Mohamed El Amine Youcef Ali
CANDIDATURE IFMSA President 2021-2022
CONTENT
01 Abbreviations
02 Letter of Motivation
03 Plan of Action
04 Curriculum Vitae
Abbreviations IFMSA- International Federation of Medical Students’ Associations EB - Executive Board TO - Team of Officials NMO - National Member Organisation VPA - Vice-President for Activities VPF -Vice-President for Finance VPE- Vice-President for External Affairs VPM - Vice-President for Members VPCB - Vice-President for Capacity Building VPPRC - Vice-President for PR and Communication GA - General Assembly RM - Regional Meeting SC - Standing Committee TF - Task Force TOM - Team of Officials Meeting BOR - Board of Recommendation
1. Motivation Letter Dear IFMSA, 5 years ago, I would have never imagined I will be writing this letter for you today. I was a lost medical student, a young boy that had just started his curriculum, not even knowing if medicine is something that he would fall in love with. He was ambitious, different, and a silent dreamer that got used to living in a world that doesn’t appreciate differences.. Little did he know, that young boy was about to embark on a life-changing journey. A journey that is called the IFMSA, and that made him into a confident, and a passionate global health leader. A young man that is not afraid to dream big! And here he is today, here I am today! My name is Amine Youcef-Ali, a medical student from Algeria. And today words are not enough to describe how proud and honored I am to be running for the IFMSA President 2021-2022. From where should I start about this Federation? The biggest worldwide students organization that changes lives, that changed my life. This federation has provided me with the tools, the thoughts and the resources to serve my community, to create impact, to spread awareness and to defend values. This federation that regroups 1.4 Million Medical Students Worldwide that are all different, but found each other while eagerly looking to improve their communities.
It all started in 2016, when my LC was recruiting new members. I was snatched by the LORP then and I found a home in SCORP, in Human Rights and Peace. If anyone knows something about me, they know that I can’t stand unfairness and discrimination. I remember the recruitment ceremony, the local TO then said “We never had any members from Lesouk becoming members of an IT or TO”. And that sentence kept resonating in my mind as I wanted to break that wheel. I didn’t want to do it for myself, but for the members. Those members that were just like me, afraid of dreaming, I wanted to open the door for thousands and thousands of members to feel empowered, to lead and to contribute. After all, our motto is “ Think Global, Act Local”! Human Rights and Peace became my passion. Nothing made me happier than to bring people together to fight against discrimination, to help the vulnerable populations, to destroy streotypes, and to further promote this within our medical curriculum and our healthcare system. Through numerous campaigns, capacity building efforts and conferences, SCORP kept taking me to levels of engagement I have never imagined. To my first EMR Regional Meeting in Oman, and then to the IFMSA General Assemblies. Where I got inspired by all the sessions I took, the little talks with members from all around the world, learning about their initiatives, their
efforts and their contributions. And the more I knew, the more I wanted to grow, to contribute and to serve our beloved Federation. Until I got to be the first ever IFMSA SCORP Public Relations and Communication Assistant. A position that was the magical mix of 2 of my main interests, Public Relations and Human Rights. Which led me to stand before you in the March Meeting 2020 in Rwanda, to present my plans and ideas to become your Vice-President for Public Relations and Communication. IFMSA is one special organization. It brings together students from all around the world that would like to have a say in the future of Global Health. There is nothing more inspiring than the IFMSA plenaries, the most beautiful example of democracy, engagement and participation in decision-making. Being your Vice-President for PR and Communication has been an amazing journey so far, along with 6 other passionate EB members, 18 strong minded and ambitious TO members and 10 skillful and creative PRC IT members. This experience has taught me valuable lessons, I have been able to observe the flaws of our Federation, and to brainstorm and implement ways to improve the work of the Executive Board and the Team of Officials. Throughout my 5 years of IFMSA, I have been blessed by the opportunity to contribute locally, nationally and internationally; from a TF to SWGs to an IT to the EB. I believe that I am ready
to take on this new leadership role and to give back to our Federation, to give back to our 140 NMOs and members that keep inspiring me with their advocacy, their projects and their ambitions. I believe that our members should feel safe, comfortable and empowered to advocate locally, nationally and internationally for medical education, public health, professional and research exchange, human rights and peace and SRHR. And I will make this a priority! Dear IFMSA Members, Today I stand before wanting to become your next President. Confident in my observations and ideas to improve the work and leadership of our federation, and to take our presence and our impact to a higher level. To make those students that feel different, shy and afraid to dream, feel empowered enough to express their voices and to stand up for what they believe in. To achieve the IFMSA vision and mission, to unlock our potential and to reach newer heights as one of the world’s leading organizations. If elected, I will do everything in my power to fulfill the ideas and tasks that are written in the plan of action that you will read throughout this candidature.
