Guidebook to Human Resources Managment in SCOPH
Contents About the Handbook (1-2) European statistics (3-6) Theory about volunteering (7-11) Culture Linking Engaging Leadership/Belonging Manual for NPOs (12-15) Annex: Maslow’s Hierarchy of Needs(16-18) References (19)
About the Handbook Dear European members, With great pleasure I would like to present you the outcome of the Human Resources NPO Buddy group - this wonderful handbook that was created with the intention to better understand the issue we face in SCOPH and other standing committees with human resources. As public health leaders we cannot achieve a lot if we do not have prepared, motivated, engaged members that will contribute to the activities at all stages. This handbook aims to showcase you the opinion of our members about human resources in general, introduce to theory of volunteering and suggest you the best recognized practices to follow up to increase the numbers of SCOPHeroes, their motivation, involvement and satisfaction from the work. Preparing this handbook was a real challenge for us: from stopping complaining and brainstorming about real reasons of poor human resources to getting to know each other, our NMOs and work style, to researching for other NGOs practices. Nothing would be possible if not Milda BurneikaitÄ— and her passion, work ethic, outstanding leadership skills, knowledge and huge effort to make this handbook possible, well-structured and evidence-based. I would like to also thank team members - Blanca Paniello Castillo, Vicky Kastner, Elmira Shaikhutdinova, Georgina Dimopoulou - for remarkable contribution to this handbook and readiness to work on this idea, even in the busiest time of the year we all shared, exams period. All in all, this handbook is a priceless and first tool that has been written for SCOPH in terms of human resources, so read it carefully, reflect on the things mentioned here and adapt those ideas in your NMO to develop whole public health committee! I am looking forward to your feedback and further ideas for the future! Maciej Bugajski SCOPH Regional Assistant for Europe 2017/2018
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“Volunteering is the ultimate exercise in democracy. You vote in elections once a year, but when you volunteer, you vote every day about the kind of community you want to live in”
Maciej Bugajski Milda Burneikaitė
RA for Europe
NPO of Lithuania
Blanca Paniello Castillo NPO of Catalonia
Elmira Shaikhutdinova NPO of Russia
Viktoria Kastner NPO of Germany
Georgina Dimopoulou NPO of Cyprus
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European statistics
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During May and June of 2018 two google forms were created and shared among all European countries in order to collect data regarding human resources in European NMOs. First google form was shared with officials in SCOPH and the second was shared with various NMO members. We think that two different questionnaires will help us to get a better perspective about Human Resources in Europe.
Questions for SCOPH officials 28 responses from 16 European countries
11.1% Yes No
Yes No 100% 88.9%
Figure 1: Do you have problems regarding HR?
17.9%
82.1%
Figure 3: Is it an extended and common problem in your region?
Figure 2: Is it an old problem or a recent one?
28.6%
Yes No
Old Recent
71.4%
Figure 4: Is there any charge, committee or working group who deals with this problem in your NGO?
Why do you think HR problem exists? - Lack of motivation (24) - Lack of good communication with existing members (17) - Bad time managment (16) - Ignorance of the existence of projects (15) - Lack of responsibility and commitment (14) According to the identified problems of the previous question, have you arrived to a conclusion in order to solve them? - Face-to-face meetings, presentation with high level of energy, being an example - Creating an event calendar, group for SCOPH-members - Improving transparency and visibility, rewarding active and productive members - Encouraging SCOPHeroes to attend international meetings as EuRegMe/GA/SRT - Presenting the volunteers with certificates of appreciation
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Main public relations strategies are constant and periodic social network publications and mail. Have you noticed any outcomes on the participation since the implementation of these methods? - Yes (5) - No (8) - Personal contact works better - Visual information increases participation - Facebook group for SCOPH-members received positive feedback - Emails don't work because the participants receive so many e-mails and so much social network information, that when they see it's from an organisation, they just send it to the bin straight away without even reading it. Maybe a solution could be to have 2 different diffusion e-mail groups: a general one in which only activities are sent, and another more specific one in which also resolution of delegations and "burocratic" information is sent (a group of people who actively and consciously asked for this kind of information).
Questions for Members 38 responses from 9 European countries
Yes No 44,7% 55,3%
Figure 5. Is IFMSA the only organisation you volunteer in?
