Основная информация с Конгресса аламни в Вене

1. Unleashing
AIESEC’s
Global
Alumni
Poten8al
The
AAI
Transforma8on
Project
–
October
2013
Vienna
Update

2. Imagine
the
poten8al.
AIESEC
“Structured
Leadership
Experience”
AIESEC
Alumni
~
1
million
Alumni-­‐to-­‐Alumni
alumni
• Job
search
• Business
services
• Mentoring
• Venture
funding
nly
Trained O
• Personal
and
professional
meet-­‐ups
Trained
• Alumni
“exchange”
pported
and Su
Life
Alumni-­‐to-­‐AIESEC
• Strong
GIP
referral
network
• Boards
of
Advisors
• Student
projects
Alumni-­‐to-­‐World
• Alumni
projects
with
global
impact
Shared
values.
Shared
experiences.
Our
capital
of
trust.
2

3. AIESEC’s
Lifelong
Connec8on
=
1
Trillion
AIESEC
Structured,
Global,
Cross-­‐Genera8onal
Collabora8on
Alumni-­‐to-­‐Alumni
• MarkeGng
alumni
business
services.
• Finding
jobs,
employees,
partners.
• Venture
funding.
• Meet-­‐ups
and
exchange.
• Finding
and
serving
as
mentors.
Alumni-­‐to-­‐AIESEC
• Strong
internship
referral
network.
• ParGcipaGon
on
Boards
of
Advisors.
• Support
of
student
projects.
Alumni-­‐to-­‐World
• Alumni
projects
with
global
impact.
Shared
values.
Shared
experiences.
Our
capital
of
trust.
3

4. But
we
have
had
a
lifelong
connec6on
primarily
in
name
only.
AIESEC'
AIESEC'Alumni'
“Structured&Leadership&Experience”&
AIESEC
“Some&Connec*ons&but&with&Very&Limited&Structure”&
AIESEC
Alumni
Alumni'to'Alumni*
• Job&search&
• Business&services&
• Mentoring&&
• Venture&funding&
• Personal&and&professional&meetBups&
• Alumni&“exchange”&
?"
Alumni'to'AIESEC*
• Strong&GIP&referral&network&
• Boards&of&Advisors&
• Student&projects&
Alumni'to'World*
• Alumni&projects&with&global&impact&
Weak
“Connec8ons”
• No
single
compelling
place
to
connect.
• Hundreds
of
web
pages
filled
with
comments
but
liOle
impact.
• Most
countries
do
not
have
alumni
associaGons.
• LiOle
coordinaGon
historically
within
and
across
countries.
4
Shared'values.''Shared'experiences.''Our'capital'of'trust.'
Weak
“Collabora8on”
Weak
“Contribu8on”
• Huge
demand
among
alumni
to
engage
producGvely
with
each
other,
but
no
medium
to
deliver
against
it.
• The
will
is
there,
but
doing
this
this
right
requires
resources.
• Chicken
and
egg
problem:
- Alumni
and
sponsors
want
to
see
services
before
funding
it
and
invesGng
their
Gme.
- However,
the
services
require
some
funding
to
get
done
well.

5. A
Very
Compressed
Timeline
The
Past
50+
Years
AAIM
Hungary
(2/12)
Implementa8on
• Massive
potenGal,
• Working
Group’s
but
a
sleeping
giant.
assessment
and
proposed
strategy.
• The
obstacles…
-­‐ FragmentaGon,
few
synergies
(AI
<–>
AAI,
AAI
<–>
NAAs).
-­‐ No
funding.
-­‐ Limited
‘muscle
power’.
-­‐ PoliGcal
squabbles.
-­‐ Few
services,
low
member
value.
5
-­‐ Based
on
history
and
in-­‐depth
assessment
of
present
state.
-­‐ Supported
by
extensive
surveys
of
alumni
and
naGonal
leaders.
• AAIM
strongly
endorsed
the
WG’s
proposal,
then
AAIC
elected
an
EB
and
with
a
mandate
to
implement
it.
• The
EB,
with
support
from
past
EB,
naGonal
and
regional
leaders
and
alumni-­‐at-­‐large,
has
been
working
to
put
this
strategy
into
place.
Today
• Crucial
programs
are
underway.
• Let’s
now
‘complete
the
job’.
1. AlumNet
2. Integrated
organizaGon
3. Resources
and
infrastructure
4. 21st
century
governance
…and
define
our
opGmum
‘flight
path’
to
Mexico
City.

