FINAL MANAGEMENT REPORT

JUNE 2010

AIESEC in BENIN2009-2010

OUTLINE

Introduction

AIESEC subsystems and brand setup

Achievement of planned goals

Planned Steps till Next ILM

Legalization process

Membership criteria fulfillment

INTRODUCTION

We wish to detail efforts to strengthen AIESEC in Benin through departmental activities and in the various subsystems of AIESEC Management and the qualitative as well as quantitative results achieved.

At the end of a term that was shortened by a late beginning, we would like to present in the most faithful possible way what the journey of leading AIESEC in Benin towards the AIESEC 2010 vision has been.

AIESEC SUBSYSTEMS AND BRAND SETUP

ORGANISATIONAL STRUCTURE SYSTEM

Compendium up-to-date

Current Structure:

6 members on the MC combining strategic and operational

duties

1 NST providing support in the areas of IM and

Communication

1 LC (ENEAM) consisting of members from different educational entities (this shall

make further expansion easier)

1 Expansion LC (Abomey-Calavi) under the process of setup with EB formation.

Governance: We have had a Board of Advisors (BOA) that had kept us accountable so far, but had to be restructured due to unavailability of the majority of members from the beginning of the term.

We did not complete the restructuring and thus have passed it on the 10-11 MCEB.

We have an elected Internal Auditor whose work has just started, whose duties include among others the enforcement of the AIESEC Code Of Ethics; and is supposed to work

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

with the past MC Vice-President for Finance, according to our compendium. That makes

two Internal Auditors.

ORGANISATIONAL STRUCTURE SYSTEM (cont) Goal setting and review: Balance Scorecard implemented as planning and tracking

tool, with two annual reviews.

Those two reviews were carried out but the last one was not as detailed.

Conference Cycle: 2 conferences per year, NTMS (induction)and NLDS (planning) in addition to 2 Legislative Meetings per year.

This year both conference had the features of induction with the latter being more thorough and equipping for both old and new.

It has to be said that the maturity of the Talent Pool and the institutional framework do not support yet a clear-cut distinction between induction and planning seminar.

Legal Administration: Registration is ongoing, though hampered initially by some technical difficulties reported to AI.

The term ended with all documents searched, obtained and prepared, to be submitted to the Interior Ministry.

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

MC Team, NST,ex-MCP during

AI Director’s visit.

MCP 10-11 and MCP 09-10

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

EXCHANGE MANAGEMENT SYSTEM Market Research and Product Development: We focused on the Not for Profit sector and

gradually moved towards the corporate sector.

We have launched a marketing drive that had as one of its targets exchange raising.

The main challenge at the launch has been convincing the local companies to offer internship to internationals while graduate unemployment has become acute.

However it must be noted that members’ commitment to the process was very weak, and clearly prevented a significant achievement of set targets.

TN Side: We have received interns from Nigeria(9), India (1), Canada (3) and Côte d’Ivoire (2), 2 of which were MTs and 15 DTs.

The challenge is that until the beginning of this term, MT were not charged for, which had an application on the financial strength of the entity. All contacted have been reviewed.

EP Side: We have been faced with the reluctance of many potential students, mainly due to the financial implications of going on international internship.

The proposed way to go about it has been to promote exchanging in West Africa.

To that end, a partnership agreement was entered into with Nigeria.

At the end , we have realized 3 EPs, 2 DTs to Nigeria and 1 MT to India, also X+L.

It must be said that capacity in exchange management has been limited and is being tackled.

TALENT MANAGEMENT SYSTEM Talent Planning and Recruitment : A membership review was carried out so as to ascertain

the talent pool from 2008-2009, before embarking on a new recruitment. 15 old memberswere confirmed and the recruitment drive was launched in September, and involved media,posters and e-mail promotion. That culminated with two information session which attracted60 students

Talent Selection: An interview-based selection process enabled us to usher in new members.This was a continuation from the past term.

Talent Induction: A one-day induction seminar National Training and Motivation Seminar washeld end of October after 3 induction sessions. This was a continuation from the past term.

Sub-Regional Conference attendance: The week after induction seminar, a delegationattended the West African Connecting Seminar (WACS) hosted by AIESEC in Ghana which drew130 participants from 6 countries. It was a platform for motivation, networking andcooperation.

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

Pictures from

National and Sub Regional Seminars

FINANCIAL MANAGEMENT SYSTEM Budgeting and Review: Budgeting processes are not up to standards, as a result of the

weak financial position of the entity, coupled with the fact that The MC had been run for an extensive period by MCEB members finances.

The partner country has come in with training for the Finance Responsible.

The last weeks have seen a great push towards compliance.

Revenue Sources: Members Fees (60%), Exchange (30%), Donations (10%)

Financial Reporting Structure: We shall report directly to our Board of Advisors when reconstituted and we are re-negotiating a partnership with an Auditing firm.

Fund-raising: Very basic

ER products : Conferences and Seminars, Projects

Financial Reserves Management: Our reserves are next to null.

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

INFORMATION MANAGEMENT SYSTEM Our website is under construction

70% of our members are registered on myaiesec.net

Few resources are uploaded on the system.