Why did you choose to start participating in national IFMSA activities? - Personal growth (36) - The ability to deepen your knowledge (29) - Desire to give back to the community (24) - Friends already a part of the NMO (18) - The ability to become an official yourself (10) - Good leadership from officials (9) - Easily accessible information about the activities (6) - Mentorship from officials (4)
Which activities did you participate in during your first year in your NMO? - Events on specific topics (24) - NMO meetings, trainings (internal activities) (23) - Everything that was suggested (13) - Events from a specific committee (12)
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What motivated you to keep participating in national IFMSA activities? - Personal growth (36) - Acquired knowledge (34) - Desire to give back to the community (25) - Friends already a part of the NMO (25) - Mentorship from officials (13) - Good leadership from officials (13) - Easily accessible information about the activities (12) What problems did you face in your NMO? - Lack of motivation (22) - Poor communication between members and officials (21) - Lack of interest in offered activities (17) - Lack of knowledge about discussed topics (13) - Lack of further outcomes from participating (12) - Lack of leadership from the officials (9) - Lack of mentorship from the officials (7)
Yes No 100%
Figure 6. Would you recommend your friend to become a member of your NMO?
Why would you recommend your friend to become a member of your NMO? - Personal growth, skills and knowledge which university does not provide (28) - Sence of belonging, meeting new friends (13) - Making a change (7) - Collaboration with external associations (1) What could be changed in your NMO regarding human resources? - Better communication between member, friendly atmosphere (9) - Clear structure with objectives and impacts should be achieved (6) - More attention to newcomers, empowerment to assist (4) - Efforts to keep members motivated (3) - New ideas (3) - Knowledge on topics (3) - More people engaging (3) - Opportunities provided (2) - Too many projects(decrease number of projects) (1)
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Theory about volunteering
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Human resources management in volunteer organisations can be divided into 5 stages: 1. Create the culture 2. Link 3. Engage 4. Build identity 5. Leadership However after more thorough research of youth volunteer organization it was clear that in this type of organisation two of the stages can be joined because those volunteers that felt a strong sense of belonging were often described or perceived as being leaders (and visa-versa). In this part of the handbook we will discuss the key areas of human resources management in youth volunteer organisations: 1. Culture 2. Linking 3. Engagement 4. Belonging/Leadership
Culture 1. It Is frequently described as being driven by or build upon a shared “passion” for a particular issue 2. The culture is critical and can be both created and embedded through a variety of practices. However the culture that is built on existing friendships and bonds is also extremely valuable 3. Having a strong culture can create constant tension in accommodating and welcoming new people and ideas 4. The culture can be created by: - Describing the past/history of the organisation to new members - Finding similarities between members - Shared experiences
Linking (this concept is used to describe how organisations recruit volunteers and initially build a relationship with the volunteer) 1. The organisations have to create and use sophisticated processes to source, recruit and onboard new volunteers 2. Introduction processes should be structured, as are a variety of processes across the organisations, such as performance reviews and exit interviews 3. Despite an impressive array of formalised HR processes, the key aspect of “linking” is the prominence of personal aspect to all processes. For example recruitment can happen in informal environment (such as recruitment breakfast with old and new members in a form of discussion)
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4. Technology is just another tool in the effort to link with current and potential volunteers. It is one method in a suite of approaches to connecting, communicating and working together. In no instance technology can replace a personal face-to-face interaction 5. Events are the key method of linking with potential new volunteers. It’s important to have a clear “next step� for people after an event, to ensure they had an avenue for engagement The benefits of volunteering can be introduced at this stage, which include: - Better mental and physical health - Life-satisfaction - Better self-esteem - Happiness - Lower depressive symptoms and psychological distress New volunteers entering the organisation will bring with them uncertainties that need to be recognised and dealt with at the earliest opportunity. Examples: - Initial nervousness on entering a new environment - Shyness on meeting new people - Lack of experience in working in a team or in a certain fashion - Concerns about their ability to fulfil their responsibility - A feeling that they will be looked down on and not treated fairly - Concerns that their skill and contribution will not be recognised - Knowing that they have more skills than some employees but not being allowed to use it - Being given the menial tasks that no-one else wants - Lack of resources, monitoring and follow-up by the respective coordinators - Feeling shy towards officials of organisation - Uncertainty towards their work and how useful it is - Lack of belonging of whatever has been entrusted or assigned Underlying element that supports success is communication
Engaging (the process of involving volunteers fully in the organisation, its culture and practices) 1. Young volunteers want to be able to exercise creativity and perform task in their own way and time while understanding their boundaries and options for support 2. Dialogue and conversation is a critical element of the way that organisations operate day-to-day 3. Performance feedback occurs through casual, impromptu, or semi-structured conversations 4. Personal connection outrank efficiency 5. Recognition and reward is crucial to successful engaging process
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Developing volunteer capacity and skills Volunteer needs analysis It is important that any needs analysis reflects the core business of the organisation; its various work areas; the role of the volunteer body within these areas; the skills needed to deliver on the work. The usefulness of this process is that as well as identifying gaps where there is training or development needed to address skill deficits; it can also identify current or existing skills that the organisation is not aware of, and therefore not utilising.