6. AlumNet
is
a
game-­‐changer.
Leadership*under*AIESEC*values*delivered*for*life.*
6

7. AlumNet
is
not
just
a
website,
it’s
the
“glue”.
Leadership*under*AIESEC*values*delivered*for*life.*
Strong
“Connec8ons”
• ConnecGng
all
alumni
and
AIESEC
under
one
umbrella
for
alumni-­‐
related
acGviGes.
• Alumni
enGGes
will
have
their
own
pages
and
share
infrastructure
(registraGon,
membership,
database
management,
finance…).
Strong
“Collabora8on”
• Strong
programs
that
deliver
fully
against
the
promise
and
have
a
real
impact.
Alumni-­‐to-­‐Alumni
Business
promoGon,
venture
financing,
job
board,
meet-­‐ups...
Strong
“Contribu8on”
• Providing
opportuniGes
for
alumni
to
contribute
– Time
– Money
– ConnecGons
Alumni-­‐to-­‐AIESEC
Internship
referrals,
mentoring,
parGcipaGon
in
student
projects…
Alumni-­‐to-­‐World
ParGcipaGon
in
alumni
projects…
…while
maintaining
the
independent
en88es
that
exist
today
at
every
level.
7

8. Leadership*under*AIESEC*values*delivered*for*life.*
AlumNet
brings
everybody
and
everything
together
on
one
pla_orm
and
under
one
umbrella.
Newsle,er!
AAI#Blog!
Signature#Programs!
AAI#Website!
• Strong'programs'that'deliver'
fully'against'the'promise'and'
have'a'real'impact.'
Alumni'to'Alumni*******************
Business'promo8on,'venture'
financing,'job'board,'meet=ups...'
(8) AIESEC Alumni First Thursdays
Alumni'to'AIESEC******************
Internship'referrals,'mentoring,'
par8cipa8on'in'student'projects…'
Alumni'to'World***********************
Par8cipa8on'in'alumni'projects…'
8/17/12 6:26 PM
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Local,
Na5onal
and
Regional
versions

9. AlumNet
–
What
is
the
current
status?
Leadership*under*AIESEC*values*delivered*for*life.*
Progress
to
Date
• Gathered
extensive
alumni
input.
• Completed
extensive
design
work.
• Developed
public
areas
using
DotNetNuke
industry
standard
architecture.
• Completed
significant
work
on
private
content
areas.
9
AlumNet
demo

10. AlumNet
–
Where
do
we
go
from
here?
Leadership*under*AIESEC*values*delivered*for*life.*
Progress
to
Date
• Gathered
extensive
alumni
input.
• Completed
extensive
design
work.
• Developed
public
areas
using
DotNetNuke
industry
standard
architecture.
• Completed
significant
work
on
private
content
areas.
10
Next
Steps
Cri8cal
Needs
• Training
of
AAI
management
team
on
ediGng
and
updaGng
content.
• Supplement
current
development
effort
with
paid
provider.
• CompleGon
of
newsleOer
header.
• Raise
seed
funding
to
support
this
effort.
• Launch
of
email
and
social
media
to
drive
registraGons
and
membership
signups.
• Bring
on
a
strong
Director
of
CommunicaGons.
• Test
and
launch
in
phases.
• Bring
on
IT
Director
to
lead
the
next
phase
of
work.

