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      AIESEC  in  Brazil  2011-­‐2012     Year  Plan   Developing  true  change  agents  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


“We  are  the  national   leadership   team  in  Brazil  of  the   world's  largest   youth-­‐run   organization.   Together,   we've   lead   85   teams,   travelled   to   over  50  countries  and  speak  7  languages”.    

 

In   May   2011,   16   young   people   from   all   regions   of   the   country   came   together   to   begin   an   incredible  journey  of  leadership,  learning  and  life-­‐changing  experiences.  Working  together  for   the   next   year,   they   will   lead   the   world's   largest   youth-­‐run   organization   in   one   of   the   most   impactful  countries  in  the  world:  Brazil.     After  successful  terms  with  AIESEC  in  their  local  committees,  they  joined  the  National  Board  of   AIESEC   in   Brazil   in   São   Paulo   to   manage   national   operations.   Together,   they   are   responsible   for  overseeing  the  strategic  direction  of  a  network  of  over  3,700  members  in  33  entities  in  the   5  regions  of  Brazil.       Collectively,   these   16   individuals   have   travelled   to   over   50   countries   and   speak   7   languages.   Their   educational   backgrounds   are   diverse,   including   business   administration,   economics,   commerce,   law,   engineering,   communication   and   journalism.   They   have   lead   more   than   45   teams  in  AIESEC.  The  diversity  of  this  group  of  young  professionals  represents  AIESEC's  unique   global  reach.     Through   their   time   with   AIESEC,   these   14   individuals   have   been   able   to   gain   valuable   experience  in  leadership  and  develop  a  passion  for  seeing  positive  change  in  society.     As   they   start   their   term   here   in   São   Paulo,   their   goal   is   to   ensure   that   AIESEC   in   Brazil   achieves   a  year  of  growth  and  impact  across  the  world.     The  AIESEC  in  Brazil  National  Board  team's  story  is  just  one  of  many  lived  by  exceptional  teams   across  AIESEC's  network  of  50,000  members  in  110  countries.  

     

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  

 


National Board Staff

   

Name  

Title  

Rogerio  Quaresma     Luisa   Freitas   Junior  Mendonça   Leonardo  Silveira   Gabriela  Dutra   Esteban  Navarro   Shree  Govindarajan   Larissa  Armani   Deise  Caline   Raphael  Fraga   Carolina  Milério   Maria  Antonieta  Penido   Thiago  Gabri   Pedro  Sander    Acácio  Bertogna  Júnior    Vinícius  Tsugue    

President   VP  Incoming  Exchange  Corporate   VP  Incoming  Exchange  Non-­‐corporate   VP  Outgoing  Exchange  Corporate   VP  Outgoing  Exchange  Non-­‐corporate   VP  Talent  Management   VP  Communication   VP  Public  Relations   VP  Finance   VP  External  Relations   External  Relations  Manager   External  Relations  Manager   External  Relations  Manager   VP  Local  Committees  Development   Local  Committees  Development  Manager   Local  Committees  Development  Manager  

Acronym Guide    

Acronym  

Definition  

SG   EP   TN   TNA   ICX   OGX   LR   X+L   NEP   NST   X   MC   CEED   LC  

Supervisory  Group   Exchange  Participant   Traineeship  Nominee   National  Internal  Audit  Team     Incoming  Exchange   Outgoing  Exchange   Leadership  Role   Both  Leadership  Role  and  Exchange  Experiences   National  Exchange  Partner   National  Support  Team   Exchange   Members  Committee   Involvement  of  a  member  in  another  AIESEC  entity   Local  Committee  

 

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


National Board Brand     The   National   Board   Brand   defines   how   the   team   wants   to   be   recognized   by   its   stakeholders:      Pioneers    United      

Purposed   Professional   Collaborative   Courageous  

   

National Board Values    

The  National  Board  Values  are  the  principles  upon  which  the  team  guides  its  behavior:      Respect    Team      

Purpose   Simplicity   Balance   Positivity  

   

National Board Team Stand  

Empowering  a  network  that  is  inspired  to  achieve  a  common  vision:   developing  change  agents  through  meaningful  experiences.     We  are  a  leading  country  in  the  AIESEC  network  and  are  recognized   externally  for  our  relevance  in  Brazil.    

Introduction to the term plan   The  MC  2011/2012  plan  has  the  following  main  elements:    Organizational  Goals    Key  drivers    Operations  Strategy    Functional  Strategy     AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Organizational Goals   Organizational  Goal   Exchange  Experiences   Leadership  Experiences   Full  Experiences   Members   Entities  

Target   4900     2700    1400   6500   44  

 

Key drivers    

Strengthening  national  programs      Aligning  national  operations    Improving  our  products    Adjusting  our  practices    

 

 

 

Supporting  the  network  more   effectively    Fostering  a  more   collaborative  environment    Increasing  one-­‐on-­‐one   interaction    Improving  national  learning   effectiveness  

   

 

 

Expanding  our  physical  presence    Managing  expansion  like  a   program    Packaging  products  for   expansion    Targeting  priority  regions  and   cities    

Positioning  AIESEC  as  a  global   youth  voice    Increasing  online  and  media   presence    Expanding  and  externalizing   youth  forums    Researching  and  promoting   youth  opinion  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Operations Strategy  

Incoming  Exchange  -­‐  Corporate     Expected  Outcomes:  !        15  local  committees  delivering  Corporate  Incoming  Exchange  realizations;    100%  of  the  network  partnering  with  a  Superior  Education  Institution  for  visas;    A  national  Customer  Relationship  Management  system  and  practices  in  place;    Local  committees  with  a  solid  knowledge  basis  about  visas  and  Sales.     Strategies:      Delivery:   Visas   Knowledge:   All   LCs   able   to   deliver   visas   process   with   universities   partnerships;    Increase   ICX   corporate   Sales   Force:   Guarantee   that   LCs   are   able   to   sale   our   national   program;    National  CRM  –  create  and  implement  an  effective  national  CRM    PMX  –  Identify  companies  that  already  ask  for  this  service  and  build  GC  to  sell  this  as  a   product.    SME  program  development  –  Clarify  the  benefits  of  this  program  and  implement  this   program   as   a   volume  -­‐  :  a  significative  number  of  LCs  delivering  a  corporate  exchanges   through  this  effective  National  Program  –      Global   Talent   -­‐   Program   (International   Business,   information   Technology   and   SME   (MT&TT)   -­‐   Ensure   the   implementation   in   the   networking,   using   the   “Global   Talent”   branding.      

Incoming  Exchange  -­‐  Non-­‐corporate     Expected  Outcomes:      200%  growth  of  Non-­‐Corporate  Incoming  Exchange  realizations;    100%  of  Local  Committees  running,  at  least,  two  National  Programs;    Delivery   of   a   high   volume   of   Non-­‐Corporate   Incoming   Exchange   through   National   Programs  during  the  right  peaks;      Longer  peaks  of  Raising  well  distributed  among  the  Local  Committees;    Improvement  of  the  National  Matching  Process;      Better  exchange  results  distribution  among  the  Local  Committees;    Local   Committees   managing   Non-­‐Corporate   Incoming   Exchange   results   effectively   through  a  focused  structure  with  marketing  intelligence;    100%   of   the   Local   Committees   fully   empowered   and   capable   to   capitalize   external   funding  to  invest  on  the  growth  of  National  Programs;      

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Strategies:      Improving:   Reviewing   National   Programs   to   improve   the   National   Support   Package:   programs   more   tangible   and   marketable   have   a   better   penetration   in   the   market   which  can  bring  better  results  and  positioning  of  AIESEC  in  Brazil.    Investing   on   outsourcing   services:   Developing   marketable   jobs   for   our   National   Programs,   educational   material   and   non-­‐corporate   knowledge   to   improve   the   performance  of  our  network.    National   Education:   supporting   LCs   on   operations   management   through   effective   project  management  practices,  leadership,  online  training  and  developing  the  Learning   Center  Platform.    Implementing   large-­‐scale   operations   management:   a   larger   number   of   LCs   delivering   a   larger  number  of  exchanges  through  more  effective  National  Programs.    Sales  Culture  Development:  Develop  sales  force  among  the  network  in  order  to  have   longer   peaks   of   raising   well   distributed   among   the   Local   Committees:   have   demand   throughout  the  year  and  creating  “off-­‐peaks”  realizations.    Supply   Management:   Reviewing   current   country   partnerships   and   seeking   for   new   ones  in  order  to  promote  AIESEC  in  Brazil  abroad  and  connecting  the  Brazilian  network   with   the   rest   of   the   world:   a   larger   number   of   foreign   EPs   seeking   Brazilian   traineeships   and   Brazilian   Local   Committees   being   able   to   match   with   the   best   suppliers.    Improving   the   National   Matching   Process:   Reviewing   and   improving   the   matching   process   at   a   Local   Level   to   align   with   the   suppliers’   timeline.   Invest   on   Combo   Matching  during  “off-­‐peaks”  and  in  International  CEEDErs.    Empowering:  Work  with  MC  ER  Managers  to  implement  fundraising  strategies.    

   

Outgoing  Exchange  -­‐  Corporate     Expected  Outcomes:  !        Implement  MT  Short  Term  program  and  deliver  at  least  100  X  from  this  initiative;    Expand   the   reach   of   our   message   (200%   Growth   in   subscriptions   to   corporate   programs)   through   customized   channels   (e-­‐recruitment,   web   2.0,   current   partnerships   such  as  Brasil  Júnior);    Effectively  work  with  high  volume  cooperations  nation  wide  level;    Start  working  with  companies  for  selling  PMXs;    Reinforce  the  brand  of  our  Corporate  programs;    More  than  75%  of  the  network  effectively  running  corporate  programs;    Delivery  time  between  60  and  90  days  and  75%  Realization  Rate;    200%  Growth  in  OGX  Corporate  realizations.           AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Strategies:      Development:   Guarantee   the   empowerment   of   LCs   to   run   corporate   programs,   recognize   its   market   opportunities   and   capitalize   on   that;   capacity   to   manage   the   programs.    Alignment:  Guarantee  the  right  timeline  to  deliver  what  we  want  to  our  stakeholders;   be  more  active  at  international  level  to  sell  our  programs  and  share  goals/planning  to   assure  the  right  delivery.    Refurbishment:  Guarantee  that  our  publics  are  aligned  with  our  target  audiences  and   market  needs;  adjust  timeline  according  to  the  global  wave;  guarantee  matching  and   the  brazilian  EP  as  a  differential.    Expansion:   Guarantee   that   the   LCs   are   using   customized   channels   to   optimize   their   approach   towards   the   target   audience;   Grow   in   media   appearances   through   production  of  relevant  content  (AIESEC  Challenge);  invest  in  our  suppliers  to  guarantee   TNs  for  Brazil.    

 

Outgoing  Exchange  –  Non-­‐corporate     Expected  outcomes:      70%  of  all  matches  with  national  cooperations;    80%  satisfaction  evaluation;    50%  of  EPs  are  reintegrated;    150%  growth  in  the  Cidadão  Global  program;    85%  realization  rate;    60  days  delivery  time;    100%  of  LCs  working  with  Cidadão  Global  extension;    100%  of  LCs  working  with  the  combo  strategy.     Strategies:      Supply   and   Demand   Management:   Identify   the   exchange   opportunities   on   the   myaiesec.net  system  and  align  with  the  product  that  we  sell    Product   Definition   and   Expansion:   Identify   the   needs   of   our   audience   and   how   can   AIESEC  supply  that.      Communication   Alignment:   Align   the   Product   to   the   audience   and   how   we   will   be   effective  on  the  connection  between  both.    Recruitment   and   National   Communication:   Have   a   national   positioning   and   recruitment  system  to  facilitate  the  Local  Committee  process.    Selection   and   RA   Improvement:   Have   a   simplified   and   faster   selection   process   to   approximate  the  students  public  with  AIESEC.    Exchange   Quality   and   Education:   Guarantee   Quality   Minimums   on   our   exchange   and   ensure  this  will  be  provided  for  our  partners.  Educate  our  exchange  participants  to  live   the  experience  and  the  cultural  learning  at  the  most  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


