  simply  iterate  that  finance  is  my  specialty   and  I  will  trust  my  fellow  candidates  each  a  specialist  in  their  own  right  to  focus  on  the  other   areas.         Generally  though,  we  must  come  to  realize  that  we  are  in  the  modern  age,  KNOWLEDGE   IS  POWER,  our  marketing  database  is  our  edge  but  we  must  now  foray  into  other  areas  of   expertise.  The  amount  of  data  lost  every  semester  is  outstanding.  We  must  be  able  to   transform  the  experiences  of  the  present  into  tangible  data  that  we  can  pass  on  to  the  future   generations  so  that  they  may  build  upon  both  our  achievements  and  mistakes.         My  GPOA  contains  plans  to  address  these  problems  and  spearhead  the  restoration.                                              


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013      

I.  Candidate’s  Information    

SHEEREE  ANN  S.  DELA  PAZ     Address:     1429   Berkeley   Residences,     Katipunan   Ave.   corner   Escaler   St.   Bgy   Loyola   Heights,   Quezon  City   Contact  Information:  0917  5399173   Email:  sasdelapaz@gmail.com;  sasdelapaz@yahoo.com       Current  College:  Business  Administration   Year:  3rd   Course:  BS  Business  Administration  and  Accountancy     Position  Aspiring  For:  VP  FOR  FINANCE     List  of  Past  Positions  in  UP  JMA:     Head,  Team  Entrepreneurial  Project:  Take  Two   2nd  semester  AY  2011-­‐2012   Finance  Officer,  Ad  Hoc  Major  Event:  We  Live  For  This   1st  semester  AY  2011-­‐2012   Publicity  and  Promotions  Officer,  Team  Entrepreneurial  Project:  S.O.S.   2nd  semester  AY  2010-­‐2011   Officer,  Team  Funds   1st  semester  AY  2010-­‐2011   Staff,  Team  Funds                   2nd  semester  AY  2009-­‐2010   Project  Coordinator,  PR  Event:  Doggie  Day  Fair   2nd  semester,  AY  2011-­‐2012   Project  Coordinator,  Publicity  Event   1st  semester,  AY  2010-­‐2011   Project  Coordinator,  UnivWide  event   2nd  semester,  AY  2009-­‐2010   Project  Coordinator,  SMSI   1st  semester,  AY  2009-­‐2010            


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA     My  vision  for  the  organization  is  for  UP  JMA  to  be  composed  of  members  who  embody   the   motto   ‘We   Lead’   in   everything   that   we   do.   Not   only   with   our   main   thrusts   –   academics,   sports,   service,   and   socials   should   the   members   act   for   the   organization;   instead,   in   every   project,   decision-­‐making   and   action   should   we   realize   that   we   are   representing   UP   JMA   as   a   brand.     MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     In   order   for   JMAers   to   embody   the   motto   We   Lead,   it   is   important   to   develop   holistic   growth   in   each   member.   Being   a   marketing   organization,   we   must   be   able   to   communicate   ourselves  as  the  total  package  –  in  our  four  main  thrusts  and  much  more.     In  line  with  the  vision  that  I  have  for  the  organization,  the  different  facets  of  my  plans   for   UP   JMA   will   aim   to   holistically   develop   each   member   in   order   to   be   better   workers   and   people   as   a   whole.   In   order   to   develop   each   JMAer   to   LEAD,   it   is   important   to   instill   the   following  in  everyone  -­‐  Love  for  the  KIDS  and  the  organization,  Empowerment  &  Involvement,     Excellence,  A  better  relationship  with  the  BA  community,  and  Development.           MY  PLANS  FOR  UP  JMA     Love  for  the  KIDS  and  the  organization   It   is   important   for   each   JMAer   to   develop   a   deep   connection   not   only   with   other   members   of   the   organization,   but   also   with   the   organization   as   a   whole   and   the   KIDS.   If   all   members  have  a  reason  and  purpose  for  every  hard  work  and  project  planned,  it  will  reflect  on   their  output.     Together   with   Team   KIDS,   JMA   will   constantly   be   reminded   about   our   scholars   and   how   our   organization   has   helped   them   through   school   and   life.   This   will   remind   JMA   how   much   impact   we   can   have   on   other   people   by   excelling   in   things   that   we   do   best,   and   eventually   result   in   a   deeper   kind   of   motivation   in   everyone.   Also,   with   efforts   to   make   everyone   active   in   BACBACan,   OrgPres,   and   other   activities   such   as   a   Talent   Night   that   involve   the   participation   of   the   members   and   ignite   the   org   spirit,   these   will   bond   the   members   of   the   organization   and   form  a  ONE  JMA.     Empowerment  &  Involvement  and  Excellence   Empowerment  and  Involvement     This   will   focus   on   motivating   and   empowering   the   staff   members   and   applicants   and   make   show  them  involvement  opportunities  in  JMA.          


UPJMA  COMELEC  2012

Member  selection  and  app  process   Each   applicant   should   be   exposed   to   each   committee   after   reaching   the   mid-­‐ semester   part   of   the   application   process.   As   with   what   was   done   in   the   current   semester,   JMM   tasks   will   be   encouraged   to   think   as   if   they   were   directors   of   each   committee.   However,   if   possible,   applicants   will   alsp   be   invited   to   join   team   meetings   and   contribute   to   the   projects   with   their   own   initiatives.   This   way,   the   applicants   will   have   a   better   assessment   of   how   each   committee   works   and   which   one   will   be   the   best   for  them  when  they  enter  the  organization.     In  selecting  new  members’  committees,  it  should  be  more  important  to  focus  on   the  actual  capabilities  and  skill  set  of  each  person  that  will  enter  the  organization  and   their  contribution  to  each  committee.         • Motivating  staff  members   In  order  to  motivate  the  staff  members,  they  must  feel  involved  and  important   to   JMA.   This   is   recognizing   that   not   all   members   who   didn’t   apply   for   directorate   positions  chose  to  not  apply  because  of  other  priorities;  instead,  some  become  choose   to   become   inactive   because   of   demotivation   from   past   semesters   in   the   organization.   Staff  members  should  be  invited  to  team  meetings  and  encouraged  to  contribute  ideas   and  be  involved  in  every  team’s  projects.       Excellence     Excellence  in  each  JMAer  includes  helping  each  JMAer  in  every  aspect  of  his/her  work   for   the   organization.   Under   this,   Team   Alumni   Relations’   Alumni   mentorship   series   will   be   continued   in   order   to   develop   the   marketer   in   every   member.   After   all,   we   are   a   marketing   organization.  Efforts  should  be  done  to  hone  the  skills  and  talents  of  each  JMAer  in  marketing   other  than  that  that  concerns  sponsors  for  our  events.     Moreover,   to   be   able   to   truly   communicate   each   project   and   team’s   excellence,   time   must   be   given   for   each   event   to   be   fully   publicized   and   promoted   for.   Because   of   this,   each   major   event   (Publicity   Event,   PR   Event,   EP   Event,   and   Ad   Hoc   Major   Event,   etc.)   should   be   spaced  at  least  two  weeks  apart  for  ample  promotional  time.  Moreover,  promotional  schedules   should   be   submitted   to   Team   Advertising   or   Team   Info   in   order   to   prevent   overlapping   of   promotional  schedules  and  fighting  over  online  exposure.       Lastly,  excellence  should  also  be  reflected  in  the  ability  of  each  team  to  internally  raise   funds  for  any  event  or  project  to  be  held  and  the  following  will  address  the  current  issues  of  the   organization  regarding  team  finances.     Finances   • Fundraisers   If  financially  feasible,  teams,  especially  major  event  teams,  will  be  given  a  start-­‐ up  capital  for  fundraising  at  the  start  of  the  semester.  If  asked  for  by  the  organization’s   teams,  the  amount  (which  will  not  exceed  three  thousand  pesos),  will  be  recorded  as  a   debt   to   the   organization,.   This   option   will   prevent   members   cashing   out   money   and   more  importantly  teams  raising  minimal  funds  for  major  or  upcoming  events.   •


UPJMA  COMELEC  2012

In   addition   to   this,   at   the   start   of   any   semester,   after   the   planning   seminar   of   all   teams,  the  VP  for  Finance,  together  with  Team  Funds,  will  hold  a  meeting  or  meetings   with  the  Heads  and  Finance  Officers  of  all  teams  in  order  to  orient  everyone  in  how  to   effectively  manage  and  improve  each  team’s  finances.       • Prevention  of  A/R’s  and  team  debts   After  the  initial  meeting  with  Finance  officers,  teams  will  also  be  monitored  for   their  financial  progress  by  Team  Funds  and  the  VP  for  Finance  in  order  to  assess  the     the  needs  of  each  team.     In  the  case  of  an  approved  team  loan  from  UP  JMA,  each  team  will  be  presented   changes   in   cash   flows   of   the   organization   as   a   result   of   a   team   loan.   With   this   transparency,  every  team  will  be  informed  of  the  impact  of  such  debts  to  the  financial   position   of   the   organization.   After   this,   payment   deadlines   will   be   set   and   strictly   implemented.     • Liquidation  of  X-­‐deals   At  the  end  of  any  event,  any  team  that  still  needs  to  raise  funds  will  be  given  the   opportunity  to  liquidate  team  x-­‐deals  to  pay  off  any  obligations  to  any  entity.   For   others,   all   X-­‐deals   must   be   remitted   to   Team   Funds   before   the   end   of   the   semester,  preferably  2  weeks  after  the  event.     • A/R  Collection   Each  team  that  has  a  loan  payable  to  JMA  or  a  member  who  has  yet  to  pay  any   amount   to   any   other   team   will   be   given   due   notice   to   pay   such   amount   three   weeks   before   the   last   day   of   final   exams,   as   stated   in   the   UP   JMA   Constitution   (Article   XVI,   Section   2).   Any   member   who   hasn’t   complied   with   this   obligation   at   the   end   of   the   semester   will   be   put   under   probation   for   the   following   semester,   or   will   not   be   given   needed  clearance  for  graduation,  whichever  is  applicable.   With   this   policy   to   be   strictly   implemented,   the   amount   of   payables   to   the   organization  and  its  teams  will  be  reduced.    

  A  better  relationship  with  the  BA  community   In  order  to  be  actually  be  one  of  the  best  organizations  in  UP  Diliman,  UP  JMA  must  first   foster  a  great  relationship  with  its  home  college,  the  College  of  Business  Administration.  In  able   to  do  this,  a  number  of  the  marketing  and  corporate  talks  that  UP  JMA  holds  for  its  members   will   also   be   open   to   the   rest   of   the   CBA   community.   This   will   communicate   that   UP   JMA   is   truly   a  marketing  organization  that  is  not  only  about  its  Ad  Hoc  Major  Event,  but  more  importantly   an   organization   that   also   focuses   and   excels   in   different   aspects   such   as   sports,   academics,   and   most  importantly  service.     Of   course,   this   will   be   partnered   by   different   involvements   of   the   college’s   programs   such   as   BAClean,   and   those   that   are   proposed   by   the   incoming   BA   Council,   which   will   gather   all   organizations  to  organize  projects  that  will  involve  and  contribute  to  the  whole  BA  community.      


UPJMA  COMELEC  2012

Marketin g Officer

Development   Lastly,  in  order  to  sustaining  the  members  and  their  passion  for  the  organization,  their   hard   work   must   be   complemented   with   satisfaction   and   growth   opportunities   within   and   outside   the   organizations.   Through   different   evaluation   and   feedback   methods,   members’s   issues   will   be   addressed.   Moreover,   growth   within   and   outside   the   organization   will   be   encouraged  by  different  opportunities  from  partnerships  with  corporate  firms  and  the  like.       My  Plans  For  The  Committee/S     Finance   TEAM  KIDS   The   KIDS   is   one   of   the   foundations   of   UP   JMA.   Without   our   beneficiaries,   every   event   and  project  that  the  organization  holds  will  be  for  little  purpose.  Because  of  this,  every  JMAer   should  know  about  and  create  relationships  with  the  people  whom  we  work  hard  for.      All  throughout  the  year,  a  KID  of  the  Week  will  be  featured  during  every  JMA’s  general   meeting.   This   part   of   genmeet   will   show   one   kid   and   talk   about   his/her   life   and   academic   achievements  and  how  JMA  has  been  helping  with  this  kid  in  school.  As  with  some  KIDS’  Day   Out’s,  it  will  be  effective  to  have  a  buddy  system  where  JMAers  will  be  able  to  connect  with  our   beneficiaries   and   know   more   about   them.   These   efforts   will   aim   to   establish   a   deeper   relationship   between   the   whole   organization   and   the   KIDS.       TEAM  ENTREPRENEURIAL  PROJECT   Team   Entrepreneurial   Project,   since   its   establishment   as   such   in   the   second   semester   of   AY  2010-­‐2012,  has  had  one  single  profitable  event,  Cocina.  To  be  able  for  the  team  to  be  truly   the   second   revenue-­‐generating   event   team   for   UP   JMA,   the   team   structure   should   be   composed   of   more   individuals   who   will   work   for   such   big   project   goals.     With   this,   a   total   of   12   members  is  proposed  for  Team  Entrepreneurial  Project,  which  will  look  like  the  following:         Team Head       Creatives   & Marketin Finance Logistic Promotion g   s s     Marketin Marketin   Finance Finance Finance Logistics Logistics Creatives Promotion Promotion g Officer g Officer s Officer s Officer Officer Officer Officer Officer Officer Officer       The   addition   of   one   officer   under   Finance   and   Promotions   will   help   in   the   internal   fundraising   for   the   team   prior   to   the   event,   and   also   during   the   event.   With   this   new   team   structure,  opportunities  to  gain  revenue  for  the  organization  will  be  capitalized  on.  


UPJMA  COMELEC  2012

  TEAM  FUNDS   Aside  from  those  mentioned  above  in  monitoring  and  guiding  UP  JMA’s  teams  and  their   finances,   will   also   oversee   the   system   that   will   comprehensively   record   and   monitor   each   UP   JMA  team’s  financial  progress.     If  possible,  every  Team  Funds  point  person  will  be  involved  in  every  other  team  meeting   to  monitor  the  progress  of  each  team  and  their  fundraisers  relative  to  their  expense  payment   deadlines.     Team   Funds,   aside   from   monitoring   and   advising   the   different   teams   with   their   finances,  will  have  the  option  to  create  different  small  fundraisers  or  a  few  fundraising  events.   This  will  help  offset  inevitable  loans  from  the  organization’s  teams.       With  all  these  said  for  the  committee,  a  Finance  VP  is  still  a  VP  FOR  Finance.  Constant   committee  communication  with  the  chair  and  VP  will  be  ensured  to  have  a  direct  connection   and   monitoring   with   its   different   teams.   Committee   meets   will   be   more   frequent   for   a   more   bonded   committee.   Lastly,   each   committee   member’s   grave   concerns   will   be   heard   out   and   communicated  to  the  Executive  Committee    for  a  voice  in  the  organization  for  each  member.                                                      

 


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?         The  biggest  contribution  I  probably  have  to  the  organization  is  being  a  part  of  one  of  the   most   profitable   Ad   Hoc   Major   Events   the   organization   had.   ADHOC:   We   Live   For   This,   in   my   opinion   helped   the   brand   equity   of   the   event   in   being   a   constant   success   every   semester.   A   proof  of  this  is  the  most  recent  At  The  Edge  of  Infinity.  Not  only  did  this  help  with  the  profits  UP   JMA  makes  for  our  beneficiaries,  but  moreover  built  the  foundation  for  the  following  Ad  Hoc   Major  Event  teams  to  excel  and  do  better.   Moreover,   being   a   part   of   S.O.S.   and   Take   Two   also   contributed   in   showing   how   innovative   and   diverse   JMA   can   be   with   its   events,   and   communicate   that   we   are   just   more   than  a  party  organization.       What  is  your  Unique  Selling  Proposition  (USP)?     Probably  my  USP  as  compared  to  the  others  running  for  the  same  position  is  that  I  will   be  a  voice  in  the  Executive  Committee  for  myself,  what  I  believe  in,  and  for  my  committee.  The   Finance  committee  can  rely  on  me  as  someone  that  will  stand  up  for  them  and  who  will  at  the   same   time,   look   after   them.   Lastly,   In   decision-­‐making,   I   will   also   think   for   the   whole   organization  and  not  just  for  some  of  its  members  –  I  will  think  for  what  will  do  JMA  better.       What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       Currently,  the  biggest  weakness  that  I  see  in  the  organization  is  that  most  of  UP  JMA’s   teams,  especially  those  that  organize  events,  associate  a  project’s  success  with  the  number  of   people  attending  the  events  and  the  aesthetics  of  an  event’s  set-­‐up  alone.  We  tend  to  forget   about  our  internal  finances  and  how  excellence  is  also  reflected  by  how  a  team  is  able  to  fund   and  manage  its  expenses.     From  a  financial  point  of  view,  JMAers  are  slowly  developing  a  mentality  that  teams  can     always  rely  on  the  funds  of  our  organization  –  that  come  from  the  previous  Ad  Hoc  Major  Event   or  another  profitable  JMA  event  -­‐  to  cover  our  costs.  It  is  forgotten  that  ambitions  should  be   supported  by  actions  and  that  needs  should  be  differentiated  from  wants  when  planning  for  an   event  that  demand  a  lot  of  cash  resources.       With   the   different   plans   mentioned   in   this   GPOA   with   managing   and   guiding   the   finances  of  each  team,  and  with  Team  Funds’s  and  the  VP  for  Finance’s  focused  monitoring  of   the  financial  progress  of  each  team,  this  problem  will  be  addressed.              