11. Our
2nd
game-­‐changer
is
a
globally
integrated
organiza8on.
Leadership*under*AIESEC*values*delivered*for*life.*
RAA!
R E G I O N A L !
A S S O C I AT I O N S !
•
•
•
•
•
11
NAA!
A S S O C I AT I O N S !
N A T I O N A L !
Independent
en88es
(as
today).
Shared
goals
(Alumni-­‐to-­‐Alumni,
Alumni-­‐to
AIESEC
and
Alumni-­‐to-­‐World).
Clearly
defined
roles
and
responsibili8es
(at
each
level).
Integrated
membership
( join
anywhere
and
be
a
globally-­‐recognized
member).
Funding
valuable
programs
(with
local,
naGonal
and
internaGonal
benefits).

12. Integra8ng
AIESEC’s
Global
Alumni
Offering
Roles
and
Responsibili8es
at
Each
Level
Leadership*under*AIESEC*values*delivered*for*life.*
R A R A A R A A !N A A N A A !
A!
! NAA!
!
R E G I O N A L !I O N A L !R E G I O N A I O N A L !I O N A L !N A T I O N A L !
R E G
N A T L ! N A T
A S S O C I A T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! T AO N O !C I A T I O N S ! A S S O C I A T I O N S !
I SS S
SSOCIA I SS S
Programs
AlumNet
Coordina8on
Database
Events
/
Awards
Support
Services
Commun-­‐
ica8on
AIESEC
Governance
12
Specific
global
roles
and
responsibili8es.
Specific
regional
roles
and
responsibili8es.
Specific
na6onal
roles
and
responsibili8es.

13. Integra8ng
AIESEC’s
Global
Alumni
Offering
Roles
and
Responsibili8es
at
Each
Level
Leadership*under*AIESEC*values*delivered*for*life.*
R A R A A R A A !N A A N A A !
A!
! NAA!
!
R E G I O N A L !I O N A L !R E G I O N A I O N A L !I O N A L !N A T I O N A L !
R E G
N A T L ! N A T
A S S O C I A T AO N O !C I A T I O N S ! A S S O C I A T I O N S ! T AO N O !C I A T I O N S ! A S S O C I A T I O N S !
I SS S
SSOCIA I SS S
Programs
• Design
and
implement
global
programs.
• Encourage
program
adopGon
by
NAAs
and
develop
regional
program
opportuniGes.
• Implement
and
supplement.
AlumNet
• Develop,
manage
and
maintain
AlumNet.
• Create
a
regional
page
using
AlumNet
templates.
• Create
naGonal
and
local
pages
using
AlumNet
templates.
Development
• Define
and
disseminate
best
pracGces
and
establish
new
NAAs
or
provide
support
to
RAAs.
• Establish
new
NAAs
in
their
region.
• Recruit
and
develop
local
alumni
groups.
Coordina8on
• Solicit
input
from
RAAs
and
NAAs.
• Coordinate
mktg
campaigns
with
RAAs,
NAAs.
• Provide
regional
input
to
AAI.
• Provide
naGonal
input
to
RAA
and/or
to
AAI.
Database
• Maintain
global
database
in
synergy
with
AI
and
NAAs.
Events
/
Awards
• Organize
global
events
and
awards.
Support
Services
• Provide
all
levels
with
membership
payment
and
admin,
data
services,
programs,
templated
pages.
Commun-­‐
ica8on
AIESEC
Governance
13
• Work
with
AAI
on
na5onal
data
management,
subject
to
agreements.
• Publish
global
newsleOer
and
other
markeGng
communicaGons.
• Organize
regional
events
and
awards.
• Organize
na5onal
and
local
events
and
awards.
• Publish
regional
newsleOer
using
AlumNet
template.
• Publish
naGonal
and
local
newsleOers
using
AlumNet
templates.
• Represent
Alumni
with
AI
and
encourage
alumni
support.
• AAI
members
vote
in
legislaGve
sessions.
• Represent
AIESEC
Alumni
with
MC
and
encourage
alumni
support.
• RAAs
parGcipate
on
AAI’s
Advisory
Board
• NAA
members
vote
on
regional
maOers.
• NAA
governance
is
largely
at
the
naGonal
level.
NAA
members
vote
at
the
naGonal
level.

