Students’ Scientific Society Strategic plan 2021/2024 Final Draft Vision: T o ensure an environment that allows medical students of Kasr Al Ainy to unite and participate in community-changing and self-improving activities and equip them with the knowledge, skills, and values that will allow them to take on health leadership roles locally and globally.
Mission: T o outline an extensive outline
for the upcoming three years that will certify that SSS utilizes its available resources and capacity sustainably in order to reach the organization’s maximum potential & development and, consequently, allow its members to reach their maximum potentials as well. The Strategic plan is built on 5 Pillars and is to be achieved by the end of 2024 (3 years Duration):
1. 2. 3. 4. 5.
Building the capacity of the SSS Members Members Engagement & Recruitment Sustainability Work Synchorization in the SSS Visibility & Promotion
1. Building the capacity of the SSS Members: 1.1. Establish an online courses platform for high-quality online capacity building in key content areas and skills 1. Consult with professional organisations that offer quality capacity building online courses (Moodle, Blackboard, etc.) 2. Assess best practices of existing capacity building in SSS 3. Create an optimal capacity building framework for SSS offering in depth knowledge with appropriate impact assessment 4. Develop a pilot course according to the new framework 5. Thoroughly evaluate the pilot course to adjust the model. Indicators: ● Adopted framework for quality capacity building in SSS ● Pilot a basics course of at least 10 hours established with comprehensive outline (including, but not limited to agenda and session descriptions) as basis ● A report of the impact assessment of the course is sent on the server and presented in the GA.
1.2. Provide the leading positions, team of officials or coordinators with the optimum capacity to hold their positions 1. The Team of Officials will have the proper trainings in their field of work
a. Consultation with other organisations that provide TO training sessions. b. Create a training course framework for the TO. c. The TSDD shall develop a pilot course for the new elected TO at the end of his/her term. d. Evaluate the pilot course to improve the course. 2. Hold Managerial Training Camp for External Affairs (FR, PR, Advocacy), Professional files, Strategic Planning, Activity Management, Handover, Monitoring and Evaluation, Social media management and marketing. 3. Hold Leadership & Conflict Management Training Camps Indicators: ● A report of the impact assessment of the TO course is sent on the server and presented in the GA ● A report of the impact assessment of the Managerial Training is sent on the server and presented in the GA ● A report of the impact assessment of the Leadership camp is sent on the server and presented in the GA ● Hold at least 3 Managerial Training Camps ● Hold at least 2 Leadership Camps
1.3. Cover the capacity building defect areas and members’ needs 1. Deliver frequent needs-based training sessions for SSS members to cover their needs and defects 2. Alignment of training sessions with the members’ needs through a needs assessment 3. Create a system to cover the following needs every term for all the members: a. Advanced external affairs training camps b. Advanced project management camps (emphasizing on proposal writing) c. Advanced financial management camps d. Leadership and conflict management camps 4. Evaluation of SSS Training by the end of each year by the members. Indicator: ● 50% of SSS members indicate that their needs are covered in the training evaluation.
1.4. Maintain the standing committees’ capacity building 1. 2. 3. 4.
Hold an SC orientation meeting after every recruitment campaign. Create a framework or checklist for items covered in each SC orientation meeting. Thoroughly evaluate the SC orientation framework and further improve it after each orientation Hold SC capacity building camps to equip members with the necessary soft skills and knowledge on relevant SC topics.
Indicators: ● Each SC officer has 3 competent second lines, at least, that can carry on SSS strategy efficiently. ● Hold at least 2 capacity building camps for each SC (at least 8 hours/camp)
1.5. Maintain the presence of trainers to cover the capacity building needs 1. Create a framework, checklist or scoring system for the internal selection process for any national/international training opportunity for unbiased selection of trainers. 2. Create a tracking sheet with every session given by the aforementioned trainers and ensure their application to IFMSA trainers and facilitators pool. 3. Create a communication platform that connects all the internationally certified trainers and facilitators. Indicators: ● Have 3 new internationally-certified IFMSA TNT trainers. ● Have 2 new internationally certified trainers/facilitators in each relative standing committee training of new trainers. ● Have 3 new research trainers. ● Represented by at least 1 member in all IFMSA-Egypt national TOTs and workshops. ● The application of all the mentioned trainers in IFMSA trainers and facilitators ● Each trainer/facilitator will conduct at least 2 sessions in SSS
2. Member Engagement & Recruitment 2.1. Recruitment The organization will be welcoming enough and aimed at medical students of all interests, nationalities, and ages. 1. Ensuring that recruitment campaigns make all medical students of all types feel they have both something to gain and something to offer from SSS. 2. Recruitment is aligned according to the defects in the workforce which prove to be obstacles in our work. Indicator: ● 80% of people approached in the recruitment campaign that actually applies to join.
2.2. Orientation The organization will ensure that all new members feel confident and knowledgeable at the start of their journey. 1. Implementation of a mentorship follow up committee that is responsible for empowering new members and encouraging them to engage in the SSS. Indicators: ● 60% of members that are active after recruitment.
