Difference between revisions of "☞ 2019-2024 Strategic Plan"

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● Lara Scherer (Vienna, Austria) – Chair of the IVSA Strategic Planning Committee (2018-19), Trust (2018-19), IVSA Committee Coordinator (2016-18), Exchange Officer of IVSA Austria (2016-17), and Organizing Committee of the 65th IVSA Congress in Vienna, Austria (2015-16)
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'''● Lara Scherer (Vienna, Austria)''' – Chair of the IVSA Strategic Planning Committee (2018-19), Trust (2018-19), IVSA Committee Coordinator (2016-18), Exchange Officer of IVSA Austria (2016-17), and Organizing Committee of the 65th IVSA Congress in Vienna, Austria (2015-16)
  
● Anna Ciećkiewicz (Krakow, Poland) – IVSA Secretariat (2018-19), and Organizing Committee of the 67th IVSA Congress in Krakow, Poland (2017-18)
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'''● Anna Ciećkiewicz (Krakow, Poland)''' – IVSA Secretariat (2018-19), and Organizing Committee of the 67th IVSA Congress in Krakow, Poland (2017-18)
  
● Aqil Jeenah, BVSc (Pretoria, South Africa) – IVSA Trust (2018-19), Organizing Committee of the 66th IVSA Symposium in South Africa (2017-18), IVSA Committee Coordinator (2015-16), and Chair of the IVSA Standing Committee on One Health (2014- 15)
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'''● Aqil Jeenah, BVSc (Pretoria, South Africa)''' – IVSA Trust (2018-19), Organizing Committee of the 66th IVSA Symposium in South Africa (2017-18), IVSA Committee Coordinator (2015-16), and Chair of the IVSA Standing Committee on One Health (2014- 15)
  
● Branden Nettles, DVM (Texas, USA) – IVSA Interim President (June-August 2018), IVSA External Relations Officer (2017-18), and Organizing Committee of the Special General Assembly in Raleigh, North Carolina, USA (2016-17)
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'''● Branden Nettles, DVM (Texas, USA)''' – IVSA Interim President (June-August 2018), IVSA External Relations Officer (2017-18), and Organizing Committee of the Special General Assembly in Raleigh, North Carolina, USA (2016-17)
  
● Megan Rawlins, BVetMed MRCVS (London, UK) – Chair of the IVSA Standing Committee on Animal Welfare (2018-19), and Member of IVSA Standing Committee on Animal Welfare (2016-18)
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'''● Megan Rawlins, BVetMed MRCVS (London, UK)''' – Chair of the IVSA Standing Committee on Animal Welfare (2018-19), and Member of IVSA Standing Committee on Animal Welfare (2016-18)
  
● Ranjita Bastola, BVSc, AH (Rampur, Nepal) – Treasurer of IVSA Nepal (2017-18), Exchange Officer of IVSA Rampur, Nepal (2017-18), and Hill’s Next Generation Student (2018)
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'''● Ranjita Bastola, BVSc, AH (Rampur, Nepal)''' – Treasurer of IVSA Nepal (2017-18), Exchange Officer of IVSA Rampur, Nepal (2017-18), and Hill’s Next Generation Student (2018)
  
 
This plan was written with input from the sitting ExCo, Trust, and Committee Chairs during the 2018-19 term, as well as from previous officials and Honorary Life Members. This valuable input helped make the plan relevant and achievable. It outlines, in detail, specific and shared goals for IVSA and a strategy to achieve these goals over the next five years. The mission of the SPC is to write a plan that will guide IVSA Officials over the coming years to continue the significant work IVSA has achieved thus far and helps the organisation to grow and represent veterinary students worldwide while also keeping a focus on the benefits members gain.
 
This plan was written with input from the sitting ExCo, Trust, and Committee Chairs during the 2018-19 term, as well as from previous officials and Honorary Life Members. This valuable input helped make the plan relevant and achievable. It outlines, in detail, specific and shared goals for IVSA and a strategy to achieve these goals over the next five years. The mission of the SPC is to write a plan that will guide IVSA Officials over the coming years to continue the significant work IVSA has achieved thus far and helps the organisation to grow and represent veterinary students worldwide while also keeping a focus on the benefits members gain.
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'''1. IVSA documentation online''' – Documents such as the constitution, bylaws, manuals, etc. should be available and easily accessible online by all IVSA members. The Secretary General should keep the IVSA Wiki up-to-date.
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:'''1. IVSA documentation online''' – Documents such as the constitution, bylaws, manuals, etc. should be available and easily accessible online by all IVSA members. The Secretary General should keep the IVSA Wiki up-to-date.
 
''a. Records database'' – Future IVSA officials, members, and partners should have access to detailed records of historical activities and actions of IVSA organised in a digital system.
 