Thank you so much for reading me, Amine
2. Plan Of Action IFMSA has shown a strong resilience and managed to adapt rapidly to the global situation. Still, COVID-19 has made us all vulnerable, and exposed our flaws. But it has also given us a golden opportunity to pause, to reflect on our habits, our working culture, our procedures and our goals and to build a better and more sustainable future. Working with the current EB to manage the federation through this pandemic hasn’t been an easy task. But it provided me with an incredible insight on the needs of the federation, and the necessary requirements to its sustainability. As such, my plan of action has been drafted based on my current experience as EB member, the progress we have made so far, and my vision for the future of the IFMSA. It has also been built according to the IFMSA Constitution and Bylaws, Strategic Plans, and to the President’s task description and scope of work.
Vision
An IFMSA where the Executive Board and the Team of Officials feel confident to lead in their fields and achieve their goals while preserving their mental health. And where all members and NMOs feel connected, safe and empowered to advocate for global health, medical education, professional and research exchange, public health, SRHR and human rights and peace.
Mission
TO lead the Executive Board and the Team of Officials towards a sustainable, healthy and outcomes-oriented management of the federation, and provide them with the necessary guidance and support to empower their members worldwide.
Pillars 1- LEADERSHIP AND EMPOWERMENT 2- PLANNING AND SUSTAINABILITY 3- ACTIVITIES AND IMPACT
4- IFMSA MEETINGS 5- LEGACY AND CONNECTIONS 6- IFMSA AND COVID-19
1- LEADERSHIP AND EMPOWERMENT IFMSA is the biggest worldwide students organization representing 1,4 million medical students worldwide through 5 regions, 6 standing committees, 140 NMOs, hundreds of external collaborations, TFs...ect To ensure an effective and sustainable functioning of all IFMSA Bodies, a strong leadership is needed. A leadership that is not afraid to take input and to listen, a leadership that shows a strong sense of responsibility and that is transparent and accountable with all relevant stakeholders. And a leadership that promotes communication and collaboration within all these parties to ensure that the unit, that is IFMSA, is performing strongly on each of its levels. And as President, I believe that my responsibility is to not only lead this federation, but to empower all of its stakeholders to lead on their fields and levels.
A- Executive Board
The executive board is the main decision making-body of the federation outside of the General Assemblies. An efficient and healthy Executive Board is needed in order to ensure a strong daily management of the federation, a sustainability of baseline tasks, and for all EB members to be able to fulfil their personal goals. As President, my main responsibility will be to ensure a strong leadership and coordination of the EB and making sure that the collaborative EB work is executed in a smooth and non burdening way. This is why my plans are: EB Working Framweork: One of the most time and energy consuming tasks is the EB collaborative work, from approvals, to emails to decisions‌ ect. Unfortunately, this collaborative work isn’t regulated, which might become burderning to EB members that are working on specific fields. As president, my first objective will be to regulate this collaborative workspace through: - In the Elect period, through regular EBE meetings, make sure that all EB members are aware of both EB individual and group procedures. tracking sheets and common working documents. - Establish efficient mechanisms to ensure that EB collaborative work and procedures are completed in a timely and smooth way through defined timelines, - Support EB members to prioritise their field-specific work and take on extra tasks when needed. - Plan regulars team building events both in the elect period and throughout the term in order to establish healthy and strong team dynamics. EB Meetings: - Ensure that all EB meetings are transparent and outcome-oriented. - Optimize EB meetings through a regulated procedure from deciding on the agenda to the follow up on action points, and ensure that all EB members are aware of their duties. - Open threads for EB decisions that can be moved from EBMs to email. EB mental Health: - Establish a culture of mental health within the EB and continuously check up, support and protect EB members from issues that might jeopardise their health. - Establish healthy and realistic work expectations within the EB in the beginning of the term. - Encourage EB members to take regular days off and holidays breaks. Other: - Support EB Contact persons in their duties towards TO, TFs, General Assemblies, Regional Meetings and Task Forces. - Elaborate a bi-monthly to trimestrial EB group and individual reflection mechanism.
