IFMSA Reform
MIGUEL CABRAL
RC Europe 2012-2013
Index
1. Introduction
2. What is the IFMSA Reform?
3. What has been done about IFMSA Reform?
4. My view of an holistic IFM...
Introduction
Why this presentation?
- Lack of understanding
- More awareness
- More inclusion
- Main proposer of the building blocks pr...
Disclaimer
- This presentation should be seen as my personal opinion, might
contain mistakes and is open to discussion.
-T...
What is the IFMSA
Reform?
What is Reform?
- wikitionary :
“Amendment of what is defective, vicious, corrupt, or depraved;
reformation; as, reform of...
Reform and AM 13
- Perceived difficulties at the MM13
- Drastic Changes:
- Less Early spots
- No project representatives e...
Where did it come from?
- TOM 4 2012
- Think Tank pre GA at the AM12
- Multiple TF and SWG
- TOM2 2012/2013  idea of a Th...
Was this the first time?
- No...
- Another atempt 2008/2009
- Introduction of LOs
- Introduction of Regions
- ...
What has been done
about IFMSA Reform?
Since MM 13
- TO discussions
- NMO Reform folder
- EuRegMe 2013
- TOM 4
- Reform Assistant
- Several calls for input
- ......
My view of an holistic
IFMSA Reform Process
What you might have seen
- TOM4’s livestream
- TOM4’s Reform Plan
What you might have
What you should know
- This proposal tries to address all the IFMSA
- It is based on the concept of needed levels or steps...
The blocks
- Vision/ Strategy
- Working Environment
- Memory
- Leadership
- Reliability
- Leadership communication
- Decis...
Level 1
- Vision/ Strategy:
- Vision/mission
- Strategy framework
-Working Environment:
- Structure
- Finances
- Legal/reg...
Vision / Strategy
Vision / Strategy
- Vision:
World we want IFMSA we want
Vision of the world Vision for the Federation
Vision / Strategy
- Vision:
- World we want – Vision of the world
- What we want from IFMSA – Vision for the Federation
- ...
Vision / Strategy
- Vision:
- World we want – Vision of the world
- What we want from IFMSA – Vision for the Federation
- ...
Vision / Strategy
- Strategy/ Planning: Set the layout for the Federation
- Long term: 10 years cycle milestones (2020)
- ...
Working Environment
Working Environment
- Structure:
SCOME; SCOPE; SCOPH; SCORA; SCORE; SCORP; (SCOGH?)
Working Environment
- Structure:
Global;
Regions;
(Sub-regional)
NMOs
Local Committees?
Medical Students?
- How do we want...
Working Environment
- Structure:
- How do we want these relations to work?
SCOME SCOPE SCOPH SCORA SCORE SCORP
IFMSA
Regio...
Working Environment
- Legal:
- Consequential legal overview and strategy
- in all registered countries
- Regulations:
- Co...
Working Environment
- Finances:
- Honesty for grants and for our selves (the real budget not
a partial one)
- True financi...
Working Environment
- Capacity Building (a.k.a Trainings):
- IoGs
- Great Resources
- Quality Assurance in IFMSA NFE progr...
Memory
Memory
- Archiving / Culture:
- Stablish a system (why, how, what)
- Naming/coding
- Off and On-line
- Offices
- Compilati...
Memory
- Advisory Mechanisms:
- Immediate past-officials
- Supervising Council
- Pool of experts
- Pool of NMOs’ reference...
Memory
- Alumni Relations Suport Division:
- Defining Alumni
- Defining their levels of participation in IFMSA
- Defining ...
Level 2
-Leadership - Credibility
Leadership
Leadership
- Leaders of the organisation:
- NMOs
- EB
- TO
- International teams
- Other positions
- List of Expectations
...
Reliability
Reliability
- Responsability
- Key Result Areas (KRAs), job/task descriptions
- Accountability
- Monitoring and reporting
...
Level 3
- Leadership communication
- Decision and Effect
Leadership Communiation
Leadership Communiation
- Refering to all leaders and leaders’ groups
- Defining a strategy for leadership communication
-...
Decision and Effect
Decision and Effect
-Decision making process:
- Who has to be heard/involved
- Conditions – times, amount of
information/d...
Decision and Effect
- Projects Support Division:
- Propper discussion
- What are we talking about?
- Are they IFMSA’s or n...
Level 4
-Impact Assessment
-Internal Communication
- Public Relations
Impact Assessment
Impact Assessment
- What are we doing (important)?
