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a Strategy
IFMSA Webinar on
Strategy:
https://www.youtube.com/
watch?v=IDya0CcRH7w
www.ifmsa.org 1
IFMSA
Imprint The International Federation of Medical Students’
Executive Board
Associations (IFMSA) is a non-profit, non-governmental
Hana Lučev, Frida Vizcaíno, Batool organization representing associations of medical students
Alwahdani, Amela Hamidović, Satria Nur worldwide. IFMSA was founded in 1951 and currently
Sya’ban
maintains 137 National Member Organizations from 127
Contributors countries across six continents, representing a network of
Birk Bähnemann, Daniel Memarpour, more than 1.3 million medical students.
Khalid Al Sadder
IFMSA envisions a world in which medical students unite
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for global health and are equipped with the knowledge,
Fahmi Kurniawan
skills and values to take on health leadership roles locally
Cover and globally, so to shape a sustainable and healthy future.
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IFMSA is recognized as a nongovernmental organization
within the United Nations’ system and the World Health
Organization; and works in collaboration with the World
Medical Association.
Publisher
International Federation of Medical
Students’ Associations (IFMSA) This is an IFMSA Publication Notice
© 2018 - Only portions of this publication All reasonable precautions have been
International Secretariat: may be reproduced for non political and taken by the IFMSA to verify the information
c/o Academic Medical Center non profit purposes, provided mentioning contained in this publication. However, the
Meibergdreef 15, J0-208 the source. published material is being distributed
1105AZ Amsterdam, The Netherlands without warranty of any kind, either
Disclaimer
expressed or implied. The responsibility for
Phone: +31 2 05668823 This publication contains the collective
the interpretation and use of the material
views of different contributors, the opinions
Email: gs@ifmsa.org herein lies with the reader.
expressed in this publication are those of
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the authors and do not necessarily reflect
the position of IFMSA. this publication are the property of their
respective authors. We have taken every
The mention of specific companies or
consideration not to violate their rights.
of certain manufacturers’ products does
not imply that they are endorsed or
recommended by the IFMSA in preference
to others of a similar nature that are not
Contact Us mentioned.
eb@ifmsa.org
d. Strategies - page 16
e. Actions - page 16
6. Evaluation
page 17
7. Review
page 19
8. References
page 21
www.ifmsa.org 3
1. Foreword _
• This purpose of this
document is to give
IFMSA members the
knowledge and skills to
develop a strategy on a
small or large scale for an
organizational goals.
• The steps are given in order
and with explanations at
every step
• At the end you will find
further resources and
references that were used
in writing this guide.
2. Allows you to achieve maximum efficiency For organisations within the European Union
with resources and ensure that the members, and for the IFMSA as a whole (Since our le-
partners and all the stakeholders of the orga- gal home is within the EU) the basic law to
nization are working towards a common goal know is the General Data Protection Regula-
that will actually achieve a degree of shift. tion (GDPR). You can find more information
online or the updated IFMSA Privacy policy
3. Youth-led organizations usually have a high at https://ifmsa.org/privacy/
turnover rate and frequent changes in leader-
ship with emerging new ideas, so this is used Types of Questions
to sustain the development in a certain direc-
tion over generations. Questions are the most powerful tool you
have at your disposal whether it was to as-
What is Strategic Planning? sess your situation, or to gain knowledge
about things that you need to know or even
Strategic planning is the process of developing to direct the attention of the reader towards
this articulated plan in order to provide the frame- a certain point. In order to utilize questions
work and sequence action that should be followed in the best way you have to know the dif-
through. It is done through setting priorities, constant ferent types of questions and their relative
analysis and focusing energy and resources. advantages and purposes.