 National   Partnerships   Plan:   Have   international   suppliers   to   ensure   more,   better   and   faster  exchange  experiences    FA   MA   Initiative:   Stimulate   the   matching   process   through   reward   and   recognitions   campaigns  to  ensure  the  product  timeline    Full  XP  Strategy:  Guarantee  the  engagement  of  AIESEC  Exchange  participants  with  the   Leadership  Programs  also.    Brazilian   Ambassador:   Train   and   ensure   that   each   exchange   participant   will   be   responsible  and  conscious  about  they  role  as  AIESEC  and  Brazilian  ambassador.    Combo  and  Outside  of  peak  RE:  Offer  and  capitalize  long-­‐term  exchanges  and  results   through  all  the  year  on  the  Global  Citizen  Program    Management   capacity   build   and   network   support:   Train   the   network   to   lead   a   high   volume  of  quality  experience.      CNDL:  Work  with  National  Exchange  Partners  to  Outgoing  Exchange  sides  and  ensure   the  companies’  market  needs  through  the  program    Education  Traineeships:  Explore  and  capitalize  the  Education  students  with  the  AIESEC   system  opportunities.  

   

Team  Leadership     Expected  outcomes:        LCs  are  able  to  manage  S&D  of  Team  Leaders;    Team  Leader  is  established  as  product  for  externals  in  all  LCs.     Strategies:      Team  Leader  auditing  system  implementation  nationally,  allowing  S&D  management;    Align  Team  Leader  portfolio  to  Operations,  creating  teams  just  according  to  LCs  needs;    Develop  features  and  standards  of  the  Team  Leader  Portfólio;    Develop  new  Marketing  Materials  for  promotion  of  Team  Leader  Portfolio.  

   

Exchange  +  Leadership     Expected  outcomes:        Every   Leader   and   EP   who   goes   on   exchange   has   a   cultural   preparation   setting   right   expectation  for  more  AIESEC  XP  programs;    Alumni  network  is  reintegrated  in  order  to  go  on  Exchange;    Each  LC  runs  internal  recruitments  all  year  long;    Every  EP  is  reintegrated  into  Team  Leader  &  Team  Member  programs.          

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Strategies:      Run  a  pilot  of  Outgoing  Preparation  Seminar  for  Leaders  and  EPS;    Locally  LCs  can  run  Exchange  Preparation  Seminars;    Brazilian  Leaders  are  ambassadors  in  their  exchanges  with  local  Government  support;    Reintegration  campaign  and  buzzing  strategy  are  implemented;    Combo  promotions  and  fee  discounts  for  Leaders;    Pipeline  management  improvement  in  order  to  manage  each  program;    One  to  one  exchange  sales  for  leaders;    Experiences  marketing  at  local  level;    Social  Media  communication  with  Home  LC  during  Exchange;    Team  Member  program  is  beginning  while  exchange.  

   

Members     Expected  outcomes:        LCs  are  able  to  plan  talent  and  get  it  from  the  market;    LCs  are  able  to  recruit  people  anytime  in  the  year;    LCs  are  able  to  adapt  new  AIESEC  XP  into  operations.     Strategies:      Implement  a  new  talent  planning  tool  enabling  balance  between  students  market  and   LCs  needs;    Implement   recruitment   tool   for   management   during   the   execution,   supporting   decision  making  processes  about  talent  during  this  moment;    Make  selection  process  faster  and  simple  trough  standards  of  selection  and  responding   to  talent  planning;    Headhunting  process  development  and  implementation  in  LCs;    Fast  induction  by  IT  solutions  to  EPs;    Establish  minimums  of  development  in  each  AIESEC  XP  program  for  Brazil;    Implement  customer  experience  management  culture  by  satisfaction  system  according   to  canvas  models.  

   

Entities     Expected  Outcomes:        Increase  number  of  LCs  expanding  (15);    Increase  number  of  LCs  (34);    Increase  number  of  extensions  (6);  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


 Increase  number  of  expansion  initiatives  (8);    Build  Capacity  to  support  LCs  and  expanding  LCs;    Reducing  LCs  delivery  time  to  9  months.     Strategies:        Packing   Products:   Creation   and   standardization   of   an   Expansion   Product   for   Students   and   Universities;   Standardization   of   programs   (exchange,   leadership   and   full   experiences)  to  be  run  by  expansions;    Education:   Creation   of   an   extension   booklets   with   guidelines   to   create   and   develop   expansions,   with   basic   trainings   about   management   and   operations;   Reinforcement   systems   to   guarantee   LCs   engagement   and   recognition;   Education   of   LCs   with   expansion  capacity;    Capacity   Building:   Utilization   of   LC   Coaches   part   time   totally   focused   in   supporting   extensions  and  expansion  initiatives;    Sustainability:   Creation   of   a   model   to   analyze   the   risk   and   the   capacity   of   an   LC   to   expand  (based  in  finance,  human  resources  and  programs  execution  maturity);    Generating  Pipeline:  Promotion  of  the  Expansion  Product  in  the  website;  Following  up   contacts  and  applicants.    

