aiesec in oman 2011-2012 business plan
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AIESEC in Oman 2011-2012 Business PlanTRANSCRIPT
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!
3 AIESEC in Oman | Business Plan 2011-12
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.
4 AIESEC in Oman | Business Plan 2011-12
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
5 AIESEC in Oman | Business Plan 2011-12
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
6 AIESEC in Oman | Business Plan 2011-12
What does it mean?
Reinforcing the positive perception of our brand, relevance, and impact on Oman, and minimizing negative interactions with our stakeholders.
What does it entail?
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
What is the desired outcome?
AIESEC in Oman is seen as a first-choice partner and key driver in the development of Oman’s youth
Main Responsible over the Growth Driver
Antonio Lobo
Vice President, External Relations
Ensuring Positive External
Positioning
Growth Driver #2
Key Performance Indicators for External Positioning
Q1 Q2 Q3 Q4 Total Main Resp.
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
7 AIESEC in Oman | Business Plan 2011-12
“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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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.
8 AIESEC in Oman | Business Plan 2011-12
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.
What does it entail?
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
What is the desired outcome?
A higher number of international students experiencing Oman and an increase in the number of Omani students gaining international work experience.
Main Responsible over the Growth Driver
Ekaterina Donina
Vice President, Exchange Program
Key Performance Indicators for Targeting Exchange
Q1 Q2 Q3 Q4 Total Main Resp.
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
Q1 Q2 Q3 Q4 Total Main Resp.
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
9 AIESEC in Oman | Business Plan 2011-12
“AIESEC provides Omani youth with unique opportunity to enter their future with advantage of internat ional experience.”
- Ekaterina Donina
Initiatives for Targeting Exchange
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
10 AIESEC in Oman | Business Plan 2011-12
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
11 AIESEC in Oman | Business Plan 2011-12
Key Performance Indicators for Finance
Q1 Q2 Q3 Q4 Total Main Resp.
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
Main Responsible Support Start
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
Main Responsible Support Start
Date End Date
Investment (OMR) How We Recognize Success
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
What is the desired outcome?
A sustainable and transparent organization that increasingly derives its funding from its core business programs.
12 AIESEC in Oman | Business Plan 2011-12
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