There are a lot of methods and ways for strategic 1) Close-ended questions:
planning. In this toolkit we will focus on the meth-
od entitled “VMOSA”, as it is one of the simplest a) What are they:
and most commonly used method. It has a good
balance between simplicity, efficiency and success Closed-ended questions come in a
rate, meaning that you don’t need to be an expert in multitude of forms, but are defined
order to use it properly. by their need to have explicit op-
tions for a respondent to select from.
www.ifmsa.org 5
These questions are commonly used in In IFMSA for example, you can use
surveys. These questions limit the ability these kinds of surveys in order to know
of the respondent to provide unique or the number of members in each commit-
unanticipated answers. These questions tee for example, or to know the number
are conclusive and are used to create of trainers in your region, or for surveys
easily quantifiable data. This is especial- used in IFMSA programs that determine
ly useful when trying to group people the success of an action.
into categories or prove the statistical
significance of something. 2) Open-Ended Questions:
The major drawback of this kind of ques- These questions are exploratory in na-
tions is that when you use them you have ture, meaning that they give the respon-
to know exactly the scope of these ques- dent the freedom to answer with what
tions and how they integrate in your top- they see fit without limiting them with a
ic of question that you also should know concrete answer. These questions pro-
very well. Because if that is not the case vide rich qualitative data as they give
your questions will provide insufficient the researcher the chance to gain insight
questions for the respondent to choose on the actual opinions of respondents.
from which leads to insufficient or insig- Meaning that these questions have a
nificant data that will not help your re- wider range of possible answers and
search or analysis. And this would usu- their results are unpredictable.
ally lead to biased results.
b) Limitations:
c) When to use them:
Open-ended questions lack the statisti-
You would want to use these questions cal significance that closed-ended ques-
when you know for sure, that you have tions usually provide. They usually pro-
all the options possible included, for ex- vide you with uncountable measures,
ample if you wanted to see how many like for example the knowledge on an
people ordered food at a restaurant, individual over a certain topic or for ex-
that only serves 3 meals (Pancakes - Spa- ample the degree of satisfaction on a
ghetti - Steak) you can use these kind of service or a product, which makes these
questions. Another example is when you questions a little less significant when
have a positive or negative result, for ex- you are doing a conclusive large-scale
ample if you want to know how many research requiring a numerical output.
students passed their Biology exams
you’d have two options (Passed - Did Also in cases of bigger populations of
not pass). As you can note this proves studies, the time and effort that is used
what we said before that these kind of to collect the information can be over-
questions usually results in numeric val- whelming, inefficient and not even fea-
ues, things that are easily quantifiable. sible. Even when taking a small sample
with the aim of inferring the data from
www.ifmsa.org 7
4. Baseline Assessment _
Baseline Assessment (Current State As- Strengths (Build up on) Opportunities (Invest
sessment): (+) in) (+)
• Note: (Current State) In case you or your
NMO already have a strategy in place and Weaknesses (Shore up Threats (Monitor) (-)
you want to reassess your situation. or improve on) (-)
There are many tools some of them are simple a) Internal (Executive Boards, Officials,
like a basic questionnaire. Others are a bit more Members, your own Key Performance In-
compound like for example a SWOT Analysis dicators).
that we are going to talk about next.
b) External (Mega Trends*, Industry or field
SWOT Analysis: of work, Communities, Other organiza-
tions).
SWOT Analysis simply stands for (Strengths
- Weaknesses - Opportunities - Threats). It is a * Mega Trends: They are global, sustained and
simple but effective way in order to perform an macro-economic forces of development that im-
analysis of your current status, frame up a pic- pact economy, business, society, cultures and
ture of where you are now and prepare for your personal lives, thereby defining our future world
next moves. SWOT analysis is plotted in a Table. and its increasing pace of change. Phenomena
There should always be more weaknesses than Now there are many examples of stakeholders
threats as a general rule of thumb. around us (in IFMSA) as a youth-led organiza-
tion, like (Governments, Members, Deanships,
Another important tip would be not to confuse Partners, Other NGOs, Communities, etc…).