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013        

I.  Candidate’s  Information      

Soo  Young  K.  Lee     Address:  Unit  1506  Rosemont  Tower  75  Panay  Avenue,  Quezon  City   Contact  Information:  332.4050;  0917.554.1555   Email:  sooyounglee@yahoo.com;  sooyoung1219@gmail.com     Current  College:  Business  Administration   Year:  3rd   Course:  BS  Business  Administration     Position  Aspiring  For:  VP  FOR  FINANCE                                           List  of  Past  Positions  in  UP  JMA:     Officer,  Team  KIDS     2nd  semester  AY  2010-­‐2011     nd   2  semester  AY  2011-­‐2012   Project  Coordinator,  SRINT   Finance  Officer,  Major  Marketing  Event  –   1st  semester  AY  2010-­‐2011   ENVision   Project  Coordinator,  Team  Applicants   st   1  semester  AY  2011-­‐2012     1st  semester  AY  2010-­‐2011   Head,  Team  Funds   Project  Coordinator,  Adhoc:  Absolute   nd   2  semester  AY  2010-­‐2011   Affinity   Finance  Officer,  Special  Project  Committee:     1st  semester  AY  2010-­‐2011   Bing-­‐o-­‐rama   Project  Coordinator,  Adhoc:  Eternity  in   st 1  semester  AY  2010-­‐2011   Hour   Officer,  Team  Funds     2nd  semester  AY  2009-­‐2010   2nd  semester  AY  2009-­‐2010   Project  Coordinator,  SPRINT   Publicity  and  Promotions  Officer,  One     2nd  semester  AY  2009-­‐2010   Frequency  Applicant  Batch   Project  Coordinator,  Adhoc:  Pitchblack     1st  semester  AY  2009-­‐2010     1st  semester  AY  2009-­‐2010 Project  Coordinator,  Team  Recruitment     2nd  semester  AY  2011-­‐2012   Project  Coordinator,  Adhoc:  At  the  Edge  of   Infinity  2nd  semester  AY  2011-­‐2012   Project  Coordinator,  SRINT     2nd  semester  AY  2010-­‐2011   Project  Coordinator,  Adhoc:  Unveil  Reality  


UPJMA  COMELEC  2012

 

II.  General  Plan  of  Action  (GPOA)  

  MY  VISION  FOR  UP  JMA  

  “One  JMA  working  towards  developing  professionalism,  devoting  involvement  and  delivering   opportunities  for  a  better  home  and  organization”  

  MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     For  UP  JMA   “…developing  professionalism”   1.        Proper  Information  Dissemination                        One  of  the  areas  to  consider  with  regards  to  accounts  payable  of  members  lie  with   information  dissemination.  For  example,  most  of  the  members  with  balances  on  their   accounts  are  the  ones  who  are  not  aware  of  the  required  AdHoc  tickets  that  they  have   to  sell.  To  avoid  this  to  happen,  continuous  and  proper  information  dissemination  must   be  made.   2.        Proper  Lay  Out  of  Financial  Plans                Before   making   an   actual   execution   of   the   project,   teams   must   submit   a   projected   cash  flow  of  the  event  based  on  prior  knowledge/experiences.  This  is  to  be  submitted  to   finance  VP  to  make  sure  that  proper  budgeting  to  be  done.  Furthermore,  these  financial   plans  will  help  teams  to  be  as  feasible  as  possible  at  the  same  time  leading  them  to  earn   profit  at  the  end.   3.        Proper  Regulation  of  Money            No   MOA   Immediate   Cash:   JMA   will   only   lend   the   organization’s   money   when   there   is   assured  payment.   Request  of  Loan  duly  signed  by  all  the  members  of  the  team:  For  teams  which  have   hard   time   to   meet   the   deadline   of   payment,   they   may   submit   a   requirement   of   loan   form   together   with   requirements   like   actual   financial   progress   reports   and   forecasted   revenues  and  expenses  report  (stating  how  the  team  will  raise  money  to  pay  back  the   loan  and  possible  future  expenses)  for  evaluation  purpose.  There  is  no  guarantee  that   the  proposal  is  approval,  team  will  be  given  a  contract  with  stipulations  and  a  specific   date  to  settle  the  loan.   4.        A  better  Turnover              For   continuity   of   long-­‐term   projects,   outgoing   and   ingoing   team   must   meet   in   a   single   table   to   talk   aside   from   passing   the   post   deliverables   together   with   past   documentations.   Furthermore,   it   will   make   teams   to   improve,   innovate,   develop,   and   learn  from  outgoing  teams.            


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“...increasing  involvement”   1.        Midsem  Assessment              Mid-­‐semester   assessments   of   both   attendance   and   director/PC/Staff   grade   will   be   sent   to   all   the   reaffirmed   members   privately   through   via   e-­‐mail.   This   is   to   increase   member  involvement  and  to  improve  support  system  among  ourselves.   2.        Let’s  Give  Back   3.        Focus  Group  Discussion  on  Current  Issues     “…delivering  opportunities”   1.        UP  JMA  represent              Invite   JMAers   to   form   a   team   and   join   marketing   competitions   as   they   carry   the   name   of   the   organization;   furthermore,   either   win   or   lose   it   will   bring   glory   to   the   organization  by  actively  participating  in  marketing  competitions   2.        Tie  up  with  organizers  of  marketing  seminars/competitions   3.        Corporation  Tour  (CorpoTour)     “…a  better  home  and  organization”   1.  More  Team  Building  Seminars   2.  Member  Motivation     For  Finance  Committee   Team  KIDS   1.         To  give  opportunities  for  the  kids  in  building  up  their  visions   -­‐                    Mentor-­‐mentee   program   where   JMAer   could   have   some   time   meeting   with   a   group  of  selected  kids  giving  them  inspiring  life  lessons.   -­‐                    KIDS  Summer  Tutorial  I  (Entrepreneurship):  this  is  to  teach  kids  how  to  be  an   entrepreneur,  how  to  raise  funds  and  how  to  start  a  business.  This  is  a  preparation   for  the  kids  before  they  graduate  from  JMA.   -­‐                    KIDS   Summer   Tutorial   II   (Improve   Presentation   Skills):   As   the   kids   will   enter   college,   he/she   will   surely   need   this   skill   to   present   their   idea   in   front   of   different   people.   This   will   help   kids   to   gain   confidence   in   speaking   and   develop   their   self-­‐ esteem  (use  JRP  GCs  or  invite  JRP  to  give  seminar  for  KIDS)   -­‐                    KIDS   Summer   Tutorial   III   (College   Review   Sessions):   This   is   provided   to   graduating  high  school  students  for  them  to  be  prepared  with  the  college  entrance   exam.  However,  this  does  not  mean  that  with  this  program,  the  kid  will  surely  pass   the  test.  This  is  to  just  practice  the  kid  for  the  actual  exam  and  to  refresh  the  past   lessons  they  have  learned.   -­‐                    College   Entrance   Test:   Some   kids   may   not   able   to   even   take   the   entrance   exam;  therefore,  team  kids  will  be  the  one  to  get  the  application  form  and  process   the   papers.   This   is   to   give   chance   to   the   kids   who   are   graduating   high   school   students  to  take  UPCAT.   -­‐     Scholarship   after   JMA:   Some   of   the   KIDS   of   UPJMA   will   graduate   from   the   beneficiary  program.  I  want  to  make  KIDS  realize  the  value  of  education  by  helping  


UPJMA  COMELEC  2012

them   look   for   scholarship   programs   which   would   provide   for   their   college   tuition   fees.   2.         To  keep  the  records  of  the  KIDS   -­‐                    Kids  database:  update  all  personal  information  of  the  kids.  This  is  to  monitor   who  are  the  kids  for  the  semester  and  to  track  all  the  records  of  even  the  graduate   kids  on  how  they’re  doing  after  they  have  graduated  from  the  KIDS  program.   -­‐                    KIDS   Yearbook:   Yearlong   project   of   team   kids   to   show   members   and   applicants  of  the  organization  the  kids  of  UPJMA.  If  possible,  copy  of  the  yearbook   will  be  also  given  to  the  graduating  kids.   3.         To  reward/recognize  the  outstanding  kids   -­‐                  Most  Outstanding  Kid:  this  will  be  rewarded  every  Major  Kids  Day  Out  where   the  kids  who  have  been  outstanding  will  be  recognized  according  to  the  4  thrusts  of   UPJMA.   After   the   recognition,   articles   will   be   also   published   together   with   a   picture   at  the  tambayan/KIDS  Facebook  group.  Furthermore,  the  kid  will  be  awarded  with  a   token  which  is  something  that  the  kid  can  use.   4.         To  build  a  stronger  relationship  between  the  members  and  the  kids     -­‐                    I  want  to  have  a  buddy  system  during  the  kids  day  out  where  members  could  give   focus  to  the  kids.  The  reason  for  creating  a  buddy  system  is  that  I  personally  felt  sorry  to   the  kids  because  they  remember  me  but  I  can’t  recall  all  of  their  names.  Implementing  a   buddy  system  would  ensure  that  members  would  be  able  to  remember  at  least  one  kid.  

  Team  Funds   1.         To  Collect  A/R  of  members   -­‐                    Team  Funds  has  been  collecting  A/Rs  of  the  members.  However,  the  problem   is   that   sometimes   the   team   itself   does   not   know   the   source   of   A/Rs   of   members.   Let’s  be  stricter  with  the  collection  of  A/R  through  implementing:   • Pre-­‐A/R,   Mid-­‐A/R,   and   Post   A/R   letter   addressed   to   the   person   with   A/R.   Furthermore,   there   will   be   a   formal   letter   of   demand   for   members   to   settle  their  balance  before  they  graduate.   • Receipts  upon  receiving  the  payments  from  the  members.  This  is  to  serve   as  the  proof  that  the  member  has  settled  his/her  A/R  or  paid  his/her  re-­‐ affirmation   fee.   Furthermore,   team   funds   will   keep   its   copy   in   case   there   are  problems  with  the  A/R  accounts.   2.         To  improve  fundraiser  database   -­‐                    Like   how   does   JMAk   works,   creating   a   fundraiser   database   on   who   to   contact   and   how   much   cost   and   profit   gained   will   help   teams   to   not   focus   on   small-­‐scale   fundraisers.  This  would  help  teams  to  be  more  efficient.   3.         To  come  up  with  one  small-­‐scale  fundraising  event  which  will  be  also  beneficial   to   different   teams   such   as   JMA   wide   village   rummage   sale   headed   by   Team   Funds,   Bagsakan,  or  Brand  Sale.  Other  teams  can  earn  profit  by  renting  a  space  where  they  can   sell  their  x-­‐deals.   4.         To  collect  x-­‐deals  from  the  teams  after  the  event   5.         To  liquidate  x-­‐deals  


UPJMA  COMELEC  2012

-­‐                    To  avoid  pile  ups  of  x-­‐deals,  it  must  be  liquidated  as  fast  as  possible  especially   for  the  food/beverages.  To  make  this  possible,  team  funds  must  provide  a  list  of  x-­‐ deals  on  hand  and  look  for  possible  buyers.   -­‐                    Stock  room  at  the  tambayan  (steel  cabinet  at  the  corner  with  a  lock):  this  is  to   maximize   the   facility   layout   of   the   tambayan,   for   easier   turnover,   and   faster   liquidation.   -­‐                    Liquidation  Sales  at  the  end  of  the  semester:  this  is  not  only  limited  to  the  x-­‐ deals   but   it   can   be   goodies   that   weren’t   sold   in   the   previous   semester.   This   will   ensure  that  the  sponsored  x-­‐deals  are  not  wasted.     6.         To  monitor  the  cash-­‐in  and  cash-­‐out  of  the  teams   -­‐                    Weekly   updates   must   be   reported   to   the   Finance   Vice   President.   This   is   to   monitor  the  team’s  financial  progress.   -­‐                    All  receipts  must  be  submitted  with  the  copy  of  the  MOA   -­‐                    Monitoring   the   cash-­‐in   and   cash-­‐out   would   be   a   way   of   forecasting   the   result   of  event/project     Team  Entrepreneurial  Project     1. Widen  the  EP  Base   -­‐ Next  to  Adhoc,  the  next  big  project  of  UP  JMA  is  EP.  In  the  past  years,  however,   the  EPs  unfortunately  were  not  a  success.  The  root  cause  of  this  is  the  mix  of  the   officers   we   appoint   to   organize   such   event.   It   was   observable   that   in   the   past   years,   almost   half   of   the  organizers   are   newbies.   We   found   a   disconnect   here   as   the   new   ones   are   left   on   their   own   to   organize   the   event.   If   elected,   I   want   to   make   sure   that   there   is   a   right   mix   of   old   and   new   members   working   for   the   success   of   the   event.   The   old   members   are   deemed   more   experienced   on   handling  such  events.     MY  PLANS  FOR  UP  JMA     “One  JMA”   A  united  organization  working  together  towards  a  goal  of  excellence     “…developing  professionalism”   Professionalism  through  Proper  Financial  Management     Issue:     Deficits  from  projects  and  uncollected  balances  give  rise  with  issue  of  sustaining  our   fund  for  the  beneficiaries  and  risks  of  non  collection.     Solution:   An  implementation  of  a  system  in  finance  disbursements  to  minimize  the  risks  of   non  collection  and  to  avoid  losses.            


UPJMA  COMELEC  2012

“…devoting  involvement”   Encouraging  active  involvement  of  members  and  integration  of  the  members  to  the  culture   and  practices  of  UP  JMA     Issue:  Lack  of  member  involvement.  Staffs  and  PCs  are  not  aware  of  what  they  have  to  do   because  the  directors  sometimes  forget  to  inform  the  staffs/PCs  of  their  assigned  tasks.  At   times,  some  of  the  staffs  and  PCs  lack  the  motivation  to  accomplish  what  was  assigned  to  them.     Such  practices  may  result  to  more  inactive  members  in  the  org.     Solution:  Personally,  I  consider  the  well-­‐rounded  members  of  UPJMA  from  different  colleges  as   the  biggest  asset  that  the  organization  has.  JMA  must  protect  and  take  care  of  these  assets.   Moreover,  involvement  does  not  happen  only  in  JMA.  Involvement  in  socially  relevant  events   will  surely  help  JMA  in  giving  back  to  others  and  in  building  up  its  public  image.     “…delivering  opportunities”   Continuous  search  for  opportunities  where  every  JMAer  can  maximize  his/her  potential     Issue:  We  are  the  premier  marketing  organization  and  each  of  us  in  the  organization  has  so   much  potential.  We  all  know  that  marketing  is  not  all  about  sponsorship  marketing.  Currently,   members  have  access  to  very  limited  avenues  for  knowing  the  different  aspects  of  marketing.     Solution:  Provide  opportunities  where  JMAers  could  learn  the  different  aspects  of  marketing.     “…a  better  home  and  organization”   A  home  where  you  will  feel  the  sense  of  belongingness  and  care     Issue:  Given  the  large  population  of  the  organization,  there  are  a  lot  of  inactive  members.     Solution:  Strengthen  bonding  activities  and  motivate  members  to  have  passion  for  the   organization.     My  Plans  For  The  Committee/S     I   want   Finance   to   be   a   committee   that   other   committees   would   aspire   to   become.   I   want   us   to   constantly   innovate   the   work   we   do   and   not   settle   for   established   programs.   We   work   with   passion   because   we   know   that   our   indispensable   contribution   to   Finance   and   UPJMA   is   our   LEGACY.     Team  KIDS     1.     To  give  opportunities  for  the  kids  in  building  up  their  visions   2.     To  keep  the  records  of  the  KIDS   3.     To  reward/recognize  the  outstanding  kids   4.     To  build  a  stronger  relationship  between  the  members  and  the  kids    


UPJMA  COMELEC  2012

Team  Funds   1.         To  collect  A/R  of  members   2.     To  improve  the  fundraiser  database   3.         To  come  up  with  one  small-­‐scale  fundraising  event   4.         To  collect  x-­‐deals  from  the  teams  after  the  event   5.         To  liquidate  x-­‐deals   6.         To  monitor  the  cash-­‐in  and  cash-­‐out  of  the  different  teams     Team  Entrepreneurial  Project     1.         To  raise  money   2.         To  come  up  with  innovative  fundraising  event  but  not  limited  to  creating  a  new  one.  It  is   up  to  the  team  if  they  will  take  the  risk  or  not  but  bottom-­‐line  is  to  make  profit.   3.         The  measure  of  success  is  not  based  on  the  size  of  the  event.  Success  is  achieved  when   the  team  meets  its  objectives.   4.         If  the  team  seems  to  make  a  deficit,  cut  all  the  unnecessary  costs  to  meet  the  budget.   5.         Proper  planning  must  be  made   6.         Good  chemistry  among  the  team  members    

III.  Questions  

  What  is  your  greatest  contribution  to  UP  JMA?       It’s   easy   to   say   that   your   greatest   contribution   to   the   organization   is   a   project   or   something   tangible.  But,  to  be  honest,  my  greatest  contribution  to  JMA  is  love,  as  cheesy  or  as  “intangible”   as  it  might  sound.  I  have  always  tried  to  reach  out  to  everyone  in  JMA,  trying  to  be  friends  with   new  applicants  and  members  as  well  as  our  oldest  members.  I  believe  in  leadership  driven  by   passion.  That  kind  of  leadership  takes  tangible  forms  when  you  volunteer  to  make  BACBACAN   pompoms,   help   with   OrgPres,   being   the   “Best   PC   or   Best   Staff”   despite   being   considered   “optional”  work.  

