The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.

2. Role of HOST ENTITY in GCDP
Ensuring AIESEC
Support to EP
including
accommodation,
support, logistics,
travel etc!
JD Alignment
between EP and the
project/NGO along
with the right
expectation setting
Effective
Integration of EP
into the city,
culture etc!

3. START UP LC
0-10 Realisations LCVP Comm/
Marketing
Member 1 Member 2
KPI:
• Number of EP’s Raised
(that fit the right Matchable EP Profiles)
• # of Leads/ Registrations from each strategy
• Increased Conversation Rate from Sign up to Raise
NOTE:
• Marketing team has 1-3 members (including LCVP)
• Marketing Team needs to focus on establishing their
market penetration for just 1 Programme
(oGIP/oGCDP) and just 1-2 Sub-products/ Issues
under this programme
10 to 40
Realisations
30 to 70+
Raised
50 to 150+
Sign ups
(Ideally, Sign up to
Raise Conversion rate
is greater than 30%)
Sample Backwards Planning:
This means that recruitment
activities must be focused
enough to get this number of
registrations from the right
target market
Based on Statistics, how
many Raises do you nee to
get this many
realisations?
Based on Statistics, how
many Sign-ups do you nee
to get this many raises?
STARTHERE

4. WHY?
Right
number of
People to
Deliver high
volume QUALITY
Experiences
Clear JD
and KPI for
members working
on delivery
Growing in Exchange means
we NEED to have enough
People to MANAGE
experiences for high quality.
This is the most important!

5. HOW?
STEP 1:
Plan for Capacity
for Quality
STEP 2:
Structure, JD and
KPI in different LC
Volumes in iGIP

6. STEP 1: Plan for Capacity for Summer
Use the TM Planning tool to plan
iGCDP

7. STEP 1: Plan for Capacity for Summer
Here enter
number of
interns/EPs one
member can
deliver Eg: 1
member – 3 EPs
iGCDP

8. STEP 1: Plan for Capacity for Summer
That number from
slide 2 will multiply
with Re goal you enter
for the quarter so you
know how many
members are needed
for delivery in each
programme
iGCDP

9. GCDP Clustering for LC
iGCDP
Beginner 0-25 X RE
Intermediate 25-100 X RE
Advanced 100-200 X RE
Mature +200 X RE

10. STEP 2: Create structures for quality delivery
Structures by
Volume of
Realizations the LC
does
Customize your
structures for the
fruit peak if needed

11. STEP 2: An LC that has planned between 0-25 in 2014
Basic Consideration:
• As start up, LC manage the basic process of iGCDP
delivery
• There is no need to manage iGCDP as a project yet -
in general experience delivery will be TN based
• Member Efficiency: 0-4 X / member
Number of members: Use TM Planning tool to determine
Job Description:
• Selling and raising, matching, and realizing
• Incoming preparation seminar
• Experience Co-delivery
VP
Member Member Member
∞
Ra-Ma-Re

12. STEP 2: An LC that has planned between 0-25 in 2014
JD for Delivery
0 Supporting Eps through the match process (especially for visa) and at realization
0 Delivery through fulfilling all exchange minimums
0 Very important: Airport pick up, Logistics, Supporting Accommodation of EPs , Integration of EPs, Ensuring alignment
between EP and company
0 FAST firefighting on NPS in case of any EP issues/complaints
0 Showcasing promoter EP stories
0 During sales process ensure there is clear understanding of JD so that there is no issue in JD alignment at the realized
stage
Recommendation: Even though most detractor issues/comments are at
realized stage, by taking the right actions (through the right JD) during raise
and match, the level of issues at the realized stage can be decreased!

13. STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team - % of Promoters/Total Realizations of the team
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC

14. STEP 2: An LC that has planned between 25-100 in 2014
VP
OCP OCP OCP
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
Number of members: Use TM Planning framework
Job Description:
• Selling and raising, matching, and realizing
• Project concept development and execution
• Incoming preparation seminar
• Experience Co-delivery (country-country partnership management)
• LCs have more capacity in project management
• Project concept will be centralized Nationally
(National project implementation in LCs)
• Start to have the needs of event/project
management

15. STEP 2: JD within the structure
JD of Delivery members in the team
During Raising period During Matching period During Realization
• Ensure clear and high
quality JD in a specific
issue segment and for a
specific national project
• Clear expectation
setting with NGO about
role of EP, salary etc.
• Visa Support (The key
issue is Eps want MORE
and ACCURATE
information about the
process and documents
related to visa)
• As soon as matches are
confirmed start working
on accommodation
• By now accommodation
should be confirmed and
ready
• Arrange for EP Pick up
and integration into the
LC and city
• Trainee Buddy assigned
for EP

16. STEP 2: JD within the structure
JD of Delivery members in the team
Who is a trainee buddy? – An LC member (doesn’t need to be
only from the iGIP team) who is responsible for meeting and
communicating with the EP regularly, who support the delivery
team in the EP Pick up, integration etc
Having trainee buddy makes the job of a delivery team simpler
and also allows members to have a great experience interacting
with Eps
At this stage, make sure you are firefighting fast on NPS incase
EP has a comment/issue
During Realization
• By now accommodation
should be confirmed and
ready
• Arrange for EP Pick up
and integration into the
LC and city
• Trainee Buddy assigned
for EP
• Induction meeting with
EP and company