opportunities with weaknesses. For example
(Improving communication) may sound as an Due to the different nature of stakeholders, differ-
opportunity. If you remember we said that exter- ent interests and different benefits gained from
nal factors can not be influenced directly while the organization, you’ll find out sometimes that
(communication) itself can be influenced direct- there is what is called a “stakeholder conflict”
ly. Meaning that it is an internal factor. So if you which means that a decision that you make or
want to use communication in the sense that you an action that you take as an organization may
need more communication to happen, you can sometimes be supported by a certain stakehold-
put (Lack of communication) for example or if er and opposed or not supported by another.
you want instead of (Weaknesses) you can use
(Areas to improve on) then you can use (Improv- To clear this point, if you wanted to make an
ing communication). initiative that would support the employees by
increasing their paycheck by 10%, you would
In conclusion, it is very important not to confuse be supported by employees and workers’ rights
areas or section of the SWOT with each other. movements, but then you may be opposed by
In order to prevent the SWOT from falling apart the company’s management and shareholders.
and ensuring that it does its job you have to
know what goes where. So as an organization, the trick is that you have
to draw the interest of people or organizations
Now to use your SWOT Analysis and actually that support and believe in your cause and try to
putting it to work, you need to pair points from satisfy them while not creating opposers who’d
quadrants together. Here is a very helpful vid- want to stop your action.
eo from a channel called virtual strategist. If you
watch it you will get an idea of how to use it. Now- Stakeholder Mapping is a simple process
that depends on two simple concepts:
Link: https://youtu.be/exm9uAKYkl0
a) Stakeholders vary in their degree of inter-
Stakeholder Mapping: est towards your organization.
Stakeholder mapping is a process that you per- b) Stakeholders vary in their degree of pow-
form in order to identify possible partners and er over your organization.
opportunities and determine how to approach
them. Before getting into the topic of stake-
holders mapping let us first talk about what is
a stakeholder? A “Stakeholder” is a person or
an organization that either has an interest in
www.ifmsa.org 9
High level of Stakeholder Low level of Stakeholder
interest Interest
High level of Key players, take notice of them Keep them satisfied
Stakeholder power and engage directly. You should
usually spend most of your time
and efforts working with them
Low level of Communicate regularly with Communicate with them when
Stakeholder power them necessary
It is used to:
www.ifmsa.org 11
5. The Method: VMOSA (Vision - Mission -
Objectives - Strategies - Action Plans) _
Both Vision and mission are integral parts of any 2023 we envision a world where every
company or organization and they both relate stakeholder we partner up with con-
to what is the main reason that the organization tributes to Global Health” or “By 2023
exists and helps stakeholders to understand and we envision a world where 80% of
appreciate these facts. When used carefully and medical students in the world are
integrated in your organization you will have a members in IFMSA working on achieving
solid base for any action you want to take. But it Global Health policies”). Anything that
is crucial to know the difference between a vi- signals QUANTITY.
sion and a mission.
2. Superlative. (Think about the best, the top
A vision in strategic planning is defined as the or the most effective) (An example would
unrealistic vision of the future which portrays to be “By 2023 we envision our organiza-
anyone reading it WHERE do we want to go as tion to be the number one youth-led
a youth-led organization. Using the word “unre- organization with the most contribution
alistic” is not intended to signal that it is an im- by young advocates in the world towards
possible future but to signal that is a future that a better Global Health system”). Anything
is somewhat far from where we are currently. that signals SUPERIORITY.
It is the most important drive for an organiza-
tion’s work and actions because it is the ultimate There are multiple other types of Vision state-
goal or the alternate future that the organization ments but these two are the most commonly used
wants to reach. and the most related to our type of organization.
