• Save
The changing roles, relationships and financial aspects by Edwin van der Voort
 

The changing roles, relationships and financial aspects by Edwin van der Voort

on

  • 362 views

 

Statistics

Views

Total Views
362
Views on SlideShare
341
Embed Views
21

Actions

Likes
0
Downloads
2
Comments
0

2 Embeds 21

http://www.associationresource.org 19
http://www.associationsnetwork.org 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The changing roles, relationships and financial aspects by Edwin van der Voort The changing roles, relationships and financial aspects by Edwin van der Voort Presentation Transcript

    • The changing roles, relationships and financial aspects of Core PCOs, PCOs and Associations Edwin van der Voort Founder The European and The World Federations of Paediatric, Intensive and Critical Care Societies
    •  What would need to be considered in a contract between WFPICCS and a PCO Introduction The World Federation of Pediatric Intensive and Critical Care Societies (WFPICCS) was established in Paris in 1997 and arose from the vision of several committed leaders in the field of Pediatric Critical Care who saw the opportunity to combine international expertise, experience and influence to improve the outcomes of children suffering from life threatening illness and injury.
    • Introduction Recognizing that, more could be achieved by connecting national societies into an international network, than by any one nation working alone, WFPICCS envisioned a global community that would further research and distribute knowledge needed to care for critically ill infants and children.
    •  Vision A global environment where:all children have access to high quality critical care (including emergency and intensive care) active research, education and distribution of knowledge and experience occurs around the world and across international borders.
    •  Mission The mission of the Federation is exclusively educational, scientific and charitable in nature. It exists to find ways of improving the care of critically ill children throughout the world, and make that knowledge available to those who care for the children.
    •  Objectives • Encourage research into all aspects of Pediatric Intensive (and Critical Care). • Encourage the development of new clinical treatments and technologies • Promote multidisciplinary collaboration between Pediatric Intensive and Critical Care specialists • Promote education programs and the dissemination of scientific and clinical information relevant to the specialty. • Assist and encourage the development and formation of national and regional organizations
    •  Objectives • Advise upon request National and International organizations. • Recommend desirable standards and guidelines for the training of Pediatric Intensive (and Critical Care)practitioners. • Provide information regarding opportunities for postgraduate clinical and research training worldwide. • Arrange at regular intervals a World Congress of Pediatric Intensive (and Critical Care) and promote regional congresses.
    •  In order to meet those objectives, WFPICCS needs to establish: 1) A stable organization structure which includes a secretariat and organization which deals with all the day to day correspondence, financial monitoring etc. 2) A stable financial structure which ensures that there is a reliable and consistent income stream . 3) An organizational structure that facilitates the involvement of member societies. 4) The capacity to run conferences, meetings, workshops, training courses etc all over the world.
    • Particular issues and concerns 1) Currently the World Congress is the major source of income for all the activities of the Federation. 2) Currently WFPICCS does have a secretariat. 3) Ideally the organization should have a “Chief Executive Officer”. 4) There are considerable opportunities for educational programmes at many levels. 5) It is possible and appropriate for WFPICCS to endorse activities that meet the objectives and standards of the organization.
    • Particular issues and concerns 6) There are opportunities for WFPICCS to act as an advisor to other bodies such as the WHO, and that again may provide opportunities for income 7) We have to ensure that the activities of the Federation are seen as a help to member organizations and not as a potential competition.
    • All about WFPICCSEdwin van der Voort,Past-President WPICCS
    • Short and long term goals Basic courses Fellowship programs Guidelines and standards Pediatric Critical Care Medicine Regional meetings Research Website Visibility
    • Delegates World CongressArgentina 14 Iceland 8 Peru 16Australia 64 India 10 Philippines 23Austria 11 Indonesia 10 Poland 6Belgium 5 Ireland 12 Portugal 7Brazil 30 Romania 2 Israel 11Canada 190 Saudi Arabia 7 Italy 13Chile 21 Serbia 2Colombia 12 Japan 11 Singapore 2Costa Rica 2 Jordan 1 Slovakia 3Czech Rep. 3 Kenya 1 Slovenia 5Denmark 6 Korea 1 South Africa 7 Total: 2163Ecuador 4 Lebanon 1 Spain 20Egypt 1 Luxembourg 1 Sweden 20El Salvador 1 Malaysia 1 Switzerland 14Estonia 1 Mexico 30 Taiwan 4Finland 6 Thailand 6 New Zealand 14France 37 The Netherlands 70 Norway 11Germany 87 Tunisia 2 Oman 1Greece 4 Turkey 3Guatemala 10 P.R. China 7 United Arab. Em. 2Honduras 6 Panama 4 United Kingdom 169Hungary 4 Paraguay 8 United States 1100 Venezuela 2
    • WFPICCS Websitewww.wfpiccs.orgWebmaster:Susanne Mackinnonsmackinnon@cw.bc.ca
    • International Pediatric Sepsis InitiativeA worldwide campaign to decrease the burden andravages of sepsis in children.
    • Factors involved in decreasechildmortality in Western countries Economic development Public health interventions Nutrition Maternal health Immunization Education Health technology
    • Under 5 mortality in Western countries (1900-2008) 1900 100 1960 29 2008 6
    •  “In an ideal world good quality intensive care would be available to all children worldwide. However, in the countries with limited resources, the provision of intensivecare which will only benefit a few has to be weighed against the greater needs of many”
    • Our clients
    • The distribution of global child mortality1 dot = 5000 annual deaths