 

Ultimately,   the   contribution   is   NOT   the   work   itself   but   the   fact   that   I   was   able   to   INSPIRE   other   JMAers   to   love   the   org   more.  JMA  -­‐  We  Lead  in  so  many  ways,  but  I  believe  in  leading  by   EXAMPLE.  When  you  love  the  organization,  you  must  ensure  that  you  communicate  that  love  to   everyone  else  so  they  too  can  be  infected  by  passion.     What  is  your  Unique  Selling  Proposition  (USP)?     Humility   aside,   I   would   like   to   believe   that   there   are   many   unique   selling   propositions   that   I   have  to  offer  to  the  organization.  For  one,  I  am  the  only  candidate  for  Finance  VP  that  knows   the  finance  committee  inside  and  out-­‐  and  not  just  from  the  work  perspective.       Work-­‐wise,   I   have   been   part   of   Team   Funds   (head),   Team   KIDS   (officer)   and   Team   SPC   (now   Team  EP).  I’ve  experienced  each  team’s  specific  nuances  and  problems,  so  I  can  definitely  utilize  


UPJMA  COMELEC  2012

this  in-­‐depth  understanding  to  my  advantage.  Moreover,  my  stint  in  non-­‐base  (MME)  gave  me   an   understanding   of   JMA   and   of   my   base   committee   from   the   perspective   of   an   outsider   looking  inwards.     On   the   other   hand,   in   terms   of   my   personal   relationship   with   finance   and   JMA,   I   know   many   of   the   older,   less   active   members,   so   that   would   be   a   definite   asset   not   only   in   re-­‐activating   them   but   also   keeping   in   touch   with   them,   making   them   feel   at   home,   and   collecting   all   their   accounts  receivable  (A/R).     Ultimately,  though,  my  greatest  selling  proposition  is  my  persistence  -­‐  I  never  give  up.  I’m  one   of  the  JMAers  who  never  gets  their  first  choice  directorate  positions.  Many  JMAers  who  have   experienced  this  kind  of  “heartbreak”  become  demotivated,  but,  personally,  I  believe  that  you   should  take  what  you’re  given  whatever  it  is  -­‐  and  do  it  as  best  as  you  can  and  with  passion.   Never   give   up   because,   while   you   cannot   pick   what   cards   you   draw   from   the   deck,   you   can   always  do  your  best  with  the  cards  in  your  hand  that  life  has  given  you.     Yes,   it’s   true   -­‐   I   do   sometimes   cry   or   get   emotional,   but   by   no   means   am   I   weak.   The   true   measure  of  strength  is  not  the  ability  to  hide  your  tears  and  emotions  -­‐  it’s  the  ability  to  stand   up   after   falling   down   time   and   time   again.   Strength   is   carrying   on   even   if   you   feel   like   sometimes  you’re  bullied  or  being   treated  unfairly.   Despite  what  anyone  thinks,  I  believe  I  am   strong.     What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       UP  JMA  has  been  always  amazing  from  the  external  point  of  view.  However,  from  the   perspective  of  a  JMAer,  there  is  still  room  for  improvement  despite  what  we  consider  today  as   our  success.  I  believe  that  we  can  achieve  more  by  making  more  members  involved  in  the   planning  and  execution  of  JMA  events.  As  I  have  mentioned  in  my  earlier  statements,  JMA’s   asset  is  its  holistic  members.  We  have  to  utilize  what  we  have.  To  improve  our  support  system,  I   will  be  the  first  to  reach  out  and  to  increase  members’  support  through  continuous   encouragement.  If  within  ourselves,  no  support  system  exists,  JMA  which  is  now  in  its  maturity   stage  of  life  cycle  will  decline  someday.  We  must  encourage  and  support  each  other.  I  believe   that  before  we  aim  for  excellence  in  our  programs,  we  must  first  strengthen  our  internal  affairs   to  motivate  the  members  to  have  the  willingness  to  contribute  to  the  goals  of  our  activities  and   projects.                    


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UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013  

      I.  Candidate’s  Information         Address:  5  Maria  Dizon  Street  Gloria  Heights  Antipolo  City   Contact  Information:  0917.557.4023   Email:khriska.mortell@gmail.com;  kishie_02@yahoo.com       Current  College:  Business  Administration   Year:3rd   Course:  BS  Business  Administration     Position  Aspiring  For:VP  FOR  INTERNAL  AFFAIRS     List  of  Past  Positions  in  UP  JMA:     Chairperson,  JMA  Week:  On  A  High   2nd  semester  AY  2011-­‐2012   Logistics  Head,  ADHOC  Major  Event:  We  Live  For  This   1st  semester  AY  2011-­‐2012   Promo  Officer,  JMA  Week:  Spread  the  Word   2nd  semester  AY  2010-­‐2011   Head,  Team  SPRINT   1st  semester  AY  2010-­‐2011   Project  Coordinator,  ADHOC  Major  Event:  Absolute  Affinity   1st  semester  AY  2010-­‐2011   Officer,  Team  Members             nd 2  semester  AY  2009-­‐2010   Project  Coordinator,  ADHOC  Major  Event:  Eternity  in  an  Hour   2nd  semester  AY  2009-­‐2010   Project  Coordinator,  MME:  ELECTrify   1st  semester  AY  2009-­‐2010   Pub  and  Promo  Staff,  Last   1st  semester  AY  2009-­‐2010        

 

 

 


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  II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA     My  vision  for  JMAis  a  simple  one,  for  our  organization  to  become  what  is  has  set  out  to  be   through  our  numerous  pioneering  events  and  programs—an  institution  continuously  breaking   ground  on  not  only  an  academic  level  but  those  of  our  other  thrusts  as  well,  namely  service,   socials  and  sports,  and  in  the  process  become  membersof  value  of  not  only  the  organization,   but  of  the  university  and  of  society  as  a  whole.         MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     EXTERNALS   Mentors  and  Members   Make  the  mentorship  series  more  available  and  accessible  through  opening  more  slots  for  JMA-­‐ ers  and  making  it  more  frequent.  The  team  should  not  merely  arrange  a  seminar  but  like  a  sit-­‐ down  dinner  or  lunch  so  that  JMA-­‐ers  can  get  to  know  the  chosen  alumni  in  a  more   comfortable  setting.       MeMEMake-­‐over   Personally,  I  feel  that  it’s  such  a  shame  that  the  Members’  Marketing  Event  is  an  event  we  fail   to  prioritize  and  give  importance  to.  I  propose  packaging  MeME  as  something  to  show   committee  pride  and  talent  like  Commwars.  Hopefully,  by  making  it  more  competitive  (through   getting  bigger  company  partners  or  bigger  prizes),  more  members  would  be  enticed  to  join  and   experience  a  different  kind  of  marketing  for  a  change.     FINANCE   Excited  About  EP   The  past  few  entrepreneurial  projects  have  not  really  served  their  purpose  of  being  the  second   fundraiser  of  JMA.  Hopefully,  through  more  organized  and  feasible  planning,  JMA’s   entrepreneurial  project  would  not  just  serve  as  another  event  for  the  org’s  public  relations  but   raise  more  funds  for  our  beneficiaries.         Fun  with  Funds   Primary  focus  should  be  liquidating  Xdeals  for  we  are  unable  to  really  utilize  and  reap  the   benefits  of  the  goods  we  marketed  for.  Also,  the  team  should  better  manage  fundraisers  and   set  a  calendar  for  selling  merchandise  (not  including  rummage  sales).  Also,  another  idea  would   be  to  give  JMA  teams  an  opportunity  to  call  dibs  on  merchandise  that  they’d  like  to  buy  first   before  outsider.            


UPJMA  COMELEC  2012

PUBLICITY  AND  COMMUNICATIONS   Super  Station  ID   I  want  our  org  station  ID  to  be  a  BIG  production!  (each  committee  could  have  their  own   separate  shooting  day,  then  a  grand  shooting  day  for  everyone;  this  could  be  shown  during   Week).  It  will  be  a  whole  lot  of  GVs  for  everyone,  could  serve  as  PR  for  JMA  and  an  opportunity   for  more  members  to  hang  out  outside  the  tambayan.       SOCIAL  AND  PUBLIC  RELATIONS   Synergized  SPRINT   I  propose  including  a  representative  from  all  committees  in  SPRINT  Team.  SPRINT  is  in  charge  of   getting  people  to  join  orgpres  and  spreading  good  vibes  all  year  round  and  it  would  be  better  if   it  was  coming  from  not  just  two  committees,  but  all.  SPRINT  should  also  work  hard  to  make  the   tambayan  appealing  to  more  kinds  of  people  through  including  more  recreational  materials   such  as  books,  puzzles,  music,  etc.       MY  PLANS   FOR  UP  JMA       +  Well-­‐utilized,  POWER  PC  and  staff  –  make  them  more  valuable  additions  to  the  team  and  not   just  people  you  can  ask  rummageables  from.  This  would  encourage  everyone  to  be  active,   director,  staff  and  PC  alike   +  For  everyone  to  submit  deliverables,  “kits”  for  the  next  team  -­‐>  directory  they  used,  letter   templates   +  Sponsored  random  tambay  days  (like  what  Week  did)  by  specific  teams   +  Strict  clean-­‐up  policies   +JMAers  get  first  dibs  on  X-­‐deals  –  find  communal  storage  space  if  possible  so  that  members   would  be  able  to  surrender  all  collected  Xdeals  there;  Create  an  xdeals  database  with  point   persons  to  contact   +  Budget  plans  should  be  required  for  all  teams  and  all  their  events   +MORE  MARKETING  OPPORTUNITIES  (aside  from  sponsorship  marketing)  whether  it  be  in  the   form  of  competitions  members  can  join  or  revamping  existing  marketing  events  of  JMA  (MeME   and  MarkIt)     My  Plans  For  Internals     • Team  Mems  –  good  that  it  is  focused  on  making  events,  attendance,  springboard  for   non-­‐base,  mem  involvement,  divide  into  functions  already  (a  particular  officer  for   Logisitics,  Publicity,  Marketing  and  the  like)   • Team  SPRINT  –  under  SPR   • Team  Information  –  archiving,  birthdays,  serve  as  THE  hotline  for  JMA  (basics  of  the   organizations),  make  a  formal  system  for  certification  of  membership  and  being  an   alumni,  JMA  contacts  database  with  email  addresses  and  birthdays,  take  care  of   attendance  sheets  (FOR  ALL  EVENTS);  keep  records  of  videos,  documentation  (pictures,  


UPJMA  COMELEC  2012

pubmatsetc)  that  could  be  used  for  future  galleries,  events  for  AlumReletc)  -­‐>  great  way   to  remember/get  to  know  the  people  who  came  before  them     • Team  Recruitment  –  more  informative  orsem,  more  accountability/transparency,   update  everything,  app  TBS  (teambuilding),  GW  meetup  (lunch  or  something)  -­‐>  better   relationships  between  guardians  and  wards  will  help  retain  more  apps,  more  sabaw  GW   tasks  (more  bonding  involved)   • Meetings  with  the  heads,  chair  and  VP  (important  especially  for  team  recruitment  to   closely  monitor  the  progress  of  apps)   • Fight  Nights  planned  by  the  previous  and  succeeding  chair  (more  bonding  for  Internals!)     III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?       My  greatest  contribution  AND  challenge  in  my  entire  JMA  career  would  have  to  be  becoming   chair  for  UP  JMA  Week.  Being  head  of  JMA’s  seven-­‐day  celebration  of  its  anniversary  is  no   ordinary  ordeal,  especially  since  we  wanted  it  to  be  a  celebration  of  monumental  proportions   to  match  JMA’s  many  achievements  the  past  year.  I  believe  our  team  has  effectively   communicated  not  only  to  our  members  but  to  people  outside  the  organization  just  how   amazing  it  is  to  be  a  JMA-­‐er  and  how  incredibly  proud  we  are  of  the  fifty-­‐four  years  our  org   has  served  and  led  in  campus,  truly  JMA  has  been  ON  A  HIGH.  Besides  bringing  people  from  all   over  UP  together  through  Univwide,  our  team  was  able  to  raise  awareness  for  species   conservation  through  our  partnership  with  Save  the  Philippine  Seas  and  give  back  to  the  BA   community  through  GPAK.  Not  forgetting  the  people  behind  the  org,  we  were  able  to  foster   unity  within  committees  (and  eventually  peace  among  them)  through  Commwars  and   culminating  night.  At  the  end  of  the  day,  the  biggest  achievement  was  to  remind  the  members   that  no  matter  how  good  their  individual  committees  can  be,  at  the  end  of  the  day,  we  can  only   be  great  as  ONE  JMA.     What  is  your  Unique  Selling  Proposition  (USP)?     I  am  not  your  typical  aggressive,  in-­‐your-­‐face,  sometimes-­‐imposing  leader.  For  the  longest  time   I  thought  that  because  I  wasn’t,  this  meant  I  was  only  for  the  sidelines.  What  I  ended  up   realizing  though,  on  my  quest  to  decide  whether  to  run  or  not  was  that  I  still  possessed   qualities  that  made  me  a  good  leader—I  am  consistent  and  driven.  I  have  continuously   delivered  in  the  highly  diverse  positions  I  have  held  all  throughout  my  JMA  career  and  I  have   the  motivation  and  determination  needed  to  see  things  through,  contributing  to  these   successes.  I  also  have  the  advantage  of  being  UP  JMA  Week  Chair  just  this  past  month.  This   position  has  enabled  me  to  see  JMA  as  a  whole  and  not  just  merely  a  collection  of  committees,   a  point-­‐of-­‐view  required  of  an  Execomm  member.  This  has  given  me  the  opportunity  to  work   for  JMA  as  one  complete  organization  and  not  for  any  particular  committee.  Besides  the  unique   perspective  I  gained  from  Week,  I  learned  more  practical  abilities  such  as  utilizing  everything  I   have  and  working  well  with  all  kinds  of  people  through  my  work  as  ADHOC  Logistics  Head.  I  


UPJMA  COMELEC  2012

take  with  me  everything  I  learned  from  my  past  positions  which  hopefully  has  better  equipped   me  for  this  new  role.     What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?     UP  JMA’s  biggest  weakness  is  the  vagueness  and  ambiguity  of  some  of  the  teams  the   organization  has.  Because  the  said  teams’  purpose,  objectives  and  definitions  are  not  well   established  there  is  this  inevitability  of  causing  confusion  as  to  what  should  be  their  focus  and   even  overlapping  events  in  terms  of  purpose.  Although  this  might  not  seem  such  a  pressing   issue  for  the  org,  it  could  actually  be  the  root  as  to  why  not  all  of  our  events  are  able  to  reach   their  goals  or  objectives.  Ambiguity  of  teams  could  come  from  many  things,  maybe  the  creation   of  that  team  was  not  necessary  in  the  first  place,  or  the  team  would  be  better  suited  for   another  committee.  This  would  lead  teams  to  lose  the  true  focus  of  what  their  event  should   really  be  about,  and  from  there  it  will  affect  the  entire  project,  even  to  its  implementation  and   outcome.  This  could  also  eventually  add  to  the  problem  of  oversaturation  of  similar  and   redundant  events,  therefore  losing  its  appeal  and  value  to  members.                                                              


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013        

I.  Candidate’s  Information      

GISELLE  C.  JOSE     Address:  14  Baler  Bay  Drive,  Southbay  Gardens,  Sucat,  Paranaque   Contact  Information:  659  2988,  0917  882  2908   Email:  gie.jose@gmail.com     Current  College:  School  of  Economics   Year:  3rd   Course:  BS  Economics     Position  Aspiring  For:  VP  FOR  PUBLICITY  AND  COMMUNICATIONS   List  of  Past  Positions  in  UP  JMA:     Marketing  Officer,  Adhoc  Major  Event:  At  the  Edge  of  Infinity   2nd  semester  AY  2011-­‐2012   Chairperson,  Publicity  and  Communications  Committee   1st  semester  AY  2011-­‐2012   Marketing  Officer,  Publicity  Event:  SurREEL   2nd  semester  AY  2010-­‐2011   Layouts  &  Graphics  Officer,  Team  Creatives   1st  semester  AY  2010-­‐2011    


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)         MY  VISION  FOR  UP  JMA     My   vision   for   UP   JMA   is   one   of   a   premier   student   marketing   organization   that   is   brand-­‐ aligned   and   efficient,   where   members   can   enjoy   an   environment   that   fosters   holistic   development   through   insight-­‐driven   projects,   streamlined   processes,   leadership   opportunities,  and  good  company.     For  JMA,  it’s  CLEAR.   Clearly  defined  roles   Long-­‐run  decision-­‐making   External  relationships  made  sustainable   Aesthetics  and  brand  image  regulation   Relevant  and  insight-­‐driven  events     For  PUB,  it’s  SIMPLE.   Streamlined  communications   Increased  individual  involvement   Marketing  and  media-­‐relations  integration   Process  refinement   Learning  curve  towards  leadership   Ethics  toward  building  brand  equity