''a. Records database'' – Future IVSA officials, members, and partners should have access to detailed records of historical activities and actions of IVSA organised in a digital system.
  
  
'''2. Membership database''' – A database will expedite the screening process for events, scholarships, exchanges, committee selections, etc. It will ensure that those who are part of a paying MO will be the ones to benefit from IVSA’s opportunities. This will also be a source of information about IVSA’s growth and how the organisation engages members. This information could be analysed and summaries and statistics can be provided to partners and other relevant organisations.
+
:'''2. Membership database''' – A database will expedite the screening process for events, scholarships, exchanges, committee selections, etc. It will ensure that those who are part of a paying MO will be the ones to benefit from IVSA’s opportunities. This will also be a source of information about IVSA’s growth and how the organisation engages members. This information could be analysed and summaries and statistics can be provided to partners and other relevant organisations.
  
  
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'''1 Year Strategy'''  
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:'''1 Year Strategy'''  
  
 
The Secretary General should create an overview of all current documents available for the IVSA members (on the IVSA Wiki).
 
The Secretary General should create an overview of all current documents available for the IVSA members (on the IVSA Wiki).
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'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
The Secretary General should make sure that updating the IVSA Constitution and Bylaws and revising manuals is finished. Documents should now be clear and available for all IVSA members on the IVSA Wiki. The most important and used documents should also be moved to IVSA Official website. At the website should also be a direct link to the IVSA Wiki in order to keep all documentation easily accessible in one place.
 
The Secretary General should make sure that updating the IVSA Constitution and Bylaws and revising manuals is finished. Documents should now be clear and available for all IVSA members on the IVSA Wiki. The most important and used documents should also be moved to IVSA Official website. At the website should also be a direct link to the IVSA Wiki in order to keep all documentation easily accessible in one place.
  
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
IVSA should maintain structured records and documents of all previous officials, activities, activity reports and events etc.
 
IVSA should maintain structured records and documents of all previous officials, activities, activity reports and events etc.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
A list of Membership portals should be created and the options they offer IVSA investigated. Their advantages and disadvantages should be evaluated. Promising portals should be contacted. Other student and professional organisations should be contacted for collecting input.
 
A list of Membership portals should be created and the options they offer IVSA investigated. Their advantages and disadvantages should be evaluated. Promising portals should be contacted. Other student and professional organisations should be contacted for collecting input.
  
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
Officials should set-up a members database using the Membership Portal as a trial. GDPR and other security concerns should be taken into account. Individual fee payment should be discussed.
 
Officials should set-up a members database using the Membership Portal as a trial. GDPR and other security concerns should be taken into account. Individual fee payment should be discussed.
 
It should be a platform where members could sign up individually, pay individual fees (if in local MO) / allow sign up to National MO's who have paid (if in National MO). It should contain contact information to MOs and sections for all standing committees. It could be used to promote logos of sponsors and partners.
 
It should be a platform where members could sign up individually, pay individual fees (if in local MO) / allow sign up to National MO's who have paid (if in National MO). It should contain contact information to MOs and sections for all standing committees. It could be used to promote logos of sponsors and partners.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
 
    
 
    
 
The membership database should be optimised, promoted and expended. It could for example also be made available as a smartphone-application.
 
The membership database should be optimised, promoted and expended. It could for example also be made available as a smartphone-application.
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IVSA must continue to build relationships with existing professional organisations. This can help improve the educational content IVSA provides to members, as well as offering potential work opportunities for student members. As the nature of many of these organisations is on a cyclic system similar to IVSA it is important that we contact organisations regularly, even if they have not been open to the possibility of collaboration previously.
 
IVSA must continue to build relationships with existing professional organisations. This can help improve the educational content IVSA provides to members, as well as offering potential work opportunities for student members. As the nature of many of these organisations is on a cyclic system similar to IVSA it is important that we contact organisations regularly, even if they have not been open to the possibility of collaboration previously.
  
'''1. Continuity of communication''' – Communication roles should be defined at the beginning of each term with a handover of communication.
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:'''1. Continuity of communication''' – Communication roles should be defined at the beginning of each term with a handover of communication.
  
'''2. Potential partners''' – IVSA should pursue for both leadership support and financial support.
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:'''2. Potential partners''' – IVSA should pursue for both leadership support and financial support.
  
'''3. Transparency''' – Measurable statistics should be identified within IVSA and organised in a format to present to partners as well as the membership.
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:'''3. Transparency''' – Measurable statistics should be identified within IVSA and organised in a format to present to partners as well as the membership.
 
