AIESEC Oman | Business Plan 11-12

AIESEC in Oman

Business Plan 2011-12

“Redefining results, redefining reality”

Ensuring Positive External Positioning Reinforcing the positive perception of our brand

Contents

Targeting Exchange for Impact Increasing the focus on our core business

4 Building Member Efficiency Improving results by focusing on members

6

8

Yallah’ Nahaqeq! AIESEC Oman and the tides of change

2

Appendices The leadership body of AIESEC Oman and common acronyms

12 2011-12 Budget & Finance A year in numbers

10

In Brief An overview of the 2011-12 plan

3

v 6.4

AIESEC in Oman’s vision for 2011-11 is redefining results, redefining reality. Redefining results highlights our commitment to achieving huge growth in the coming year. We identify a need to return to our core business— our exchange program— which defines AIESEC globally. We will recognize our success according to this priority. Redefining reality is both an internal and external commitment to rethink what we consider possible. AIESEC in Oman’s history does not feature many locally-driven results, and as such redefining reality represents an opportunity to let the membership prove that it is capable of becoming something more. It is an invitation for each one of us to re-envision our own potential and unite the ambitions of young people for a better Oman by making them a direct part of the solution.

2 AIESEC in Oman | Business Plan 2011-12

2

Nahaqeq,” — or “Let’s Achieve”— perfectly embodies the spirit of the desired change. It represents the coming-together of several visions of a better Oman and a firm commitment to play an active role in seeing it through. As a result, we are proud to submit this plan at such a key moment in history.

Rafael Pilliard Hellwig, President 11/12, AIESEC in Oman

“Our members are dedicated to being a

part of the solution”

Yallah’ Nahaqeq!

1

2011 is a pivotal year of growth and change for much of the Middle East. The Arab Spring,

which threw so many countries into violent turmoil, has not escaped Oman. Particularly in cities such as Sohar, more rebellious youth have taken to the streets in protest for jobs and increased pay. The Arab Spring represents a change in mentality of the Middle East: a rejection of some of the old ways and a genuine desire to see certain key grievances addressed.

The youth in our organization are not wholly different in wanting to address problems like unemployment, but they are not interested in achieving this change by setting fire to supermarkets and looting streets. Our members are dedicated to being a part of the solution, both for themselves and for others, by using AIESEC to achieve positive impact on Omani society— helping youth become more employable, and seeking out job opportunities for others directly with Omani businesses.

Our most recent July conference, appropriately named ASPIRE, was a moment for the membership to reflect and dream about the sort of organization they wanted to be a part of in the 2011-12 year. Those conversations form the basis for much of this business plan, and the popular saying from the conference, “Yallah’

!

AIESEC Carleton | 924 Dunton Tower, Carleton University | Ottawa, Ontario K1S 5B6 | Canada Office: +1 613.520.2600 ext 1683| www.aiesec.ca/carleton | [email protected]

Ottawa, 7 May, 2010

To whomever it may concern,

It is with pleasure that I recommend Seulmi Ahn to work as an intern with the Refugee Assistance Program at the Mennonite Central Committee of Manitoba. I have known Seulmi for almost two years now, and as her immediate supervisor, I can confidently attest both to her personal character and her professional capacities.

Since the day our organization recruited Seulmi, she has quickly moved through many roles and has progressively been given more important responsibilities. Because of her proven skills and continued motivation, I promoted Seulmi to become a Vice-President at AIESEC Carleton last September with the dual responsibility of running alumni relations and our exchange programs. During this time, she demonstrated to be responsible and proactive worker who put an impressive amount of voluntary hours into the organization.

I have found that Seulmi is the type of individual who takes on leadership within whatever she does, identifying gaps in structural processes and taking the initiative to suggest new ways and approaches to specific problems. In the past three months, her passion and commitment has had a powerful impact on her colleagues and peers as evidenced by anonymous evaluations of her performance submitted by her co-workers. Furthermore, given that we are a global organization that specialized in intercultural exchanges and cross-cultural cooperation, I can safely say that Seulmi is a very open-minded individual who accepting of people of all sorts of backgrounds. She pushes the boundaries of her comfort zone both professionally and personally in fact, at one point she even almost decided to go to Russia for a completely new and challenging position. I expect that this active willingness to engage with new cultures is a characteristic which is very well suited to an organization working with refugees.