UPJMA  COMELEC  2012

    MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     Utilizing  New  Media   The   ‘UP-­‐JuniorMarketingAssociation’   Facebook   page   has   1,560+   likes,   our   Twitter   @up_jma  has  130  followers,  and  our  website  (upjma.com)  has  recently  been  revamped.   However,  we  don’t  capitalize  on  these  online  accounts  enough.  Aggregating  the  likes  we   have  for  individual  event  pages  builds  the  UP  JMA  brand  equity,  helps  non-­‐JMAers  see   what  UP  JMA  is  about  in  its  entirety,  and  sets  the  stage  for  promotions  of  future  events.   Instead   of   creating   digital   waste   in   the   form   of   fanpages   for   events   that   have   already   happened   and   will   most   likely   never   be   updated   again,   having   a   single   venue   for   below-­‐ the-­‐line   promotions   encourages   attendees   to   look   forward   to   what’s   next.   For   example,   the  Divercity  Fanpage  has  1,  128  fans  who,  in  the  future,  won’t  ever  get  updates  from   the   next   Publicity   Event.   Asking   potential   supporters   to   Like   the   UP   JMA   Fanpage   or   Follow  the  UP  JMA  Twitter  instead  mitigates  this  problem.     Getting  Ahead  in  the  Game   Having   resources   made   readily   available   to   us   helps   us   jumpstart   our   projects,   events   and   tasks.   This   doesn’t   only   apply   to   the   JMak,   but   also   to   the   little   things   that   get   a   project   from   good   to   great.   Consolidating   a   database   of   photographers,   makeup   artists,   visual   artists,   printing   businesses,   and   others,   and   sustaining   relationships   with   these   entities  can  potentially  be  vital  to  UP  JMA  as  a  business-­‐oriented  student  organization.       Taking  the  Lead   On   the   other   hand,   having   staying   power   as   the   country’s   premier   student   marketing   organization  depends  also  on  our  ability  to  adapt  to  new  and  progressive  partnerships.   We   can’t   continue   to   rely   on   companies   that   have   sponsored   us   in   the   past,   and   expect   that  they  will  continue  to  support  our  new  endeavors.  While  it  is  imperative  to  maintain   these  existing  relationships,  it  is  also  unavoidable  that  these  companies  might  be  going   in   different   directions.   UP   JMA   should   learn   to   keep   up   by   building   new   relationships   with   untapped   companies,   whether   they   are   big   or   small.   To   achieve   this   means   pointing  teams  in  the  right  direction  through  our  Marketing-­‐related  events  or  seminars.     Detecting  No  Flaws   Having  high  aesthetic  standards  for  our  publicity  materials  undeniably  plays  a  big  role  in   brand  image  and  how  our  stakeholders  and  supporters  perceive  UP  JMA.  Raising  the  bar   by   creating   a   stricter   set   of   standards   for   publicity   materials   and   marketing   letters   in   terms  of  billing,  design,  spelling,  and  grammar  (which  can  be  more  destructive  to  the  UP   JMA   brand   than   we   might   think)   ensures   a   higher   level   of   quality   control.   More   importantly,   having   a   Creatives   Point   Person   to   be   oriented   by   Team   Creatives   (much   in   the  same  way  TMS  has  Marketing  Point  Persons)  helps  streamline  our  brand  image,  and   creates  a  venue  for  individual  skill  improvement.    


UPJMA  COMELEC  2012

Learning  From  the  Past   These   days,   Post-­‐evaluation   is   no   longer   common   practice,   or   at   least   taken   seriously.   Stressing   how   crucial   post-­‐evaluation   is   helps   UP   JMA   in   the   long   run   train   teams   to   produce  output  that  is  insight-­‐driven  and  purposeful,  which  cater  to  our  target  market   by   creating     and   filling   a   need,   because   doing   so   provides   a   strong   foundation   for   potential  success.  This  includes  encouraging  base  teams  to  take  the  time  to  extensively   discuss   past   events   during   their   planning   process,   creating   a   venue   for   turnover   from   the   previous   team   to   the   present   team,   and   crafting   a   process   for   easy   but   extensive   post-­‐evaluation.   Moreover,   having   an   easily   accessible   archive   of   past   events   through   thorough   post-­‐documentation,   care   of   Team   Press   (UP   JMA   website,   UP   JMA   YouTube   account),   and   an   easily   accessible   archive   of   post-­‐evaluation,   care   of   Team   Info,   improves  UP  JMA  in  the  long-­‐run.       MY  PLANS  FOR  UP  JMA     Building  the  JMA  Brand   Being  ONE  JMA  doesn’t  only  mean  being  close  and  comfortable  with  one  another,  but  it   also   means   making   a   collective   effort   to   make   UP   JMA   a   better   organization   than   it   already   is.   First,   however,   it’s   important   to   be   on   the   same   page:   what   is   UP   JMA   all   about,   what   kind   of   image   do   we   want   to   project   to   our   stakeholders,   partner   organizations,  and  the  people  who  support  us  by  attending  our  events  or  participating  in   our  fundraisers.  These  are  the  kind  of  questions  we  need  to  be  answering  so  that  we  can   properly  align  ourselves  to  what  UP  JMA  is  at  its  core.  JMA  does  so  many  things  that  we   often  don’t  see  a  common  thread.  At  the  same  time,  we  underestimate  the  influence  of   the   nature   of   these   projects,   and   even   of   their   publicity   and   promotional   materials.   Upholding   a   culture   of   excellence   means   knowing   that   as   members   of   this   organization,   we  represent  a  one  singular  brand  that  is  the  UP  Junior  Marketing  Association.     Clearing  Things  Up   Being   a   director   for   the   first   time   can   be   an   intimidating   and   daunting   experience,   especially  because  it  entails  stepping  out  of  one’s  comfort  zone.  Moreover,  most  of  the   time,   it   also   comes   with   the   uncertainty   of   what   the   functions   of   one’s   directorate   position  are.  Even  those  who  aren’t  first  time  directors,  but  shift  from  one  function  to   another   (for   example,   Marketing   Officer   first   sem,   then   Logistics   Officer   second   sem),   tend   to   get   a   little   lost.   Defining   roles   clearly   can   be   a   big   help   not   only   in   properly   delineating   job   descriptions,   but   also   in   making   sure   that   all   small   details   are   taken   care   of   by   the   right   people.   Beyond   individual   functions   are   team   functions   that   are   also   often  misinterpreted.  Many  teams  have  functions  and  roles  in  the  committee  or  in  the   organization   that   overlap,   and   this   can   cause   problems   and   a   lack   of   understanding,   making   workflows   less   efficient.   Having   proper   and   extensive   discourse   about   these   roles   (on   the   team   level,   and   individual   level)   will   be   able   to   clarify   exactly   what   is   expected  of  each  of  us,  so  we  can  reorient  our  focus  to  pertinent  and  relevant  matters.    


UPJMA  COMELEC  2012

Marketing  From  Every  Angle   Most  JMAers  don’t  see  the  relevance  of  marketing  to  their  directorate  or  staff  positions,   and   often   fail   to   realize   that   marketing   can   be   applied   to   transcend   its   traditional   definition,   and   that   you   don’t   have   to   be   a   Marketing   Officer   to   apply   marketing   concepts   to   your   work.   My   plan   is   to   go   beyond   tele-­‐marketing   and   contacting   corporate  entities  for  sponsorship,  and  help  every  JMAer  see  how  much  they  stand  to   benefit  from  going  past  the  basic  marketing  principles  that  we  usually  learn  from  MarkIt   as   apps,   and   MeME   as   mems.   Again,   this   goes   back   to   my   vision   of   creating   insight-­‐ driven   events:   to   identify   what   JMAers   actually   need   to   learn,   and   by   providing   them   with  relevant  venues  for  learning  with  higher  standards  for  the  academic  events  that  we   organize.     Coming  Full  Circle   Most  teams,  whether  processed-­‐based  or  project-­‐based,  tend  to  neglect  the  importance   of   post-­‐evaluation,   and   how   this   helps   UPJMA   in   the   long-­‐run.   If   our   goal   is   to   make   projects  and  create  processes  that  are  sustainable,  it’s  important  to  know  what  works   and  what  doesn’t.  When  we  plan  for  events  (especially  in  base  teams),  we  tend  to  think   about   only   the   present-­‐day   context   without   considering   the   evolution   of   the   event   throughout  the  years.  Being  able  to  understand  how  the  event  began,  how  past  sets  of   teams  have  handled  the  event  in  previous  semesters,  and  why  it  is  still  and  should  be   relevant  help  in  the  planning  process,  and  give  the  present  team  an  idea  of  how  to  go   about  it.  Creating  better  post-­‐evaluation  documents,  having  an  archive  of  past  projects   and   holding   turnover   meetings   will   help   streamline   a   team’s   thinking   process   towards   creating  quality  events  and  efficient  workflows.     My  Plans  For  The  Committee     Putting  the  COMM  Back  in  PubComm   The   communications   function   of   Pub   is   often   overlooked,   and   in   recent   history   has   only   been  confined  to  the  text-­‐brig  responsibility  of  the  Vice  President,  and  the  publications   that   Team   Press   is   tasked   with   producing.   Following   the   ambiguous   nature   of   Team   Media   Relations   2   semesters   ago,   and   the   successful   solution   presented   this   past   semester   in   the   form   of   Team   Advertising,   my   plan   is   to   extend   the   function   of   Team   Advertising  to  include  advertising  in  the  traditional  sense.  That  is,  to  integrate  marketing   and  media  relations  in  order  to  promote  UP  JMA  as  a  whole  by  having  Org  Sponsorships   with  Media  Partners,  most  especially  in  print,  where  UP  JMA  can  be  featured  as  a  multi-­‐ faceted  and  diverse  organization,  again  contributing  to  the  UP  JMA  brand  equity.     Consolidating  Resources   Most   teams   know   the   pain   of   producing   output   at   short   notice,   and   many   struggle   to   even  figure  out  where  to  begin  when  it  comes  to  creating  publicity  materials,  because  it   contributes   significantly   to   the   success   of   an   event   by   the   way   it   is   perceived   by   the   public.   Having   resources   at   the   ready   creates   a   broader   range   of   options   and   makes   things  easier  and  more  efficient  for  Creatives  Officers  of  various  teams.  Through  efforts  


UPJMA  COMELEC  2012

from  Team  Creatives,  streamlining  and  centralizing  resources  such  as  links,  tutorials,  and   programs   give   Creatives   Officers   an   opportunity   to   improve   the   efficiency   of   their   individual  creative  process.     Staying  Connected   The   UP   JMA   website   has   seen   great   improvement   in   the   past   few   semesters,   and   it’s   important  to  capitalize  on  this  momentum  by  introducing  more  functions  to  the  UP  JMA   website,   using   it   not   only   for   external   purposes   but   also   for   internal   purposes.   The   domain,   UPJMA.COM,   can   be   utilized   for   creating   UPJMA   emails   (ex.   gisellejose@upjma.com)  for  more  professional  external  relations.  A  log-­‐in  page  can  be   made   possible   as   well,   facilitating   private   and   password-­‐protected   dissemination   of   collaterals   such   as   high-­‐resolution   logos,   e-­‐signatures,   and   others.   This   can   also   serve   as   the  centralized  venue  for  the  resource  database  mentioned  above.  Team  Press  is  made   more   capable   of   handling   new   media   utilization   through   the   addition   of   New   Media   Officers,   who   are   tasked   specifically   with   handling   online   accounts,   focusing   on   the   UPJMA.COM  website.     Reexamining  Publicity  Event   The  UP  JMA  Publicity  Event  is  meant  to  be  the  2nd  largest  UP  JMA  event  after  ADHOC.   Due   to   its   non-­‐profit   nature,   Pub   Event   is   given   more   freedom   to   explore   more   possibilities   and   tread   on   new   territory.   I   would   like   to   make   this   more   efficient   by   introducing  the  ADHOC  approach  to  the  PubEvent  planning  process,  and  that  is  to  more   efficiently   evaluate   the   past   PubEvents   and   to   build   a   new   PubEvent   around   these   evaluations.   Part   of   what   I   believe   makes   ADHOC   extremely   successful   is   that   it   has   focus   on   the   target   market,   and   every   member   of   the   team   is   able   to   form   valuable   insights   that   contribute   to   the   planning   process.   Because   PubEvent   is   not   always   similar   semester   after   semester,   this   focused   approach   isn’t   always   applied,   which   can   be   detrimental   to   the   overall   success   of   the   event.   Correcting   this   entails,   again,   proper   turnover  of  documents  and  detailed  post-­‐evaluation.  At  the  same  time,  adding  another   Logistics  Officer  makes  the  proportion  between  manpower  and  event  scale  more  even.     Setting  the  Stage  for  Pub  Lakas   My  vision  for  my  fellow  Pub  members  is  to  introduce  each  and  every  one  of  them  to  the   creative  process,  while  integrating  this  with  vital  training  in  marketing,  through  guiding   them  towards  more  sustainable  events  and  helping  them  recognize  the  function  of  each   team   and   directorate   position,   whether   process-­‐based   or   output-­‐based.   This   means   focusing   on   the   holistic   development   of   the   individual,   through   getting   to   know   who   they  are  outside  of  their  job  descriptions.  This  can  be  achieved  by  working  hand  in  hand   with  the  chairperson  and  together,  helping  them  increase  their  involvement  by  making   them  feel  more  at  home  in  their  base  committee.  For  example,  keeping  the  committee   updated   about   a   member’s   achievements   outside   of   Pub   or   outside   of   JMA   can   really   help   increase   committee   pride;   or,   keeping   the   committee   updated   about   small   achievements  (especially  on  the  part  of  process-­‐based  teams)  can  bring  the  committee   closer  together.  


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?       My  biggest  contribution  to  UP  JMA  has  always  been  my  work  ethic.  I  could  proudly  associate   this  with  every  position  I  have  held  in  JMA  thus  far,  from  Team  Creatives,  to  Team  Pubevent,  to   Chairperson   of   Pub,   and   finally   to   ADHOC.   I   would   have   never   undertaken   any   of   these   positions   had   I   not   been   completely   sure   of   my   readiness   to   handle   each   and   every   one   of   them,  and  at  the  same  time,  I  have  never  taken  any  of  them  for  granted,  precisely  because  I  am   passionate  about  the  nature  of  work  that  JMA  offers.  Ironically,  one  of  the  biggest  things  I  did   this   semester,   besides   ADHOC,   was   BACBACAN   2.   For   me,   dancing   in   a   cheerleader’s   outfit   was   more  daunting  than  organizing  a  party  for  4000+  college  students.  I  feel  compelled  to  mention   this,  because  this  simple  anecdote  can  attest  to  the  fact  that  the  passion  for  event-­‐based  work  I   had  when  I  first  became  a  JMAer,  has  slowly  evolved  into  a  passion  for  UP  JMA.     What  is  your  Unique  Selling  Proposition  (USP)?     My   USP   is   my   ability   to   reconcile   my   love   for   Pub   and   my   passion   for   Marketing.   As   an   applicant,   I   was   a   Marketing   staff   member   for   my   App   Project,   Crave,   and   my   JMA   ‘career’   as   a   marketer   took   off   from   there,   2   out   of   my   4   directorate   positions   having   been   Marketing   Officer,   for   Pubevent   (SurReel)   and   ADHOC   (At   the   Edge   of   Infinity),   respectively.   Because   of   this,   I   am   able   to   introduce   a   creative   process   to   my   work   and   deviate   from   the   traditional   definition  of  marketing  by  finding  new  ways  to  partner  with  corporate  entities.  Adding  to  this  is   the   fact   that   I   Major   in   Economics   but   Minor   in   Creative   Writing   and   Comparative   Literature,   giving   me   the   unique   position   of   being   able   to   bridge   the   gap   between   Publicity   and   Communications  and  External  Relations.     What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       UP  JMA’s  biggest  weakness  is  our  lack  of  follow-­‐through.  Because  the  turnover  of  positions  is   done  every  semester,  there  is  often  no  continuity  of  projects,  and  processes  have  the  tendency   to   become   less   streamlined.   This   is   due   to   the   lack   of   insights   we   have   for   the   projects   we   undertake,   rooted   in   inadequate   training   as   well.   We   need   to   correct   the   very   much   misinformed  notion  that  work  is  done  once  the  event  is  over,  or  once  the  A/R’s  are  paid  for.   Instead,   we   need   to   lay   the   foundations   for   future   teams   by   providing   them   with   enough   information  so  that  they  can  form  a  valuable  and  accurate  insight  around  which  to  plan  their   event,   and   this   involves   not   only   garnering   success   in   the   event   proper,   but   also   holding   pre-­‐ event   fundraisers   that   are   both   attractive   and   relevant,   and   post-­‐event   documentation   and   promotion.  This  is  why  every  single  member  needs  to  be  on  the  same  page  and  know  exactly   who  we  are,  in  terms  of  brand-­‐alignment  and  objectives.  We  are  UP  JMA;  we  need  to  know  it,   and  we  need  to  own  it.        


UPJMA  COMELEC  2012

         

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013  

I.  Candidate’s  Information  

Diego  Mikhail  Testa  de  Ocampo     Address:  Unit  38  Midland  1,  Xavier  St.  San  Juan,  M.M.   Contact  Information:  725  66  32/  0917  5645278   Email:  dtdeocampo@yahoo.com     Current  College:  College  of  Business  Administration   Year:  3rd   Course:  BS  Business  Administration  and  Accountancy     Position  Aspiring  For:  VP  FOR  SOCIALS  AND  PUBLIC  RELATIONS     List  of  Past  Positions  in  UP  JMA:     Team  Embassy  Chairperson   2nd  Semester  AY  2011-­‐2012     Major  Marketing  Event  ENVision:  Logistics  Head   1st  Semester  AY  2011-­‐2012     SPRINT  Head   2nd  Semester  AY  2010-­‐2011     Major  Marketing  Event  Indiemand:  Promotions  Officer   1st  Semester  AY  2010-­‐2011     PR  Event:  L.E.A.P.  Marketing  Officer   2nd  Semester  AY  2009-­‐2010     LAST  Marketing  Head  (Applicant’s  Project)   Major  Marketing  Event  ELECTrify:  Project  Coordinator   1st  Semester  AY  2009-­‐2010          


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)     Condensed  Plan  of  Action   Objective   General  Plan/  Purpose     Specific  Plan  of  Action     Synergy   External  Synergy   Tie-­‐ups  with  Organizations  outside  UP   -­‐Enhance   collaboration   with   § JEMA,  AJMA,  PJMA   organizations   within   and   § Student  Exchange  Program   outside  the  university     § Inter-­‐organization   Marketing     Symposiums  and  Contest       Stronger   Networking   with   alumni   and   industry  professionals   § Corporate  Genmeets   § Mentorship   § Internships  and  Careers     Internal  Synergy   Encourage   more   co-­‐presented   mini-­‐ -­‐More   tie-­‐ups   and   growth   projects  and  events     opportunities   between   § Ex.   JMA   Yearbook,   Your   Daily   Dose   teams  in  JMA   of  Advertising,  Tambayan  Makeover     Further   Raise   the   bar   for   our   other   Team  Embassy   Develop   major  events   § Ambassadors  of  Goodwill   Academic  and     § Start  preparing  for  Agora   Sports  Events     § Find   creative   ways   to   promote   the   significance   of   marketing   both   within  and  outside  the  organization     Official  UP  JMA  IMC  Competition  Team   § Represent   JMA   in   contests,   not   necessarily  only  BA  students     Major  Marketing  Event   § Major   academic   event   that   addresses  a  socially  relevant  issue   § Continue   promotions,   widen   target   market  and  customer  base   § Include  a  “live  execution”  aspect   § Elevate   prestige   of   the   event   and   the  organization       Week  


UPJMA  COMELEC  2012

Continue   to   emphasize,   especially   among  members,  that  UP  JMA  Week   is   a   celebration   of   the   establishment   of   our   organization   and   not   just   limited  to  comm  wars.       Athletics   § Inter-­‐organization   friendly   basketball  tournament   § IE  Club,  EcoSoc,  etc.   Personal   Stronger  Internal  Culture   Midsem  Evaluation   Development     § Issue  over  oversaturation  of  events     § Heads   come   together,   evaluate     strengths  and  weaknesses   § “Trim  the  fat”  for  more  efficiency   § Decide   how   events   can   improve,   which  functions  to  merge       JMM  2   § Applicant’s  Event  Proposal  for  a  JMA   team   § Collaborative  effort  with  members   § Guidance   for   which   team/committee  to  go  for     PC  Growth   § Enforcement   § More   involved   in   the   planning   process   § More  value-­‐adding  responsibilities   Management  by  Objectives   § Communicate   the   specific   objectives/purpose  of  the  team   § Enhance  collaboration   § Success   as   a   function   of   teams   rather  than  individual  efforts     Excellence   and   Individual   Encouragement  to  pursue  more  leadership   Development   roles     § Refine  Job  Descriptions   § Reduce   Demotivation/   Job   dissatisfaction   § Recognize   importance   of   position   held   §


UPJMA  COMELEC  2012

 

Internal  Control  

Strengthen   Improving   relationships   with   the   Service   KIDS   Thrust       Address   the   issue   of   being   “aloof”   within   the   CBA   community  

Enhanced   PR   (Re)Defining   the   Committee   Aspect   and  its  Functions      

  Strong  Committee  Culture   § Strong  SPR  culture   § Be  more  inclusive   Deliverables   § Very   good   system,   just   needs   to   be   enforced   § Chairs  and  Execomm  follow-­‐up     Debts  and  Deficits   § Start:   Present   detailed   estimated   budget   § Middle:   Statement   of   Periodic   Updated  Cash  Flows     § Major   Loan:   Meet   with   Execomm   and   Chairs,   decide   if   certain   expenditures   can   still   be   cut   to   minimize   the   amount   of   money   to   be  borrowed.   § Secure   by   detailed   plan   to   pay   by   the  end  of  semester  and  MOA       KIDS   § Pledges  to  attend  events   § Continue   KIDS’   biographies,   wish   lists,  etc.   § More  personal  relationship  with  the   kids   § Assign   a   “buddy”   per   KID   (strictly   voluntary)     § Quality  over  quantity  of  events       CBA-­‐wide  Socially  Relevant  Event   § Spearhead   a   college-­‐wide   service   oriented   project   with   the   BAC   and   other  BA  orgs   § Remove  the  “aloof”  image   Defining  PR   § Good   relationships   with   various   publics   § Favorable   publicity   for   a   good   corporate  image      


UPJMA  COMELEC  2012

CAMPREL:  UP  JMA  within  UP   § Expand  Director  Base  (+2)   § Alay  sa  Manggagawa   § PR  Arm:  Serve  as  the  official  PR  arm   of  JMA.     § Create  a  monthly  video  and  dossiers   on   JMA   events   to   be   shared   to   the   UP  community   § Tie-­‐up   with   broadsheets   and   media   to  highlight  post-­‐event  coverage     PR  Event   § Introduce  JMA  to  a  new  community   outside   the   University,   tied   with   a   cause   § Properly   define   and   differentiate   from  others   § Unlimited  potential   § Stronger  Promotions   § Participation     Induction   § Induction   ball   for   applicants   and   tribute  for  graduating  members   § Strong  team,  defined  function   § Increase  size,  scale     SPRINT   § Institutionalized  Team   § Consistency   throughout   the   semester   § Focus   on   introducing   the   applicants   to  JMA          

     

         


UPJMA  COMELEC  2012

MY  VISION  FOR  UP  JMA         UP   JMA   is   first   and   foremost   a   community   for   college   students.   At   the   very   heart   of   all   the   organization’s  successful  events  and  brand  equity  are  its  key  assets:  its  people.       Two-­‐fold  Vision:   UP  JMA  as  a  diverse  yet  solid  family  of  aspiring  young  leaders  motivated  by  their  passion  for   growth  and  effecting  change  in  society.     UP  JMA  as  a  diverse  yet  solid  family  of  aspiring  young  leaders…   Community:   As   a   community   of   young   aspiring   leaders,   I   want   to   foster   a   stronger   bond   of   “family”   between   the   members   of   the   organization.   I   aspire   to   create   an   organization   where   cliques  are  minimized  so  that  everyone  is  open  to  the  experience  of  working  with  all  kinds  of   people.   I   hope   to   create   a   stronger   culture   of   openness   and   acceptance   for   the   diverse   personalities  UP  JMA’s  members  have  to  offer.       …motivated  by  their  passion  for  growth  and  effecting  change  in  society.     Growth:   People   are   the   main   success   drivers   of   our   organization.   I   aspire   to   create   more   opportunities   for   every   member   to   maximize   their   potential   and   further   their   holistic   development.     I   envision   organization   where   people   are   not   afraid   to   step   up   and   take   on   more   leadership   roles  and  responsibility  because  I  believe  that  no  matter  how  small  or  large  an  event  can  be,   people  can  achieve  growth.  In  UP  JMA,  training  people  to  be  excellent  marketers  is  secondary   to  our  main  objective  of  training  leaders.       Enhancing   the   quality   of   ideas,   the   willingness   to   execute   them   and   the   management   of   different   personality   types   gives   one   the   skills   needed   to   become   a   leader   in   any   field   one   wishes  to  pursue  in  the  future.       MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES   General  Plans  for  UP  JMA   1. Maximize  both  internal  and  external  tie-­‐ups/SYNERGY     UP  JMA  currently  has  a  very  deep  talent  pool.  Since  2009,  I’ve  witnessed  just  how  much  each   event  was  able  to  grow  in  terms  of  scale  and  achievement  thanks  to  the  vision  of  the  teams.   Synergy   is   now   the   next   step   to   complement   the   directors’   capacity   for   achievement   and   ultimately,  take  the  success  of  our  organization  to  the  next  level.            


UPJMA  COMELEC  2012

External  Synergy   I  sincerely  believe  that  UP  JMA  has  yet  to  fully  maximize  the  opportunity  to  work  collaboratively   with   other   organizations   both   within   and   outside   the   university.   The   proposed   benefits   to   JMAers   through   these   would   be   exposure   to   the   various   working   styles   and   personalities.   Overall,   this   would   not   only   develop   our   members   as   managers,   but   also   strengthen   the   ties   between  UP  JMA  and  other  organizations.       Internal  Synergy   One  of  the  significant  developments  over  the  past  few  semesters  has  been  the  growing  number   of   co-­‐presented   events   both   within   and   outside   base   committees.     I   want   to   continue   this   synergy   among   teams   because   so   much   more   is   achieved   through   their   collective   efforts.   For   the   directors,   it   serves   as   a   chance   to   work   with   people   outside   your   own   teams   and   committees,  and  ultimately  leads  to  greater  results.       2.  Further  academics  and  sports  events   UP   JMA’s   largest   and   most   popular   event   is   definitely   the   AdHoc   major   event.   The   event   progresses   exponentially   every   semester   as   some   of   the   best   of   UP   JMA’s   directors   come   together  to  successfully  and  consistently  deliver  a  groundbreaking  event.     However,  given  UP  JMA’s  events  for  the  past  year  have  been  some  of  the  most  innovative  ones   we’ve  seen  yet.  Given  my  experience  in  various  non-­‐base  teams  (Embassy  and  MME),  I  hope  to   continue   this   culture   of   innovation   especially   with   teams   that   fall   under   the   academics   and   sports  thrusts  of  our  organization   in   order   to   highlight   that   UP   JMA   is   more   than   its   stereotype   of  simply  being  a  “party  organization”.    I  believe  that  generalization  demeans  and  fails  to  truly   capture  the  kind  of  training  UP  JMA  provides  for  its  members.       3.1.Develop  a  Stronger  Internal  Culture     UP   JMA   should   foster   a   stronger   sense   of   community   and   teamwork   between   its   members   and   applicants.   Given   our   young   directorate   body,   the   organization   should   encourage   mentorship   between   the   younger   and   older   members.   By   developing   a   stronger   internal   culture   through   proper   goal   and   job   alignment,   motivation   and   the   quality   of   projects   would   continue   to   improve.       Next,  the  issue  of  oversaturation  of  events  should  be  addressed  democratically.  This  has  been   an   issued   raised   every   plansem,   and   I   believe   it’s   time   we   do   something   about   it   together   as   one  organization.     Also,   debts   and   deficits   have   been   a   prevalent   issue   for   the   past   semester.   While   the   quality   of   these  events  is  unquestionable,  certain  money  handling  and  budgeting  practices  could  still  be   further  improved.            


UPJMA  COMELEC  2012

Plans  for  Committee:   3.2  Excellence  and  Individual  Development   Every  director  in  SPR  should  be  motivated  and  driven  to  achieve.  SPR  really  has  a  very  strong   and   highly   capable   set   of   directors,   they   just   need   to   be   encouraged   to   push   for   more.   In   order   to  ensure  that  each  member  of  the  organization  is  given  the  proper  avenues  to  grow,  alignment   of  jobs  and  personal  goals  should  be  emphasized  in  order  to  increase  motivation.     Once   they   better   understand   the   specific   teams   and   roles   they   will   be   entering   into,   both   satisfaction  and  output  will  improve.       4.  Strengthen  SERVICE  thrust   The   KIDS   program   should   be   given   more   importance   given   more   importance   in   the   coming   years.   It’s   the   quality   and   the   depth   of   the   relationships   built   with   the   kids   rather   than   the   amount  of  events  we  create  for  them  that  is  truly  important.     Also,   for   service,   SPR   must   be   JMA’s   avenue   to   reach   out   to   various   communities,   and   spearhead   initiatives   to   improve   the   organization’s   relationship   with   the   BA   community.   Through  this,  JMA  can  be  a  catalyst  for  positive  social  change  in  society.       5.  Enhance  PR  aspect     Public   relations   is   building   good   relationships   with   various   publics   by   obtaining   favorable   publicity  and  building  up  a  good  corporate  image.  Good  PR  is  more  credible  than  advertising,   picked   up   easier   by   media,   and   can   be   used   as   an   effective   brand   building   tool.   Clearly   defining   SPR’s  function  and  aligning  all  of  the  committee’s  events  can  achieve  this  objective  and  relay  to   the  community  the  not  only  the  achievements,  but  the  values  our  organization  stands  for.       MY  PLANS  FOR  UP  JMA     I.    SYNERGY   External  Synergy     1. Tie-­‐ups  with  Organizations  outside  UP:  JEMA,  AJMA,  PJMA   Going  back  to  the  first  objective  of  synergy,  UP  JMA  should  push  to  pursue  projects  that  allow   us  to  work  collaboratively  with  other  organizations  in  order  to  expose  the  directors  to  various   viewpoints/working   styles   and   to   create   something   larger   than   what   each   could   have   done   individually.       My  experience  in  Team  Embassy  has  allowed  me  to  better  interact  with  the  representatives  of   these   various   organizations   and   they   have   all   expressed   their   intent   to   pursue   the   following   joint  projects  in  the  upcoming  year.          


UPJMA  COMELEC  2012

 

a. Student  Exchange  Program   i. Students   from   various   year   levels   and   courses   could   participate   in   student   exchanges   to   experience   student   life   in   an   entirely   different   setting.   ii. Proposals  will  be  sent  out  early  given  the  due  processes  required  in  each   school.     b. Inter-­‐organization  Marketing  Symposium  and  IMC  Contests   i. A   special   adhoc   team   can   take   charge   of   setting   up   this   inter-­‐ organizational   event.   The   roles   in   the   team   will   be   evenly   distributed   among   the   schools.   An   IMC   contest   will   be   launched   and   each   organization   will   create   and   present   their   plans   in   a   marketing   symposium.   A   cash   prize   and   trophy   will   be   awarded   for   the   best   plan   and  organization.  

2. Stronger  Networking  with  Alumni  and  Industry  Professionals     Corporate  genmeets  first  for  the  members  and  applicants  will  maximize  their  exposure   to   the   various   fields   they   want   to   pursue   after   college.   Companies   will   also   be   invited   to   sponsor  talks  for  JMA’s  members  and  possibly  the  CBA  community.  By  enhancing  our  network   with  UP  JMA’s  alumni  and  those  in  the  industry,  younger  members  can  be  guided  in  pursuing   their  future  careers,  and  graduating  members  could  have  an  easier  time  finding  internships  and   jobs  after  college.       3. Stronger  Tie-­‐ups  Between  Teams     My   experience   in   Embassy   has   given   me   the   privilege   to   work   with   such   a   diverse   set   of   talented   people   from   various   committees   last   semester.   Continue   and   improve   current   partnerships   will   allow   each   team   to   create   and   achieve   more.   These   smaller   projects   can   supplement   their   current   projects   and   help   make   their   directorate   experience   for   the   semester   more  value-­‐adding.       Possible  project:  JMA  Yearbook   Teams  from  all  committees  can  work  together  to  create  a  simple  coffee  table  book  compiling   the  milestones  of  UP  JMA  for  that  year.  This  can  be  done  through  photo  essays,  collages,  and   other  creative  ways  of  expression  in  order  to  capture  the  highlights  of  JMA  that  year.       II. Academics  and  Sports  Events   1. Team  Embassy:     In  order  to  secure  our  place  in  the  Agora  youth  awards,  preparation  needs  to  start  as  early  as   next  semester.  The  team  will  be  tasked  to  compile  all  relevant  write-­‐ups  for  the  first  half  of  the   organization.       Also,  the  team  is  encouraged  to  maximize  its  creativity  in  finding  innovative  ways  to  highlight   the   significance   of   marketing   within   JMA   and   outside   JMA.   The   team   will   continue   to   broker  


UPJMA  COMELEC  2012

marketing   seminars   for   various   organizations   within   the   university.   They   will   also   spearhead   other  possible  tie-­‐ups  for  events.         2. Establish  an  Official  Team  to  represent  the  organization  in  various  competitions     Many   marketing   competitions   are   scheduled   during   the   first   semester.   By   creating   an   official   team  to  represent  the  organization,  UP  JMA’s  equity  of  being  a  premier  marketing  organization   can   be   enhanced.   Members   of   the   team   need   not   be   from   the   College   of   Business/School   of   Econ.  The  only  qualification  would  be  a  passion  for  marketing  and  the  willingness  to  creatively   turn  “ideas  into  products”.         3. Major  Marketing  Event:       MME   has   grown   exponentially   over   the   past   years,   culminating   with   last   year’s   P100,000   ENVision.   Strong   promotions   has   also   broadened   significantly   the   reach   and   increased   participation  in  the  event.  Also,  what  makes  MME  unique  is  its  focus  on  a  socially  relevant  issue   in  society,  highlighting  the  significance  of  marketing  as  a  tool  to  enact  social  change.       Overall,  the  event  has  been  increasing  in  terms  of  prestige  and  recognition.  In  the  coming  year,   the   prestige   of   this   event   could   further   be   enhanced   through   the   inclusion   of   a   “live   implementation”  aspect  so  that  the  marketing  plans  can  actually  come  to  life  and  feasibility  can   properly  be  measured.       4. Week   It  must  be  emphasized,  especially  among  the  members,  that  UP  JMA  Week  is  a  celebration  of   the   establishment   of   our   organization,   and   not   just   commwars.   The   past   teams   have   been   successful   in   communicating   this   effectively,   but   promotions   done   to   increase   member   involvement  should  be  improved.     5. Athletics:       Last   semester’s   team   athletics   did   an   exceptional   job.   Their   passion,   dedication   and   commitment  to  their  team  have  allowed  them  to  take  their  team  to  a  whole  new  level.  Despite   BACBACAN  being  a  semester  away,  I  believe  that  this  team  should  be  retained  in  the  coming   semester.       NCC   could   be   expanded   into   a   friendly   basketball   league   (or   any   sport)   between   UP   JMA,   EcoSoc,  IE  Club,  and  other  organizations  in  UP.  This  would  allow  the  members  to  continue  to   bond  through  their  love  for  sports  and  the  organization.            