   
 
   
'''4. Professional organisations''' – Existing relationships with professional organisations should be maintained and expanded when possible. New relationships should be explored as time and resources allow.
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:'''4. Professional organisations''' – Existing relationships with professional organisations should be maintained and expanded when possible. New relationships should be explored as time and resources allow.
  
  
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
ExCo should discuss during their first meeting who is comfortable speaking with various external partners. This generally comes down to President and ERO; however, the dynamic of each group is different and individual connections should not be overlooked. At this time, key contact points for existing partners should be identified. All external contact should include one consistent person CC’d (usually President). The president and ERO should have regular meetings to discuss the external partnerships and determine who needs to manage individual aspects.
 
ExCo should discuss during their first meeting who is comfortable speaking with various external partners. This generally comes down to President and ERO; however, the dynamic of each group is different and individual connections should not be overlooked. At this time, key contact points for existing partners should be identified. All external contact should include one consistent person CC’d (usually President). The president and ERO should have regular meetings to discuss the external partnerships and determine who needs to manage individual aspects.
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
ExCo should begin exploring opportunities to send President and/or ERO to specific meetings with potential partners.
 
ExCo should begin exploring opportunities to send President and/or ERO to specific meetings with potential partners.
 
Historically things have been done online, which can work; however, more effort should be made to have in-person meetings with potential partners especially if they could be offering funding
 
Historically things have been done online, which can work; however, more effort should be made to have in-person meetings with potential partners especially if they could be offering funding
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
As long-standing partnerships are developed, a time should be put aside for members of ExCo to meet with leadership of the given entity. This may be by organising a meeting at a specific event (IVSA event, Live Meeting, or third party); or it may be by organising out a specific time to meet. ExCo should continue to work upon and develop current partnerships as well as create new ones.
 
As long-standing partnerships are developed, a time should be put aside for members of ExCo to meet with leadership of the given entity. This may be by organising a meeting at a specific event (IVSA event, Live Meeting, or third party); or it may be by organising out a specific time to meet. ExCo should continue to work upon and develop current partnerships as well as create new ones.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
Regular brainstorming sessions should happen with ExCo, lead by ERO, to identify possible new partners. These should be prioritised and contacted. An updated proposal should be used with the initial contact. When possible, verbal (phone) contact should be made. If contact is made, an effort should be made to meet in person. ExCo should continue to be involved in events such as VMX, Western Veterinary Conference, and London Vet Show as these are large conglomerates of potential partners.
 
Regular brainstorming sessions should happen with ExCo, lead by ERO, to identify possible new partners. These should be prioritised and contacted. An updated proposal should be used with the initial contact. When possible, verbal (phone) contact should be made. If contact is made, an effort should be made to meet in person. ExCo should continue to be involved in events such as VMX, Western Veterinary Conference, and London Vet Show as these are large conglomerates of potential partners.
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
ExCo should explore non- traditional (i.e. non-veterinary) options for partnership. IVSA has non-profit status, and can be an appealing partnership for various entities. It is important in this scenario to be able to show the benefits on sponsorship. Therefore, ExCo should be working together to have metric data available to highlight what IVSA can do for these entities. For example: good-faith advertising of support for the DF can be beneficial to the image of a company; but the DF would need to have a specific project dedicated to this with deadlines and constant updates.
 
ExCo should explore non- traditional (i.e. non-veterinary) options for partnership. IVSA has non-profit status, and can be an appealing partnership for various entities. It is important in this scenario to be able to show the benefits on sponsorship. Therefore, ExCo should be working together to have metric data available to highlight what IVSA can do for these entities. For example: good-faith advertising of support for the DF can be beneficial to the image of a company; but the DF would need to have a specific project dedicated to this with deadlines and constant updates.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
As IVSA gains brand recognition, connections with higher level partners will be possible. However, with the higher-level comes higher expectations. ExCo should consider designating specific secretary positions to maintain relationships with high-level partners. This is especially important when IVSA is asked to do something: to ensure IVSA follows through. This position would also have more availability, outside of ExCo, to engage members more frequently about the benefits of these relationships.
 
As IVSA gains brand recognition, connections with higher level partners will be possible. However, with the higher-level comes higher expectations. ExCo should consider designating specific secretary positions to maintain relationships with high-level partners. This is especially important when IVSA is asked to do something: to ensure IVSA follows through. This position would also have more availability, outside of ExCo, to engage members more frequently about the benefits of these relationships.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
 
The ERO should work with ExCo to identify various metrics that can be measured on a routine basis. They would then organise these into a report that is regularly shared with partners to demonstrate IVSA’s work.
 
