1. Dream. Dare. Believe.
MC One
AIESEC in New Zealand
How-To Guide: LC Planning
Introduction
This document is to assist you with your 14|15 LC planning and is designed to accompany the
AIESEC in New Zealand planning template.
You will notice that you are only being required to plan up to December. This is because we will be
replanning at strategic points over the next 6 months to incorporate strategies from IC and from our
learning over the first part of our term.
Plannig is an important part of your EB experience, and one that is often left to the side once things
get busy. Take the time now to make a strong, detailed plan and save yourself some strife in three
months time.
As always your MC is here to support and guide you, so make the most of us!
Contacts:
Rachel Kenealy- OD, LCP Coaching, Planning process (rachel.kenealy@aiesec.org.nz)
Lidia Zabala- MaC, Auckland LC coach (lidia.zabala@aiesec.org.nz)
Rishabh Chauhan- oGIP, oGCDP, Waikato & Victoria LC coach (rishabh.chauhan@aiesec.org.nz)
Mitchell Donnelly- BD, FA, Sales, Canterbury & Otago LC coach (mitchell.donnelly@aiesec.org.nz)
Dion Morely- NTT, MEC, Performance Mgmt, Recruitment & Induction (dion.morely@aiesec.org.nz)

2. Dream. Dare. Believe.
MC One
Our Why
Team Purpose (Purpose of EB)
- What is the context of the 14|15 term for your entity? What is the role of your team in
achieving this?
This is a statement and is around 6 lines
Team Stand (Core Values of EB)
- What does our team stand for to make our purpose/vision a reality?
This is one or two lines connected with your team purpose/vision
Vision for LC (AIESEC in …. One year from now)
- What do we envision for our LC? What has changed? What behaviours do we exhibit? What
will we have achieved?
This is a statement describing the end point of your term.
NB: All of these three things are inter-connected and do not need to be decided on in the order
above
Our How pt. 1- Focus Programme
Focus programme
This should be oGIP
- This is the exchange programme your LC will be focusing on
- All the resulting work should be with the end goal of achieving your planned results in this
programme
- Any support function strategies created on this tab should be for the focus programme
Your strategies for oGIP and oGCDP could be very similar. This is ok, this process is here to help you
define where your time and energies will be spent when you come to plan your functions.
LC Strategy (LC strategy 1 etc. etc.)
- How are you achieving your goals in your focus programme? What specific actions will you
take that give you the most ROI?
These are to be confirmed once you have done your SWOT analyses. They are at the top of the
page because they are the output of this section.

3. Dream. Dare. Believe.
MC One
NB: A strategy is a specific action or behaviour that you will take or do in order to maximise your
resources. A strategy IS NOT focusing on a particular action.
e.g. 1 LC Strategy 1- oGIP Delivery = NOT a strategy
LC Strategy 1- Specialised sub-product teams for oGIP Delivery = Strategy
The second example helps to shape the actions and decisions your team will make for
oGIP this term.
e.g. 2 LC Strategy 2- High Quality Membership Development = NOT a strategy
LC Strategy 2- Implementation of the Performance Management system for
high quality membership development = Strategy
The second example gives a specific method to improving the quality of
membership; thereby defining what actions you will take.
SWOT Analysis (This is for your focus programme)
- Needs to be as detailed as possible. Use this as an opportunity to think outside of your
boundaries.
- What factors are affecting our LC? What research do I need to do in order to complete this to
the best of my ability?
S/W are internal factors: What can is happening inside the LC that I can affect?
O/T are external factors: What is happening outside the LC that is not in my control?
Creation of Strategies from SWOT (This is for your focus programme)
- What points of our SWOT analysis match up? What strengths complement our opportunities?
What strengths will minimise our threats?
- If you are unable to draw connections between your S/O, S/T, W/O, W/T then you need to
revisit your SWOT analysis. Chances are you need to do more research!
You should primarily be looking to connect Strengths with Opportunities or Weaknesses with
Opportunities. This is because we have the most resources, knowledge and ability to maximise on
this pairing.
NB: The combination of the two points results in a strategy.
e.g. 1 Documented oGIP delivery process = Strength
Global sub-product definitions = Opportunity
S/O strategy: Have sub-product focused delivery teams for oGIP to optimise our
matching

4. Dream. Dare. Believe.
MC One
e.g. 2 Membership retention = Strength
Performance management system ready to go = Opportunity
S/O strategy: Increase the quality of our membership programme by implementing the
Performance Management system
Prioritisation of Strategies (This is for your focus programme)
- What will give us the highest ROI for the term? What will be the easiest to implement?
- What are our TOP 3 strategies that will get 80% of our results for the term?
The results of this prioritisation are the 3 LC strategies that you put at the top of the page. These are
the strategies your LC will implement to make oGIP happen!
Our How pt. 1.2- Focus Programme Operations
Inner and Outer Journey
- This is for the exchange experiences that you want to create for your EPs
- Consider each stage of the exchange: What are the external factors influencing your EP?
What are the internal dialogues happening because of this?
- This is the single experience that you will replicate each time you raise, match and realise an
EP i.e. if your goal is 50 oGIP, you will aim to create this inner/outer journey 50 times.
You can use the oGIP example below.
Goals
- This is to break your focus programme goals into sub-products and month by month

