Annual Report Annual Report

Table

Contents

of

MC Drivers Annual Report 2010/2011.

Enabling the Momentum; Message from Natibeth Kennion current

MCP of CAS 2010/2011.

A world of opportunities.

Organizational Goals.

Regional Focus Areas.

Regional Initiatives.

Impact report per area.

Financial Report.

Acknowledgments.

Enabling the

Momentum

Nati´s message

A World

Opportunities

AIESEC as international organization is offering the

opportunity to the entire world to live an amazing

experience abroad; as intern, as MC member, as a

CEEDer,or as a member.

CAS every year is welcome to new international

members, very open to share and grow together for the

Region.

As well CAS is exporting leaders and generating

Change agents, in this publication we thank to these

people who make this dream came true.

of

Organizational

Goals 10/11

416 Number of Members.

114 Number of Exchanges.

136 Leadership Roles taken in the period.

14 Number of members who completed both Exchange

& Leadership experience.

5 Number of Local Committees.

2 Number of Official Extensions.

The information was taken from

Myaiesec.net. It Covers from June 1st

2010 to 17th May 2011.

Regional

Areas

Focus

During the term, AIESEC in CAS was focus on develop

the next Regional Focus Areas, oriented every strategy

on impact directly to them:

Customized LC Development Strategy.

Leadership Development.

Exchange + Leadership.

Public Relations and Positioning.

It helps us to improve in some specific areas for drive

the best to the Region.

Impact Report

Initiatives

Customized LC Development Strategy:

LC Coaching Program.

MC near to LCs.

Orientation to advice LCs.

-“From the point of view of the local entities, the Coaching Program has been an excellent initiative. First of all, because it´s a consistent method to support LCPs in the planning and execution of local strategies and operational activities; and second, because it demonstrates that the MC is really looking forward to empower LCs to achieve their goals and grow, and I mean not only in exchanges, but also in terms of the quality of the experience provided to the membership.”-

Christian Kwiers Local Committee President Local Extension Committee in UTP AIESEC in Central America South | Panama

-“I was the founder President of my local committee leading the first generation of AIESEC in my university; and also the first one to go on an internship. I went to France to work with Alcatel-Lucent; I had the joy to work in a multicultural environment and gained plenty of professional experience. My internship has challenged me in many aspects, working with a multicultural team gave me

a wider view of the professional world and it's opportunities.

Being in a leadership role changed me, it made me more aware of my strengths and weaknesses, now I look everything out of the box and always challenge myself to be the exception, not the rule.”-

Katrina Him Exchange Participant

Alcatel-Lucent

Exchange + Leadership:

Every Leader goes for exchange.

X+L Discount

Future Citizen Project.

DT Project.

X+L Campaign.

Leadership Development:

LEAD Program.

Global Competency model applied in the Region.

RST Program.

Public Relations and Positioning:

Media approach.

Newspaper/Magazines Publications.

Invitation of media to our events.

Chambers and umbrella organizations approach.

Impact Report

Organizational Structure

IMPACTFUL RESULTS

MC physically working in both countries

Customized LC development strategy

Board of Advisors in Costa Rica and Panama

Clear LC & MC transition processes

LC Planning process revamped

Structural changes at MC and LC level to boost results

LC Elections process upgrade

Country cooperation for exchanges directly involving CAS LCs (Brazil, IGN-Future Citizen, NAFTA)

Responsible:

Natibeth

Kennion

MCP 2010/2011.

Customized LC Development

Strategy

This year, we created a complete strategy to address

each of the needs of each of the LC in a customized

program. That strategy included:

- Assigning to each MC member one LC to

coach.

- Turning the MC VP Learning & coaching

position into a brand new MC VP LCD position.

Using BSC to quarterly assess the needs of the LCs

and define action plan.

Leaders in Motion Seminar

It was a new agenda created for H4TF delegates at Jump 2010.

The agenda had 9 delegates and a significant impact as GCP for

CAS and the network.