Training It is important to ensure that training timings and methods are appropriate to volunteer needs and capabilities and is based on the needs analysis. There are 3 types of trainings: 1. Introduction training - what is the organisation about? How will the volunteer be working? Where does the volunteer fit in with the rest of the organisation? If this process does not happen, volunteers will feel insecure and unsupported, and will very quickly leave an organisation. One of the biggest influencers in volunteer retention is making sure that the volunteer feels wanted. 2. In-service skills training - of information provision, skills-building and awareness-raising, and will happen on an initial and ongoing basis to ensure that they are able to perform their work effectively and successfully. 3. Advanced Training - practical demonstrations, work shadowing, buddying/mentoring opportunities, visits to other organisations, conference/seminar attendance, role-plays/simulations, once-off training sessions, linked or modular training courses, structured practical or academic learning, time allocated to Manual or Resource reading, official IFMSA trainings (TNT, PHLT). Volunteer support It is critically important that any organisation engaging volunteers supports the delivery of its work in any way, has in place a process of communicating essential information relating to the rights of the volunteer, the responsibilities of their role and more generally, any organisational structures and procedures that affect them. Ideally this would be presented in a Volunteer Handbook or similar resource. Dealing with difficult situations In all situations it is fundamentally important to know the kind of person or people you are dealing with. It is important to know how they react to pressures and stresses at any given time. However, if we do find ourselves in a difficult or conflict situation, there are some basic simple actions that can be taken to make their resolving a great deal easier. 1. Step back from the situation: listen to all viewpoints and make sure you have all the information. The person won’t be exactly like you, so try and find out what kind of person you are dealing with, and what kind of responses will work for them. 2. If possible, practice your response
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3. Stay in the “Adult” mode: Don’t be judgemental or defensive and make sure that you accept any responsibility that may be yours. Remember, it is ok to agree or to disagree. The important thing is to keep it logical and not allow tempers to flare. 4. Try to find an agreement 5. Communicate and Explore Alternatives: By thinking of and offering alternative suggestions, you can keep the discussion on the positive. Don’t revisit the same issue, if it continues to be a negative in the discussion. If something can’t be progressed immediately – “park it” – and come back to it when you have some positive agreement on other elements. 6. Work together towards solving negative issues 7. Establish Boundaries 8. Speak in Private 9. Use more “I” than “YOU” Language 10. It’s Not Personal: Remember that a professional relationship in the workplace is just that. It’s not a personal issue for you. 11. Focus on what you can do 12. Clear Communication: If necessary, take time-out to review the discussion to date. Draw up a list of the points discussed and go through them with the other person. At this stage you can also ask questions such as “Are we OK with this part” or “Do we have agreement on this element”
Belonging/leadership 1. The organisations build identity and connection through the use of narrative. The powerful stories help building a culture that connects volunteers with the organisation 2. Empowering volunteers and encouraging the natural transition to leadership is essential to a youth volunteer organisation. It defines the approach to managing volunteers and structuring many of the programs and events 3. Organisations should have abundant opportunities for leadership. Providing opportunities to lead - at a young age - is seen as being an attraction to potential volunteers 4. Organisations should develop sophisticated handover documents to ensure knowledge transfer 5. An example of creating leadership opportunities and future leaders can be: focusing on those volunteers who generate ideas and then providing the appropriate support and resources to help them get the idea off the ground. The volunteer is then empowered to run with the program or initiative they have devised and, with support, set up
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Manual for NPOs
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This is a set of recommendations for NPOs how to successfully manage their SCOPH teams (LPOs, assistants, project coordinators etc.). We don’t discuss the human resources problem more deeply as it mainly concerns other SCOPH team members than NPOs. If you would like to deepen your knowledge about human resources and member management (we strongly encourage that) you can use the second part of this handbook, links we provided with the handbook and other resources as well. The main objective of the NPO is to ensure the quality of human resources management by other SCOPH team members. We have created this manual to provide the key aspects of this process.