14. Integra8ng
AIESEC’s
Global
Alumni
Organiza8on
and
Offering
Membership
Integrated
Membership
Concept
Simple
Revenue
Sharing
Formula
• Each
enGty
sells
an
idenGcal
€25
global
alumni
membership
package
that
includes
the
following
benefits:
- Access
to
AlumNet
member-­‐only
programs
that
provide
benefits
at
the
local,
naGonal
and
internaGonal
levels;
- Discounted
aOendance
at
events;
- VoGng
rights
at
the
naGonal,
regional
and
global
levels.
• These
funds
will
help
defray
product
development
and
administraGve
costs.
In
the
case
of
AAI,
it
will
help
support
the
cost
of
developing
AlumNet
and
of
a
small
global
office
to
handle
global
service
funcGons
(maintenance,
finance,
bus
dev…)
that
will
benefit
all
alumni.
• RegistraGon
on
AlumNet
is
free,
but
access
to
certain
services
will
require
membership.
• €10
to
AAI.
Add-­‐on
Services
• Alumni-­‐to-­‐alumni
business
promoGon.
that
can
be
Sold
Separately
Administra8ve
Magers
14
•
•
•
•
•
•
• €5
to
the
RAA
to
which
the
alum
declares
residence.
• €10
to
the
NAA
where
the
alum
declares
residence.
• Premium
membership
packages.
ParGcipaGon
in
this
program
will
be
based
on
wriOen
partnership
agreements.
ParGcipaGng
enGGes
must
be
legally
formed
and
have
a
bank
account
(a
potenGal
workaround
for
NAAs
is
to
work
through
the
MC).
100%
of
membership
dues
from
members
residing
in
non-­‐parGcipaGng
countries
will
help
fund
AAI.
Each
enGty
will
market
global
alumni
memberships
with
the
understanding
that
revenue
will
be
shared
in
accordance
with
the
formula.
The
accounts
will
be
trued
up
every
three
months
or
when
the
balance
owed
to
one
party
or
the
other
reaches
a
pre-­‐determined
level.
AAI,
the
RAAs
and
the
NAAs
will
negoGate
partnership
agreements
in
line
with
these
principles.

15. Integra8ng
AIESEC’s
Global
Alumni
Organiza8on
Where
do
we
go
from
here?
Leadership*under*AIESEC*values*delivered*for*life.*
RAA!
R E G I O N A L !
Progress
to
Date
• Current
proposals
reflect
significant
input
gathered
and
consensus-­‐building
over
many
months.
NAA!
A S S O C I AT I O N S !
A S S O C I AT I O N S !
N A T I O N A L !
Next
Steps
Cri8cal
needs
• Finalize
our
consensus.
• AlumNet
launch.
• Vote
on
enabling
legislaGon.
• Sign
cooperaGon
agreements.
• Assign
responsibiliGes
for
execuGon
immediately
following
Vienna.
• Strengthened
markeGng
communicaGon
to
support
global
membership.
campaign.
• Strengthened
AAI
Finance,
Membership
and
regional
liaison
funcGons
to
implement
agreements.
15

16. Our
3rd
game-­‐changer:
resources
and
‘infrastructure’
AAI
Office
• A
small
office
with
leadership
and
funcGonal
experGse
that
liaises
with
volunteer
talent,
members
and
AIESEC.
AAI
Seed
Fund
• Funds
to
support
the
compleGon
of
AlumNet
and
a
small
office.
16
AAI
Volunteer
Talent
• Qualified
alumni
with
the
needed
drive
and
capacity
– Regional
liaisons.
– Program
management.
– Event
management.