2.3. Communication
The organization will ensure that there is an efficient and clear system of communication between all types of members. 1. Translation of all opportunities and information into both English and Arabic in order to include all categories and nationalities of members. 2. Provide open space meetings with the TO to immerse them in the process of decision making. 3. Build a sense of unity through social events Indicators: ● 80% of opportunities on the server and groups that are translated. ● 80% of non-Arabic speakers who feel that they understand opportunities and are willing to participate. ● Have at least 1 TO meeting open to at least 2 observers. ● Have at least 1 open space meeting with the TO every term.
2.4. Platforms The organization will ensure that all members are knowledgeable of the existence of social media platforms and are engaging with them. 1. Utilize social media platforms in increasing members interaction and participation in the SSS 2. Ensuring that all opportunities on the server, FB page, and Instagram page are clear and written in both English and Arabic. 3. Utilizing WhatsApp groups for informal sharing of information and updates. Indicators: ● Captions written in both languages
2.5. Old Members The organization will encourage old members to remain active participants within it. 1. Any old member who has not been active to the point of downgrading should be contacted before the downgrade in order to motivate and encourage interaction once again as well as understand the reason and address it. 2. Have a position within the SSS mandated to work on the members’ monitoring and evaluation to increase members’ engagement and participation. Indicators: ● -50% of old members that are downgraded compared to the previous year. ● Having an assigned member working on the monitoring and evaluation
2.6. Alumni The organization will ensure that all alumni remain active participants within the society. 1. Making sure the Alumni Coordinator maintains contact with alumni members over any major events or changes and maintaining an annual Alumni Party. 2. Maintaining a clear and regularly updated database of all alumni members and their contact information and professions.
3. Utilize the alumni network for capacity building. Indicators ● 60% of alumni are aware of major events. ● 30% of alumni members in events such as Alumni Party. ● Increase in the number of alumni in the database. ● At least one event conducted by an alumni per year.
2.7. Local Engagement The organization will ensure that all members feel comfortable engaging on the local level. 1. Providing a clear timeline to members prior to any project. 2. Varying the projects carried out annually in order to avoid monotone. 3. Creating a database accessible to members with previous history of each project, related resources, and information in order to make members more knowledgeable of the project. 4. Creating a simulation prior to General Assemblies for any member who wishes to understand more about the procedures. 5. Providing opportunities for members during General Assemblies to display their work and talent in order to motivate the candidates and associates to attend. (eg. presentation fairs, talent shows, research fairs, etc.) Indicators: ● No. of projects applied to by a member throughout the term. ● 70% of projects continued to the end by each member. ● 50% of candidate, associate, and full members attending General Assemblies ● Increase intervention from candidate and associate members attending General Assemblies (participating in speakers’ list or point of info)
3. Sustainability 3.1: Work Toward Achieving Financial Sustainability within the students Scientific Society. 1. Ensure Membership fees payments and collection through establishing a Membership fees Collection System. 2. Become more financially accountable through creating a financial reporting Mechanism that moderates financial information between Team of officials, Supervisory Council & Treasurer and Team of officials and All Members 3. Supervisory council will act as Financial Auditors to validate the SSS Transactions which will be provided by the SSS Treasurer. 4. Diversify the sources of income received in the SSS, introducing new funding opportunities such as fundraising and partnerships.
5. Establish a SSS Merchandise Line aligned with the Corporate identity to be used in generating income. 6. Establish a framework that tracks SSS Logistics & materials aiming to promote reuse and recycling of the existing materials. Indicators: 1. A Clear Financial reporting template is established and adopted. 2. A Membership fees system is established that allows collection of 80% of Memberships Fees Per Term. 3. Supconverity council to submit report auditing on SSS Finances per term 4. % percentage of sources per Net income 5. Merchandise line produced, and 2.5-5% increase in income in the 3 years. 6. Material are reused for different campaigns, reported by decrease in allocated budget for activities logistics
3.2: Promotion of Financial Management Culture among the SSS Members 1. A clearly defined budget to be created by members when requesting funds from the treasurer. 2. Ensure Finanical transparency through Establish a Financial Master Sheet that includes all transactions happening. Indicators: 1. A clear defined budget created for all SSS Activities & Events 2. Financial Master sheets established containing documentations evidenced by receipts and bank statements
3.3: Open Access and distribution of communicable materials t o all SSS Members (that is used to describe, report , explain or instruct regarding some attributes of an object, system or procedure within the SSS) 1. Have a clear Archiving system established containing any communicable materials as listed by the SSS Bylaws & Constitution for the purpose of documentation. 2. Create an open resource library that contains information the members need to know about in order to engage in the SSS 3. Convert communicable materials and knowledge into Readable Content (Manuals, Ready made presentations or Toolkits) with the aim of increasing the member's knowledge on SSS activities & procedures. 4. Creation of a clear Handover procedure guided by an adopted checklist accompanied by a handover manual to be given to next in line in all SSS Positions. Indicators: - Archiving system established - Open resource has at least 3 folder containing at least 3 Manual /Toolkit
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Conversion of information to at least 2 Manual/Toolkit & Presentation. Checklist that moderated handover process created, and 80% of member receiving handover are satisfied with the checklist
3.4: Provide/Create Equal opportunities among SSS Members where each individual receives equal treatment with no interference of personal prejudice or preferences. *Definition of Equal opportunities; right of all persons to apply, learn and advance within the SSS activities & projects on the basis of merit, potential & ability.