UPJMA  COMELEC  2012

III.    Stronger  Internal  Culture   III.a  Organization     1. Mid  Semester  Evaluation   In  order  to  democratize  certain  processes,  a  meeting  will  be  held  before  directorates  allowing   the  JMA  body  to  evaluate  the  past  semester.  Here,  the  organization  will  decide  how  processes   can  be  better  streamlined,  which  functions  can  be  combined,  and  which  events  could  possibly   be  eliminated  for  the  coming  semester.  By  developing  a  feedback  system  that  has  everybody   involved,  the  next  team  can  constructively  take  into  account  all  the  considerations  raised  by  the   organization  in  to  improve  the  next  semester’s  event.       This  would  address  the  recurring  issue  of  event  saturation  and  enhance  democracy  within  the   organization.     1. Enhanced  JMM  2     Team  Recruitment,  Team  Marketing  Solutions  and  Team  Embassy  came  together  last  semester   to  create  a  more  value-­‐adding  JMM  2.  This  semester,  the  applicants  were  tasked  to  fill  in  the   shoes  of  an  actual  JMA  team  to  create  an  event  proposal  for  the  coming  semester.  The  goal  of   this  activiy  was  to  prepare  the  applicants  for  the  directorate  work  they  would  be  experiencing   once   they   enter   UP   JMA.   To   complete   their   task,   they   had   to   interview   the   various   heads/team   of   the   event   they   were   assigned,   providing   them   an   avenue   for   direct   consultation.   They   presented   the   activity   to   a   panel   of   judges   (EXECOMM+   Team)   and   were   given   constructive   criticism.       This  activity  can  further  be  improved  and  continued  given  that  it  allows  the  applicants  to  better   understand   what   working   in   JMA   is   like.   It   also   allows   them   to   explore   and   understand   the   different   teams   in   order   to   help   them   better   understand   what   teams/committees   they   will   apply  for  in  the  future.     2. PC  Growth     The   project   coordinator   system   will   be   given   more   focus   as   this   allows   members   to   continue   growing  even  if  they  work  on  their  own  individual  projects.    This  will  be  implemented  not  only   for  the  applicants,  but  for  the  members  as  well.       All  team  heads  will  be  encouraged  to  involve  their  PCs  more  in  the  planning  process,  and  give   them   more   relevant   tasks/responsibilities   in   order   to   make   the   experience   of   working   for   another  team  more  value-­‐adding.       3. Management  by  Objectives  Approach   Given   JMA’s   organizational   structure,   the   vice-­‐president   and   chairs   of   each   respective   committee  should  explicitly  communicate  the  objectives  of  the  teams  under  them  in  order  to   make  the  events  more  relevant  and  in-­‐line  with  their  purpose    


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The  current  division  of  tasks  is  good,  but  a  stronger  sense  of  collaboration  must  be  enforced.   Teams  need  to  be  reminded  that  the  success  of  their  events/systems  is  a  function  of  how  well   everyone   completes   their   respective   tasks   together,   and   it   cannot   simply   be   a   few   people   performing  their  specific  roles  well.       III.b  Within  SPR     4.  Encourage  Members  to  Pursue  More  Leadership  Roles   Job   descriptions   of   each   team   will   be   modified   in   order   to   clarify   and   clearly   define   the   objectives  of  the  team  in  order  to  keep  the  event  aligned  with  its  intended  purpose.       Also,  this  will  allow  directors  both  within  and  outside  SPR  to  better  understand  and  appreciate   the  significant  roles  each  of  the  teams  play  in  the  development  of  our  organization.       By  allowing  the  members  to  better  understand  what  roles  they  are  expected  to  fulfill,  and  what   significant   value   each   role   can   contribute   to   the   welfare   of   the   organization   could   potentially   minimize  demotivation  arising  from  not  getting  someone’s  top  choice.  à  medyo  vague     5.  Continue  the  strong  committee  culture   As  with  the  many  committees  within  JMA,  SPR  has  a  very  unique  and  strong  committee  culture.   This   should   be   continued   within   the   committee   and   enhanced   to   become   more   inclusive   of   others.       III.d.  Stronger  Internal  Control     6.  Deliverables     The   establishment   of   Team   Info   successfully   centralized   and   streamlined   the   processing   of   deliverables.   Post-­‐event   evaluation   and   deliverables   are   essential   since   they   are   key   tools   to   evaluating  the  team’s  performance  at  present,  and  can  be  used  extensively  as  a  springboard  for   similar  events  in  the  future.  These  are  also  used  to  collect  write-­‐ups  for  our  entry  to  the  Agora   Youth  Awards.        The  team  was  able  to  successfully  revamp  the  files  required  and  efficiently  set  deadlines,  but   sadly,  these  are  hardly  followed.         Stronger  follow  up  from  the  Execomm  and  the  chairs  to  the  heads  can  help  ensure  that  these   deadlines  are  met.  This  issue  has  been  prevalent  since  my  first  planning  seminar,  and  it’s  quite   difficult   to   see   that   we   still   face   the   same   problem   year   after   year.   Directors   need   to   be   informed   and   remind   consistently   about   just   how   important   this   team   and   their   deliverables   are  to  the  organization.            


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7.  Debts  and  Deficits   In   order   to   best   address   this   issue,   teams   will   be   required   to   present   detailed   estimated   budgets   at   the   start   of   the   semester.   In   the   middle   of   planning   for   their   event,   they   will   periodically   be   required   to   submit   an   updated   cash   flows   analysis   detailing   their   cash   inflows   and   outflows,   portraying   potentially   unfavorable   conditions   (“worst   case   scenario”).   Requests   for  loans  will  only  be  granted  to  the  extent  of  the  excess  of  the  inflows  over  the  outflows,  and   secured   by   a   MoA   once   the   conditions   discussed   above   have   been   satisfied.   Teams   will   regularly  be  audited  by  their  respective  VP  to  ensure  the  team  operates  well  within  a  budget   and  is  not  overspending  on  certain  aspects.        Should   the   team   plan   to   borrow,   the   request   should   be   accompanied   by   a   simple   plan   calendaring  their  efforts  to  ensure  they  cover  their  loans  before  the  end  of  the  semester.       Teams  only  want  the  best  for  their  events,  and  borrowing  is  sometimes  essential  given  the  time   delay   of   certain   streams   of   cash.   However,   these   great   ideas   can   be   funded   more   creatively,   or   by   segregating   the   “needs/absolute   essentials”   from   the   “nice   to   haves”.   The   issue   lies   more   with   the   spending   beyond   the   team’s   means,   and   the   solution   lies   in   prevention   more   than   care.     While   the   reinforcement   of   better   control   measures   may   seem   unpopular,   they   are   necessary   to   the   extent   that   they   reduce   the   burden,   be   it   financial   debt   or   demotivation,   placed  upon  directors  after  their  events.       IV.  Strengthen  Service     1. KIDS   At  the  heart  of  all  our  events  are  the  KIDS.  However,  dwindling  KIDS  events  attendance,  save   for  the  organizing  committee  and  the  required  apps,  and  the  lack  of  quality  relationships  has   been   an   issue.   Team   KIDS   has   done   their   part,   but   JMAers   really   need   to   realize   just   how   relevant  the  kids  are  to  the  organization.         Encouraging  the  directors  and  members  to  pledge  to  attend  at  least  one  kids  event  inspires  a   deeper   sense   of   initiative   instead   of   simply   forcing   one   to   go.   Initiatives   made   by   Team   KIDS   such  as  releasing  the  KIDS’  bio,  wish  lists,  and  other  projects  done  to  bring  the  kids  closer  to  the   hearts  of  JMAers  should  be  continued.       JMA  Teams  will  be  encouraged  to  volunteer  to  be  a  “buddy”  for  a  specific  kid  for  the  coming   semester.   Through   this   pledge,   they   will   be   encouraged   to   develop   a   more   personal   relationship   with   the   kid   and   help   the   organization   develop   a   stronger   relationship   with   him/her.   As   a   team,   they   can   help   publish   the   biography   of   the   kid,   surprise   them   on   their   birthdays,  or  serve  as  academic  tutors.       It   must   be   stressed   that   the   quality   of   the   events   and   not   the   quantity   is   what   is   truly   important.  Some  committee  day  outs  have  been  very  last  minute  and  crammed  thus  resulting   in  poor  attendance  and  an  ill-­‐prepared  program.      


UPJMA  COMELEC  2012

My  Plans  For  The  Committee/S     (Continued  from  the  previous  objective)     2.  CBA-­‐wide  Socially  Relevant  Event     The  CBA  Council  has  also  expressed  their  interest  for  the  creation  of  a  CBA-­‐wide  socially   relevant   event.   UP   JMA   has   often   been   considered   aloof   and   distant   from   the   other   BA   organizations.  By  spearheading  this  initiative,  the  organization  can  establish  a  stronger  spirit  of   community  with  the  other  organizations  in  CBA,  and  work  together  to  leave  a  positive  impact   on  society.       V.  Enhance  PR  aspect   Given   the   definition   of   Public   Relations,   the   SPR   committee   should   function   as   the   PR   arm   of   JMA.   Issues   raised   in   the   past   have   questioned   the   true   function   of   the   committee   and   its   teams.   PR   Event   and   Camprel   both   have   very   special   functions   as   these   are   the   teams   that   directly  manifest  JMA’s  public  relations  both  within  and  outside  the  university.     Camprel:     Team  Campus  Relations  is  tasked  to  improve  the  image  of  UP  JMA  within  the  university.       Alay  sa  Manggagawa   This  project  is  very  effective  given  its  current  execution,  target  market,  and  after-­‐event   effects.   This   event   should   definitely   be   continued   with   more   JMAers   encouraged   to   attend.       PR  Arm   Camprel’s   additional   function   for   this   semester   will   be   SPR’s   systems-­‐based   team.   The   team  will  be  tasked  to  help  manage  the  post-­‐event  documentation  and  dissemination.   This   additional   function   will   be   similar   to   that   of   Team   Info,   but   focus   more   on   the   external  aspect.       At  the  end  of  each  month,  the  team  will  compile  a  simple  online  dossier  featuring  write-­‐ ups   and   pictures   about   the   JMA   events   for   the   month   and   share   this   through   out   the   university.  They  will  also  encourage  each  team  in  JMA  to  come  up  with  a  simple  video  to   capture  the  highlights  of  the  event,  similar  to  what  the  previous  Camprel  Team  was  able   to   execute   this   semester.   By   providing   documented   coverage   of   the   event,   we   can   successfully   communicate   to   the   public   all   the   other   events   JMA   has   been   able   to   achieve.       Expand  Director  Base   In   order   to   achieve   its   various   functions   and   increase   the   quality   of   output,   two   additional  directors  will  be  added.        


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  PR  Event:       Team  PR  event’s  main  task  is  to  introduce  UP  JMA  to  a  new  community  outside  the  university.   (Tied  with  a  cause,  specify  this  distinction  from  other  event-­‐based  teams)     PR   Event   over   the   past   several   years   has   featured   very   high   acclaimed   events.   This   team   serves   as   one   of   SPR’s   major   event-­‐based   teams,   but   its   main   purpose   is   really   to   introduce   our   organization   to   a   new   community.   The   potential   of   this   team   is   limited   only   by   the   imagination   of   the   team.   The   current   team   has   really   done   an   amazing   job   in   terms   of   promotions   and   unique   event   concept.   The   promotions   aspect   should   be   further   improved   in   order   to   help   achieve  the  event’s  primary  objective.       Team  Athletics:  (See  separate  discussion  above)       Induction:  Induction  Ball   Highlight   to   members   the   purpose   of   the   team   is   to   induct   the   new   applicants   into   the   organization  and  serve  as  a  tribute  for  the  graduating  members.  The  team  currently  operates   with   a   very   good   structure,   but   could   possibly   grow   in   scale.   Promotions   could   further   be   improved  to  increase  event  attendance.     SPRINT   SPRINT  combines  officers  from  this  committee  and  the  internals  committee  to  create  events  that   foster  a  stronger  internal  organizational  culture.     The   team   should   continue   its   execution   of   Tambay   Week,   Friday   Club,   etc.   but   should   try   to   achieve   this   consistently   throughout   the   semester.   Also,   an   extra   effort   should   be   made   to   invite   applicants   since   it   is   through   this   casual   environment   they   learn   to   become   more   comfortable  with  JMA.                                      


UPJMA  COMELEC  2012

III.  Questions  

  What  is  your  greatest  contribution  to  UP  JMA?       My   greatest   contribution   would   be   helping   develop   the   academics   and   service   thrusts   of   the   organization  through  my  positions  in  MME  and  Embassy.  I’ve  been  fortunate  enough  to  work   with  excellent  teams  over  the  past  few  years  that  were  able  to  effectively  double  the  size  and   scope  of  the  event.       MME’s   current   unique   selling   proposition   of   an   IMC   competition   with   a   very   attractive   grand   prize  and  a  culminating  night,  as  opposed  to  the  traditional  seminar-­‐type  of  event  has  yet  to  be   matched.       For   Embassy,   aside   from   Agora,   we   spearheaded   initiatives   to   promote   the   significance   of   marketing  both  within  and  outside  the  organization.  Tie-­‐ups  with  UP  GeoSoc  and  UP  ARISE  have   helped  strengthen  our  core  equity  of  marketing  excellence.  Within  the  organization,  the  JMM  2   joint   project   was   able   to   integrate   actual   marketing   into   the   application   process   and   give   the   apps   a   chance   to   better   understand   the   organization.   We’ve   also   pushed   for   corporate   gen   meets  to  help  develop  the  members  better  understand  what  this  dynamic  field  is  all  about.     Ever  year,  a  pressing  issue  has  been  highlighting  the  other  thrusts  that  UP  JMA  stands  for.  MME   and  Embassy  helped  cater  to  this  need,  and  highlighted  not  only  within  UP,  but  also  throughout   organization  that  UP  JMA  is  more  than  its  stereotypical  party  org  image.         What  is  your  Unique  Selling  Proposition  (USP)?     All  of  the  past  positions  I’ve  held  in  UP  JMA  have  embodied  the  thrusts  my  platform  stands  for.   It’s  very  easy  to  say  what  we  should  be  doing,  but  not  so  easy  to  actually  do  something  about  it.   I   sincerely   believe   that   our   organization’s   thrust   on   Socials   is   well   addressed   by   AdHoc   and   other   event-­‐based   teams.   By   working   for   these   teams,   I   have   been   given   the   opportunity   to   push  for  events  and  teams  that  highlight  the  other  thrusts  and  further  the  holistic  development   of  our  organization’s  members  and  its  image.       My  systematic  working  style  and  decisive  leadership  approach  is  something  that  has  helped  me   in  my  past  projects.  Working  through  things  systematically  has  helped  increase  efficiency  and   output.   Decisive   leadership   sometimes   entails   making   tough   and   unpopular   decisions   for   the   better.   I’m   not   afraid   to   do   what   needs   to   be   done   to   ensure   that   the   good   of   the   organization   and  its  members  is  upheld  throughout  any  project.       Lastly,  given  that  UP  JMA  has  a  very  young  directorate  body,  I’m  a  proponent  of  older  members   taking   the   initiative   to   guide   the   younger   members   in   helping   them   achieve   both   within   in   outside   the   organization.   This   fosters   a   stronger   sense   of   community.   Through   mentorship,   the  