Final Note: The vision statement should be struc- “IFMSA unites medical students worldwide to
tured as Indication of the future tense - The im- lead initiatives that impact positively the commu-
pact you want to have - What does the world nities we serve. IFMSA represents the opinions
look like after your vision. and ideas of future health professionals in the
field of global health, and works in collaboration
5.B. Mission with external partners. IFMSA builds capacity
through training, projects and exchange oppor-
A mission statement defines what an organi- tunities, while embracing cultural diversity so as
zation is, why it exists, its reason for being. As it to shape a sustainable and healthy future”.
was stated it should indicate WHY do we exist
as an organization and what is our purpose. A good mission statement characteristics:
To put it into a better simplified perspective, A ● Puts emphasis on the target population
mission statement is like your north star! A north and their needs..
star is not a place you go to, it is a fixed point
giving you a better perspective on where you ● Fits the current reality we are in right now
are going, It keeps you headed in the right gen- (While vision statements are more futuris-
eral direction (Directs you to your vision). tic).
Mission Statement = Define your field of busi- ● It is based on your competitive advantag-
ness as an organization + Meeting your target es and core competencies (The strengths
population’s needs or goals. that make your organization special and
powerful).
Mission statements generally have a more flexi-
ble outline as long as it is clear and as long as it ● Motivates and inspires your members.
covers the core principles we are talking about
in this toolkit. ● The shorter the better.
www.ifmsa.org 13
Examples: jectives that are focused on achieving that mis-
sion.
TED: Spreading Ideas.
Objectives are (SMART):
The Humane Society: Celebrating animals,
confronting cruelty. 1. Specific.
The U.S. Fund for UNICEF: Fights for the sur- 4. Relevant.
vival and development of the world’s most vul-
nerable children and protects their basic human 5. Time-bound.
rights.
- Note: The new approach to this is the
Here are more examples: https://topnonprofits. (SMARTER) in which two more compo-
com/examples/nonprofit-mission-statements/ nents are added which are
Train yourself by noting what good characteris- 1) Evaluation: Where indicators and
tics are present in each mission statement. progress need to be evaluated and re-
viewed as in did we achieve our goals
5.C. Goals/Objectives and objectives? Did we reach the desired
value of our success indicator?
In IFMSA we have our own objectives in the IF-
MSA Strategy 2017/2020. Examples of those 2) Reflection: Where you take the results
objectives are: of your evaluation and reflect on them,
why did you or did you not reach them?
1) Increase the resilience and sustainability What helped and what did not help you
of IFMSA’s administration. reach your goals? What do you need to
increase or decrease?
2) Increase financial stability of IFMSA
meetings.
They usually specify how much of what will
3) Create a system that allows for NMOs’ be accomplished and by when.
individual development.
There are 3 main types of objectives:
4) Improve NMO involvement in decision
making.
1. Behavioural objectives: These look
5) Work towards appropriate and valuable at changing the behaviours of individuals
impact assessment. (What are they doing and saying) and the
products (or results) of their behaviours.
6) Have comprehensive and user-friendly
online platforms.
A neighborhood improvement
Once an organization has developed its mission group might have an objective of
statement, the next step is to develop specific ob- having an increased amount of
www.ifmsa.org 15
Your objectives should be: 5.E. Action Plans (What change will happen,
Who will do what by when To make it happen):
a) Include all three types of objectives.
It is basically the greatly detailed explanation of
b) Include specific objectives that tell how how the strategies are going to be implemented
much of what needs to be done by when. to accomplish your objectives. For example, in a
program whose mission is to increase youth in-
c) Be SMART. terest in politics, one of the strategies might be to
teach students about the electoral system. Some
5.D. Strategies/ Methods (The HOW): of the action steps, then, might be to develop
age-appropriate materials for students, to hold
Strategies explain how the initiative will reach mock elections for candidates in local schools,
its objectives. Generally, organizations will have and to include some teaching time in the curric-
a wide variety of strategies that include people ulum.
from all of the different parts, or sectors, of the
community. These strategies range from the very It is easier to plot your action plan on a table to
broad, which encompass people and resources have a more systematic approach.
from many different parts of the community, to
the very specific, which aim at carefully defined Action Person(s) Date to Resources Potential Collab-
Step responsi- be com- required barriers orators
areas. ble pleted or re-
strictors
5 types of strategies that can help guide most
interventions are:
One of the tools you will use is: c) Change (Percentage of increase in
sales).