My only reservation with Seulmi has to do with a specific period when she had troubles with personal effectiveness. Understandably, this was during a time when she was undergoing an unforeseen personal crisis that necessitated her attention, but it overburdened her peers with uncompleted work. Apart from this exception, her commitment and work ethics have been spotless and the quality of her work has been of a high caliber.

Given what I know about Seulmi, I trust that she would excel at the creation of promotional materials and do an exceptional job at developing a record keeping and processing template for your refugee refugee cases. I cannot speak directly about Seulmihave never observed her in an environment necessitating them, but I know that her academic program requires a lot of policy research and analysis.

On the whole, I would describe Seulmi as an enthusiastic and adaptable individual who is committed to results. Working with her has been a true pleasure, and I sincerely hope you will accord her due consideration in your selection process. Sincerely,

Rafael Pilliard Hellwig, Local Committee President, 2009-10 AIESEC Carleton!


In Brief

Increasing Member Output

Ensuring Positive External Positioning

Targeting Exchange for Impact

Increasing business results and the quality of our members’ experience by improving their knowledge, skillsets, and motivation.

Reinforcing the positive perception of our brand, relevance, and impact on Oman and minimizing negative interactions with our stakeholders.

Focusing on our core business of exchange in order to bring sustainable results and impact.

VOLUME v SUSTAINABILITY v QUALITY

62 Global Community Development Program Experiences

60 Team Leader Experiences

160 Team Member Experiences

58 Global Internship Program Experiences

Crosscutting Themes

2011-12 Vision

2011-12 Budget Targets

Growth Drivers

“Redefining results, redefining reality”

During the July 2011 ASPIRE

National Conference, the membership

of AIESEC in Oman defined three

growth drivers— or organizational

behaviors they feel are necessary to

ensure rapid growth— for the 2011-

2012 year. These growth drivers are

the result of many hours of

conversations among the membership

about AIESEC in Oman’s current

reality, external relevance, and

potential for impact.

The crosscutting themes in this

document organize all initiatives

undertaken this year. We have

recognized a need to focus

simultaneously on improving the

volume, quality, and sustainability of

the areas and functions covered by

our three growth drivers.


Increasing Member

Output

Growth Driver #1

What does it mean?

Increasing business results and the quality of our members’ experience by improving their knowledge, skillsets, and motivation.

What does it entail?

v Delivering trainings on functional areas and processes as well as leadership and soft skill development

v Decreasing reliance on the Member Committee for basic operational support and training

v Clearly defining and tracking desired behaviors from the membership

What is the desired outcome?

A self-sustaining base of talent which drives the majority of the business’ results

Main Responsible over the Growth Driver

Jamie Wernet

Vice President, Talent Management & LC Development

Key Performance Indicators for Member Output

Q1 Q2 Q3 Q4 Total Main Resp.

increasing the VOLUME of member output Team Member Program experiences 20 70 0 70 160 JW

Team Leader Program experiences 5 34 3 18 60 JW

# new members recruited 0 90 90 0 180 JW

# uncompleted roles* 0 0 0 0 0 JW

# inactive members** 0 5 5 0 10 JW *Role left before the stated end date **Members who do not contribute to LC performance


increasing the QUALITY of member output # members developed according to our development model*

N/A N/A 155 220 220 JW

% TL receiving coaching** 100% 100% 100% 100% 100% JW

% new members attending Kickstart N/A 80 80 N/A 80 JW

% TL attending leadership summit 90% N/A 90% N/A 90% JW

# members attending int’l conferences 5 20 10 3 38 JW

# evaluations of member development* N/A N/A 1 1 2 JW *This KPI will become better defined as we progress in the creation of the development model. **Having regular and structured meetings with their leader in which they discuss personal development as a tool to increase performance


increasing the SUSTAINABILITY of member output # internally certified LC trainers 0 0 40 40 40 JW