- How are we going to measure it?
- Metric
- Proxy
- Evaluation process...
Communication
Communication
- The devide between the public and the organisation
- Communication Strategy:
- Who
- What
- Means
- Social...
Communication
- New Technologies Support Division:
- Enhanced Media – creativity and awesomeness
- Pool of volunteers
- Fr...
Public Relations
Public Relations
- Publications Support Division:
- Enhanced Media – creativity and awesomeness
- Pool of volunteers
- Fri...
Level 5
- Meetings
- Trust
Meetings
Meetings
- What are the purpose and priorities of IFMSA?
- Why do we need to meet?
- What do we need to meet?
- What meeti...
Trust
Trust
- Support:
- Advocacy
- Partner organisations
- Board of Recomendation
- Celebrity endorsements
Trust
- Grants:
- Explore and compile opportunities
- Inclusive process
- Adapt where possible with NMOs
Trust
- Fundraising:
- Guidelines
- Financial efficiency
- Corporate fundraising
- CSR
- Foundations
- Alumni
How to make it
happen
Long Term Process
- level 1  from AM13 to MM14
- level 2  from MM14 to AM14
- level 3  from AM14 to MM15
- level 4  fr...
Long Term Process – Why?
- Greater annalysis
- More plural and participated discussions
- Granted Handover  greater likel...
NMO involvement
- The majority of NMOs probably is going or needs reform to a
certain extent
- An extended and good reform...
NMO involvement
- Code of Good practice of the INGO Conference from the CoE
NMO involvement
- Code of Good practice of the INGO Conference from the CoE
AM13 and the reform
- Main goal: Plan for the Reform Process adopted
- Balanced between colection of input and annalysis, ...
Reform Plan
- Reform process Plan  Coaching Plan
Reform Plan
- Reform process Plan  Coaching Plan
- Improvement is a concept based on the comparisson between
something an...
AM13 and the reform
- Main goal: Plan for the Reform Process adopted
- Also for each group structure
- Balanced between co...
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IFMSA reform - one more perspective

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This is a presentation about IFMSA reform done by Miguel Cabral. It talks about what is the IFMSA reform and what has been done so far in this process, a personal proposal for a reform framework specific to IFMSA and how to make it happen.

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  • @stefanbuttigieg Hi there Stef, glad you liked it. In my perspective, Alumni should of course be contacted on all steps of the reform process I would suggest. So I hope you can actually help out all the way:)
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  • Miguel! This presentation is so informative and excellent in content. I'd like to be a part of this. Let me know how I can contribute
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IFMSA reform - one more perspective

  1. 1. IFMSA Reform MIGUEL CABRAL RC Europe 2012-2013
  2. 2. Index 1. Introduction 2. What is the IFMSA Reform? 3. What has been done about IFMSA Reform? 4. My view of an holistic IFMSA Reform Process 5. How to make it happen
  3. 3. Introduction
  4. 4. Why this presentation? - Lack of understanding - More awareness - More inclusion - Main proposer of the building blocks proposal - Experience - Since 2008; 2 terms as Official, 12 TOMs, 7 GAs, 3 RM, 4 Plenary Teams, very active in several fronts
  5. 5. Disclaimer - This presentation should be seen as my personal opinion, might contain mistakes and is open to discussion. -This is not an IFMSA official view
  6. 6. What is the IFMSA Reform?
  7. 7. What is Reform? - wikitionary : “Amendment of what is defective, vicious, corrupt, or depraved; reformation; as, reform of elections; reform of government." - What It is not  a Revolution: “A sudden, vast change in a situation, a discipline, or the way of thinking and behaving.”
  8. 8. Reform and AM 13 - Perceived difficulties at the MM13 - Drastic Changes: - Less Early spots - No project representatives extra quota - Less spots - (Increased fees) - Focus on Reform: “The scope of this General assembly shall be to reform IFMSA working methods and this meeting will be the first of its kind.” AM13 contract
  9. 9. Where did it come from? - TOM 4 2012 - Think Tank pre GA at the AM12 - Multiple TF and SWG - TOM2 2012/2013  idea of a Think Tank TOM - Think Tank TOM presented as a Reform Process at the MM13
  10. 10. Was this the first time? - No... - Another atempt 2008/2009 - Introduction of LOs - Introduction of Regions - ...
  11. 11. What has been done about IFMSA Reform?