B- Team of Officials
While the EB is responsible for the daily management and the decision-making of the federation, the Team of Officials are the ones to ensure its Impact. The Team of Officials is a dynamic group of standing committees Directors, Regional Director, and Liaison Officer that work daily on the creation of IFMSA activities, to engage our members and to represent their voice in the external world. Thus, it is important for the Team of Officials to feel safe, heard and comfortable within their working space to achieve their goals and to increase the impact of the federation. This is why, my plans are: - Establish a culture of communication, transparency and collaboration from TO to TO and from TO to EB - Ensure that TO members feel heard through giving space for input in TO and EB decisions. - Establish a mechanism for regular feedback to be provided from TO to EB to ensure continuous improvement of EB work and their duties towards the TO. - Coordinate regular team building and social activities to ensure strong team dynamics within the TO. - Support EB contact persons in their tasks towards their TO groups and assist or replace them whenever it’s needed. - Establish a culture of mental health within the TO by also creating healthy and realistic work expectations within the EB in the beginning of the term. and by encouraging TO members to take regular days off and holidays breaks. - Creating regular OSDs for TO members to share their thoughts and ideas about specific working topics. - Ensure that all TO members are aware and feel confident and empowered to navigate the TO - EB procedures through presentations in TOM 0, and by creating centralised documents and user friendly tracking sheets. - Coordinating the Annual Working Plan of Officials: - Setting up a realistic timeframe for drafting and adopting the AWP during TOM0. - Supporting TO and empower them when drafting their AWP. - Monitor the AWP progress through a regular follow-up and reporting to en sure transparency within TO and with NMOs.
C- National Member Organisations:
NMOs are the backbone of the federation. Its existence is from NMOs and to NMOs. And thus, NMOs should be included in all the decision-making of the federation, and feel empowered to voice their input to the TO and EB. In this dynamic, I believe that the President plays a vital role as leader of an EB that reports and that is accountable to NMOs and as a leader of the federation. This is why, I plan to:
- Make sure that NMOs input and voice is heard and that all EB and TO decisions are transparent. - Make sure that NMOs input is addressed in EB decision making. - Support VPM in the daily communication with NMOs to ensure common understanding. - Work with VPM in order to establish high standard GA presidents sessions and that are based on the needs and the objectives of the NMOs and assist them in should any conflict arises.
2- Planning and Sustainability: Planning trategic planning are the key to stability and sustainability of an organization. I believe that the IFMSA Administration should be in the center of the upcoming IFMSA Strategy and the next steps that we are taking to ensure the sustainability of the IFMSA. As it is time to establish and reinforce our secretariat, and to reach new ways to ensure sustainable finances.
A- IFMSA Strategy 2021 - 2024
The IFMSA Strategy 2021 - 2024 will be the guiding roadmap of IFMSA for the upcoming 3 years. As current VPPRC, I will have the privilege to be involved in the drafting of this strategy and to gain first hand insight on the reasons behind each of the eventual objectives and decisions made as part of the EB. However, even though the drafting of this strategy will happen in the current term, the important phases and steps are to be initiated in the upcoming items, and most specifically 2021/22. And thus I will: - Actively Participate in the making of IFMSA Strategy 2021 - 2024 both as VPPRC and President Elect. - Ensure that the EB Elect input is taken into consideration, being the future decision body of the federation by playing a role of link between both EBs. - After its adoption in the upcoming AM, I will plan capacity building sessions and meetings in order to provide the TO elect with all the necessary information on the strategy and - Ensure that IFMSA strategy 2021/2024 is heavily included in the handover from TO 20/21 to TO 21/22. - Use the IFMSA Strategy 2021/2024 as a guiding document for the drafting of the Annual Working Plan 2021-2022 of Officials. - Implement mechanisms for regular reporting and evaluation of the IFMSA Strategy in order to track its progress, to deliver its outcomes, and to ensure transparency of the TO’s work with NMOs. - Include all the necessary information while updating the EB handover manual and delivering the handover for the next EB.