17. AAI
Office
Unleashing
AIESEC’s
global
alumni
potenGal
requires
a
small
global
office.
Objec8ve
• Professionalize
the
management
and
administraGon
of
AAI
and
AlumNet.
• Likely
base
in
Brussels
or
RoOerdam.
Loca8on
• Brussels
base
has
larger
talent
pool
and
low
cost
faciliGes
for
nonprofits,
whereas
RoOerdam
is
next
to
AIESEC.
• ExecuGve
and
day-­‐to-­‐day
program
leadership.
• All
core
funcGons.
–
ExecuGve
Director
Role
–
IT,
including
AlumNet
–
MarkeGng/Membership
–
Business
Development
–
Finance/Legal/Compliance
• Work
with
extensive
volunteer
network
across
the
globe.
17

18. AAI
Volunteer
Talent
We
need
to
grow
and
strengthen
our
pool
of
qualified
volunteer
talent.
The
Qualifica8ons
The
Open
Posi8ons
18
• At
least
10
years
of
professional
experience,
with
demonstrated
leadership
skills.
• Results-­‐driven,
hands-­‐on,
self-­‐starters
with
the
ability
to
work
with
liOle
supervision
and
meet
deadlines.
• The
ability
to
recruit,
coordinate
and
manage
teams.
• Excellent
collaboraGon
and
communicaGon
skills.
• Strong
project
management
abiliGes.
• Senior
AIESEC
leadership
experience
at
the
MC
or
AI
level.
• 10-­‐20
hours
per
month
of
available
Gme
to
dedicate
to
the
effort.
• Director
of
MarkeGng
CommunicaGons.
• Director
of
Development
(Fundraising).
• Director
of
IT.
• Regional
Directors
(one
in
each
world
region).
• Director,
NAA
Development.
• Director
of
Programs.
• Program
Leaders
(Alumni
Internship
Referral.
A-­‐Groups,
Global
Job
Exchange,
Global
Business
Exchange,
Global
Meet-­‐Ups,
Leaders
List,
History
Project).
…some
of
these
role
are
in
addiGon
to
the
paid
roles
in
the
AAI
office.

19. AAI
Seed
Fund
We
are
launching
a
major
fundraising
campaign
so
that
the
AAI
TransformaGon
Project
will
achieve
full
liq-­‐off
and
sustainability.
Target
• €300,000
from
alumni,
over
24
months.
• Complete
the
development
and
deployment
of
AlumNet.
Use
of
Proceeds
• Establish
an
AAI
office
with
an
ExecuGve
Director
and
2-­‐3
staff
to
administer
AAI’s
infrastructure,
membership
and
programs.
• Provide
working
capital.
• Develop
a
high-­‐profile
campaign
that
appeals
to
alums’
desire
for
a
lifelong
connecGon
to
AIESEC’s
mission,
vision
and
values.
Fundraising
Strategies
• Build
a
Development
CommiOee
made
up
of
high
profile
alums
to
lead
the
effort.
• Engage
in
direct
fundraising
to
high
profile
alumni
across
the
globe.
• Run
the
campaign
unGl
the
money
is
raised.
19