Preparational work with the SCOPH team (before the activities start) Summer/Beginning of Autumn SCOPH team meeting should be organised. The contents of the scoph team meeting: 1. Proper handover from the previous team 2. Create a culture: explaine NMO and IFMSA history as well as the current situation. Explaine the role of the SCOPH team in NMO and IFMSA (position specific) 3. Introduction to SCOPH strategic plan, official SCOPH-related NMO, IFMSA documents 4. Sessions about volunteering (at least the 2nd part of this handbook, preferably more), activity planning and managing, use of media in their activity, possible NGOs, GOs and other partnership opportunities 5. Discussion in order to select priority topic and secondary topics for the year.* 6. If priority topic was clear before organise a capacity building session regarding this topic and create a list of resources with information on that particular topic. 7. Feedback methods should be discussed and agreed upon 8. Communication rules should be discussed and agreed upon 9. Team building exercises should be integrated in the training ( it's an essential step and must be integrated in order to create a sense of belonging. You can read more about this in the annex)
* Priority topic – one topic to be focused during the whole year. Committee team is directly responsible for its development. It should include fieldwork activities, PR&C plan, national representation, partners, IFMSA. It should be a continuous action during the whole year. Secondary topics - a few smaller scale activities (for example lessons at schools, Teddy Bear hospital). A coordinator for each activity should be appointed by the local officer. These activities are being carried out by active members but overlooked by local officers. He/she should have a meeting with the newly appointed coordinator and explain him/her the basics of coordinating a project.. Local officer’s responsibility is to be updated with activities and always help if needed. Purpose of the secondary topics – the ability for new members to get involved into IFMSA activities; the ability for older members to try to be a coordinator and to start preparing for possible local officer’s position.
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This meeting should take place as soon as the whole SCOPH team is elected. If it’s impossible to organize live face-to-face meeting the contents of the meeting should be delivered to the SCOPH team via online meetings, webinars and web-platforms or as part of other trainings/events. This meeting is important to establish a good relationship and communication in the scoph team, to build capacity of the scoph team and to ensure the quality of human resources management and activity planning. If possible volunteer needs analysis should be carried out before the meeting and discussed during it.
Linking and engaging the SCOPH team Autumn/winter 1. Create a plan for scoph introduction in LCs. Using various NMO events, social media and organising a SCOPH meeting for members in all active LCs. This can include a fun internal NMO event/activity for linking new members during which NMO/scoph culture 2. Create a SCOPH activity plan for the year. Make it attractive and easy to read. Then share it within your nmo. 3. Create an online platform for communication and progress update with the SCOPH-team members (Facebook group, Whatsapp chat, Trello, google opportunities) 4. Organise regular online meetings with the SCOPH team (individual and/or group). The purpose of these meetings is to establish personal contacts with scoph members (it consumes time but strengthens the relationship and motivation of the SCOPH members and in the long-run is worth the time). During the meeting the progress should be discussed and feedback should be given (both for SCOPH team members and NPOs). This is also the time to offer or ask for help and suggest opportunities.
Middle of the year SCOPH team meeting should be organised. This meeting is flexible. You should look at it with creativity. If it’s possible make it as a part of NMO scoph weekend, if not integrate it or parts of it into different NMO events. In the worst case scenario use online meetings. In any case the main parts of this meeting should be carried out.
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Suggested content of the meeting: - Overview of the work done during the first part of the year - Analysis of successes and difficulties - Feedback for every SCOPH team member - Discussion about the priority and secondary topics. Making sure everyone still agrees on them - Discussion about the activity plan (created at the beginning of the year) and making sure everyone agrees on it. If needed make changes. - If possible deliver session for capacity building (the ability to deepen one’s knowledge was indicated as one of the biggest motivation factor by European SCOPH members)
The end of the year and recognition of success Organize the last SCOPH meeting. The contents of the meeting: - Reflection of the year - Feedback for SCOPH team members - Discussion of possibilities for the next year This meeting is also very flexible. It can be integrated in various different events and could be done online.