1. Establish operating guidelines in which members are equally distributed among the available SSS positions, taking into consideration the members mental health & well being. The Guidelines to include (Optional) a. Limited number of SSS Managerial Coordinators, Positions (Mentioned in the bylaws) a Person can hold per Term. b. Position that are temporary and position that are permanent during a term 2. Create a clear objective selection criteria, with evaluation & scoring card to be applied on all S SS Calls/Application ( Call for Coordinators,Organizing Committees) 3. Establish a recruitment framework to be used in the moderation and management of all activities that require members participation and enrollment, while ensuring the concept of equal opportunities . (Assembling Teams, Organizing committee and Coordinators & Heads), including clear communication protocol in which members can inquire about their selection or rejection. Indicators: 1. An operating guidelines that moderates members distribution among SSS positions & opportunities is established. 2. All SSS Calls/Application if deemed fit to contain a clear selection criteria to be sent with the call and whom all applicants are aware of.
4. Work Synchorization in the SSS 4.1. Ensuring that the Team of Officials have clear annual plans of actions, regulations for internal work and are aware of the current capacity of the SSS. 1. Team of Officials should prepare annual plans of action which should be sent out to the SSS mailing list and SSS supervisors. 2. Team of Officials should prepare for different regulations of their internal and external work. Such regulations should be prepared and agreed upon as early as 1st TOM in order to firmly inform the coordinators of. Indicator: ●
An email containing the TO AWPs should be sent out on the server in less than 4 weeks from their election in the September GA.
4.2.Ensuring that the SSS is not oversaturated with members especially during recruitments 1. According to the AWPs and circumstances, the TO and the VP should decide how many members the SSS can work on throughout the year, how many of them can be new members and when to recruit those members. This should be done as early as TOM 1.
4.3.Ensuring that the SSS projects are not oversaturated with members who are left with no tasks to do. And that the coordinators are aware of the SSS mission, vision, and regulations of the internal and external work of the SSS. 1. Creation of detailed plan of action by project coordinators in coordination with relevant Team of Officials and alignment of these plans of action with the number of members required and their allocated tasks. 2. The Team of Officials are responsible for meeting with the coordinators and orienting them with the SSS mission, vision, and regulations of the internal and external work of the SSS. Indicators: 1. 80% increase in knowledge on internal and external regulations obtained through a post assessment form filled by the project coordinators. 2. 80% of Team Members in any SSS Project/Activity are assigned tasks & aware of projects goals & objectives and how they can contribute in fulfilling it.
5. Visibility & Promotion: 5.1 Ensuring that the matter of external representation is in active status regarding potential collaborations. 1. Responsible officials must have annually updated SSS proposals template, SSS website updated and provided with user-friendly sets of important info on SSS topics 2. Ensure that we have active FR & PR coordinators to seek out opportunities. Indicator: Successfully make partnership with 3 partners each year
5.2:Ensuring that the SSS has the capacity to seek out successful partnership opportunities & represent the SSS. 1.
Provide sufficient knowledge on FR & PR topics among SSS members.
2. Scout for conferences & external meetings and inform members. Indicators: ●
Have 80% FR & PR team report understanding of basics of FR & PR and increase in their confidence levels to seek out partnerships through post assessment.
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1 partnership/sponsorship obtained by a member who attended the FR,PR workshop. Hold 1 Beginner and 1 Intermediate level workshops/year.
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Have an SSS delegation of at least 2 to attend at least 2 external conferences/ meetings per term.
5.3:The SSS publications team should be able to produce quality content on demand. 1. Adhere to SSS corporate identity & visual quality. 2. Establish copywriting outlines and guidelines to unify SSS brand impact. 3. Set up a long-term social media marketing strategy. 4. Ensure sufficient digital marketing knowledge by integrating 1 Beginner and 1 Intermediate level workshops/year. Indicators: ● Have a team coordinator and a minimum of 7 active members/term on each of publications teams. ● Adoption & evaluation of digital marketing strategy.
5.4: Increase visibility & reach 1. Utilize SSS members by providing share rewards through the evaluation system. 2. Preferably assign publications budget for Sponsored social media posts in the annual proposed budget. 3. Update SSS website each term with new projects/ clerkship details 4. Connect with social media platforms for automated updates. Indicators: ● 15% annual increase to platform likes/subscriptions. ● 20% increase in project reach compared with that of last year. ●
20% annual increase in website visits.
5.5: Increase SSS knowledge among members and non-members. 1. Hold 1 online or offline promotion event /term separate from recruitment campaign. 2. Hold annual mega-event for non-members with a minimum of 1 month of online promotion. Indicators: ● ● ●
10% minimum increase in the next recruitment applicants, monitored by bitlink. Increased percentage of non-SSS attendants in our mega-events. Increase in members participation in SSS activities through the evaluation.