20. AAI
Cash
Flow
Expecta8ons
2013
€0000000000 14,692
2014
100,592
2015
125,334
2016
62,828
2017
120,550
2018
256,664
€'''''''''' 10,000
€''''''''''''''' A
€'''''''' 100,000
€00000000 110,000
€''''''20,750
€''''''87,500
€''''140,000
€0000248,250
€'''''''''' 49,800
€'''''''' 202,000
€''''''''''''''' A
€00000000 251,800
€'''''''''' 87,150
€'''''''' 294,000
€''''''''''''''' A
€00000000 381,150
€'''106,240
€'''355,200
€'''''''''' A
€000461,440
€'''126,990
€'''423,000
€'''''''''' A
€000549,990
Total0IT0Development
€'''''''''' 20,000
€''''120,000
€'''''''''' 75,000
€'''''''''' 80,000
€'''''80,000
€'''''80,000
Total'staffing''(75%'in'2014)
Rent'(75%'in'2014)
Other
Total0office0and0meeFng0expenses
€''''''''''''''' A
€''''''''''''''' A
€'''''''''''' 1,000
€'''''''''''' 1,000
€''''''82,500
€''''''11,250
€'''''''' 5,000
€''''''98,750
€'''''''' 155,000
€'''''''''' 18,000
€'''''''''''' 6,000
€'''''''' 234,000
€'''''''' 155,000
€'''''''''' 20,000
€'''''''''''' 7,000
€'''''''' 237,000
€'''155,000
€'''''20,000
€'''''''8,000
€'''238,000
€'''155,000
€'''''20,000
€'''''10,000
€'''240,000
Legal'and'notary'fees'and'costs
CollecLon'charges
Liability'insurance
Total0Expenses
€'''''''''''' 2,000
€''''''''''''''' 500
€''''''''''''''' 600
€0000000000 24,100
€'''''''' 3,000
€'''''''' 1,128
€''''''''''' 630
€0000223,508
€'''''''''''' 3,500
€'''''''''''' 1,145
€''''''''''''''' 662
€00000000 314,306
€'''''''''''' 4,000
€'''''''''''' 1,733
€''''''''''''''' 695
€00000000 323,427
€'''''''4,500
€'''''''2,097
€''''''''' 729
€000325,327
€''''''' 5,000
€''''''' 2,500
€'''''''''' 766
€000328,266
Budgeted0Cash0at031st0December
€00000000 100,592
€0000125,334
€0000000000 62,828
€00000000 120,550
€000256,664
€000478,388
Actual0or0Forecasted0Cash0at01st0January0
Income
Total0membership0dues0(€8.30'net'of'dues'sharing'and'VAT)
Total0Sponsorship
DonaFons'(alumni,'grants,'other)
Total0Income
Expenses
20

21. AAI
Cash
Flow
Expecta8ons
Actual0or0Forecasted0Cash0at01st0January0
2013
€0000000000 14,692
2014
100,592
2015
125,334
2016
62,828
2017
120,550
2018
256,664
Income
Member0dues
!!!AlumNet!registered!alumni!
!!!%!of!whom!are!members
!!!Total!members
Total0membership0dues0(€8.30!net!of!dues!sharing!and!VAT)
€!!!!!!!!!! 10,000
50,000
100,000
150,000
160,000
170,000
5%
6%
7%
8%
9%
2,500
6,000
10,500
12,800
15,300
€!!!!!!20,750 €!!!!!!!!!! 49,800 €!!!!!!!!!! 87,150 €!!!106,240 €!!!126,990
Sponsorship
Total!alumni!business!sponsor!revenue
Total!corporate!sponsorship!revenue
Partner!offers!revenue
Total0Sponsorship
€!!!!!!!!!!!!!!!
€!!!!!!!!!!!!!!!
€!!!!!!!!!!!!!!!
€!!!!!!!!!!!!!!!
€!!!!!!12,500
€!!!!!!25,000
€!!!!!!!!!!! I
€!!!!!!87,500
€!!!!!!!!!! 42,000
€!!!!!!!!!! 70,000
€!!!!!!!!!! 20,000
€!!!!!!!! 202,000
€!!!!!!!!!! 84,000
€!!!!!!!!!! 90,000
€!!!!!!!!!! 30,000
€!!!!!!!! 294,000
€!!!115,200
€!!!100,000
€!!!!!40,000
€!!!355,200
€!!!153,000
€!!!110,000
€!!!!!50,000
€!!!423,000
DonaGons!(alumni,!grants,!other)
€!!!!!!!! 100,000
€!!!!140,000
€!!!!!!!!!!!!!!! I
€!!!!!!!!!!!!!!! I
€!!!!!!!!!! I
€!!!!!!!!!! I
Total0Income
€00000000 110,000
€0000248,250
€00000000 251,800
€00000000 381,150
€000461,440
€000549,990
IT0Development
Total0IT0Development
€!!!!!!!!!! 20,000
€!!!!120,000
€!!!!!!!!!! 75,000
€!!!!!!!!!! 80,000
€!!!!!80,000
€!!!!!80,000
Office0and0meeGng0expenses
ExecuOve!Director!!(75%!in!2014)
€!!!!!!!!!!!!!!! I
€!!!!!!37,500
€!!!!!!!!!! 55,000
€!!!!!!!!!! 55,000
€!!!!!55,000
€!!!!!55,000
Number!of!support!staff!
Support!staff!(75%!in!2014)
Total!staffing
€!!!!!!!!!!!!!!! I
€!!!!!!!!!!!!!!! I
€!!!!!!!!!!!!!!! I
2
€!!!!!!45,000
€!!!!!!82,500
3
€!!!!!!!! 100,000
€!!!!!!!! 155,000
3
€!!!!!!!! 100,000
€!!!!!!!! 155,000
3
€!!!100,000
€!!!155,000
3
€!!!100,000
€!!!155,000
Rent!(75%!in!2014)
Other
Total0office0and0meeGng0expenses
€!!!!!!!!!!!!!!! I
€!!!!!!!!!!!! 1,000
€!!!!!!!!!!!! 1,000
€!!!!!!11,250
€!!!!!!!! 5,000
€!!!!!!98,750
€!!!!!!!!!! 18,000
€!!!!!!!!!!!! 6,000
€!!!!!!!! 234,000
€!!!!!!!!!! 20,000
€!!!!!!!!!!!! 7,000
€!!!!!!!! 237,000
€!!!!!20,000
€!!!!!!!8,000
€!!!238,000
€!!!!!20,000
€!!!!!10,000
€!!!240,000
Legal!and!notary!fees!and!costs
CollecOon!charges
Liability!insurance
Total0Expenses
€!!!!!!!!!!!! 2,000
€!!!!!!!!!!!!!!! 500
€!!!!!!!!!!!!!!! 600
€0000000000 24,100
€!!!!!!!! 3,000
€!!!!!!!! 1,128
€!!!!!!!!!!! 630
€0000223,508
€!!!!!!!!!!!! 3,500
€!!!!!!!!!!!! 1,145
€!!!!!!!!!!!!!!! 662
€00000000 314,306
€!!!!!!!!!!!! 4,000
€!!!!!!!!!!!! 1,733
€!!!!!!!!!!!!!!! 695
€00000000 323,427
€!!!!!!!4,500
€!!!!!!!2,097
€!!!!!!!!! 729
€000325,327
€!!!!!!! 5,000
€!!!!!!! 2,500
€!!!!!!!!!! 766
€000328,266
Budgeted0Cash0at031st0December
€00000000 100,592
€0000125,334
€0000000000 62,828
€00000000 120,550
€000256,664
€000478,388
I
I
I
I
Member
dues
Sponsorship
DonaGons
Expenses
21
Development
Staffing