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younger  generation  of  members  can  learn  from  the  experience  of  older  ones;  thus  enhancing   the  quality  of  events  UP  JMA  has  to  offer.       What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       UP   JMA   over   the   past   year   has   grown   bigger   and   better   thanks   to   the   initiative   of   its   members.   However,   despite   this   stellar   growth,   I   believe   that   JMA’s   biggest   weakness   at   present   is   that   it   forgot  a  lot  of  the  basics.       The  systems-­‐based  teams  are  constantly  finding  new  solutions  to  make  things  more  centralized   within  the  organization,  but  these  plans  aren’t  as  successful  as  they  should  be  because  JMAer’s   don’t  really  comply.  Team  Info,  Funds,  and  TMS  have  currently  really  done  a  great  job,  but  what   we  lack  is  the  follow  through  and  implementation.  In  order  to  address  this,  the  execomm  and   chairs  should  constantly  remind  the  teams  to  submit  these  deliverables.  Also,  the  creation  of  a   mid   semester   evaluation   as   discussed   in   my   GPOA   will   highlight   the   importance   of   these   deliverables.       Another  manifestation  of  this  is  the  prevalent  issue  of  debts  and  deficits  amongst  teams.  The   best  way  to  address  this  is  through  prevention  rather  than  care.  A  new  loan  system  discussed   previously  in  the  GPOA  will  help  streamline  this  process  and  minimize  these  cases  in  the  future.       SPR’s  biggest  weakness  would  have  to  be  how  the  organization  misunderstands  its  function.  By   clearly   defining   what   the   committee   stands   for   and   what   objectives   and   responsibilities   the   teams   should   set   out   to   achieve,   this   confusion   could   be   minimized   and   the   committee   can   focus  its  efforts  to  developing  stronger  PR  efforts  for  the  organization.                                          


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UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013  

2x2 Picture

     

I.  Candidate’s  Information      

MARIA  JACINTA  B.  MAÑAGO     Address:  #2  Fatima  St.  corner  San  Rafael  St.,  Plainview  Subdivision,  Mandaluyong  City   Contact  Information:  535  7303;  0917  809  9453   Email:  jackiemanago@yahoo.com     Current  College:  College  of  Business  Administration   Year:  3rd  Year   Course:  BS  Business  Administration     Position  Aspiring  For:  VP  FOR  SOCIALS  AND  PUBLIC  RELATIONS     List  of  Past  Positions  in  UP  JMA:     SPRINT  HEAD           2nd  semester  AY  20011-­‐2012   PR  Event  Publicity  &  Promotions  Officer  

1st  semester  AY  2011-­‐2012  

GOOD  TIMES  Publicity  Head    

 

1st  semester  AY  2011-­‐2012  

UP  JMA  WEEK  Publicity  Officer  

 

2nd  semester  AY  2010-­‐2011  

Officer,  Team  Socials      

 

 

1st  semester  AY  2010-­‐2011  

Publicity  Officer,  App  Project    

 

2nd  semester  AY  2009-­‐2010  

                       


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II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA     The  UP  JMA  I  envision  is  not  merely  a  top  student  marketing  organization,  but  a  BRAND,   whose  distinct  identity  is  communicated  in  the  spirit  of  excellence    through  relevant  events  and   initiatives   and   more   importantly,   through   the   efforts   and   contributions   of   its   most   important   asset,  its  members.         MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES                   Building  the  JMA  brand  is  not  an  entirely  new  concept.  We  place  the  UP  JMA  logo  at  the   top  of  all  publicity  materials  for  all  events  solely  because  we  want  to  brand  these  events  as  JMA   events.  We  do  it  to  claim  ownership  of  the  success  of  our  events  because  it  is  in  these  successes   that  we  create  a  lasting  impression  among  our  audiences  and  subsequently  strengthen  the  JMA   brand.   However,   I   genuinely   believe   that   we   cannot   rely   exclusively   on   our   events   to   communicate  what  the  organization  is  all  about.  Given  the  chance  to  serve  the  organization  as   VP   for   Socials   and   Public   Relations,   I   believe   what   is   needed   to   address   this   effectively   is   to   put   emphasis  on  the  following  key  themes:  Committee   Specialization,  Proper   Branding,   Member   Satisfaction,  Follow-­‐Through,  Transparency,  and  most  importantly,  Proactive  Public  Relations.   By   focusing   on   these   key   themes,   we   can   expect   to   see   a   fortified   JMA   that   embodies,   communicates  and  celebrates  its  core  values  and  thrusts  for  from  the  inside  out.     MY  PLANS  FOR  UP  JMA     Committee  Specialization       It  is  part  of  JMA  culture  for  committees  to  be  defined  by  personalities  and  sub-­‐cultures   as  opposed  to  the  skills  and  capabilities  of  its  members  in  relation  to  the  committee’s  function   in   the   organization.   Most   teams   experience   almost   the   same   training   because   they   are   essentially   taking   on   the   same   functions   (marketing,   finance,   publicity   and   promotions,   and   logistics),   regardless   of   committee.   In   order   to   address   this   problem,   I   believe   in   firmly   establishing   service-­‐oriented   teams   per   committee   (teams   that   service   other   teams   such   as   TMS   and   Team   Funds)   to   cater   to   the   needs   of   other   team.   They   can   also   organize   training   sessions   for   committee   members   which   not   only   strengthen   the   identity   of   each   committee,   but   also   create   a   bond   among   the   members   within   each   committee.   Though   said   service-­‐ oriented  teams  already  exist  in  the  different  committees,  what  I  propose  is  to  empower  these   teams  and  enrich  their  role  as  the  foundation  of  each  committee  and  of  the  organization  as  a   whole.       Proper  Branding       My   experience   as   a   publicity   officer   has   taught   me   that   perception   is   indeed   reality.   Events   are   pre-­‐judged   based   on   the   creative   appeal   of   their   publicity   materials   and   reflect   either  positively  or  negatively  on  the  organization  as  a  whole,  not  just  on  the  team  organizing  


UPJMA  COMELEC  2012

the  event.  With  that  said,  I  think  certain  standards  should  be  set  in  the  evaluation  of  publicity   materials   by   the   VP   for   Publicity   and   Communications.   These   standards   which   should   include   quality  of  design  and  brand-­‐alignment  just  to  name  a  few  must  be  made  clear  to  each  team’s   publicity  officer  in  order  to  aid  them  in  the  creation  of  effective  publicity  materials.  Of  course,   branding   transcends   mere   creative   appeal.   The   JMA   brand   must   not   only   be   evident   tangibly   through  effective  publicity  materials  but  more  importantly,  in  the  quality  of  its  events  and  the   commitment  of  its  members  to  the  organization’s  motto,  “We  Lead”.  Creative  appeal  is  there  to   capture   the   attention   of   our   audiences,   but   ultimately,   we   must   deliver   our   promise   of   leadership  and  excellence.       Member  Satisfaction     This  semester,  Team  Info  was  able  to  determine  one  of  the  key  factors  contributing  to   member   dissatisfaction   –   Tambayan   Cleanliness.   Undoubtedly,   keeping   the   tambayan   clean   should   be   a   collective   effort   because   it   is   for   the   benefit   of   the   entire   organization   and   can   potentially   tarnish   UP   JMA’s   image   especially   to   the   BA   community.   To   address   this   issue,   I   believe   in   the   use   of   incentives   and   penalties   to   motivate   teams   to   do   their   part,   specifically   by   rewarding  teams  that  merit  JMA  a  score  of  10  based  on  the  BA  Council’s  assessment,  X  deals   (from  Team  Funds)  as  prizes  that  they  can  either  keep  or  sell.  On  the  other  hand,  teams  that   merit  JMA  a  score  of  below  7.5  must  pay  a  fixed  fee  of  P100.00  which  will  be  turned  over  to  the   VP  for  Finance  to  be  deposited  in  JMA’s  bank  account.       Apart  from  that,  I  think  there  needs  to  be  an  increase  in  venues  for  interaction  among   members,  particularly  through  the  following:     • GW  Reunions   Most   JMA-­‐ers   think   fondly   of   their   Guardian-­‐Ward   experiences   but   in   most   cases,   the   relationship   between   guardians   and   wards   ends   after   the   application   process.   The   purpose   of   GW   tasks   is   to   foster   camaraderie   and   encourage   mentorship   between   members  and  applicants  to  guide  the  applicants  in  the  completion  of  their  application   process.  But  why  does  it  have  to  end  after  the  application  process?  Through  proposed   GW  reunions,  former  and  current  GW  pairs  come  together  and  bond  through  sponsored   activities  to  be  organized  by  SPRINT.   • Special  Interests  Database   At  times,  members  only  form  bonds  with  the  people  they  are  most  likely  to  interact  with   (app  batchmates,  team  mates,  fellow  committee  members,  course  mates,  etc.).  In  order   to   break   the   ice   and   encourage   members   to   go   beyond   their   usual   niches,   one   other   way   by   which   the   organization   can   utilize   the   JMA   database   is   by   including   fields   not   only   for   talents,   but   also   for   interests,   hobbies   and   preferences   AND   making   these   special  fields  viewable  to  the  entire  organization  through  an  online  host.  The  file  must   have   a   filter   option   so   that   members   can   easily   see   who   they   have   common   interests   with   and   initiate   future   interactions   with.   The   idea   can   be   pushed   further   through   efforts   by   SPRINT   to   help   members   initiate   and   organize   bonding   sessions   based   on   special  interests  rather  than  just  forging  bonds  over  dinner  and  drinks  (not  that  there’s   anything  wrong  with  that).      


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Lastly,   it   is   no   secret   that   behind   every   successful   JMA   event   is   a   hardworking   team   composed  of  base  directors,  project  coordinators  and  staff.  Having  a  lot  of  members  contribute   to   the   project   can   be   counter-­‐productive   but   at   the   same   time,   it   can   translate   to   performance   efficiency.  Though  I  have  my  own  reservations  about  the  way  PCs  and  staff  are  currently  being   managed,  I  have  decided  to  retain  its  current  structure,  focus  on  empowering  inactive  staff  and   propose  that  team  heads  be  exempt  from  the  requirement  of  applying  for  a  PC  position.       Follow-­‐Through   • Post-­‐event  Documentation   Undoubtedly,   JMA   has   an   impeccable   track   record   in   terms   of   the   consistency   and   quality  of  its  events.  In  spite  of  this,  we  admittedly  have  difficulty  completing  post-­‐event   documentation   which   is   primarily   used   for   future   reference   to   ensure   that   past   errors   are  prevented,  but  can  also  in  fact  be  considered  our  tangible  legacy  to  future  JMA-­‐ers.   Why  then  is  it  that  members  often  overlook  post-­‐event  documentation  and  deem  it  as  a   low   priority   deliverable?   Why   is   there   lack   of   follow-­‐through   in   terms   of   post-­‐event   documentation?   Currently,   Team   Info   handles   the   collection   of   post-­‐event   documentation   which   is   composed   of   4   files,   said   to   be   time-­‐consuming   and   taxing   according  to  some  JMA-­‐ers.  In  order  to  ease  the  process  of  completing  the  post-­‐event   documentation,   the   forms   need   to   be   reevaluated   and   condensed   and   its   distribution   and   collection   system   must   be   made   simpler.   Instead   of   sending   .zip   folders   to   each   team   individually,   the   forms   should   be   condensed   into   one   file   to   be   made   available   online   via   password-­‐protected   link.   It   can   be   patterned   after   the   current   system   utilized   by   TMS,   wherein   forms   to   be   accomplished   by   Marketing   Point   Persons   (MPPs)   are   available   online,   easy   to   navigate   and   sent   directly   to   TMS’   account   in   real-­‐time.   Also,   instead   of   submitting   documentation   after   every   event,   a   consolidated   report   can   be   submitted   at   the   end   of   the   semester   containing   the   post-­‐event   documentation   of   all   events  handles  by  the  team.       • Project  Evaluations     The   success   of   JMA   events   have   always   just   been   measured   by   the   testimonials   of   members/applicants   who   attended   the   event   through   word   of   mouth   and/or   positive   Facebook  comments  or  Tweets.  Efforts  to  conduct  objective  evaluation  of  events  have   not   yet   been   initiated.   To   make   this   happen,   standard   evaluation   forms   will   be   released   through   the   JMA   group,   will   be   sent   to   at   least   30   JMA-­‐ers   present   in   the   event   (standard   sampling   size),   and   will   be   spearheaded   by   Team   Info.   They   will   submit   a   summary   of   the   project   evaluations   to   the   team   and   will   keep   a   copy   for   future   reference.   • Team  Turnovers     The   transition   between   teams   has   always   been   rather   abrupt   and   has   not   been   addressed   properly.   Teams   usually   cut   ties   once   their   event   is   over   and   do   not   realize   their   role   in   the   success   of   future   events.   To   address   this,   old   and   new   teams   are   required  to  schedule  one  meeting  before  the  organization’s  planning  seminar  to  serve   as   the   official   team   turnover.   The   meeting   also   serves   as   the   old   team’s   post-­‐event   evaluation  and  the  new  team’s  pre-­‐planning  seminar  meeting.  It  is  through  this  meeting   that   old   teams   can   turn   over   their   team’s   consolidated   report   for   post-­‐event  


UPJMA  COMELEC  2012

documentation,  summary  of  project  evaluation  and  tips/advice  to  guide  the  new  team   in  their  planning  process.       Transparency  through  Monthly  Reports   To   open   lines   of   communication   between   the   directorate   body   and   the   executive   committee,  monthly  reports  detailing  the  status  of  different  events,  issues  to  be  addressed,   etc.  should  be  accomplished  by  the  executive  committee.  At  the  end  of  each  month,  the  VP   for  Internals  is  in  charge  of  posting  the  report  on  the  Facebook  group.  It  not  only  serves  as  a   “check-­‐up”  of  the  organization’s  health  per  se,  but  also  as  an  open  forum  where  members   can   converse   about   topics   relevant   to   the   organization.   This   can   also   prevent   future   instances  of  miscommunication  between  the  executive  committee  and  directorate  body.     Proactive  PR   The   topmost   priority   of   my   campaign   is   to   promote   and   implement   Proactive   Public   Relations   wherein   we   as   an   organization,   with   SPR   as   the   standard   bearer,   actively   seek   opportunities   that   enable   the   organization   to   increase   its   visibility   and   establish   good   relations  with  partner  organizations  within  and  outside  its  spheres  of  influence  in  order  to   generate   good   PR   for   the   organization.   Letting   our   projects   speak   for   themselves   is   no   longer   enough   to   sustain   and   enhance   the   organization’s   image.   It   is   through   interaction   with  stakeholders  that  we  increase  the  organization’s  equity.  This  is  where  SPR  steps  in  and   where  it  establishes  its  identity  as  the  organization’s  PR  arm.  It  is  also  in  this  way  that  SPR   directly  and  concretely  contributes  to  my  vision  for  the  organization  to  be  recognized  as  a   brand  that  is  recognized,  accepted  and  respected  by  our  audiences.  In  line  with  this  vision,  a   revitalized  SPR  is  needed  to  match  its  fortified  identity.  This  will  be  discussed  further  in  the   following  portion.     My  Plans  For  The  Committee/S     All   • Organize  a  pre-­‐planning  seminar  event  exclusive  to  each  committee  prior   Committees   to  the  org-­‐wide  planning  seminar  to  welcome  the  new  members,   immerse  them  in  their  committee’s  culture  and  to  allow  the  committees   to  convene  regarding  relevant  plans  and  issues   • Conduct  training  sessions  to  be  initiated  by  each  committee’s  main   service-­‐oriented  team  (Externals  –  TMS;  Internals  –  Team  Mems  or  Team   Info;  Finance  –  Team  Funds;  Publicity  –  Team  Creatives;  SPR  –  Team   Camprel)  in  order  to  further  develop  the  skills  of  its  members  in  relation   to  their  committee’s  function  in  the  organization   • For  aforementioned  service-­‐oriented  teams  to  be  more  present  in  the   planning  process  of  the  different  event-­‐based  teams,  specifically:   o Externals  –  Team  Marketing  Solutions:  Marketing   o Internals  –  Team  Info:  Post-­‐event  Documentation  &  Project   Evaluations   o Finance  –  Team  Funds:  Budget  Planning,  Status  of  Fundraisers     o Publicity  –  Team  Creatives:  Making  of  Publicity  Materials  and  


UPJMA  COMELEC  2012

Effective  Publicity  and  Promotions  Planning   o SPR  –  Team  Camprel:  Partner  Organizations     • Have  a  landline  phone  to  be  funded  by  the  JMA  bank  account,  which  can   be  rented  by  teams  for  marketing  purposes  (accountability  to  be  ensured   through  logbooks  and  corresponding  penalties  in  the  event  of  late  return   or  loss,  to  be  surrendered  to  the  VP/Chair  for  External  Affairs)   • Team  Funds  to  work  more  closely  with  the  different  teams,  acting  as   finance  consultants  to  aid  in  the  budget  planning  process  and  to  assess   the  feasibility  of  their  proposed  budgets  vis-­‐á-­‐vis  their  sources  of  income.   The  purpose  of  this  is  to  avoid  future  instances  of  deficit,  which  is  one  of   UP  JMA’s  most  pressing  issues  at  present.   • Team  Info  to  conduct  project  evaluations  and  ease  the  process  of   accomplishing  and  submitting  post-­‐event  documentation   • Team  Induction  to  be  part  of  the  Internals  committee  since  it  is  an  event   that  caters  to  the  needs  of  the  members,  making  it  an  internal  event  by   nature  whereas  the  “Socials”  in  Socials  and  Public  Relations  (SPR)  may  be   more  appropriately  related  to  the  organization’s  social  relevance     • Team  Mems  to  spearhead  the  selection  and  awarding  of  JMA-­‐ers  of  the   Month   • Birthday  text  brigades  to  be  a  SPRINT  initiative   • Team  Creatives  to  be  reestablished  as  a  service-­‐oriented  team,  acting  as   creatives  consultants  to  different  teams  regarding  their  publicity  and   promotions  plan,  and  to  provide  creative  services  if  needed   • Team  Ad  to  train  Publicity  members  in  the  fields  of  advertising,  publicity,   IMCs,  and  in  learning  basic  Adobe  Photoshop  and  basic  video-­‐editing   skills  