Recognition of success: - This can be done by organizing a national SCOPH activity fair - An award ceremony can be organised in the NMO and the most active members could be awarded - NGA could be used as a way of recognition of success (SCOPH activity fair or award ceremony could be included) Recognition of success is extremely important to volunteers. It ensures their satisfaction with the work they have done and is linked to better chances of members returning to work at the NMO during the next year. Recognition of success shouldn’t be limited with formal activities. Don’t forget to give feedback and encourage scoph team members throughout the year and sometimes small gifts (such as baking a cake for a meeting) can truly make a difference.
Remember that it’s all about the people.
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Annex Maslow’s Hierarchy of Needs
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Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid. Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us, and so on.
Selfactualization Esteem needs prestige and feeling of accomplishment
Belongingness and love needs intimate relationships, friends
Safety needs security, safety
Physiological needs food, water, warmth, rest
Figure 7. Maslow’s hierarchy of needs pyramid
1.Physiological needs - these are biological requirements for human survival, e.g. air, food, drink, shelter, clothing, warmth, sex, sleep. 2.Safety needs - protection from elements, security, order, law, stability, freedom from fear. 3.Love and belongingness needs - after physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. Examples include friendship, intimacy, trust, and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work). 4.Esteem needs - which Maslow classified into two categories: (i) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige). 5.Self-actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. A desire “to become everything one is capable of becoming�(Maslow, 1987, p. 64). Self-actualized people are those who were fulfilled and doing all they were capable of. In self-actualization, a person comes to find a meaning to life that is important to them. As each individual is unique, the motivation for self-actualization leads people in different directions (Kenrick et al., 2010). For some people self-actualization can be achieved through creating works of art or literature, for others through sport, in the classroom, or within a corporate setting. It is important to note that self-actualization is a continual process of becoming rather than a perfect state one reaches of a 'happy ever after'
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Characteristics of self-actualizers: 1.They perceive reality efficiently and can tolerate uncertainty; 2.Accept themselves and others for what they are; 3.Spontaneous in thought and action; 4.Problem-centered (not self-centered); 5.Unusual sense of humor; 6.Able to look at life objectively; 7.Highly creative; 8.Resistant to enculturation, but not purposely unconventional; 9.Concerned for the welfare of humanity; 10.Capable of deep appreciation of basic life-experience; 11.Establish deep satisfying interpersonal relationships with a few people; 12.Peak experiences; 13.Need for privacy; 14.Democratic attitudes; 15.Strong moral/ethical standards.
Behavior leading to self-actualization: 1.Experiencing life like a child, with full absorption and concentration; 2.Trying new things instead of sticking to safe paths; 3.Listening to your own feelings in evaluating experiences instead of the voice of tradition, authority or the majority; 4.Avoiding pretense ('game playing') and being honest; 5.Being prepared to be unpopular if your views do not coincide with those of the majority; 6.Taking responsibility and working hard; 7.Trying to identify your defenses and having the courage to give them up.
It is not necessary to display all 15 characteristics to become self-actualized, and not only self-actualized people will display them. Maslow did not equate self-actualization with perfection. Self-actualization merely involves achieving one's potential. Thus, someone can be silly, wasteful, vain and impolite, and still self-actualize. Less than two percent of the population achieve self-actualization.
Maslow noted that the order of needs might be flexible based on external circumstances or individual differences. For example, he notes that for some individuals, the need for self-esteem is more important than the need for love. For others, the need for creative fulfillment may supersede even the most basic needs. Maslow (1987) also pointed out that most behavior is multi-motivated and noted that “any behavior tends to be determined by several or all of the basic needs simultaneously rather than by only one of them�.