# LC level coaches 13 25 45 45 45 JW

% EB with ≥2 replacements identified 0% 30% 60% 100% 100% JW

Executive Ratio* 3:5 1:5 1:10 1:10 1:10 JW

% exchanges raised by team members 40% 50% 80% 80% 80% KD

% TL receiving transition into new role N/A N/A 100 100 100 JW

Unique # of people applying for MC** 0 4 20 0 24 JW

# LCs with an Advisory Board 0 3 5 5 5 JW * EB to non-EB ** Including AIESEC Oman members applying to a local or international MC, as well as international AIESECers applying for Oman’s MC


Initiatives for Member Output

Main Responsible Support Start

Date End Date

Investment (OMR) How We Recognize Success

increasing the VOLUME of member output Maximize time effectiveness by synchronizing recruitment and election cycles across LCs

JW 1-AUG 31-

APRIL 0 Having all LCs running on a coordinated recruitment and election cycles

Run consolidated recruitment campaign on both LC and MC levels

JW AL 1-SEP 31-OCT 100

1 month of targeted Facebook advertising, 3 media appearances related to recruitment, and 30 applicants referred by national campaign

Add two new Expansion LCs (AIESEC Sohar and AIESEC Caledonian)

RP 1-JUL 15-JUL - A total of 5 LCs exist in AIESEC in Oman


Date End Date


increasing the QUALITY of member output Develop National Competency Model specific to the needs of Omani youth

JW 1-SEP 15-DEC 0

Having a defined set of measurable characteristics we aim to foster in members

Submit proposals to externals for projects related to member development

AL JW 1-JUL 30-JUN 0 Securing at least 18 learning partners or external facilitators

Deliver 6 profile-specific conferences* JW 1-SEP 1-APR 0 An increase in both the number of trainings attended by members and the relevance of those trainings

Deliver 1 Train the Trainers conference** CEED JW 1-JAN 1-APR 0 At least 15% of membership internally certified

Deliver 2 National Presidents Meetings RP 1-SEP 1-APR 50 100% attendance at each meeting *Conferences targeted for members in specific role or level of experience **TtT is an internal certification program for facilitators and trainers


Date End Date


increasing the SUSTAINABILITY of member output Create a national level LC tracking framework

JW AL 1-AUG 1-JUN 0 All LCs maintain membership records on the same system

Conduct LC membership standard revision to accurately reflect organizational priorities

JW RP 1-OCT 15-JAN 0 Revised membership standards are approved by the national plenary

Implement LC level alumni strategy JW 1-NOV 30-JUN 0 Each LC having an alumni responsible, who coordinates structured interaction between members and alumni

Standardize university relations JW 1-OCT 1-FEB 0

All university stakeholders are satisfied with their structured participation with AIESEC, reducing barriers to members’ ability to perform and reducing risk to LCs

“AIESEC’s true power l ies with our membership base; i t wi l l be

our role to build and harness that power to maximize our impact.”

- Jamie Wernet


What does it mean?

Reinforcing the positive perception of our brand, relevance, and impact on Oman, and minimizing negative interactions with our stakeholders.


v Collaboration between LCs and the Member Committee on a targeted media strategy

v A commitment to deliver on all promises

v Every member is a stellar brand ambassador


AIESEC in Oman is seen as a first-choice partner and key driver in the development of Oman’s youth


Antonio Lobo

Vice President, External Relations

Ensuring Positive External

Positioning

Growth Driver #2

Key Performance Indicators for External Positioning


increasing the VOLUME of external positioning # brand aligned media appearances (English +Arabic)

20 15 20 25 80 AL

# Facebook fans 750 900 1050 1200 1200 AL

# Twitter followers 150 400 700 1000 1000

# company meetings (VP ER) 75 75 75 75 300 AL

# companies met (VP ER) 40 40 40 40 160 AL

# sales people (selling nationally) 2 2 4 8 8 AL

# national partnerships signed 2 2 2 2 8 AL

# company meetings (LC level) 150 350 600 700 1800

amount of operational funds raised 13058 5890 5500 7890 32338 AL


increasing the QUALITY of external positioning # dissatisfied accounts 1 0 0 0 1 KD

% refund requests 18% <10% 0% 0% 0% KD

% EPs who would recommend the program to a friend

60% 70% 80% 90% 90% KD

# deliverables not met 0 0 0 0 0 AL

# strategic partners 1 2 2 2 7 AL


increasing the SUSTAINABILITY of external positioning % exchange accounts re-raised 50% 50% 50% 50% 50% KD

% partnerships raised through warm contacts

30% 35% 40% 60% 70% KD

# partners re-raised (nationally) 1 3 0 1 5 AL

# long term partnerships raised (nationally)

1 2 1 1 5 AL

# alumni newsletters 1 1 1 1 4 AL


“In Oman i t is important to posi t ively posi t ion AIESEC in the

external market as a f irs t -choice organizat ion for both the student

and business communit ies.”