Key Performance Indicators (KPI):
Note: You have Leading and Lagging KPIs.
It is a measurable value that signifies and demon- The Lagging KPI means that it occurred, it is an
strates how effectively an objective is reached, outcome (Percentage of increase in sales). How-
basically a quantifiable outcome-based state- ever a Leading KPI is an indicator that tells you
ment. Each KPIs should be related to your own whether you are approaching or going to hit
objectives and just like them your KPIs need to that increase, as in it tells you whether you are
be SMART (Specific - Measurable - Achievable - on track or not (A good example would be the
Relative - Time-bound) as well. number of partners working to help you increase
the marketing of your product or the average of
There are 4 important components to a good previous customers satisfaction rate).
KPI:
Using the above KPI you can evaluate your strat-
1. Measure: The verbal expression of what egy:
is being measured, and we need to be as
expressive as we can with them (Number Process of Strategic Evaluation:
of new customers this year).
It is done on two levels:
2. Target: The numerical value that we want
to achieve (consistent with the measure ● Strategic level: When we are con-
and the due date). cerned more about the consistency of the
strategy and its result (Matters more for
3. Source: Identify origin of the data you are the purposes of this toolkit).
collecting in order to know the progress.
● Operational level: When we are con-
4. Frequency: How often do you review your cerned with how well is the organization
progress in fulfilling your KPIs (Yearly, following the strategy and pursuing its
Monthly (Preferable), Quarterly, etc….). goals.
www.ifmsa.org 17
Mainly when you actually devise a strategic 4) Taking corrective actions: Once the
plan, you have to consider 4 elements that you deviation in performance is identified it
then review and evaluate routinely. is important to design a corrective action
and it ranges from coming up with a new
a) Consistency: has to do with whether KPI for example to changing the pathway
the way the business operates matches of certain processes.
the objectives the business strives for.
Steps:
2) Measurement of performance: It
is done by many methods like financial
statements, impact assessment, feedback,
etc….
Strengths Opportunities
1- Number of medical students 1- Participation in the WHO and UN
2- highly skilled members 2- Working with organisations possessing the
same interests that we do
Weaknesses Threats
1- Lack of major professional knowl- 1- Lmited amount of time and availability of
edges (Legal, administration, finances) medical students
2- Different backgrounds 2- Negligence of the medical student commu-
nity in bigger political frameworks
Stakeholder Mapping:
www.ifmsa.org 19
- Step Four: set goals and objectives for the priorities.
Goals and Objectives: 1- Raise awareness about the necessity of including medical stu-
dents in decision making.
2- Teaching medical students the necessary skills to have in order to actively participate in
decision making.
3- Form a united body of medical students that will be the decision making entity in our com-
munity.
- Step Six: Develop a timeline and an evaluation process for the strategy.
Timeline: Period A: 6 months of establishing connections with neighbouring organisations.
Period B: 6 months of developing professional skills using workshops.
Period C: At the end of the term Formulating delegations to the external meetings of next year.
