2. Over the past 12 months, AIESEC UWA has
established itself as a leading local committee
in terms of the ways the local committee
addresses problems.
3. Intern Servicing and Engagement
AIESEC UWA has engaged its 3 most recent interns via innovative ways.
Our intern at Local Chambers of Commerce and Industry, Rebecca, is
connected to the LC via our regional support team. Furthermore, she has
facilitated at VicCon 2012.
Similarly, Jeffrey Hon, our intern at FNAS, coached the VP TM 2011 and
2012 given his past experience in the role. He has also written an article
about AIESEC in a PISCE article.
Kate Bondett, our intern at CATL, is involved in the local committee through
coaching in marketing. Despite her lack of AIESEC experience, Kate’s
degree, work experience and enthusiasm are great assets to the local
committee.
4. Intern Servicing and Engagement
There were no financial costs associated with the engagement of our
intern, however the returns include
1. Sales Training
2. TN Sales by our intern, Rebecca
3. TM Award in July 2011 and January 2012
4. Better relations with the Business School
5. Marketing Coaching
With the nation growing in terms of incoming exchange, LCs across the
nation should maximise the network they have due to their interns.
5. The use of OCs
AIESEC UWA has innovated around the concept of heavyweight and
lightweight teams in order to achieve its goals. Over the past 12 months,
AIESEC UWA has not only enriched the experience of its members with
interaction with the various facets of the organisation, but has also tackled
issues such as lack of LC mobilisation for exchange and shortage of
human capacity through the use of OCs.
Based on the same idea as conference OCs, OCs are utilised within the
LC for short term projects including our Connect Breakfast, SLAP and
EPRTF. As such, we have experienced substantial growth in the number of
team leader and team member opportunities available.
Relative Absolute
2010-2011 2011-2012 Growth Growth
TMP 74 99 134% 34%
TLP 29 38 131% 31%
6. The use of OCs
There are no financial costs or human capacity costs to the use of
OCs. When applying for an OC role, members are aware that they will
be undertaking an additional role on top of their functional role. This
results in a more efficient LC.
OCs can be implemented across the country as long as the right
expectations are set with members. Currently, members at Curtin
University are also utilising OCs to achieve their goals.
7. Innovation in Marketing
Over the past 12 months, AIESEC UWA has led the nation with its
innovative and effective marketing strategies such as the Live the Change
Campaign.
The AIESEC UWA Live the Change campaign has enabled the LC to grow
in terms of outgoing exchange
Number of EP sign ups: 200
Number of applications: 74
8. Innovation in Marketing
Building upon Live The Change, marketing at UWA has continuously sought to
challenge itself and innovate in order to reach as many students as possible.
This year, one of the initiatives involved a tailored video campaign for the
Business School. The campaign involved four 1-minute videos showcasing how
business etiquette around the world, i.e. In China, it is impolite to hand
someone your business card with one hand.
The project involved no financial resources and bore strong results with 78% of
our EPs to be realised this winter from the business school.
With no costs associated with the campaign, this campaign will work across the
nation given the fact that AIESEC’s appeal is to Business students mostly.
9. Finance Structure
Over the past, finance members have always been known to be the less
active and as such, finance as a portfolio has had a low retention rate on
average.
Given these issues, AIESEC UWA has restructured finance so that
finance members are given the opportunity to develop personally and
professionally.
This has been achieved through recruiting members into all portfolios,
except finance. Thereafter, portfolio responsible finance officers are
recruited by application. As such, these finance officers are members of
their portfolio, i.e. marketing and also members of finance. They are a
part of two functional teams.
This enables members to undertake more ‘exciting’ work as well as
ensuring that finance responsibilities such as tracking and governance
are met.
10. Finance Structure
There are no costs to this initiative and yet, has been a success in the LC
with a 100% finance officer retention for semester 2012.
11. High school Outreach Programme (HOP)
AIESEC UWA has started a new initiative called the High school
Outreach Programme (HOP). This is where AIESEC UWA members
will go to high schools around Perth to conduct leadership seminars
based off AIESEC’s global competency model.
The only costs associated with the programme are printing of
proposals as well as human resources.
AIESEC UWA has set up an Organising committee to oversee the
writing up of proposals and doing market research into what type of
leadership training would be preferred at high schools in Perth.
This is consistent with AIESEC’s 2015 BHAG of engaging and
developing very young person in the world and could be something
that LCs that seek long term growth.
12. High school Outreach Programme (HOP)
HOP is a programme which brings about many benefits not only to
AIESEC but also it’s stakeholders
1. Increasing AIESEC’s brand awareness amongst graduating high
school students so that they would have heard of AIESEC before
entering University.
2. Conducting leadership seminars in high schools allows students to be
more globally aware and through this, allows AIESEC to promote
the out-going GIPs as well as GCDPs which contributes to our
national drivers.
3. Through conducting these seminars across high schools, AIESEC
would build up it’s brand awareness amongst potential TNs and
that would create more pipeline for ICX as well as sponsors.
4. The HOP also provides LC members to develop their leadership
skills through planning and facilitating these seminars and that adds
value to the overall AIESEC experience.