B- Administration: Secretariat and Finances
The administration is the center of the stability of every organization. It entails leadership, secretariat, and finances. Three of the key components to the sustainability and the future of IFMSA. This year, I had the privilege of observing the current VPF managing the finances of the federation, while supporting in sponsorships as per my current Position. I also have gained insight on the current state of our secretariat through the regular updates provided by the VPA. Consequently, I have manage to draft these plans that I will implement if I get elected as president, in order to contribute to the sustainability of the secretariat.
a. Secretariat: As previously mentioned, I believe that the secretariat should be put at a priority in the next planning of IFMSA. It is high time for the IFMSA to have a stable secretariat, a secretariat in which we can also invest in order to expand our resources and to reduce EB workload from secretariat tasks. With the upcoming EB I will: - Investigate new locations for secretariat according to finances, national laws and accessibility. By consulting TO, NMOs, SupCO and Legal bodies. - Support the VPA in liaising between IFMSA and secretariat and assist in all legal duties when necessary. - Explore ways to invest and expand the secretariat in order to reduce the EB workload from non medical students tasks. b. Finances: Just like every organization, finances have always been sensitive in IFMSA. Finances are the real proof of transparency and accountability, and they should be protected and monitored closely and at all costs. Through my experience in the EB, I have managed to observe the current VPF when managing the finances of the federation from daily transactions to high budget expenses. And as president, I will support the finances of the federation and the role of VPF through: - Provide continuous support to VPF in the daily management of the finances. - Support the consultation process for the proposal of the new budget 2021/22 and gather EB Elect input to be provided to VPF. - Actively provide input on the management of grants, sponsorships and other opportunities for EB approval. - Support VPF in resolving any pending issues regarding financial reports from previous terms. - Support VPF and NMOs in the management and the resolution of NMOs payment plans and GA debts.
3- Activities and Impact Our Impact is in our activities! IFMSA produces a big number of daily activities, activities that come mostly from the Team of Officials, hence standing committees and regions. The current IFMSA Structure has proved to be very effective, though minor changes can still be implemented in order to optimize the impact of IFMSA both internally and externally. One can not mention activities and alignment without mentioning the Global Priorities, which is one concept that was introduced as a mediator to this alignment, for which the coordination falls under the President’s responsibilities.
A- IFMSA activities:
IFMSA is a very dynamic organisation that has been very ambitious in the number of activities it produces on a daily basis. And with COVID-19, lockdown and the full switching of online settings, the number of activities has increased immensely in the current term. And while activities mean impact, there should always be a coherence and a strong coordination of these activities in order to streamline this impact, which is highly linked to the big number of the IFMSA structures and the way they interlink. The actions stated are ideas to evaluate the current state of the IFMSA structures and their impact, which is also linked to the strategic planning process. - Evaluate current procedures for numerous IFMSA activities. - Evaluate the IFMSA values and how they can be included in the current work of the federation. - Review IFMSA Structures along with VPA, VPCB and SCDs to provide recommendations for the future. - Review IFMSA opportunities’ accessibility to the members. - Support VPPRC in the online management of activities should my help be needed.
B- Global Priorities:
Global Priorities is a concept that has been introduced recently in order to align internal efforts and activities with our external affairs advocacy efforts. Even though this concept has been useful so far to achieve its preliminary goals, I believe that it can still be refined as a way to streamline the impact of all the activities that IFMSA produces into a notorious external representation: As president, I will be the coordinator of the distribution, implementation and follow up on the GPs within the work of the Team Of officials. I will be part of 2 proposals, one as President Elect, and another one as President. As President Elect: - Actively participate in the next Global Priorities proposal starting TOM4. - Make sure that the EB Elect input is heard and implemented by being a link between both EBs. - Coordinate the division of the GPs with VPA and VPE. - Divide GPs according to focus areas and TO experience. Following up on the Global Priorities implementation in TO AWPs in the beginning of the term.