LC Election process upgrade

The LC election process was upgraded during the

term 10-11, with the following objectives:

• To enhance the responsibility of being part of the EB

• To make EB more accountable to the members

• To ensure more trust-worthy elections We hope to see the results of these changes in the

year 2011.

Restructuring MC BoA

The Board of Advisors is a group of externals that meet several times per year with the MC team

to discuss the MC strategy, activities, plan and goals, with the objective of giving inputs that can

increase MC results and ensure the right management of the organization. It is a body for

consultancy, advisory and report.

The MC BoA has been completely re-structured this term, and now it composed by: BoA members - Costa Rica: Karl Schmack Annick Beaulie Gustavo Cubillo Paula Hidalgo Magaly Astúa

LC Planning Process revamped.

Along with the elections process, the LC planning process has been revamped and restructured to

ensure better quality and content of the LC annual planning.

Both the MC members, the BoP and specially the MC VP LCD were involved in the process, and as a

result of that, LCs are using clear tools to plan, track and report their work and the MC is able to give

better follow up to the LC activities and performance periodically.

BoA members – Panama Martín Álvarez Edna Bendiburg Irene Pérez Lineth Lañas Lizette Constable

Reviewing and changing MC and LC EBs structure.

This term, there was a focus on reviewing the current regional and local structure to find out how to

improve them, to support the growth that CAS is managing nowadays.

As a result of that, the MC structure has been changed into the following:

- MC VP Learning & Coaching becomes MC VP LC Development

- MC VP CD & MC VP ER become one MC VP ER

- MC VP X divides into MC VP OGX and MC VP ICX (where ICX is doing)

At local level, these were the major cross functional changes:

- Sales are done by VP ER and VP ICX (ER is selling mostly non-corporate products, ICX is

selling exchanges)

- X+L involves not only TM and X, but Organizational Structure now

- All recruitments are done by TM (EPs as well), and OGX is more in charge of the internal

promotion for X, X process & reintegration.

Organizational Structure

LC & MC Transition process

This year, the areas of TM and OS in the MC worked very close to define a new very complete transition package for the LCs. The MC has as well improved sigficantly their transition process, integrating GCPs from the network and establishing clear objectives, timelines and outcomes of the process.

CAS positioning & Cy

cooperations.

During all the 2010-2011, one of the focus of

the MC was to enhance the positioning of

CAS in the network. That was achieved by

putting an extra effort on the quality and the

communication for each of our regional

conferences, investing on members to attend

international conferences and ensuring an

active participation of the MC members and

RST in global team or IGN initiatives.

Future Citizen

Future Citizen Latinamerica is a project that aims to bring bright young individuals from all Latinamerica

to Costa Rica and Panama, for them to explore, discuss and discover which is our cultural and

economical future as Latinamerica, through series of co-related events in which they will be directly

involved, as organizers and speakers. We expect that, after the internship, these young citizens will come

back to their countries, feeling that they are able to lead the region to play a relevant role in the upcoming

uncertain future.

It was created by the BoP (Board of President) of CAS, and it is supposed to boost the ICX realizations in

the summer of 2011, plus generate positioning of the AIESEC brand in both countries and strengthen the

relations of AIESEC with their hosting universities.

Impact Report

Per area

Responsible:

Alberto Cajiao

RST that work in the area:

OGX Coordinator 2010:

Jonathan Van Gray International Cooperations Managers:

Yuko Watanabe &

Marta Artavia

OGX Coordinator 2011:

Marta Artavia.

180 Degree Change for 180 lives.

This was an exchange campaign in which we aimed to

motivate the local committees to boost their exchange

performance through a competition between them and

awarding the winning committee

IMPACTFUL RESULTS

Professional applications trainings for EPs.

MC TNs relationship management.

Internal DT Project.

MC TNs transition to LCs.

X boosting strategy development: competitions, financial discounts, X+L pricing

Supply & demand researches & reports.