22. The
AAI
Seed
Fund
(Cont’d)
• Communicate
fundraising
target.
Tac8cs
and
Campaign
Donor
Levels
• Develop
a
well-­‐wriOen
case
statement.
• Establish
donor
levels.
• Provide
appropriate
recogniGon
to
donors.
• IdenGfy
a
high-­‐profile
lead
donor
at
each
level.
• Issue
matching
challenges.
22

23. The
AAI
Seed
Fund
(Cont’d)
Development
Commigee
Chair
Development
Commigee
Members
Development
Commigee
Ac8vi8es
• Senior
AIESEC
alum
with
internaGonal
experience
and
a
global
profile.
• Willing
to
commit
to
building
and
leading
the
Development
CommiOee.
• Senior
execuGves
with
global,
regional
or
naGonal
AIESEC
experience.
• MulG-­‐generaGonal.
• Regional
team
leaders
with
a
solid
alumni
network
who
are
willing
to
travel
to
regional
and
naGonal
alumni
events
and
make
a
donaGon.
• Monthly
calls.
• Alumni
list
research
and
development.
• TargeGng
and
direct
approach.
• Monthly
fundraising
webinars
with
EB
members
as
guest
speakers.
• Discuss,
develop
and
achieve
consensus
on
this
plan.
• IdenGfy
lead
donors
and
potenGal
parGcipants
at
each
level/from
each
region.
Needs
in
Vienna
• IdenGfy
a
Development
Director
and
lead
the
campaign/build
the
commiOee.
• Establish
acGon
items
and
responsibiliGes
for
execuGon
of
this
plan.
• Launch
the
campaign
and
gain
pledges.
23