www.ifmsa.org 21
Algeria (Le Souk) El Salvador (IFMSA-El Libya (LMSA) Serbia (IFMSA-Serbia)
Argentina (IFMSA- Salvador) Lithuania (LiMSA) Sierra Leone (SLEMSA)
Argentina) Estonia (EstMSA) Luxembourg (ALEM) Singapore (AMSA-
Armenia (AMSP) Ethiopia (EMSA) Malawi (UMMSA) Singapore)
Aruba (IFMSA-Aruba) Finland (FiMSIC) Malaysia (SMMAMS) Slovakia (SloMSA)
Australia (AMSA) France (ANEMF) Mali (APS) Slovenia (SloMSIC)
Austria (AMSA) Gambia (UniGaMSA) Malta (MMSA) South Africa (SAMSA)
Azerbaijan (AzerMDS) Georgia (GMSA) Mexico (AMMEF-Mexico) Spain (IFMSA-Spain)
Bangladesh (BMSS) Germany (bvmd) Montenegro (MoMSIC) Sudan (MedSIN)
Belgium (BeMSA) Ghana (FGMSA) Morocco (IFMSA- Sweden (IFMSA-Sweden)
Bolivia (IFMSA-Bolivia) Greece (HelMSIC) Morocco) Switzerland (swimsa)
Bosnia & Herzegovina Grenada (IFMSA- Nepal (NMSS) Syrian Arab Republic
(BoHeMSA) Grenada) The Netherlands (IFMSA (SMSA)
Bosnia & Herzegovina Guatemala (IFMSA- NL) Taiwan - China (FMS)
– Republic of Srpska Guatemala) Nicaragua (IFMSA- Tajikistan (TJMSA)
(SaMSIC) Guinea (AEM) Nicaragua) Thailand (IFMSA-Thailand)
Brazil (DENEM) Guyana (GuMSA) Nigeria (NiMSA) The Former Yugoslav
Brazil (IFMSA-Brazil) Haiti (AHEM) Norway (NMSA) Republic of Macedonia
Bulgaria (AMSB) Honduras (IFMSA- Oman (MedSCo) (MMSA)
Burkina Faso (AEM) Honduras) Pakistan (IFMSA-Pakistan) Tanzania (TaMSA)
Burundi (ABEM) Hungary (HuMSIRC) Palestine (IFMSA-Palestine) Togo (AEMP)
Cameroon (CAMSA) Iceland (IMSA) Panama (IFMSA-Panama) Trinidad and Tobago
Canada (CFMS) India (MSAI) Paraguay (IFMSA- (TTMSA)
Canada – Québec Indonesia (CIMSA-ISMKI) Paraguay) Tunisia (Associa-Med)
(IFMSA-Québec) Iran (IMSA) Peru (IFMSA-Peru) Turkey (TurkMSIC)
Catalonia - Spain (AECS) Iraq (IFMSA-Iraq) Peru (APEMH) Turkey – Northern Cyprus
Chile (IFMSA-Chile) Iraq – Kurdistan (IFMSA- Philippines (AMSA- (MSANC)
China (IFMSA-China) Kurdistan) Philippines) Uganda (FUMSA)
China – Hong Kong Ireland (AMSI) Poland (IFMSA-Poland) Ukraine (UMSA)
(AMSAHK) Israel (FIMS) Portugal (ANEM) United Arab Emirates
Colombia (ASCEMCOL) Italy (SISM) Qatar (QMSA) (EMSS)
Costa Rica (ACEM) Jamaica (JAMSA) Republic of Moldova United Kingdom of Great
Croatia (CroMSIC) Japan (IFMSA-Japan) (ASRM) Britain and Northern
Cyprus (CyMSA) Jordan (IFMSA-Jo) Romania (FASMR) Ireland (SfGH)
Czech Republic (IFMSA- Kazakhstan (KazMSA) Russian Federation United States of America
CZ) Kenya (MSAKE) (HCCM) (AMSA-USA)
Democratic Republic of the Korea (KMSA) Russian Federation – Uruguay (IFMSA-URU)
Congo (MSA-DRC) Kosovo - Serbia (KOMS) Republic of Tatarstan Uzbekistan (Phenomenon)
Denmark (IMCC) Kuwait (KuMSA) (TaMSA) Venezuela (FEVESOCEM)
Dominican Republic Latvia (LaMSA) Rwanda (MEDSAR) Yemen (NAMS)
(ODEM) Lebanon (LeMSIC) Saint Lucia (IFMSA-Saint Zambia (ZaMSA)
Ecuador (AEMPPI) Lesotho (LEMSA) Lucia) Zimbabwe (ZIMSA)
Egypt (IFMSA-Egypt) Senegal (FNESS)
www.ifmsa.org
22
medical students worldwide
International Federation of Medical Students’ Associations (IFMSA)