Cy cooperations strategy.

Education on AFT, my@.net and matching tool.

Matching manias .

Exchange Management

Germany-CAS Cooperation

In this project the Panamanian-German Chamber of

Commerce was approached with the objective of

generating exchange opportunities for German

students. This initiative was the platform to develop

our current relation with Bauer in Panama.

AIESEC-INCAE

Together with the area of Corporate

Development a partnership was created

with INCAE in order to provide internship

opportunities to their students.

DT (Development

Traineeship) Project

Together with the External Relations area this

initiative generated over 20 exchange

opportunities in Costa Rica. and Panama for

foreign students to come and work on social

issues

Brazil-CAS Cooperation

In this initiative strong bonds were created with

AIESEC in Brazil in order to receive their students

and to send our students to realize their internship

in Brazil.

Responsible:

Natalia Białobrzewska

RST that work in the area:

CSR Ventures Projects Coordinator:

Gustavo Caceres.

Regional Trainers Team:

Ana Laura Álvarez, Sebastián López,

&

Antonio Morena.

Heading For the Future Manager:

Cristina Vindas.

IMPACTFUL RESULTS

404 AIESEC Members.

Implementation of issue-based projects in Costa Rica and Panama.

70 LR roles achieved in Q1.

New Global Competency Model implementation.

Implementation of X+L strategies.

RST structure re-design.

Talent Management

X+L Strategy

Designing, creating and implementing the strategy for

AIESEC in CAS for increasing the number of

members who had both leadership and exchange

experiences. Education, tools and support provided for

LCs, with focus on recruitment, induction,

reintegration.

CSR Ventures

Implementation of issue-based projects in AIESEC in

CAS to increase the quality of the experience,

leadership opportunities, realization of exchange,

learning environment development.

Talent Management Processes

Improvement of Talent Management processes from

recruitment of new members through development of

leaders and leaving the organization.

AIESEC CAS Database

Creation of new CAS Database with updated

information about all members in MC, RST and LCs,

used for internal and external needs.

GCM Implementation

Implementation of updated Global Competency Model

on regional and local levels, used in:

- Recruitment process

- Members development

- Job Descriptions

- Applications for Leadership Positions

Transition Process

Design and implementation of Transition Process

for Local Committees with provided information for

EB2EB and individual transition per area.

RST Management

Re-design of RST structure, adjusted to the needs of AIESEC in CAS. Opportunity for experienced

and new members, as well as interns, to work on regional scope.

Responsible:

Adrián Rafael Ayala Valdés.

RST that work in the area:

LEAD Program Manager:

Hannah Pérez.

Project Manager Universidad Latina:

Iván Abril.

Impactful Results

2 Extensions opened: LC UNA, LA U

Latina Panamá.

LC Coaching Program developed.

Clustering and Ranking Process

Upgrades.

LC tools developed.

Learning & Coaching JD evolution to LC

Development & Exp.

Conference Manager MAX 2010.

Preliminary research for expansions in

Panama.

LEAD program creation.

LC Planning & Tracking tool developed.

LC Consultancy process designed.

LC Development & Expansion

New LC UNA

During the second semester in 2010, in the Regional

Conference MAX, LC UNA presented their application

to become an official extension in CAS.

Universidad Latina de

Panamá

After COCAS 2011, the initiative to open a LC

in Universidad Latina became a project for

the region. This project will be presenting the

official application during CASgo 2011.

LEAD Program

Introducing to the Region the program LEAD, focus on

develop professional leadership skills to a members in

CAS.

LC Coaching Program

The regional focus area “Customized LC

development” was directly impacted by the new

program LC coaching delivered by the MC.

This program was based on assigned one LC Coach

per LC in order to support all the LC initiatives,

strategies and direction.

LC Tool Development

During the whole term, this area were

implementing new and useful tool for the

local committees in order t to help them

build a culture of accountability and make

the process as simple as possible.