As President: Initiate consultations on the current structure of Global Priorities with current and previous stakeholders in order to evaluate the efficiency of the structure. Discuss the outcomes of the consultations with the General Assembly in March. Initiate the proposal of the GPs accordingly.
4- IFMSA Meetings IFMSA Meetings are always the highlight of the term. From General Assemblies, Regional Meetings, TOMs, they connect members and bring them together, while boosting their motivation to pursue their goals. However, these meetings are known to be of a great financial cost to IFMSA, and require effective preparations. And COVID-19 has introduced to IFMSA the concept of online meetings and the possibility of hybrid settings. This section will address both the baseline tasks for effective preprations for these meetings, while exploring new ideas and the opportunities that COVID-19 has brought our way!
A- IFMSA General Assemblies
Each and every new member has fallen in love with IFMSA through a General Assembly. We all have long lasting memories of sessions that have changed our perspectives, or talks that have created friendships and networks, or a plenary that has inspired us to engage in the decision making. They bring members from all around the world to actively witness IFMSA in action. Which is why they demand full dedication from the Team of Officials, the Executive Board and the president, to create not only a high level experience for all participants, but to also ensure that these GAs are organized in a sustainable way for both the Organizing Committes, and the Team of Officials. - Appoint EB CPs in the EB Elect period and support VPM to build capacity of CPs as a way to ensure that they are aware of their duties and responsibilities towards the OC team. - Lead and support the EB and the TO in all decision making related to the General Assembly. - Support the VPE in the organization and actions related to the theme event. - Support the VPA in the coordination of the plenary team and related tasks. - Ensure that the COC is implemented and that its respected AT ALL COSTS. - Support the VPF in the resolution of GA related finances with the OC and the NMOs. However, General Assemblies as we knew them before COVID-19 were not sustainable, with a packed agenda that causes high stress levels and, the reform of the GA has been a topic for many terms including the current one. COVID-19 has halted this process to the switching to online General Assembles, but has also given us a lot of experience and new opportunities to implement. This process has to be thoroughly discussed with previous GA OCs, Alumni, the Executive Board, the Team of officials and the General assembly, while taking in consideration to explore the possibility of hybrid settings as a solution for the future GAs
B- Team of Officials Meetings:
Team of Official Meetings represent another highlight, specifically for the TO. These meetings are there as a gathering for all members of the TO, in order to evaluate the work of the preceding period, to discuss any pending issues, and to plan and decide on the future plans for the federation. There are also very valuable opportunities for team building. Therefore, such meetings have to be conducted with a lot of care in order to ensure they are outcome oriented, efficient and sustainable. This is why, I plan to: - Optimise TOMs and ensure that all TOMs are outcome oriented through defining a rigorous timeline that starts by TOM initiation emails and preparations, TOM execution and TOM and follow-ups. - Hold at least one capacity building and one team building session per TOM. - Implement one session on mental health per TOM. - Include the Team of Officials in TOM planning and agenda, and ensure that their input is heard and implemented. - Make TOM a platform for transparency and accountability of TO to members by engaging observers in the discussions. Similarly to General Assemblies, TOMs reform have been a discussion topic for many terms, which was halted by COVID-19 due to the online settings. However, online settings experience should now be taken into consideration when evaluating TOMs. Evaluate the efficiency of online TOMs from the current term and see if any online switching is necessary. Explore Hybrid settings as a possible solution for TOMs. Explore the possibility of sub regional TOMs implementation.
5- Legacy and Connections With the IFMSA celebrating the 70th anniversary this year, it is the perfect opportunity to strengthen our connections with not only our external partners, but also with our Alumni, Honorary Life Members and Board of Recommendations, for which the president plays a pivotal role as the current contact person to these respective bodies. As such, I will build up on the current efforts that are and will be done through the 70th anniversary and the current term, in order to engage with these stakeholders, as they represent the legacy of IFMSA, which is needed in numerous situations.