17. STEP 2: JD within the structure
Synergy of members in the team
- Since each team is working on projects and is responsible
for the whole exchange process, the synergy between the 3
teams and members within the team has to be very good:
1. Each member is responsible for the right raise and
expectation setting with NGO
2. There is/are specific member working on ensuring the visa
information and process
3. There are 2-3 members working on accommodation while
the others are working on airport pick up, logistics, trainee
buddy etc.
Each member is
responsible for
his/her raised and
matched EPs
Big tasks needed
for all Eps like
accommodation etc
are done by specific
members

18. STEP 2: KPI within the structure for delivery members in the
team
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC

19. STEP 2: Ideal duration of teams
Makes sense for teams
to be for 3-4 months –
This gives members
time to deliver the
Realization effectively
It is important to MAKE
SURE that once the
team duration ends the
same members are
communicating and
supporting Eps and this
is still part of their role
iGCDP EPs generally are in the LC for 6-8 weeks so even if a members term
ends, he/she can continue being responsible for his/her realization

20. STEP 2: An LC that has planned between 100-200 in 2014
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Number of members: Use TM Planning Framework
Job Description:
• Selling and raising, matching, and realizing
• Project concept development and execution
• Project brand management
• Incoming preparation seminar
• Experience Co-delivery (LC-LC partnership management)
Basic Consideration:
• LC is considered to have the capacity in
understanding Project management concept
and put into implementation
• LC has capacity in innovate a project based
on issue
• Member Efficiency: 4-6 X /member

21. STEP 2: JD within the structure
JD of Delivery members in the team
• The JD is very similar to LCs doing 25-100
The 2 key differences are:
1. Since the volume is more in this case, LC can start working on outsourcing some
services to make processes more efficient
2. This LC structure is working on local projects as well as national projects
implementation so make sure the local project delivery is very well planned

22. STEP 2: JD within the structure
JD of Delivery members in the team
During Raising period During Matching period During Realization
• Ensure clear and high
quality JD in a specific
issue segment and for a
specific national project
• Clear expectation
setting with NGO about
role of EP, salary etc.
• Visa Support (The key
issue is Eps want MORE
and ACCURATE
information about the
process and documents
related to visa)
• As soon as matches are
confirmed start working
on accommodation
• By now accommodation
should be confirmed and
ready
• Arrange for EP Pick up
and integration into the
LC and city
• Trainee Buddy assigned
for EP

23. STEP 2: JD within the structure
JD of Delivery members in the team
Who is a trainee buddy? – An LC member (doesn’t need to be
only from the iGIP team) who is responsible for meeting and
communicating with the EP regularly, who support the delivery
team in the EP Pick up, integration etc
Having trainee buddy makes the job of a delivery team simpler
and also allows members to have a great experience interacting
with Eps
At this stage, make sure you are firefighting fast on NPS incase
EP has a comment/issue
During Realization
• By now accommodation
should be confirmed and
ready
• Arrange for EP Pick up
and integration into the
LC and city
• Trainee Buddy assigned
for EP
• Induction meeting with
EP and company

24. STEP 2: An LC that has planned 200+ in 2014
VP
OCP OCP OCP OCP Mid. Manager
• With high volume of iGCDP delivery, Project team need to be
really focus on Customer experience
• Prevent the tendency of non- innovative JDs
• Account management and Customer loyalty for Organization
management (TN Takers, Learning partners, etc)
• Multi stakeholders and another level of accommodation
management

25. • Every team does all Raise – Match – Realize process (5-
6 members)
• Full responsibility in managing Inner-Outer journey of
EP
• Have other separate team/person managing
stakeholders or other process outside exchange
process delivery
• Example JD for Middle Management person:
• Customer Loyalty for Organization (partner
relation management)
• Accommodation management (home stay
program)
VP
OCP OCP OCP OCP Mid. Manager
STEP 2: An LC that has planned 200+ in 2014

26. STEP 2: JD within the structure
The middle manager in the structure and his/her team manage EXPERIENCE DELIVERY
Middle Manager and team
Account
Managers
- Market research
- Selling and marketing
- CRM
- Re-Raising
Hosting
- Managing “Hosting
Program” Product
- Managing Allocation
Process to
accommodation and
host families
- Managing EP
Reception and
Accommodation

27. STEP 2: JD within the structure
0 The OCP teams are very involved with EP Preparation (virtually), EP Integration into
project and delivery of inner-outer journey but the Middle manager team is focused on
accommodation, host family (Hosting Programme Product) and Reception activities –
this is the division of JD between both teams
0 This means there has to be good synergy between teams and alignment of exchange
timeline
0 In case of high volume LCs, it is important for the whole LC to support EP Integration and
EP Reception to deliver high quality experiences!

28. STEP 2: KPI within the structure for delivery members in the
team
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC