1. 1. Present the current reality of the incoming exchange non-corporate area in all the
LCs that performed in the year 2011.
Performance
Represents the LCs that have already fulfilled 66% of their objectives; LCs that have a growth of GCDP
at least 20% and their project s are financially sustainable.

2. 2. Present the initiatives, way of working with the country, difficulties, etc. of the top
performing country in each GN on the incoming exchange non-corporate area in
maximum 2 pages.
Egypt 236 GCDP  Growth 189
 The Biggest difficulty is to make all the LCs aligned to a certain project. They fixed this by making all
of the LCs work towards 3 main issues which are very broad and can take a lot of initiatives under
it.
 Second thing is the situation in Egypt because people think Egypt is not safe. They have to prove
otherwise and that everything is going well by videos and posts on Facebook pages. Basically,
constant communication done by all LCs with EPs is the key.
 Their growth strategy is based on relevancy of the projects that are based more and more on the
external situations and that are also more concrete.
 The 2 national peaks are summer and winter but the challenge is to make it the whole year.
 One thing that commends GCDP in Egypt is their CRM with some of their big NGOs. They used to
have 1 TN, but now they are going to have a project with them each quarter having more than 30
TNs per quarter.
Mauritius 184 GCDP  Growth 137
 The biggest difficulty in Mauritius is planning and commitment of members. In Mauritius they
mostly do GCDP with a GCDP-GIP ratio of 100:1. Well planning of projects to be run do not always
go the way it has to since the tracking at times is also not done properly.
 They planned to solve them with regular meetings to track the progress of the projects and set
milestones. These milestones would serve as guides to the OCP. How they should handle his/her
project so that he/she meets the deadline and how to improve of the quality was discussed.
 This year they planned to have 400 GCP which is almost 200% growth from last year.
 Their national peaks for realization are December, February, June.
 The strong points on ICX NC area in Mauritius are: membership (a lot of members interested in
running projects), society ( it is quite easy to find issues and work on them, many NGO's available
and creating a project with them is very easy), getting funding for these projects take more time but
it’s possible.
Russia 898 GCDP  Growth 437
 The main difficulty is to set the right mindset and then track execution on timeline by processes.
They are always late with matching or raising. They could use more coaching (chats 2 per week)
with the MCVP or NST, and focus on LCPs, tracking tool, supporting campaigns.
 This year, one of the main focuses was growing the scale of global internship. The main strategies
which supported it and let it happen were:
• Peak management: exact year timeline with concrete periods of main realization peaks aligned to LCs
• People allocation into different exchange departments for each type of internships
• Incoming exchange social national programs and projects based on relevant issues such as financial
literacy of youth, tolerance, education, entrepreneurship etc.

3.  Strong points that commend GCDP in Russia are: JD of interns, constant projects with measurable
impact, quality (satisfaction of interns), their work on content of current projects. If they implement
a new project, work more at the business plan, than pilot it in 2-3 LCs. They have Quality Index
system - based on survey which all interns fill in.
 Their national peaks are all year-round, except October and April. The biggest realizations occur in
January and July because of holiday breaks.
Malaysia 426  Growth 144
 In Malaysia, the problems they encounter have to do with having too many forms and therefore,
there is difficult to match with EPs. Lack of solutions for low peak seasons is also an important
issue.
 Realisation peak is in November-January and May-August. However they are looking for off peak
partnership seasons.
 The strong points are the issue topic which is very relevant to the EPs personal and professional
growth, flexible time period for matching internships and very good intern servicing.
Brazil 622  Growth 381
 Biggest difficulty of Brazil as a country is matching in the off-peak period, around April-May
and September-October.
 Sometimes they have educational and third-sector projects that require a high volume of EPs,
and they have been having problems finding available EPs for travelling for GCDP TNs in these
periods. They are trying to solve this by establishing national cooperations for ICX. In the LCs
level, they have been using LC to LC cooperations.
 Brazil won the UBS Award in IC in 2011. However, they believe the growth they had this year is
not sustainable, and they are prepared to have a little fall in growth numbers.
 Peaks of RE are from June to August and from November to February. But, as I previously
mentioned, they need supply for the off-peak periods, mainly because of educational projects
and third-sector projects.
 I believe Brazilian hospitality is great and a very important and decisive point of ICX NC because
EPs are willing to travel abroad.
 During the last few years, they have developed a great knowledge on educational projects and
they are now also starting to develop projects for NGO and other third-sector entities. Projects
are great for multiplying impact and allowing interns to live a high quality experience while
getting to know other interns from all over the world. Through them, they have learned
to manage a high number of interns at once. Projects are definitely the highest point in
Brazilian ICX side.
Italy 188  Growth 85
 The difficulties for AIESEC Italy is the realization of national partnerships.
 The support that AIESEC Italy offers for LCs are quality(MC TN reception standard booklet and
Italian
booklet for all LCs), knowledge offered for VPs on wikis and conferences.
 There are 3 peaks of realization for projects National Partners for projects can be easily found.
 A good thing about GCDP in Italy is the fact that they have 3 niches for projects: ecology, equity,
economy. Their targets for projects are primary and secondary school, university.