  12. 12. Since MM 13 - TO discussions - NMO Reform folder - EuRegMe 2013 - TOM 4 - Reform Assistant - Several calls for input - ... - Pre GA on Reform - ...
  13. 13. My view of an holistic IFMSA Reform Process
  14. 14. What you might have seen - TOM4’s livestream - TOM4’s Reform Plan
  15. 15. What you might have
  16. 16. What you should know - This proposal tries to address all the IFMSA - It is based on the concept of needed levels or steps: - Can’t discuss Fundraising without discussing Projects/ actions, Impact assessment, etc - Can’t discuss TO restructure without discussing Vision and Planing - Levels/steps and blocks are not rigid
  17. 17. The blocks - Vision/ Strategy - Working Environment - Memory - Leadership - Reliability - Leadership communication - Decision and Effect - Internal Communication - Impact Assessment - Public Relations - Meetings - Trust
  18. 18. Level 1 - Vision/ Strategy: - Vision/mission - Strategy framework -Working Environment: - Structure - Finances - Legal/regulations - trainings - Memory - Archiving / Culture - Advisory Mechanisms - ARSD
  19. 19. Vision / Strategy
  20. 20. Vision / Strategy - Vision: World we want IFMSA we want Vision of the world Vision for the Federation
  21. 21. Vision / Strategy - Vision: - World we want – Vision of the world - What we want from IFMSA – Vision for the Federation - Union / Projects / Both - Medical Students / Health Organization / Both
  22. 22. Vision / Strategy - Vision: - World we want – Vision of the world - What we want from IFMSA – Vision for the Federation - Union / Projects / Both - Medical Students / Health Organization / Both - Mission; - What we want IFMSA to do on a regular basis, as a principle
  23. 23. Vision / Strategy - Strategy/ Planning: Set the layout for the Federation - Long term: 10 years cycle milestones (2020) - Medium term: - 3 cycles of 3 year Strategic Plan (3+3+3+1) - 1 year for reform discussion, - Yearly Working plan based on the Medium Term Plan - Task list of the Federation Goals should be Measurable, Timebounded and linked to a Responsible Official.
  24. 24. Working Environment
  25. 25. Working Environment - Structure: SCOME; SCOPE; SCOPH; SCORA; SCORE; SCORP; (SCOGH?)
  26. 26. Working Environment - Structure: Global; Regions; (Sub-regional) NMOs Local Committees? Medical Students? - How do we want these relations to work?
  27. 27. Working Environment - Structure: - How do we want these relations to work? SCOME SCOPE SCOPH SCORA SCORE SCORP IFMSA Regions Sub- Regions NMOs LCs Med students
  28. 28. Working Environment - Legal: - Consequential legal overview and strategy - in all registered countries - Regulations: - Constitution - Bylaws - Regional, SC and SD bylaws and/or IoGs
  29. 29. Working Environment - Finances: - Honesty for grants and for our selves (the real budget not a partial one) - True financial partnership in activities - Ethical Guidelines - Receive - Invest - Clear, transparent and fair Financial Management - Accountant, Report, TAF, Memberships, reinbursement - Staff
  30. 30. Working Environment - Capacity Building (a.k.a Trainings): - IoGs - Great Resources - Quality Assurance in IFMSA NFE programs - Tracking and evaluation systems - Specialisation and topics of reference - Partnerships
  31. 31. Memory
  32. 32. Memory - Archiving / Culture: - Stablish a system (why, how, what) - Naming/coding - Off and On-line - Offices - Compilation of materials (also from NMOs) - Friendly Materials about IFMSA (videos, pictures, etc) - Friendly Materials about the IFMSa history - Open access to the info of all IFMSA committments and relevant documents (legal or not) by all IFMSA members
  33. 33. Memory - Advisory Mechanisms: - Immediate past-officials - Supervising Council - Pool of experts - Pool of NMOs’ reference people - Alumni
  34. 34. Memory - Alumni Relations Suport Division: - Defining Alumni - Defining their levels of participation in IFMSA - Defining their accountability - Defining a strategy of connection/relationship - Explore stable ways of having their help (expertise, institutional and financial) - Connection with WMA and Junior Doctors
  35. 35. Level 2 -Leadership - Credibility
  36. 36. Leadership
  37. 37. Leadership - Leaders of the organisation: - NMOs - EB - TO - International teams - Other positions - List of Expectations - Recruitment process - Structure of the leadership teams
  38. 38. Reliability
  39. 39. Reliability - Responsability - Key Result Areas (KRAs), job/task descriptions - Accountability - Monitoring and reporting - Rewards and penalties - How to best assure that the work gets done - Redifining the status of the honorary life member
  40. 40. Level 3 - Leadership communication - Decision and Effect