5. Dream. Dare. Believe.
MC One
- Each entry is the target you will be aiming to complete in that month and will be tracked by
the MC (part of LC membership criteria is to be tracked on the achievement of these goals)
- Use this to plan your efforts wisely. Where will the most intense work be put? How will this fit
in with our external timeline (i.e. university)?
The total of this table should equal your LC target for oGIP. For further consultancy on this timeline,
please contact the MCVP OGX (rishabh.chauhan@aiesec.org.nz) or your LC Link.
FOBO (Front Office/Back Office) Synergy
- This is the synergy between the exchange operations (FO) and the support operations (BO)
- This is DIFFERENT to functional planning because you are looking at how each FO action is
supported by each BO action
! Functional planning is putting all of the responsibilities and actions for your
function into one timeline for you to track
- You are following the product/customer flow of AIESEC (see below) and you will be detailing
what actions will happen in the exchange process at each stage
- Each action needs a clear, measurable KPI
! This is something that is a mid-way point to help you to check if your actions
are achieving the desired results and is NOT the end goal
e.g. Activity: Market segmentation for oGIP Teaching
KPI: # of markets researched = KPI
# of market segments identified = End point of action
- You should be creating your actions based on the 3 key strategies you devised in “Our How
pt. 1”
- What needs to happen in order to implement these strategies?
The output of this table should be a clear process for oGIP in your LC, with each FO action
supported with BO actions
Our How pt. 2 & 2.1- oGCDP Operations

6. Dream. Dare. Believe.
MC One
This process is the same as above, repeated for oGCDP operations
Our How pt. 3- LC Communications
- This is to help you plan when, what and how to communicate about your plan to your LC
- It is important to understand the timeline you will have to work on for your LC, and will be a
great help to the MC so we can better align our support to you
- Divide your plan into logical sections (information to be communicated at the same time)
- Each section of the plan needs to be assigned a time and channel to communicate through
- A suggestion is to plot in all the current channels your LC uses (FB, LCM, Email) and then
group your EB plan into manageable chunks of information
- What does my LC need to know now in order to continue reaching our goals? What
information and knowledge is relevant to them at this point and time?
The output of this tab is a clear timeline of when, what and how you will communicate key plan
points to your LC.
NB: Be careful not to overload your LC with too much information at once. It is better to start off
simple and build through repetition of the basic message and adding a little every time. This will
ensure that all LC knowledge and direction is based of your core message.
Our How pt. 4- TMP/TLP Planning
- Now that you have completed your operations plans, you will need to align the roles available
in the LC in order to achieve your goals
- There are multiple tools to combine in this stage, most of which your LCVP TM will be familiar
with from transition and JulyCo
- You will need to consider the efficiency of your members (TMP efficiency doc), the structure of
your LC and how many teams your LC can manage
- This will then generate the number of members you need to recruit. The output of this needs
to be put into the Recruitment Planner
The output of this tab will be the number of people you need to have in your LC to achieve your goal
and what role they need to have.
NB: For all the TM tools, please refer to the AIESEC New Zealand TM wiki on myaiesec.net
Our What- Functional Planning
- You will need to replicate this for each EB portfolio
- The information for this tab brings all of the actions from the operations tabs under your
functional plan

7. Dream. Dare. Believe.
MC One
- You should be always referring back to the 3 key strategies for your operations plan to keep
your functional plan aligned
Area of Responsibility
- This is the general categories of your portfolio
! e.g. University Relations, Internal Communications
Strategy/Must Do
- Strategy is when the work under this area will be strategic (usually referring back to the key
strategies in your operations tabs)
- Must Do is when the work under this area is necessary under your portfolio (Business As
Usual)
GIP/GCDP contribution
- This is more specifically for support functions, so they can again keep their work aligned with
exchange
Ambition
- The end result you want to achieve from this area for the term
Activities
- A further detailed breakdown of your area of responsibility
NB: Do not overload on activities. Remember to stay focused and aligned to operations plans.
Always ask “How is this activity contributing to oGIP? How is this activity contributing to oGCDP?”
Development/Implementation
- Is the work to develop the area or to implement something?
KPI
- Measurable mid-point for your activity
- Please refer above for a more detailed description
Timeline
- Backwards plan from when you want the deadline to be
! There is conditional formatting on the doc, so when you type ‘X’ it will mark the
deadline for you
- Use this to help balance when your work will be due in, being sure to factor in the rest of the
EB portfolios and the university timeline
! If you are busy all at once, you need to prioritise and rearrange your lower
priorities to another time of year

8. Dream. Dare. Believe.
MC One
Summer Plan
- This is something that you should be thinking about now, and who you will need in the LC to
run this
! It is not something you need to action now, however. More summer projects will
become apparent as you work your way through your first quarter
- Take into account any major absences (e.g. EB is away) and what areas of your LC are
needing some attention
- The MC summer projects will be released in September
LC Calendar
- Plot all the major events for your LC on this calendar
- This provides a quick-glance timeline for all of your EB to keep up to date with each function
LC Budget
- This should be a copy of the budget that is/will be ratified by your LC
- The actual document needs to be updated quarterly and submitted to the MC
- Your budget should be supporting your Focus Programme
! Consider: What are you investing into oGIP? Into marketing for oGIP?
If you have any questions or inputs for the planning process, please contact
rachel.kenealy@aiesec.org.nz
Happy Planning!
MC One: Dream. Dare. Believe