4. 3. As you know, the grand majority of your goals are going to be achieved by the local
entities. Based on this, how do you plan to manage the LCs talent towards the
implementation of the national strategy? (Be clear and specific).
Here I have 3 ideas that I want to implement in the next year:
1. I want to have coaching meetings every month with the VPs, if I can’t manage this by myself,
the task will be taken over by the NST. On the professional side, I would like to evaluate the
positive and negative aspects of previous month and analyze the planning for next two
months. Using this information, I will create a centralized output and send it to all the VPs. This
output will help the LCs to learn from their mistakes and others and also will help to align
processes at national level.
2. I want to give all the LCs National Preparation, this means the possibility to ask for one training
in every quarter.. Also they will be recorded and uploaded on myaiesec.net in order to create a
national database required for ICX NC preparation. As a result we will have all the LCs at
medium knowledge on every process. By doing this, I know that even the small LCs will manage
to increase their performance. I am going to know what trainings do the LCs need from
auditing the SONA and from the coaching meetings. By doing this, it will be easy to understand
the level of knowledge in LCs.
3. I want to implement national tools that are going to help the LCs on their processes. Some of
these tools are: Visa booklet, containing all information required to obtain visa from each
country. Also there will be the National product sheet which will be a template that will be
made at national level and the LCs will personalize it for LC reality.
4. Present your strategy to increase the quality of GCDP Incoming in AIESEC Romania.
As I said, one of my directions for the next year is increasing the quality of GCDP Incoming in Romania
and I want AIESEC Romania to be recognized in the international network for its qualitative processes.
I want to do this by implementing a tool, so called “exit form” which will be filled in by the LC VPs and
also the trainees. After this, the MCVP and the NST will check them out.
 The VPs will have to fill a survey that will concern the sending country, by doing this, in the
future we will have a white list and a black list for sending countries, taking into consideration
their involvement in the exchange process and also the quality of the EPs in every country.
 The trainees will complete the survey about the hosting LC. Answering questions about the
quality of the projects, their implication in the LCs, fulfillment of all aspects in the JD.
The LCs that will have the highest grade for their qualitative experiences, will be the ones that will be
promoted for one month on the national wiki, on the forum and also by the MCVP at international
conferences and other meetings with MCVPs. Also these LCs will first ones to benefit from the
international partnerships if this international partnerships are signed.

5. 5. What is your strategy for driving ICX growth in 2012-2013?
My strategy for the ICX growth will be through selling GCDP to non-corporate entities(Ministry of
Education and National NGOs), taking into consideration the fact that in all the LCs of AIESEC Romania
the ICX area has split, I want to create national raising campaigns that will be aligned at national level.
Every LC will use the same product sheet:
 The product sheet will contain the description of AIESEC, description of GCDP program,
national results obtained on GCDP part, a national design. Description of local projects, local
results and testimonials will be added by each LC.
 The role of this product sheet will be to align the national raising campaign and also, the
results obtained will be used at national level for obtaining national partnerships.
Every quarter the focus will shift from one niche to another. We’ll do so because we have to change
the mentality of random raising. If we focus on 2 niches the whole year(NGOs and Highschool) we will
obtain a raise in the GCDP side. In the mean time, when the country is selling, the MC VP will go and sell
at national level, at national NGO or government institutions.
6.Taking into consideration the fact that on your term you will have to organize at
least one national project, how do you plan to communicate and organize the country
in order to implement the project?
This year I want the NST team to be involved in the national strategy and direction. So I want to create
2 position for NST members to be project coordinators. I want to have talks every month with
VP/OCPs of the each LCs to see the status of the project. If the project is not reaching it’s objectives,
NST members + VPs + MCVP will try to find back-up solutions in order to fill the GAP.
 The communication between NST/MCVP and VPs will be made through Skype meetings and
email.
 At the end of each month there should be a centralized output of all information gather from
LCs. This information should help the LCs understand and avoid in the future the mistakes that
are made.
 The communication between NST and MCVP will be made through Skype meetings or physical
meetings(if possible). This meetings will be mandatory quarterly for planning the next quarter
and set objectives.
 The NST and MCVP will track all their performance through an MBO.
All of these are made in order to avoid as much as we can the big GAP at the end of the year and to
have the objectives fulfilled at the end of the term.

6. 7. Which are the major challenges and changes you see with regarding the 2015 in
AIESEC Romania on the Non Corporate Area?
 The big challenge in AIESEC Romania, will the implementing of the new structure. We will have
to make it work if we want big results for 2015.
 I think another major challenge will be the sustainable growth that we will have to control for
the next year. Taking into consideration that all the LCs will focus on Non-corporate for the first
time, the growth will be big and we will have to create healthy processes that can continue next
year also.
 Strictly on NC area, a BIG change will be the separation of the departments. In the small LCs,
there are not enough members to support the both corporate and noncorporate sides and an
important challenge for us will be to cover both needs for these departments, we will
definitely be on the right track for achieving the 2015 vision in AIESEC Romania.