24. Our
final
game-­‐changer
is
enabling
21st
century
governance.
Members
at
Large
RAA!
R E G I O N A L !
A S S O C I AT I O N S !
Background
Results
Next
Steps
• Based
on
input
at
past
events,
we
launched
a
WG
on
governance
headed
by
Ken
Phillips.
• 3-­‐year,
staggered
EB
terms
to
promote
sustainability.
• Enact
proposed
legislaGon.
• The
WG
included
8
AAI
members
across
regions
and
generaGons.
• Global
virtual
voGng
to
give
all
members
a
voice.
• Enable
the
possible
expansion
of
EB
size
over
Gme.
• Propose
EB
size
for
next
elecGon.
• Appoint
a
NominaGons
CommiOee
to
prepare
for
global
virtual
elecGons
in
Mexico
City
in
March
2014.
• NominaGons
CommiOee
to
• The
goal
was
to
bring
AAI’s
encourage
qualified
candidates
governance
into
line
with
our
and
to
manage
elecGon
process.
•
vision
of
a
large,
integrated,
• EB
membership
for
presidents
global
organizaGon.
of
RAAs
that
sign
cooperaGon
• We
also
need
to
bring
AAI’s
agreements
with
AAI.
statues
and
fully
into
line
•
• A
number
of
other
moGons.
with
Belgian
law.
24
NegoGate
cooperaGon
agreements
with
RAAs,
enabling
their
presidents
to
join
the
AAI
EB.
Finalize
cooperaGon
agreements
with
AI.

25. So
how
do
we
complete
the
job?
Structured,
Global,
Cross-­‐Genera8onal
Collabora8on
Alumni-­‐to-­‐Alumni
• MarkeGng
alumni
business
services.
• Finding
jobs,
employees,
partners.
• Venture
funding.
• Meet-­‐ups
and
exchange.
• Finding
and
serving
as
mentors.
Alumni-­‐to-­‐AIESEC
• Strong
internship
referral
network.
• ParGcipaGon
on
Boards
of
Advisors.
• Support
of
student
projects.
Alumni-­‐to-­‐World
• Alumni
projects
with
global
impact.
Shared
values.
Shared
experiences.
Our
capital
of
trust.
25

26. Unleashing
AIESEC’s
Global
Alumni
Poten8al
The
AAI
Transforma8on
Project
–
October
2013
Vienna
Update
Four
game-­‐changers
to
‘complete
the
job’
on
our
flight
path
to
Mexico
City.
Comple8ng
AlumNet
Resources
and
Infrastructure
AAI#Office#
Leadership*under*AIESEC*values*delivered*for*life.*
AAI#Seed#Fund#
• Not
just
a
website,
it’s
the
“glue”/
the
value.
• Everyone
and
everything
on
1
platorm.
• We
need
funding
to
finish
the
job.
Globally
Integrated
Organiza8on
AAI#Volunteer#Talent#
• Small
office
with
leadership
and
funcGonal
experGse.
• Qualified
volunteers
with
the
needed
drive
and
capacity.
• Funding
the
compleGon
of
AlumNet
and
a
small
office.
21st
Century
Governance
Members'at'Large'
Leadership*under*AIESEC*values*delivered*for*life.*
RAA!
R E G I O N A L !
A S S O C I AT I O N S !
RAA!
R E G I O N A L !
NAA!
A S S O C I AT I O N S !
A S S O C I AT I O N S !
N A T I O N A L !
• Clearly
defined
roles
and
responsibiliGes.
• Integrated
membership
funding
programs.
• Assign
responsibiliGes
for
execuGon.
26
• 3-­‐Year,
staggered
EB
terms
to
promote
sustainability.
• Global
virtual
voGng
to
give
all
members
a
voice.
• NominaGons
CommiOee:
strong
candidates/managed
process.
• EB
membership
for
RAA
presidents
to
promote
integraGon.