  41. 41. Leadership Communiation
  42. 42. Leadership Communiation - Refering to all leaders and leaders’ groups - Defining a strategy for leadership communication - Who is responsible and for what - Who has to know of what - Communication Platforms
  43. 43. Decision and Effect
  44. 44. Decision and Effect -Decision making process: - Who has to be heard/involved - Conditions – times, amount of information/discussion/participation - Who can decide what: - responsible - timeline - Conditions, measurements of success, consequences - follow up (when, how, by whom) - Binding decisions and consequences for all
  45. 45. Decision and Effect - Projects Support Division: - Propper discussion - What are we talking about? - Are they IFMSA’s or not? - Benefits we can bring - Networks of projects - IFMSA taking the lead - LONG TERM PLAN and commitments
  46. 46. Level 4 -Impact Assessment -Internal Communication - Public Relations
  47. 47. Impact Assessment
  48. 48. Impact Assessment - What are we doing (important)? - How are we going to measure it? - Metric - Proxy - Evaluation processes - Before things start - Based on the plan - Records for improvement - Friendly system - Short and long term (going back)
  49. 49. Communication
  50. 50. Communication - The devide between the public and the organisation - Communication Strategy: - Who - What - Means - Social Media Strategy - Platform and needed embassies
  51. 51. Communication - New Technologies Support Division: - Enhanced Media – creativity and awesomeness - Pool of volunteers - Friendly Materials - On the edge of inovation
  52. 52. Public Relations
  53. 53. Public Relations - Publications Support Division: - Enhanced Media – creativity and awesomeness - Pool of volunteers - Friendly Materials - On the edge of inovation - Making sure IFMSA looks good and sells - Information hub - Press Releases - Policy Statements
  54. 54. Level 5 - Meetings - Trust
  55. 55. Meetings
  56. 56. Meetings - What are the purpose and priorities of IFMSA? - Why do we need to meet? - What do we need to meet? - What meetings shall we have - Who should participate - Under what conditions - Aknowledging the realities we have - Looking at real numbers - data exploration
  57. 57. Trust
  58. 58. Trust - Support: - Advocacy - Partner organisations - Board of Recomendation - Celebrity endorsements
  59. 59. Trust - Grants: - Explore and compile opportunities - Inclusive process - Adapt where possible with NMOs
  60. 60. Trust - Fundraising: - Guidelines - Financial efficiency - Corporate fundraising - CSR - Foundations - Alumni
  61. 61. How to make it happen
  62. 62. Long Term Process - level 1  from AM13 to MM14 - level 2  from MM14 to AM14 - level 3  from AM14 to MM15 - level 4  from MM15 to AM15 - level 5  from AM15 to MM16
  63. 63. Long Term Process – Why? - Greater annalysis - More plural and participated discussions - Granted Handover  greater likelyhood of good handover materials - NMO involvement - To do it, we have to do it well
  64. 64. NMO involvement - The majority of NMOs probably is going or needs reform to a certain extent - An extended and good reform plan at the international level can have effects in the National and even local level - Ownership and greater awareness - Demand accountability - Good Reform Materials – institutional memory
  65. 65. NMO involvement - Code of Good practice of the INGO Conference from the CoE
  66. 66. NMO involvement - Code of Good practice of the INGO Conference from the CoE
  67. 67. AM13 and the reform - Main goal: Plan for the Reform Process adopted - Balanced between colection of input and annalysis, discussions and meaningful decisions
  68. 68. Reform Plan - Reform process Plan  Coaching Plan
  69. 69. Reform Plan - Reform process Plan  Coaching Plan - Improvement is a concept based on the comparisson between something and something better, according to a given standard: - We need to find standards / metrics - What is a successful Reform Process? - We should know if the change was for better, because if not it is better to undo the change.
  70. 70. AM13 and the reform - Main goal: Plan for the Reform Process adopted - Also for each group structure - Balanced between colection of input and annalysis, discussions and meaningful decisions - Starting discussions about Level 1 topics (Vision/strategy, working environment and memory) to be adopted till the MM14 after the needed work has been done. - Discussing and deciding upon urgent but simple reform matters
  71. 71. miguelcabralpinho@gmail.com facebook.com/miguel.cabral twitter.com/miguel__cabral slideshare.net/miguel_cabral

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