This toolas are:

LC Planning tool.

LCP tracking tool.

LC Coaching program.

Clustering & Ranking tool.

EBs planning tool.

Consultancy Process

Based on Clustering Ranking report, the local

committees will receive a consultancy process from

MC side in order to improve the local operations and

define clear strategies to close the gaps.

Responsible:

Silvia Jones Azofeifa.

IMPACTFUL RESULTS

4 Regional conferences.

3 Successful regional events.

Revenues for more than 5,000

USD dollars.

New Regional Partnerships.

Development of OCs at regional

and local level.

Corporate Development

JUMP 2010 | Costa Rica

120 delegates (national and international).

7 company´s sponsors.

Media cover of the event on Web page and social media.

5 agendas (TtT, OPS, LMS, ALUMNI, SDL).

First time of the LMS agenda.

5 members in the OC.

More that $1000 on revenues (together with the DLD).

Development Leaders Day (DLD) 2010

200 delegates.

9 workshops with different companies.

External youth people from different Universities.

Maximizing your AIESEC experience (M@X) 2010 | Costa Rica

60 delegates

4 sponsors.

10 members in the OC.

Web page, social media.

Funtional workshops

More that $1500 on revenues (together with the Y2B)

Youth to Business (Y2B) 2010

9 workshops with different companies.

External youth people from different universities.

100 delegates.

COCAS 2011 | Panama

120 delegates

5 sponsors.

7 members in the OC.

Functional workshops

Social media.

More that $900 on revenues

Recognition Cocktail 2011 | Panama

139 guests.

$274 incomes.

7 media appearances

Social media.

5 members in the OC.

Coctel Empresarial 2011 | Costa Rica

New concept of the event.

More than 430 companies to invite.

5 members in the OC.

Upcoming Events JUMP 2011 & CASgo.

10 members of OC JUMP.

5 members of OC CASgo.

Social media.

Web page.

3 Company´s sponsor (until now).

New learning partners: Equilibrha and Alleanza.

Both of them will give us trainings on topics for the membership as coaching & leadership,

New media partners: Clandestina and EKA

EKA: cover events, will give space into their magazine to public an article of AIESEC. Clandestina: the company will give trainings & discounts.

New regional partner: PwC

They are position their brand through AIESEC, also they are interested on having AIESECers form CR and Panama working with them. They donated to AIESEC $2500USD.

New exchange partners: DHL and Intensa.

Both companies are taking ET EPs.

12 Re- raisings with current TN Takers

Responsible:

Kamil Nogowski

Regional Support Team

Web & IM director

Alexandre Benavides Marketing & desing director

Félix Fernández Public Relations Manager

Ricardo Márquez

Communications & Information Management

IMPACTFUL RESULTS

Redesigning the web of AIESEC Costa Rica & Panama

2 Regional successful exchange campaigns (180˚Degree

for 180 Lives & FAST Lane)

Increasing online positioning of AIESEC in CAS through

web and social media channels ( 1100% growth of

fans fans on Facebook and 580% followers on twitter)

Implementations of Internal Communication Model &

Polices,

Successful MC Elections Campaign inside AIESEC

Network ( 7 Nationalities part of the new MC Team)

Establishing Regional Knowledge Management

Processes.

Implementation Regional Recruitment campaign “VIVE

AIESEC” with collaboration of Communication team of

AIESEC UCR

http://www.aiesec.org/

http://myaiesec.net/

http://linkedin

Online Positioning This term was focus on increasing the online traffic for make our platform more attractive to our stakeholders. This goal was achieved thought the websites and our social media channels.

www.twitter.com/AIESEC_PA | www.twitter.com/AIESEC_CR

http://www.youtube.com/user/AIESECcentroamerica

MyAIESEC.net Our platform was daily updated regarding the right stage audit.

“VIVE AIESEC” Campaign. This GCP from LC UCR, implemented at regional level for running successful recruitment campaign.

Education and Internal Communication Model

During 2011, the communication crew was

oriented to develop an education material for the

region regarding IM & COMM. One of the most

highlights was running new Communication

Policies; this project has the objective to define

a clear usage of internal communication

channels in order to kick-off the knowledge

management initiative in the region.

Unleashing your Playground

Other strategy to promote the usage of our

platform was “Unleashing your Playground”,

which helps to clean and update the virtual

resources.

Matching Manias

During 2010, MATCHING Mania was helping to

the region to explore more opportunities for our

members, in addition to that, these campaigns

were focus on position our region in the

network.

WOW, it´s BIG

The international

campaign for announce

the available positions to

apply to the MC in CAS.

We had around 12

applicants from more

than 7 different

countries.

CAS Newsletters

Every week AIESEC in CAS received the

newsletter in order to create a culture of sharing

news and send thought it the official messages

for the region.

Responsible:

Dulce María Acosta Miranda.

Regional Support Team:

External Relations Analyst:

Reynaldo Palacios

External Relations Education:

Gonzalo Calleriza

Martín Gómez

External Relations

IMPACTFUL RESULTS.

154 TN raised during the period (form the

LC side).

12 Partnerships based on NON Exchange

Products.

Local Product Portfolio developed.

Monthly reports.

Policies for CRM administration.

ER Days.

2 Handbooks for Account Management

and ER Induction.

Excellence culture of CRM.

+150 TN Forms raised. Thanks to the LCs and MC as entities our region during the MC Drivers term were raised 154 TNs spread across all the pools.

Local Product Portfolio Developed.

The focus of the area was improve the local operations regarding to selling, one of the strategies to build a strong culture of “everybody can sell”, RST & MC created a Local Product Portfolio. The Product Portfolio is the collection of AIESEC products that CAS in selling at local level. Our portfolio fits the company's & NGOs strengths and helps exploit the most attractive opportunities in the external market. This Product Portfolio is based on:

4 Exchange Products

4 NON Exchange Products

NON Exchange Products introduced to the Region.

As a part to the strategy of selling, NON Exchange products were introducing to the region in order to take advantage about all the benefits that the LCs can offer to the market as a global network.

CRM Monthly Reports

During the term, together with the RST, CAS received 6 CRM Monthly reports (NOV 2010-ABR 2011). They contain some useful information about the performance on sales activities, in addition to that the monthly reports gives some tips and tricks about functional knowledge.

CRM Polices 2011

In order to execute the “Excellence Culture of CRM”, ER developed twice in the year CRM Polices for the administration of the CAS CRM.

ER Days in Costa Rica and Panama

During the education weekend, ER developed two ER Days for deliver specific sessions about functional deeply knowledge and promote synergies between FLA, ICX & ER.

External Relations Handbook

Helping to build and “everybody can sell”, we created a Handbook for ER members with the basic education about the area, it helps to people introduce to the external relations materials & activities.

Delivering Excellence Handbook

Account Management is the main topic about this Handbook; it has the objective to explain to NON ER people, and ER People about the delivery process to a company and how to become an excellent Account Manager.

Excellence Culture of CRM

This term was focus on develop a culture of keep updated the CAS CRM, we reinforce our virtual platform migrated the system on one new CAS hoster. In addition to that we refresh the looking of the platform.

Product Development The product development was a strategy to map all the benefits that and LC can offer to the market, it helped directly to the creation of some new products not only based on Exchanges, It helps to approach different markets and explore new sectors.

Responsible:

Dulce María Acosta Miranda.

Alumni Management

IMPACTFUL RESULTS.

1249 Alumni in Data Base.

13 New Alumni.

CAS Alumni presence in International

Meetings.

2 Alumni International Awards.

Alumni Involment in local and regional

activities.

Alumni Sponsorships & financial support.

Alumni Compendium Improvements.

Alumni Communication.

Alumni materials developed.