Functional Strategy  

External  Relations     Expected  outcomes:      Be  recognized  by  the  global  network  as  the  Top  1  country  in  terms  of  ER;    Increase  revenues  in  150%  with  100%  retention  of  partnerships;    Over  50%  of  LCs  increased  ICX  DT  performance  due  to  MC  initiatives;    MCs  and  LCs  have  a  great  relationship  and  leverage  ER  opportunities  together.     Strategies:      Increase  the  number  of  GEPs  becoming  NEPs;    Increase  the  number  of  NEPs  turning  over  GEPs;    Be  the  most  proactive  country  in  the  global  network;    Implement  new  National  Coordinators  Structure;    Leverage  New  Sales  and  Account  Expansion;    Prepair  and  develop  a  LC  to  manage  and  deliver  efficiently  in  Rio  de  Janeiro;    Implement  Regional  Sales  structure;    Public  Fundraising;    Partnerships  with  Foundations  and  Institutes;    NEP  Policies:  review,  educate  LCs  and  convert  local  partners;    Segmentation:  for  SP  and  the  whole  network;    National  CRM  Implementation;    Reporting:  to  MCP,  MC  team,  CSN,  network  and  SG.    

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Government  Relations     Expected  Outcomes:      AIESEC  in  Brazil  started  partnerships  that  increased  X  volume;    AIESEC   in   Brazil   is   recognized   as   a   youth   voice   by   participating   of   important   councils   and  discussions;    AIESEC   in   Brazil   defined   a   clear   strategy   to   participate   of   2014   FIFA   World   Cup   and   2016  Olympic  Games  and  closed  first  partnerships;    AIESEC  in  Brazil  is  working  to  improve  VISA  Policies  and  Labor  Laws;    AIESEC  in  Brazil  is  expanding  due  to  government  investments.     Strategies:      Starting  partnerships  with  Public  Companies  that  turn  over  to  TN  Takers;    Applying  for  Public  Funding  Programs  that  generates  DTs;    Hiring  an  external  advisory  focused  on  Government  Affairs;    Participating  officially  of  councils,  foruns  and  important  discussions  related  to  our  main   themes   (Youth,   Education,   Leadership,   Entrepreneurship,   Innovation,   Sustainability,   Exchange,  Immigration);    Strengthen  relationship  with  Organization  Committees;    DTs  to  work  with  Entrepreneuership  and  Business  Development;    DTs  to  work  with  Education:  languages  and  culture  for  tourism;    Strengthen  relationship  with  CNIG,  CNI  and  other  councelors;    Strengthen  relationship  with  related  organizations  looking  for  common  demands;    Strengthen  relationship  with  MRE,  MTE,  Turismo,  MEC  and  MTC;    Partnernership  with  MEC  to  expand  to  all  Federal  Universities;    MEC  institutional  and  financial  support  to  expand  to  State  and  Private  Universities.      