The National Support Team (middle-level manager) position was set up to drive the process of alignment towards a more effective internal and external communication.

AIESEC SUBSYSTEMS AND BRAND SETUP (cont)

MEASURES GOAL ACTUAL

Members 35 42

Number of leadership

opportunities offered (TR)

19 41

Number of leadership

opportunities offered (LR)

16 13

Number of internship

opportunities (X)

10 TN :17 ; EP :3

LR + X 02 01

Number of LCs 01 01

(+ 01 Extension) *

ACHIEVEMENT OF PLANNED GOALS

AIESEC XP

*Process of establishment ongoing

MEASURES GOAL ACTUAL

Board Of Advisers Reviewed Ongoing

Office Infrastructure Repaired Done*

Registration Completed Ongoing

Trademark Registered Done

Bank Account Opened Ongoing

ACHIEVEMENT OF PLANNED GOALS(cont)

STRUCTURES

*Office doors (Entrance and balcony)Window bladesElectrical socket

MEASURES GOAL ACTUAL

Market Segmentation Carried out Done

Media Appearances 5 7

Media Partnerships 3 1*

External Events 4 2

ACHIEVEMENT OF PLANNED GOALS(cont)

EXTERNAL POSITIONING

*Radio Univers

Our vision

To Make AIESEC Benin an organisation with a modern Functioning making leaders out of itsmembers, satisfying its partners and having a positive and sustainable impact on the Beninsociety

National Priorities

Institutional and members capacity building

Strategic external positioning

Exchange development

Goals

-35 members ↗ 42 -7 TNs realised ↗ 21

-Legal registration± -3 EPs realised ± 3

-Bank Account Opened↙ -Establishment of an LCEB ↗ 1+ 1 Expansion(Process ongoing)

-3 Country-country partnerships for exchanges↙ 1

-21 leadership experiences↗ 54

OVERALL PICTURE

As mentioned under Organisational structure system, we are faced with some technical difficulties reported to AI.

There had been a registration of AIESEC in the late 80s, such that to get a proof of registration issued by the Ministry Of Interior, we ought to have those who undertook the previous registration (basically impossible to find since no records exist on them) so as to have them confirm that we are one and the same organization; and therefore there is the need to re-register AIESEC in Benin with a different name, AIESEC International- Benin for example. For this, we needed a proof of registration of the international office, in Rotterdam.

However, upon advice from AI and research by the MCVPFA, a new procedure of registration of AIESEC in Benin as a local organization was begun and as of today, all papers have been submitted or are being submitted and update with Local Government Authorities of Cotonou (Littoral Region).

LEGALISATION PROCESS

MEMBERSHIP CRITERIA FULFILLMENT

1. MCP decision process: YES2. Compendium updated: YES3. Trademark registration: YES4. Legislative meeting with election/selection: YES5. IPM attendance: YES6. Country balance: YES7. AI December and June Internal Audit : YES8. SOGA January and April: YES9. 3 TNs realized per LC: YES10. 3 EPs realized per LC: YES11. Financial reporting to external body: Under Reform12. Legal status: Application submitted13. Affiliation fees paid: N/A14. Independent Bank account: NO15. External Audit: NO

FINAL PRESIDENTIAL THOUGHTS

It has been a real pleasure to serve AIESEC in Benin and thus the global network

we are part of. It is a fact that the journey was not meant to be a quiet and easy one, but it was worth it.

AIESEC in Benin is in a stronger posture than it has ever been, milestones have been crossed.

After 5 years as an initiative and 2 years as an Official Extension of AIESEC International, we ought to project 5 to 10 years for now and resolve as individuals and as an organisation that AIESEC in Benin shall not be a spectator but a gradually more active player in our ever growing global network.

It is a legacy for the next generation of AIESEC in Benin.

I wish to thank my team MCEB+NST 09-10 Jean-Vincent, Carole, Armand, Jeanne and Fatine for the support.

It would be unfair not to acknowledge for my predecessor IPP (Immediate Past President) Mr Vince TOLY for the wisdom put at the disposal of the entire Team. throughout the term. He has thrown a challenge to me as new IPP.

FINAL PRESIDENTIAL THOUGHTS (cont)

Mention must be made of Mr Ulrich ADISSO, ex-MCVPX and Mr Hermann KOUASSI , AIESEC Trainee at Bank Of Africa and ex-LCP of AIESEC Cocody (Côte d’Ivoire) for acting as Internal Consultants in the area Exchange Management.

I could not end without acknowledging two corporate partners Bank Of Africa Benin and Talent Plus Conseils.

The first one for taking interns and enabling the representation of Benin at the International Presidents’ Meeting in Tunisia early this year.

The latter for providing advice and expertise in our leadership selection process.

Last not but the least, our ever supporting Alumnus, Mr Clarence ATAYI, who has remained a Big Brother to the AIESEC in Benin family and has become one to me.

MERCI

GRACIAS

THANK YOU

Adonis Aymar TELLA (MCP 09-10 of AIESEC in Benin)

adonis.tella@aiesec.net, adonistd@gmail.com

END