    • Where and why are 10 million children dying every year?Countries ranked by total Number ofnumber of child deaths Child DeathsIndia 2.402.000Nigeria 834.000China 784.000Pakistan 565.000D R Congo 484.000Ethiopia 472.000Total 5.541.000 Total overall 10 million
    • Ideal world for children Be happy and be loved Good nutrition Good health(care) No war School Enough money
    • Did you know?
    • In the 50 least developed countries, where 800 millionpeople live on a average income of $ 1.35 per day and under-5 mortality is 130 per 1000 live births
    • WFPICCS and why a Core PCO
    • Why consider a Core PCO By accumulating experience and preventing wasting time, money and energy, WFPICCS can provide the most cost effective, responsive, targeted service by delivering the highest levels of care to its stakeholders and so meeting its reason of existence
    • WFPICCS is committed to a global environment in which all children have access to intensive and critical care of the highest standard
    • WFPICCS is committed to a global environment in which all children have access to intensive and critical care of the highest standard. WFPICCS has defined its mission as exclusively educational, scientific and charitable in nature.
    • WFPICCS is committed to a global environment in which all children have access to intensive and critical care of the highest standard. WFPICCS has defined its mission as exclusively educational, scientific and charitable in nature.It exists to find ways of improving the care of critically ill children throughout the world, and make that knowledge available to those who care for the children.
    • Consistency Consistent income and delivery is essential to meet the mission and objective of the organisation Previous experiences with a CPCO were damaging to the organisation It was a challenge to find the right one
    • Why – the plusses Opportunity to build, year after year creating consistency, accelerating reach out of WFPICCS International experience and purchasing power, long term venue selection based on professional experience and advice Stability, reliability, financial control, prefinancing and no loss guarantee
    • Building for WFPICCS success CPCO is keenly aware of the short and long term objectives of WFPICCS and understands its role in the long term planning for development and delivery to all stakeholders Delegates Members Faculty Industry Suppliers
    • Stability, reliability, control Prefinancing and long term financial and operational planning with a balanced budget Accumulated experience in congress management of many societies and building up of the specific knowledge about WFPICCS requirements CPCO, Committees and Stakeholders develop consistent working relationship, improving and developing year after year Implement feed back of stakeholders
    • Stability, reliability, control ctd Financial stability because of interest free prefinancing, and no risk guarantee All promotional and marketing efforts for each activity contributes to building a long term profile and relevance of WFPICSS Relationship management
    • long term and happy relationships also need care andattentionWFPICCS boards and committees as well CPCO teams change – handovers need attention and care from both sidesThe environment of WFPICCS develops and changes need to be addressed regularlyContinue to develop and challenge each otherCount your blessings
    • Why go this way Through a well managed long-term commitment, the society and the CPCO develop a long-term partnership providing the most cost effective, responsive, targeted service to the society delivering the highest levels of care to its stakeholders. So allowing the society to develop a series of congresses over time that will attract the widest range of delegates and supporters, raising the profile of the society, its work and its vision
    • Look for: True global experience Check the longevity of the company Proven track record of understanding your professional environment and specialty Visit at least one of their congresses before you decide, meet top management and test their commitment Allow for a minimum of a 3 congress contract Judge by what they deliver, not only at what they costs. The “low cost” one could be more expensive to you and vice versa Add the technical plusses and minuses and allow your “gut feeling” to play a role in the selection process as well – it is a people’s “business” after all
    • THE ADVANTAGES OF USING A PROFESSIONALCONGRESS ORGANISER Professional Congress Organisation services offer distinct advantages for societies and associations. The buying power, professional relationships, expertise and international experience of a PCO work together to maximise the impact of a congress, allowing a society to benefit directly from a long-term partnership that raises the profile of the society itself, its congress and its work.
    • THE ADVANTAGES OF USING A PROFESSIONALCONGRESS ORGANISER Long term commitment Wide-ranging service Cultural added value Long term approach – maximum efficiency
    • ADVANTAGES OF USING A PROFESSIONAL CONGRESSORGANISER Local knowledge and experience International experience and purchasing power Financial control Stability and reliability Crisis management Venue selection
    • Summary Through its long-term commitment to the society, an established PCO becomes a long-term trusted partner able to provide the most costeffective, responsive, targeted service and the highest levels of customer care. This establishes a platform for the society to develop a series ofcongresses over time that will attract the widest range of delegates and supporters, raising the profile of the society, its work and its vision.
    • Congress Budget WFPIICS Participation:1600 paying participants 4 day congress A.Gross revenues 1.Registration 54% 2.Sponsorship 37% 3.Exhibition 9% Total 100%
    • Congress Budget WFPICCS B.Expenses 1.Fixed expenses -printing 13% -speakers and invitees 23% -Venue 17% -other 20% -total 73%
    • Congress Budget WFPICCS B.Expenses 2.Variable expenses -social 16% -other 11% -total 27% Total expenses 100% C.Benefit