Communications     Expected  Outcomes:      Growth  in  X  results,  stemming  from  Communications  support;    Higher   reintegration   and   integration   numbers,   stemming   from   Communications   support;    Greater   online   presence,   determined   by   a   higher   PageRank,   more   hits,   and   more   students  and  companies  connecting  to  AIESEC  through  the  website;    Growth  in  alumni  connections  nationally  and  locally;    LCs  managing  alumni  relations  and  using  alumni  to  generate  results;    Activation  of,  and  strong  support  towards,  the  endowment  fund.             AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Strategies:      Connection  to  the  Global  Network  –  Promoting  AIESEC  in  Brazil  abroad  and  connecting   the  Brazilian  network  with  the  rest  of  the  world.  Using  online  portals  to  have  foreign   EPs  seeking  Brazilian  TNs  and  Brazilian  LCs  being  able  to  connect  with  good  suppliers.      Connection  to  the  National  Network  –  Bridging  communication  between  Brazilian  EPs   abroad   and   the   Brazilian   network.   Using   an   EP   blog   to   promote   exchange   opportunities  while  ensuring  quality  and  purpose.    Achieving  more  Impact  –  Tweaking  promotions  processes  to  target  potentials  pools  of   students  and  graduates  to  participate  in  the  GIP.    Empowering  –  Creating  campaigns  and  activating  others  to  benefit  from  AIESEC  fully.   Reintegration   (X+L)   and   integration   (L+X)   campaigns   to   achieve   more   integrated   experiences.    Professionalism   –   Providing   ICX   and   ER   areas   with   the   materials   and   tools   necessary   to   present  a  branded,  professional  face  of  the  organization.    Cross-­‐Generational  Connection  –  Shifting  national  mindset  for  alumni  to  be  recognized   as   a   prominent   stakeholder.   Through   proper   relationship   management   systems   and   the  supply  of  relevant  activities  and  events,  a  stronger  connection  will  be  built.        

Public  Relations     Expected  Outcomes:    

 Every   stakeholder   is   interacting   with   AIESEC   easily   and   frequently   via   our   website  and  social  media;    Our  media  positionings  drives  our  achievement  of  organizational  goals;    AIESEC  is  recognized  as  the  most  prominent  youth  leadership  organization;    Society  recognizes  AIESEC's  importance  as  a  result  of  our  impact  through  media   appearances;    AIESEC  has  contributed  to  major  national  events  representing  youth  voices;    100%  LCs  working  with  local  events  and  network  surveys;    200%  of  increase  im  media  appearance;    100%  of  institutional  partnerships  satisfied  with  AIESEC  relationship.  

  Strategies:      Institutional   positioning   through   effective   press   consultancy   and   social   media   to   all   publics:   define   AIESEC   as   a   reference   in   youth   leadership   (“liderança   jovem”)   to   all   publics;    Products  positioning  in  the  external  market:  position  our  AIESEC  Experience  products   in  the  external  market  via  website;    Positioning   AIESEC   in   Brazil   to   the   global   AIESEC   network:   packaging   our   products   to   the  AIESEC  network;    Forums   Program:   develop   a   new   format   and   specific   materials   to   the   LCs   develop   a   new  calendar  of  events;  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


 New   institutional   partnerships:   guarantee   new   partnerships   that   could   bring   impact   to   our  network  and  also  for  the  national  team;    Better   knowledge   of   our   network:   researches   and   surveys   campaings   to   know   better   the  profile  of  our  network  and  show  it  to  society:  who  are  the  true  change  agents.      

Local  Committees  Development     Expected  Outcomes:        Support  channels  delivering  objective  solutions  (to  be  tracked  with  the  LCP);    Coach  Visit  delivering  a  more  in  depth  support,  understanding  the  LC’s  problems,  not   just  implementing  new  strategies;    Closer  approach  to  the  LC  reality  and  constant  contact;    LCs  working  at  full  capacity;    AIESEC  in  Brazil  working  as  a  network,  not  as  separate  entities;    CSN  working  as  a  decision  making  board;    LCs  searching  for  solutions  among  the  other  LCs;    LCs  fully  implementing  MC  programs;    LCs  growing  100%;    LCPs  and  EBs  better  capacitated  to  lead  their  LCs;    LCs  working  in  the  desired  timeline  of  MC  programs;    LCs  achieving  100%  of  goals  achievement.     Strategies:      To  adopt  and  1-­‐1  approach  with  LCPs  and  EBs;    To  have  LC  Coaches  part  time  to  improve  support  capacity;    To  assess  more  holistically  the  LCs  reality  to  deliver  a  better  coach  visit;    Incentive  system  that  rewards  network  achievement;    Incentive  system  that  rewards  good  case  sharing;    CSN  capacity  building  focused  on  the  LCP  role  inside  the  CSN;    To  deliver  a  clear  and  useful  planning  process;    Usage  of  the  conference  channel  to  engage  LCs  in  the  MC  Strategies;    Legislating  over  the  MC  programs  usage;    To  work  on  the  LCPs  and  EBs  soft  and  hard  skills  during  conferences  and  coach  visits,  as   well  as  in  the  other  support  channels.      