Updating Alumni Data Bases

Keep doing the updating Data bases of the Region. Trying to connect with new social media channels, and using the network for spread AIESEC re- connect message. .

Re- connecting new Alumni

Always looking for re-connect with AIESEC more Alumni, using on line channels and other Alumni. .

Two International Alumni Awards

During Iberoamerican leadership Congress (ILC) in 2011, AI send applications to the whole network for nominate Alumni in four different categories to awarded the well-help of Alumni contributions. CAS nominate Mr. Rosendo Jurado form Panama, for Regional Alumni Hall of Fame & Mr. Karl Schmark from Costa Rica, for Entrepreneurial and Leadership Award. Both won the awards.

CAS Alumni presence in International Meetings

Mexico City in 2011, received 2 CAS Alumni in the International Alumni Meeting, having presence there, gave us positioning through the Alumni Network. . .

Alumni Involment at Local & Regional Activities.

During 2010 and 2011, some of the most participant Alumni were full involved on Regional and local activities like BoA meetings, Local Meetings, Elections, Regional Conferences and Introductory Seminars.

Alumni Sponsorship & Financial Support.

Also Alumni were direct help to the local and regional conferences thought in-kind sponsorship & financial support by the Panama Alumni Association.

Alumni Compendium sections.

The Regional compendium now included new sections regarding Alumni legislation and based on them, the structure of the Alumni status.

Alumni Communication.

Thought the Alumni Monthly Newsletter we communicate the regional and local events and some interesting facts in order to keep informed our Alumni network.

Alumni Materials Developed.

During the term we developed specific materials for the administration of the Alumni area. A series of helpful resources.

Responsible:

Jose Luis Martínez Clavijo

LEGAL COORDINATOR

Mijail Castillo 2010

Celso Arenas 2011

Finance, Legal & Administration

IMPACTFUL RESULTS.

• % Fulfillment of the Incomes

budgeted: 89,32%

• % Fulfillment of the expenses

budgeted: 87,44%

• Money in Banks Account belongs to

MC: $ 35.000

• Reserves Level June 2009 – May

2010: $3400

• Reserves Level Growth: 500%

• Growth on revenues: 19,4%

Financial awareness in AIESEC in CAS

After 1 year where FL&A was an operative area

and any LC had any awareness, we continues with

the evolution of the area.

Now, we can find.

1. One of the best functional wikis in the IGN

Network

2. 6 LC’s with Financial Sustainability as Focus

Area

3. New Financial Tools to track the sustainability

and progress at local and regional level

4. A stable F,L&A identity regionally

Presence of Regional Vice president of Finance, Legal and Administration area in a Global Support Team – AIESEC International

Financial Model in CAS

5. Deep changes happened in the internal

AIESEC in CAS Compendium and helps

in the correct administrative behave

6. AIESEC in CAS Financial model was

taken as example by different countries.

7. A financial model that support the

operations and the presence of the

Regional Team in both countries

8. A model that support the financial

obligations of the entity with AIESEC

INTERNATIONAL and with the local

obligations (taxes in Costa Rica and legal

costs in both countries)

9. To support incoming and outgoing

exchanges performance through pricing

models and auditing the processes.

10.We pass of a model were the Regional

Team (MC) covered AIESEC in CAS

budget in a 77% with a 23% of Local

Committees participation in 2009-2010

term to a model were Regional Team

(MC) covered the 49% of the budget and

the Local Committees the 51% in the

term 2010-2011

Financial Sustainability

Regionally we empowered financially the local

committees.

1. Redistribution of our incomes, giving

more participation to the Local

Committees. (Direct investments in

Local Committees around $8500 in the

term 2010 - 2011)

2. We could invest around $8600 in the

presence of AIESEC in CAS delegation

in international events, 15% more than

the term 2009-2010.

3. We increased the regional reserves

amount from $3400 to $17.000.

4. We maintain the Artemisia Fund

through AIESEC ULACIT

5. Strategically coaching in budget

process to all the LC’s and constant

tracking of financial performance of all

entities.