- Antonio Lobo

Initiatives for External Positioning


Date End Date


increasing the VOLUME external positioning

Run National Recruitment Campaign JW AL 1-SEP 31-OCT 100

2 newspaper articles; 1 media or Facebook ad; engaging 1 learning partner with members

Run a career fair AL MC 1-NOV 30-JUN 0 Engaging 20 companies and 200 students to position AIESEC as a platform to connect students and corporates

Run 2 Branding events AL MC 1- NOV 30-JUN 0 Positioning AIESEC as an organization that is relevant to society, engaging 90 corporate representatives and 550 Students

Establish ER TF Raising 2 partners for January and June national conferences

AL 1-SEP 15-JUN 100 Having members from LCs engaged in selling nationally and contributing to the national budget


Date End Date


increasing the QUALITY of external positioning

Host an end-of-year Partners dinner AL MC 1-MAR 31-MAY 450 Having evaluated existing partnership and looked into new ideas to implement and enhance partnerships sustainably

Establish Communications TF to assist with press releases, ads, and arranging press conferences

AL 1-SEP 15-JUN 100 Having members from LCs engage in strengthening communications nationally

Create and administer an internal communication survey

AL MC 1-DEC 1-JUN Identifying and evaluating different channels of communication internally

Conduct a brand audit AL MC 1-DEC 1-JUN 0 Collection of usable data on AIESEC’s brand perceptions in Oman

Create and administer a company satisfaction survey

KD 1-SEP 30-JUN 0 Evaluating the % of company Satisfaction

Create and administer an EP satisfaction survey

KD 1-SEP 30-JUN 0 Evaluating the % of EP Satisfaction

Collect endorsements from different external stakeholders

AL JW 1-SEP 30-JAN 0 Collecting endorsements from at least 5 universities and 5 national Partners


Date End Date


increasing the SUSTAINABILITY of external positioning

Increasing LC knowledge of communications by hosting a communications summit

AL JW 1-NOV 1-JUN 150

Having members from Communication teams trained on how to enhance the quality of Communications within their LCs and nationally.


Targeting Exchange for Impact

Growth Driver #3

What does it mean?

Focusing on our core business of exchange in order to bring sustainable results and impact.


v The Member Committee addressing the challenges and bottlenecks around marketing activity at the LC level

v Providing greater training to our membership around sales and marketing

v Continued servicing of our current partners and communicating AIESEC’s exchange programs


A higher number of international students experiencing Oman and an increase in the number of Omani students gaining international work experience.


Ekaterina Donina

Vice President, Exchange Program

Key Performance Indicators for Targeting Exchange


increasing the VOLUME of exchange # exchanges realized 14 27 35 29 120 KD

# TNs realized (total) 6 14 17 6 25 KD

# GIP ICX 6 14 2 6 28 KD

# GCDP ICX 0 15 2 0 17 KD

% growth in TN Re. per LC 0% 55% 850% 60% 40% KD

# EPs realized (total) 8 13 33 21 75 KD

# GIP OGX 0 7 16 7 30 KD

# GCDP OGX 8 6 17 14 45 KD

% growth in EP Re. per LC 400% 433% un-defined

1050% 1071% KD

# people working in exchange 15 30 40 60 60 KD


increasing the QUALITY of exchange % refund requests 18% <10% 0% 0% 6% KD

% company satisfaction 70% 80% 90% 100% 100% KD

% EP satisfaction 82% 90% 100% 100% 100% KD

# dissatisfied accounts 2 1 0 0 0 KD

# Outgoing Preparation Seminars 0 1 0 1 2 KD


increasing the SUSTAINABILITY of exchange % members working in exchange 23% 25% 26% 27% 27% KD

% retention of exchange members 70% 90% 90% 100% 100% JW

% companies re-raised 70% 70% 80% 90% 90% KD

% people applying for TLP after TMP in exchange program 15% 30% 50% 60% 60% JW


“AIESEC provides Omani youth with unique opportunity to enter their future with advantage of internat ional experience.”