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References 1. Volunteering Qld “Youth Leading youth” 2010 https://volunteeringqld.org.au/docs/Publication_Youth_Leading_Youth.pdf 2. The National Youth Council of Ireland 2007 “Resource on Volunteering and volunteer support in the youth sector” http://www.youth.ie/sites/youth.ie/files/VOLUNTEERING.pdf 3. Saul McLeod “Maslow’s Hierarchy of Needs” 2018 https://www.simplypsychology.org/maslow.html 4. Jerf W. K. Yeung, Zhuoni Zhang, and Tae Yeun Kim “Volunteering and health benefits in general adults: cumulative effects and forms“ 2018 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5504679/
2018
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Algeria (Le Souk) Argentina (IFMSAArgentina) Armenia (AMSP) Aruba (IFMSA-Aruba) Australia (AMSA) Austria (AMSA) Azerbaijan (AzerMDS) Bangladesh (BMSS) Belgium (BeMSA) Bolivia (IFMSA-Bolivia) Bosnia & Herzegovina (BoHeMSA) Bosnia & Herzegovina – Republic of Srpska (SaMSIC) Brazil (DENEM) Brazil (IFMSA-Brazil) Bulgaria (AMSB) Burkina Faso (AEM) Burundi (ABEM) Cameroon (CAMSA) Canada (CFMS) Canada – Québec (IFMSA-Québec) Catalonia - Spain (AECS) Chile (IFMSA-Chile) China (IFMSA-China) China – Hong Kong (AMSAHK) Colombia (ASCEMCOL) Costa Rica (ACEM) Croatia (CroMSIC) Cyprus (CyMSA) Czech Republic (IFMSACZ) Democratic Republic of the Congo (MSA-DRC) Denmark (IMCC) Dominican Republic (ODEM) Ecuador (AEMPPI) Egypt (IFMSA-Egypt)
El Salvador (IFMSA-El Salvador) Estonia (EstMSA) Ethiopia (EMSA) Finland (FiMSIC) France (ANEMF) Gambia (UniGaMSA) Georgia (GMSA) Germany (bvmd) Ghana (FGMSA) Greece (HelMSIC) Grenada (IFMSAGrenada) Guatemala (IFMSAGuatemala) Guinea (AEM) Guyana (GuMSA) Haiti (AHEM) Honduras (IFMSAHonduras) Hungary (HuMSIRC) Iceland (IMSA) India (MSAI) Indonesia (CIMSA-ISMKI) Iran (IMSA) Iraq (IFMSA-Iraq) Iraq – Kurdistan (IFMSAKurdistan) Ireland (AMSI) Israel (FIMS) Italy (SISM) Jamaica (JAMSA) Japan (IFMSA-Japan) Jordan (IFMSA-Jo) Kazakhstan (KazMSA) Kenya (MSAKE) Korea (KMSA) Kosovo - Serbia (KOMS) Kuwait (KuMSA) Latvia (LaMSA) Lebanon (LeMSIC) Lesotho (LEMSA)
Libya (LMSA) Lithuania (LiMSA) Luxembourg (ALEM) Malawi (UMMSA) Malaysia (SMMAMS) Mali (APS) Malta (MMSA) Mexico (AMMEF-Mexico) Montenegro (MoMSIC) Morocco (IFMSAMorocco) Nepal (NMSS) The Netherlands (IFMSA NL) Nicaragua (IFMSANicaragua) Nigeria (NiMSA) Norway (NMSA) Oman (MedSCo) Pakistan (IFMSA-Pakistan) Palestine (IFMSA-Palestine) Panama (IFMSA-Panama) Paraguay (IFMSAParaguay) Peru (IFMSA-Peru) Peru (APEMH) Philippines (AMSAPhilippines) Poland (IFMSA-Poland) Portugal (ANEM) Qatar (QMSA) Republic of Moldova (ASRM) Romania (FASMR) Russian Federation (HCCM) Russian Federation – Republic of Tatarstan (TaMSA) Rwanda (MEDSAR) Saint Lucia (IFMSA-Saint Lucia) Senegal (FNESS)
www.ifmsa.org
medical students worldwide
Serbia (IFMSA-Serbia) Sierra Leone (SLEMSA) Singapore (AMSASingapore) Slovakia (SloMSA) Slovenia (SloMSIC) South Africa (SAMSA) Spain (IFMSA-Spain) Sudan (MedSIN) Sweden (IFMSA-Sweden) Switzerland (swimsa) Syrian Arab Republic (SMSA) Taiwan - China (FMS) Tajikistan (TJMSA) Thailand (IFMSA-Thailand) The Former Yugoslav Republic of Macedonia (MMSA) Tanzania (TaMSA) Togo (AEMP) Trinidad and Tobago (TTMSA) Tunisia (Associa-Med) Turkey (TurkMSIC) Turkey – Northern Cyprus (MSANC) Uganda (FUMSA) Ukraine (UMSA) United Arab Emirates (EMSS) United Kingdom of Great Britain and Northern Ireland (SfGH) United States of America (AMSA-USA) Uruguay (IFMSA-URU) Uzbekistan (Phenomenon) Venezuela (FEVESOCEM) Yemen (NAMS) Zambia (ZaMSA) Zimbabwe (ZIMSA)