To manage a budget of around $70.000, supported financially and protected legally.

Legal evolution in Costa Rica and Panama

1. We updated our legal staff in both

countries

2. New AIESEC in Panama Minute – In

process

3. New contract model in Panama for

incoming and outgoing exchanges

4. Incoming exchanges contract approved

by the government as non-labor

agreement in Panama.

5. Strategically update information in

Taxing Office and in Migration office in

Costa Rica.

6. Financial processes standardize in the

entire region.

7. All Official AIESEC entities in Panama

have an independent bank account

8. Fray, Diaz & Asociados as potential

legal partner in Panama.

F,L&A evolution at Local Committees

Huge advances in the local offices makes this period as FLAVOLUTION:

AIESEC TEC:

Legal Staff updated

Creation of a Local Fund focus in the membership delegation to regional conferences.

AIESEC UCR:

Legal Staff updated

Local Introductory Seminar with a high amount of revenues.

Creation of a Local Fund focus in the membership delegation to regional conferences.

45% of accounts to charge recovered

AIESEC ULACIT:

To get for 2nd consecutive year the Artemisia Exchange Fund

AIESEC UNA:

Official extension in the Compendium

AIESEC USMA:

Clear Legal Structure and processes at LC Level

Good financial investments level in the membership

Very structure financial process

AIESEC UTP:

Financial

Report

Sustainability operations in CAS The MC team started the term with a clear focus on financial sustainability specially on local

operations. The charts below will help to illustrate this.

0

2000

4000

6000

8000

10000

12000

14000

Jun

e

July

Au

gust

Sep

tem

be

r

Oct

ob

er

No

vem

be

r

Dic

iem

bre

Jan

uar

y

Feb

ruar

y

Mar

ch

Ap

ril*

Tho

usa

nd

s D

olla

rs

Incomes vs Expenses

Incomes

Expenses

Incomes vs Expenses

In the graphic shows the behavior

of the incomes that the region has

during June 2010 to April 2011.

24,91%

2,95%

4,49%

8,66%,

0,00%

0,00

58,99%

Incoming Exchanges - Incomes Distribution

USMA

UTP

TEC

UCR

ULACIT

UNA

MC

Incoming Exchanges – Incomes distribution per

entity.

The incomes that CAS entities are

receiving by the Incoming

Exchanges.

The Incoming Exchanges are still

the main revenues for the Region.

35,76%

6,58%

8,76%

42,70

0,00%

3,29% 2,92%

Outgoing Exchanges - Incomes Distribution per Entity

USMA

UTP

TEC

UCR

ULACIT

UNA

MC

Outgoing Exchanges – Incomes distribution per

entity.

The incomes that CAS entities are

receiving by the Outgoing

Exchanges.

26,97%

5,09%

5,16% 14,22%

0,00% 0,68%

47,88%

Total Incomes - Distribution per Entity Financial Model Result

USMA

UTP

TEC

UCR

ULACIT

UNA

MC

Total Incomes Financial Model Result

Distribution of the incomes

between the CAS entities.

The currency is dollar. This financial information was considered since June 2010, to April 2011. In addition to that this analysis was presented to the Regional Board of Advisors.

39,93%

25,30%,

14,67%,

5,75% 3,70%

Most Representative Expenses

MC Salaries

MC House

AIESEC EVENTS

AI Fee/Other F

CY Visit/ Trans

The key expenses during MC Drivers term.

Acknowledgements

MC Drivers Annual Report 2010/2011. Publication manager: Dulce María Acosta Miranda

Special Thanks to:

MC Drivers team members, CAS members, BoA Costa Rica, BoA Panamá, Alumni, Partners, External entities.

The Annual MC Drivers report is distributed to CAS members, Alumni and AIESEC network, is

available to download from our platform, this publication was edited and published by the MC

Drivers at MC Office in Costa Rica in 2011.