Externals  

Finance  

Internals  

Publicity  

  Overall  

Camprel  

SOCIALS  AND  PUBLIC  RELATIONS     • Generally   speaking,   SPR   needs   to   step   up   its   efforts   in   terms   of   generating   good   PR   for   the   organization.   As   mentioned   earlier,   this   can   be   done   through   Proactive   Public   Relations,   which   can   be   manifested  concretely  through  the  efforts  of  all  SPR  base  teams   • Members   of   SPR   will   be   encouraged   to   attend   events   hosted   by   partner  organizations.  This  is  to  cement  SPR’s  position  as  the  PR  arm   of   the   organization,   with   its   members   serving   as   representatives   of   the  organization  in  university  affairs.     • Will  act  as  SPR’s  service-­‐oriented  team,  servicing  the  teams’  needs  for   contacts  to  college-­‐based  and  non-­‐government  organizations     • Will  create  the  template  for  the  partnership  proposals  to  be  sent  to   contacts   • Will   keep   create   and   maintain   a   database   of   all   college-­‐based   organizations,   as   well   as   non-­‐government   organizations   within   and   outside  of  UP  


UPJMA  COMELEC  2012

• •

• • • SocRes     (Team  Social   Responsiveness)  

• • • •

PR  Event   Athletics  

                           

• • • •

SPRINT  

• •

Induction  

Will  actively  seek  partnerships  that  will  entail  knowing  what  JMA  can   offer  and  looking  for  opportunities  to  showcase  these   Will   issue   a   press   release   every   semester   through   the   UP   JMA   Facebook   page   and   website   detailing   the   PR   efforts   undertaken   by   the  organization  during  the  semester     Will   be   in   charge   of   advertising   the   events   of   partner   organizations   in   the  JMA  group   Will  spearhead  ACLE  since  it  concerns  campus  relations   Will   spearhead   joint   events   with   other   marketing   associations   (like   JEMA   and   AJMA)   currently   being   handled   by   Team   Brand   Communications  of  Externals   Will  serve  as  the  organization’s  Corporate  Social  Responsibility  (CSR)   arm   Will   spearhead   Alay   sa   Manggagaw   (previously   handled   by   Camprel)   and  Tambayan  Cleanliness  initiatives   Will  work  closely  with  Team  KIDS  in  boosting  members’  attendance  in   KIDS  events     Tasked  with  responding  to  immediate  concerns  in  the  occurrence  of   calamities/disasters  (ex.  Ondoy,  CDO)   Will  continue  to  seek  untapped  markets  for  its  future  initiatives   Will  be  SPR’s  main  event-­‐based  team   Will  initiate  weekly/monthly  JMA  Jog  Sessions   Will   continue   to   be   in   charge   of   all   university-­‐wide,   inter-­‐org   sports   tournaments   Will  be  in  charge  of  birthday  text  brigades   Will   play   an   active   role   in   the   implementation   of   GW   Reunions   and   Special  Interests  Bonding  Sessions   Should   be   part   of   the   Internals   committee   for   reasons   previously   stated  


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?       My  greatest  contribution  to  UP  JMA  would  have  to  be  a  toss-­‐up  between  my  contributions  as  a   publicity   officer   for   UP   JMA   Week,   as   publicity   head   of   Good   Times   and   as   publicity   and   promotions   officer   of   last   semester’s   PR   Event,   Graffiti.   In   these   events,   I   was   able   to   showcase   my  skills  as  a  creative,  as  a  marketer  and  as  a  leader.  As  a  creative  and  as  a  marketer,  I  was  able   to   produce   quality   publicity   materials   and   co-­‐conceptualize   effective   and   innovative   promotional   strategies.   Examples   would   include   the   panorama   poster   for   UP   JMA   Week,   Graffiti’s   teasers   (which   caused   quite   a   stir   on   Facebook,   as   people   actually   thought   we   committed   a   grammatical   error!)   and   the   guerilla   execution   done   at   the   jogger’s   lane   across   AS   Steps  (which  is  a  JMA  first!).  As  a  leader,  I  helped  ensure  the  success  of  these  events,  evident   through   the   buzz   created   by   last   year’s   JMA   Week   (Have   you   heard?   Spread   the   Word!),   through  the  organization’s  victory  in  the  R18  Vodka  Knockers  Inter-­‐Org  Marketing  Competition   and   through   the   amount   of   attendees   and   book   donations   we   were   able   to   collect   for   our   beneficiary,  Barangay  San  Vicente.         What  is  your  Unique  Selling  Proposition  (USP)?     My   unique   selling   proposition   in   terms   of   plans   would   have   to   be   the   emphasis   I   placed   on   strengthening   the   organization’s   PR   efforts   through   Proactive   Public   Relations,   increasing   the   degree   of   specialization   of   all   committees   and   on   creating   UP   JMA   as   a   BRAND.   As   a   leader,   my   USP   would   have   to   be   creative   skills   combined   with   my   love   for   marketing   and   passion   for   service.   In   other   words,   I   like   thinking   of   creative   ways   to   sell   ideas   and   to   serve   others.   In   addition,   I   am   friendly   and   approachable   and   am   able   to   keep   my   composure   in   sticky   situations.  These  are  traits  that  are  certainly  useful  specifically  to  the  position  I  am  applying  for.       What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       Without  a  doubt,  I  think  JMA’s  biggest  weakness  is  its  lack  of  PR  efforts.  Despite  our  presence   both  online  and  on  campus  (and  even  around  the  metro),  PR  Event  is  the  only  JMA  event  that  is   directed   towards   generating   good   PR   for   the   organization   and   again,   reliance   on   events   to   communicate   what   JMA   stands   for   is   not   enough   to   capture   the   hearts   of   the   organization’s   audiences.  I  suppose  you  can  say  this  is  the  reason  why  I  am  running  as  VP  for  SPR,  because  I   believe   that   the   plans   I   have   proposed   can   turn   things   around   and   further   establish   SPR’s   identity  within  JMA  and  ultimately,  reestablish  JMA  as  a  brand  that  responds  to  the  needs  of  its   stakeholders  while  staying  true  to  its  core  values  and  thrusts.          


UPJMA  COMELEC  2012

UP  JMA  CANDIDACY  FORM   A.Y.  2012-­‐2013      

I.  Candidate’s  Information  

 

Vincent  Augustine  Fausto  Reyes     Address:  Quezon  City   Contact  Information:  0917-­‐5909251   Email:  vincentreyes@gmail.com     Current  College:  Engineering   Year:  4th     Course:  BS  Industrial  Engineering     Position  Aspiring  For:  VP  FOR  SOCIALS  AND  PUBLIC  RELATIONS     List  of  Past  Positions  in  UP  JMA:       Chairperson,  Socials  and  Public  Relations  Committee   2nd  semester  AY  2011-­‐2012     Finance  Head,  Adhoc:  We  Live  For  This   1st  semester  AY  2011-­‐2012     Officer,  Campus  Relations   2nd  semester  AY  2010-­‐2011     Head,  Team  SPRINT   1st  semester  AY  2010-­‐2011     Logistics  Officer,  PR  EVENT:  LEAP   2nd  semester  AY  2009-­‐2010     Staff,  Team  SPRINT   1st  semester  AY  2009-­‐2010     Officer,  Team  Socials   2nd  semester  AY  2008-­‐2009     Project  Coordinator,  PR  EVENT     1st  semester  AY  2008-­‐2009  


UPJMA  COMELEC  2012

II.  General  Plan  of  Action  (GPOA)     MY  VISION  FOR  UP  JMA     I  envision  a  UPJMA  as  the  leading  student  organization  in  marketing  and  project  management   that  is  committed  to  expanding  its  ideals  of  leadership,  excellence,  and  service  to  the  university   and  the  nation.     MY  PROGRAMS  FOR  UP  JMA  AND/OR  COMMITTEES     Campus  Relations   Building  partnerships  with  campus  entities  provides  the  best  PR  mileage  as  other  organizations   are  directly  exposed  to  our  excellence  in  marketing  and  project  management.  This  is  a  team   that  actively  seeks  out  partnerships  with  UP  student  organizations  and  student  councils.  This   team  functions  to  get  partnerships  wherein  UP  JMA  acts  as  a  support  system  to  augment  the   projects/  activities/  operations  of  other  organizations.  The  involvement  with  partner   organizations  ranges  from  selling  tickets  and  sharing  online  content  to  direct  integration  with   the  working  structure  of  the  partner  organization.       PR  event   This  team  works  on  organizing  a  cause-­‐oriented  event  with  a  high  number  of  partner   organizations.  While  campus  relations  seeks  to  function  as  a  support  system  for  other   organizations,  this  team  organizes  an  event  to  create  an  opportunity  for  other  organizations  to   partner  with  UP  JMA.     Media   UP  JMA  has  a  number  of  cause-­‐oriented  events  that  are  not  packaged  properly  to  be  associated   with  UP  JMA  as  an  organization.  This  team  functions  to       (1) produce  PR  content  for  different  media  channels  (social  media,  print,  video,  etc.)  and   (2) manage  the  different  communication  channels  of  UP  JMA  in  exhibiting  the  PR  content.       On  content  production,  this  team  will  augment  the  content  provided  by  TEAM  PRESS  and  TEAM   INFO.  On  channels  management,  this  team  will  actively  seek  out  social  media,  tri-­‐media  (radio,   TV,  print),  and  student  publications  to  exhibit  UP  JMA’s  PR  content.  An  important  concept  to   note  here  is  that  this  team  does  not  primarily  function  to  provide  PR  for  the  different  UP  JMA   events,  rather  this  team  seeks  to  build  on  PR  that  will  be  beneficial  for  UP  JMA  as  an   organization.  Overall,  this  team  seeks  to  provide  consistent  and  coherent  PR  for  UP  JMA   throughout  the  year.     Team  Induction   As  I’ve  mentioned,  I  envision  SPR  as  a  committee  which  focuses  on  PR,  and  I  find  this  function   best  suited  for  the  Internal  Affairs  Committee.  First  of  all,  the  purpose  of  an  Induction  ball  is  to   welcome  the  newly  accepted  members  and  to  induct  the  newly  appointed  and  elected  officers  


UPJMA  COMELEC  2012

of  the  organization.  It  is  also  a  venue  where  we  recognize  outstanding  members  and  we  give   tribute  to  our  graduating  members  for  their  contributions  to  UP  JMA.  These  functions  are  in   line  with  the  Internal  Affairs  Committee’s  role  of  talent  recruitment,  integration  of  the   applicants  and  members,  and  member  development  of  the  organization.       MY  PLANS  FOR  UP  JMA     Strengthening  the  JMA  Brand  in  Social  Media   UPJMA  has  already  evolved  from  being  known  as  a  party  organization  to  being  known  for   organizing  the  best  events  in  the  University.  However,  I  still  believe  that  such  an  image  still  does   not  do  the  organization  justice  as  I  believe  that  UPJMA  is  more  than  just  an  “events  org”.  I   believe  we  should  hold  true  to  our  motto,  “We  Lead”.  I  envision  a  JMA  that  is  socially  relevant   both  inside  the  University  and  out.  I  believe  that  we  can  improve  on  this  problem  greatly  by   simply  improving  our  promotions  and  post-­‐documentation  for  our  socially  relevant  events.  We   need  to  generate  stronger  PR  not  only  for  our  big  events  such  as  ADHOC  and  JMA  Week,  but   also  for  our  smaller  projects  that  may  prove  promising  in  the  future.  If  we  do  so,  I  believe  we   will  mature  as  an  organization  and  break  the  “events  org”  stereotype  that  we  are  currently   confined  to.     My  Plans  For  The  Committee/s     UP  JMA  organizes  the  best  events  and  has  quite  a  number  of  people  who  are  highly  skilled  in   marketing  and  project  management.  We’re  the  most  credible  leadership  organization  and   possibly  the  only  organization  capable  of  organizing  events  in  various  scales  and  capacities.   People  share  the  sentiment  that  we  are  a  credible  leadership  organization,  they  recognize  that   we’re  true  to  our  motto  that  ‘We  Lead’.  I  seek  to  raise  the  level  of  discussion  and  ask:  Yes,  we   lead,  but  we  lead  whom  and  for  what  purpose?  We’re  the  best  but  so  what?  This  discussion   leads  me  to  formulate  a  vision  centered  on  expanding  the  JMA  experience  to  other   organizations  and  external  entities.     This  year  I  seek  to  go  back  to  how  SPR  ought  to  function  as  a  committee  –  that  it  should  focus   on  the  holistic  PR  of  UP  JMA  as  an  organization.  My  assessment  leads  me  to  believe  that  UP   JMA’s  PR  is  cluttered  because  (1)  we  have  too  many  events  that  address  different  objectives,   and  (2)  some  of  our  events  that  deserve  recognition  are  overpowered  by  the  PR  of  some  of  our   bigger  events,  hence  there  is  still  a  disparity  between  how  the  public  sees  UP  JMA  and  how  we   see  UP  JMA.  This  year,  I  seek  to  provide  a  narrowed  structure  focusing  on  building  UP  JMA’s  PR   through  media,  partnerships,  and  events.              


UPJMA  COMELEC  2012

III.  Questions     What  is  your  greatest  contribution  to  UP  JMA?       I  ask  myself,  is  my  greatest  contribution  somewhere  in  the  projects  or  activities  that  I  have   been  involved  in  with  my  different  positions  in  UP  JMA?  My  answer  is  no.  My  greatest   contribution  is  something  that  cannot  be  measured  through  ticket  sales,  profit,  or  number  of   attendees.  This  contribution  is  me  being  able  to  make  a  good  working  environment  for  those  I   am  surrounded  with.  During  my  term  as  SPR  chairperson,  I’ve  made  it  a  point  to  look  out  and   be  close  to  the  people  I  work  with.  I  feel  that  I  was  able  to  do  that  to  that  with  the  SPR   members  this  sem  from  simply  randomly  talking  to  them  about  our  personal  lives  or  organizing   random  SPRinumans.  Through  these  simple  things,  I’ve  been  able  to  let  them  realize  more  that   JMA  is  not  only  about  work,  but  is  also  about  having  a  family.  I  pride  myself  in  helping  the   committee  to  be  closer  together,  giving  them  inspiration  that  things  aren’t  only  about  work.   And  with  this  comes  a  greater  challenge  for  me  to  be  able  to  do  that  not  only  for  SPR,  but  also   for  the  rest  of  JMA.  J         What  is  your  Unique  Selling  Proposition  (USP)?     I  am  not  your  conventional  leader,  but  for  me,  being  a  leader  does  not  simply  mean  having  the   most  experience,  being  the  most  skilled  or  the  smartest  of  the  bunch.  Being  a  leader  does  not   necessarily  mean  being  an  expert  at  areas  like  marketing,  finance,  media,  and  other  fields.   Being  a  leader  for  me  is  simply  becoming  a  leader  for  the  people.       I  am  saying  this  probably  to  the  surprise  of  many  since  I  often  come  across  as  arrogant  and   selfish,  but  I  manage  to  change  people’s  minds  once  they  get  to  know  me.  I  am  someone  who   can  be  humble,  approachable,  and  relatable  to  all  the  kinds  of  JMAers  we  have—no  matter  how   diverse  they  may  be.  I  am  a  candidate  who  not  only  banks  on  technical  skill  and  knowledge  but   on  inspiration  and  motivation,  qualities  without  which  all  the  talents  and  potential  may  be  put   to  waste.  Shy,  arrogant,  aggressive  or  even  laid-­‐back,  as  long  as  you’re  a  JMA-­‐er,  I  am   determined  to  help  you,  mold  you,  and  guide  you.         What  is  UP  JMA’s  biggest  weakness?  How  do  you  plan  to  address  it?       As  I  have  emphasized  in  my  vision  and  plans,  JMA  is  not  able  to  generate  the  balanced  and   focused  PR.  We  create  innovative  and  groundbreaking  projects  every  year,  and  yet,  we  are   unable  to  fully  publicize  and  communicate  these  projects,  events,  and  causes  to  the  public.  As   leaders  of  our  community,  this  lessens  the  impact  that  we  want  to  instill  in  our  society.     I  plan  on  addressing  this  problem  in  two  ways:  creating  more  socially  relevant  events  and   creating  more  channels  for  UP  JMA  to  advocate  its  causes  and  its  achievements.  I  plan  on   making  our  events  more  socially  relevant  by  empowering  teams  like  Campus  Relations  and  PR  


UPJMA  COMELEC  2012

Event  to  actively  seek  out  partnerships  with  other  cause-­‐oriented  organizations,  like  UP  PMHS   and  Red  Cross  Youth,  to  further  promote  our  advocacies.  Also,  as  mentioned  in  my  plans  for  our   organization,  I  plan  on  creating  a  team  that  seeks  to  provide  consistent  and  coherent  PR  for  UP   JMA  throughout  the  year.  They  are  in  charge  of  producing  PR  content  for  different  media   channels  (social  media,  print,  video,  etc.)  and  managing  the  different  communication  channels   of  UP  JMA  in  exhibiting  the  PR  content.          


UP JMA Elections 2012: Candidates' Profiles and GPOA  

UP JMA Elections 2012: Candidates' Profiles and GPOA

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