Alumni and Honorary Life members:
- Continue to build strong relationships with Junior Doctor Network (JDN) and World Medical Association (WMA) for further collaborations. - Review the current Alumni Engagement Framework and raising awareness about its implementation - Create and sustain easier Communication Platforms with Alumni - Continuously check with Alumni on possible areas of collaborations. - Consult Alumni in necessary issues such as COVID-19 impact on IFMSA. - Continuing the reform of the Alumni Database that was initiated this term. Review current HLM members and proposals in consultation with EB and TO.
Board of Recommendation:
The Board of Recommendation is structured by High-Level experts that can provide guidance and support to IFMSA leadership in solving issues and in sustaining the federation. I would like to strengthen our current relationships with the BoR by: - Review the current composition and membership of the BoR. - Exploring further areas of collaboration and creating stronger links regularizing - the communication with the BoR. - Continuously consult the BoR and follow their input and recommendations. Seek the endorsement of BoR to obtain funds, new corporations, and strong recognition
6 - IFMSA and COVID-19 While drafting my plan of actions, I tried to make my ideas applicable for both pandemic and post pandemic settings. However, I believe that last and current terms experiences are of a huge value to IFMSA. The world is not guaranteed to go back to normal next term, and we never know if and when another event should strike us again. And thus, I would like to highlight some of the thoughts I have in order to create a framework to regulate IFMSA’s efforts through online settings. I have been extremely lucky to be VPPRC during the COVID-19 term, where my work has been involved in all IFMSA events and thus I will make sure to gather all necessary information and experience that I have acquired in order to: - Create a regulated framework for Online Regional Meetings with VPM. - Create a regulated framework for Online GAs with the rest of the EB and in consultation with NMOs. - Ensure that realistic expectations are set by the entire TO to have a health term should tt ever be online. - Support the next VPPRC in online management of the federation - Further explore hybrid events as a sustainable solution to build back from the pandemic.
3. Curriculum Vitae
General Information: Mohamed El Amine Youcef Ali Contact : +213561764944 Emal: amineyali50@gmail.com Education: - Medical Degree at the faculty of Medicine Constantine 3 - Algeria: Expected date of Graduation June 2022 IFMSA Experience: - IFMSA Vice-President for Public Relations and Communication 2020/2021 - IFMSA SCORP Public Relations and Communication Assistant 2019/2021 - AM19 SCORP Sessions Team Member - Member of the Task force on the EMR strategy 2019 - 2021 - IFMSA Representative at the Lancet Commission on Digital Health - Present. - Coordination of Protection of Health Services Policy Document for MM20 Adoption Le Souk Algeria Experience: - Acting NMO President - May 2019 - August 2019 - National Officer on Human Rights and Peace 2018 - 2019 - Local Officer on Human rights and Peace 2017 - 2018 - NGA 2017 - Blida, Algeria
IFMSA Meetings: - TOM0 , TOM1, TOM2 2021 as Executive Board - TOM 4, TOM5 2020 as Executive Board Elect. - IFMSA 69th August Meeting 2020 - OGA - Executive Board Elect - IFMSA 69th March Meeting 2020 Rwanda - Head of delegation and SCORP Sessions Team - IFMSA 68th August Meeting 2019 Taiwan - Head of delegation - IFMSA EMR Regional Meeting 15 Oman - SCORP Sessions - IFMSA Online Americas Regional Meeting 2021 - TO/EB representative. Capacity Building Events: - IFMSA PRactise Makes Perfect 2021 online workshop Coordinator and Facilitator. - IFMSA International training on Human Rights Education online workshop 2021 - Facilitator - Human Rights for Medical Practitioners - Tunisia November 2019 - Facilitator - Human Rights for Medical Practitioners - SCORP Camp Turkey 2019 - Faclitator - AM19 Pre-GA sPReadt it! - Facilitator - Training New Human Rights Trainers - Constantine 2018 - Participant Facilitated at least 100 hours of sessions on topics ranging from Human Rights, organisational development and Public Relations and Communication Other Relevant Experience: - Vice-Chair SCORA Plenary AM20 - 2nd prize winner at EMR 15 Activities Fair - Generations for Peace NGO - Art For Peace Pariticpant - Writer at Nucleus web agency August 2018 - Exchange student at Gothenburg Pediatritcs hospital - July 2018 Languages French: Fluent Arabic: Native English : Fluent