- Ekaterina Donina

Initiatives for Targeting Exchange


Date End Date


increasing the VOLUME of exchange Establish exchange processes (meetings, matching, servicing, etc) on a local level

KD JW, AL 1-JUL 30-JUN 0 Having all LCs able to run basic, self-sustaining exchange processes

Deliver projects based on exchange KD 1-SEP 30-JUN 0 All LCs participate in competitions to drive exchange on these timelines

Create exchange culture KD 1-SEP 30-JUN 0 Creation of exchange policies, competitions, standard learning circles, and spirit

Create national outgoing exchange project KD 1-OCT 15-JUNE 0

National scale recruitments delivery to brand and popularize AIESEC Oman among youth


Date End Date


increasing the QUALITY of exchange

Create servicing and reception teams KD 1-SEP 1-JUN 0 Implementation of EP manager, reception team, and intern buddy systems

Implement rewards and recognitions system KD JW 1-OCT 30-JUN 0 Measurable data on our performance and stakeholder satisfaction

Begin regular evaluation of stakeholder experience

KD 15-SEP 30-JUN 0 Measurable and trackable data on our performance and stakeholder satisfaction


Date End Date


increasing the SUSTAINABILITY of exchange

Encourage ongoing EP recruitment KD 1-JUL 30-JUN 0 EPs recruited, matched, and realized in all months without interruption

Encourage delivery of exchange process at LC level

KD JW 1-JUL 30-JUN Constant coaching of Local Committee exchangers, tracking results, limited assistance


Annual Budget 2011-12

About the Budget

The 2011-12 budget was created with

moderate revenue estimates in mind. As

AIESEC in Oman is moving away from a

cash basis of accounting to one of accrual,

the new budget reflects this change and

only represents operational activities. It

does not include activities of local

committees or details regarding the

management of cash and balance sheet

accounts such as payables.

It is the stated objective of this team to

finish the year out of insolvency by paying

off all outstanding liabilities AIESEC in

Oman held as of June 30, 2011. Retained

earnings will be allocated first to debt

repayment, on a gradual basis as cash

becomes available. Surplus beyond this will

be used to establish reserve funds to

ensure a healthy and secure future for the

organization.

Main Responsible over Finance

Rafael Pilliard Hellwig President

For the period starting July 1, 2011 and ending June 30, 2012. All figures are in Omani Rials, OMR.

REVENUE Fundraising National Partner’s Group 32,338

Alumni Donations 250

Board Donations 4,000

Total Fundraising

36,588

Programs TN Company Fees 9,107

Account Premium Fees 500

EP Student Fees 3,375

Other Programs Revenue 125

Total Programs Revenue

13,107

National Development

505

Other Income

3,800

TOTAL REVENUE

54,000

EXPENSE Salary & Related Expenses

12,460

Travel Motor Vehicle & Taxi Expenses 5,340

IC - International Congress 800

IPM - Int'l Presidents' Meeting 1,100

Expro - Exchange Projects Conf 500

Presidents’ Summit 80

Total Travel

7,820

Communication Telecom (Internet/Phone/Fax) 1,380

Marketing & Advertisements 650

Other Communication 60

Total Communication

2,090

General Office Rent 9,000

Insurance 1,050

Office Supplies 260

Office Utilities 1,500

Repairs & Maintenance 540

Accounting & Legal 1,420

Total General Office

13,770

Staff Development

1,660

AIESEC International

2,000

Conferences Losses

1,000

National Development 1,200

Other Expenses

700

TOTAL EXPENSE

42,700

NET INCOME

11,300


Key Performance Indicators for Finance


improving the CONDITION of finance Amount of debt paid off (OMR) 3,500 1,800 3,000 3,000 11,300 RP