Learning  

  Expected  Outcomes:      Deliver  an  effective  way  of  planning  education;    Improve  the  network  capacity  of  learning.          

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


Strategies:      Implementation  of  Learning  Plan:  implement  inside  the  MC  and  the  LCs  a  model-­‐based   learning  plan  in  order    to  use  the  education  strategically  towards  results;    Creation   of   MEC   (Membership   Education   Cycle):   define   the   knowledge   that   the   membership   should   have   and   the   entity   that   is   responsible   to   deliver   it   so   that   we   have  a  model  that  enables  leaders  to  plan;    National   Learning   Task   Force:   gather   and   create   materials   to   support   the   learning   in   each   functional   and   for   each   program   of   the   AIESEC   Experience   to   create   enough   content  for  the  virtual  education;    National  Education  Weeks:  create  weeks  that  happen  periodically  with  trainings  of  all   functions   to   the   entire   network   in   order   to   act   with   the   LCs   according   to   the   operations  timeline  and  to  organize  the  interaction  with  the  network  better;    Involvement  of  Externals  on  Learning:  involve  partners  and  externals  creating  products   to  interact  with  the  AIESEC  network,  giving  more  importance  to  the  virtual  education;    Development   of   a   Learning   Platform:   evolve   the   current   Learning   Center   into   one   platform   that   allows   the   self-­‐learning   and   enables   the   measurement   of   this   learning,   so  that  the  leaders  spend  less  time  delivering  trainings  and  the  efficiency  is  better.      

Financial  Management       Expected  Outcomes:        Accrual  basis  implemented  at  local  level  with  at  least  70%  of  adherence;    Local  Committees  with  more  than  three  months  of  reserve1  as  investments  capacity;    Local  Vice  Presidents  of  Finance  connected  and  feel  responsible  for  others  growth;    100%  of  Local  Vice  Presidents  of  Finance  using  budget  tool  effectively;    100%  of  Local  Committee  in  compliance;    85%  of  revenues  goals  achievement;    National  Conference  sustainable.     Strategies:        Accrual   basis   capacity   building:   Capacitating   Local   Vice   Presidents   of   Finance   through   rounds  of  virtual  training  and  conferences;    Task   force:   Create   a   task   force   to   make   one   LC   as   a   good   case   to   support   others   LCs   during   their   implementation.   This   task   force   will   be   composed   by   National   Support   Unit,   a   member   with   good   accounting   knowledge   and   a   VPF   to   implement   Accrual   basis  at  his  LC;    Strategic   cost   vision:   Work   changing   Local   Vice   Presidents   of   Finance   mindset   about   cost   vision   and   capacitate   them   to   manage   better   their   financial   resources   and   exchange  strategies  through  a  cost  vision.  This  includes  a  capacity  building  and  also  a   standardized  tool  for  pricing  building  and  cost  analyses;    Financial   Management   capacity   building:   It   will   be   rounds   of   capacity   building   on   financial  management  after  a  study  about  their  main  needs;    Enable   virtual   chat   for   Local   Vice   Presidents   of   Finance   share   their   knowledge   and   good  practices;  

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


 Budget  review  task  force:  Create  a  task  force  composed  by  two  Local  Vice  Presidents  of   Finance  to  review  our  budget  tool  and  make  it  simpler  and  most  effective;    Strengthen   Investment   Culture:   It   will   happen   through   a   creation   of   investments   guide   and   capacity   building   about   investment   analysis   and   decision.   The   budget   tool   will   support  this  strategy;    Capitalization  of  juridical  advisory  at  local  level;    Effectively   tracking   of   revenues   goals   with   responsible   for   operations   and   External   relations;    Improving   financial   intelligence   knowledge   through   decision   making   based   on   historical  indicators  and  investments  analysis;    Organization   Committee   of   national   conference   with   a   clear   plan   and   supported   by   materials  and  capacity  building.    

AIESEC  in  Brazil  |  Machado  de  Assis,  252  |  São  Paulo  –  SP  |  +55  11  5549  4880  |  www.aiesec.org.br  


MC 2011-2012 Term Plan