% LCs with budgets 20% 60% 100% 100% 100% RP

Current Ratio (at end of quarter) 0.55 0.8 0.95 1.2 1.2 MC

Amount of LC debt 0 0 0 0 0 RP

improving the QUALITY of finance # LC-level VPFs 0 3 5 5 5 RP

# MC budget reviews 1 1 1 1 4 RP

# financial statements presented to Board of Advisors

1 1 1 1 4 RP

# conferences making a loss* 1 0 0 0 1 JW * At the time of writing, the July ASPIRE conference had already made a loss

improving the SUSTAINABILITY of finance Amount invested in reserve funds - - - 1,000 1,000 RP

Initiatives for Finance


Date End Date


improving the CONDITION of finance

Deliver 3 basic LCP finance orientation and training sessions.

RP Coaches 1-SEP 31-DEC 0

Having LCPs understand the basics of managing an LC on a financial level and having them understand how their operations contribute to the budget


Date End Date

Cost (OMR) How We Recognize Success

improving the QUALITY of finance Create a plan for the repayment of the 2,003 BHD debt outstanding with AIESEC in Bahrain

RP 1-JUL 1-AUG ~2,045 A clear plan exists and has been sent to AIESEC in Bahrain

Put in place and accrual accounting software system

RP 1-JUL 15-

AUG - A software system is up and running

Integrate exchange finance directly into our CRM system

RP AL 15-SEP 31-DEC -

Finance generated from exchange can be tracked via the CRM software


Date End Date


improving the SUSTAINABILITY of finance Establish a Financial Oversight Committee which includes both AIESEC members and board members

RP 1-SEP 31-DEC 0

A Finance Oversight Committee exists and convenes monthly to review the finances of the organization

Establish a rainy day-reserve fund with specific usage policies in a separate bank account controlled by the shareholders

RP JW 1-JUL 30-JUN 1,000 A separate fund is established with its own policies and controls

What does finance in the 2011-12 year entail?

v Coming out of balance sheet insolvency by paying off the 11,300 OMR of outstanding debts held as of June 30, 2011.

v Moving to an accrual basis of accounting to more accurately reflect performance and earnings

v Implementing robust and enduring finance processes and mechanisms that will ensure a healthy future for AIESEC in Oman


A sustainable and transparent organization that increasingly derives its funding from its core business programs.


Appendix A:

Leadership Body of AIESEC in Oman

National Staff Rafael Pilliard Hellwig [RP] President Jamie Wernet [JW] National Vice President, Talent Management & LC Development Antonio Lobo [AL] National Vice President, External Relations Ekaterina Donina [KD] National Vice President, Exchange Program Ewelina Brania [EB] Summer CEED from Poland

1

Local Committee Directors Aisha Al-Bulushi Interim Director, AIESEC Bousher Abdualaziz Haddad Director, AIESEC Downtown Fayas Fazil Director, AIESEC Waha

1

BCP Best Case Practice

BoA Board of Advisors

CEED Cultural Envoy for Exchange Development – An internal exchange program in which experienced AIESECers work on operational projects in another country, usually for a short term

EB Executive Board

EPs Exchange Participants – Students recruited from Oman who will participate in an international internship experience

ER External Relations

ERTF External Relations Task Force

F Finance

ICX Incoming Exchange

LC Local Committee

LCP Local Committee President

MC Member Committee

OGX Outgoing Exchange

Appendix B:

Commonly Used Acronyms

2

Samir Khan Expansion Director, AIESEC Sohar Jihad Bilal Expansion Director, AIESEC Caledonian

2

OPS Outgoing Preparation Seminar – A pre-departure seminar for exchange participants that prepares them for various aspects of living and working abroad

Q1 Quarter 1, spanning from July 1 to September 30

Q2 Quarter 2, spanning from October 1 to December 31

Q3 Quarter 3, spanning from January 1 to March 31

Q4 Quarter 4, spanning from April 1 to June 30

R&R Rewards and Recognition

Ra Raised – Classification of an exchange that has been listed as an opportunity on our online database

Re Realized – Classification of an exchange that has been fulfilled, i.e. an intern that has begun work their host country

TL Team Leader

TM Talent Management

TN Traineeship

TtT Train the Trainers – An internal certification program for trainers and facilitators

VP Vice President

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AIESEC Oman | Business Plan 11-12

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