The ERO should work with ExCo to identify various metrics that can be measured on a routine basis. They would then organise these into a report that is regularly shared with partners to demonstrate IVSA’s work.
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
The metrics previously identified should be expanded to include monetary information, if not already. This can be kept general; however, especially for partners who support IVSA with monetary donations, it is important to keep them up-to-date on what their money is being used for.
 
The metrics previously identified should be expanded to include monetary information, if not already. This can be kept general; however, especially for partners who support IVSA with monetary donations, it is important to keep them up-to-date on what their money is being used for.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
The ERO and PRC should work together to organise the report into a formal document that is shared with partners regularly and that is also available to the general public. This should include activities of IVSA, and how much IVSA spends on the activities. It should also include information on where IVSA’s funding comes from. It is important to keep the report as transparent as possible.
 
The ERO and PRC should work together to organise the report into a formal document that is shared with partners regularly and that is also available to the general public. This should include activities of IVSA, and how much IVSA spends on the activities. It should also include information on where IVSA’s funding comes from. It is important to keep the report as transparent as possible.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
Update the list of professional organisations with dates of last known contact. Organisations with whom IVSA has an existing relationship should have a schedule for updates. The organisations with whom IVSA does not have a relationship should be contacted with information about IVSA during the term.
 
Update the list of professional organisations with dates of last known contact. Organisations with whom IVSA has an existing relationship should have a schedule for updates. The organisations with whom IVSA does not have a relationship should be contacted with information about IVSA during the term.
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
The list of organisations should be continuously updated. Those with whom there is no relationship should be contacted at the beginning of each term with a new update on IVSA.
 
The list of organisations should be continuously updated. Those with whom there is no relationship should be contacted at the beginning of each term with a new update on IVSA.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
The creation of relevant officials to ensure constant contact with various international organisation. These officials should be outside of the current ExCo.
 
The creation of relevant officials to ensure constant contact with various international organisation. These officials should be outside of the current ExCo.
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'''1. Reserve fund''' – The reserve fund should be in a separate account, maintained through regular savings and investments. This account should be able to sustain IVSA at a minimum capacity for at least two years.
+
:'''1. Reserve fund''' – The reserve fund should be in a separate account, maintained through regular savings and investments. This account should be able to sustain IVSA at a minimum capacity for at least two years.
'''2. Transfer fees''' – Having diverse monetary options, such as accounts in the Eurozone and USA, give options to minimise large transfer fees.
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:'''2. Transfer fees''' – Having diverse monetary options, such as accounts in the Eurozone and USA, give options to minimise large transfer fees.
'''3. Membership fees''' – A membership portal system should be explored to facilitate the payment of fees.
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:'''3. Membership fees''' – A membership portal system should be explored to facilitate the payment of fees.
'''4. Accounting''' – IVSA should invest in quality bookkeeping software and pursue training for the treasurer to utilise this software.
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:'''4. Accounting''' – IVSA should invest in quality bookkeeping software and pursue training for the treasurer to utilise this software.
'''5. Grants''' – IVSA should apply for grants that are available for international student organisations.
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:'''5. Grants''' – IVSA should apply for grants that are available for international student organisations.
  
  
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
The reserve fund of IVSA should hold a capital of 50% of the previous year total budget. This amount should be kept into a savings account.
 
The reserve fund of IVSA should hold a capital of 50% of the previous year total budget. This amount should be kept into a savings account.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The reserve fund of IVSA should hold a capital of 100% of the previous year total budget. This amount should be kept into savings account.
 
The reserve fund of IVSA should hold a capital of 100% of the previous year total budget. This amount should be kept into savings account.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The reserve fund of IVSA should hold a capital of 200% of the previous year total budget. This amount should be kept into savings account or low risk short term investments.
 
The reserve fund of IVSA should hold a capital of 200% of the previous year total budget. This amount should be kept into savings account or low risk short term investments.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
IVSA currently has an active bank account in Belgium and the United States. The treasurer should also look into the options of borderless accounts. Membership fees can be transferred to both accounts and officials reimbursed from both accounts according to the lowest transfer fees.
 
IVSA currently has an active bank account in Belgium and the United States. The treasurer should also look into the options of borderless accounts. Membership fees can be transferred to both accounts and officials reimbursed from both accounts according to the lowest transfer fees.
 
Membership fees can also be paid via PayPal or Transferwise, where IVSA is registered as a business.
 
Membership fees can also be paid via PayPal or Transferwise, where IVSA is registered as a business.
  
'''3 Year Strategy'''
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:'''3 Year Strategy'''
  
 
The treasurer should look into other possibilities to keep the transfer costs to a minimum. Other student organisations should also be consulted.
 
The treasurer should look into other possibilities to keep the transfer costs to a minimum. Other student organisations should also be consulted.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The most reasonable options for transfers should be available for IVSA members.
 
The most reasonable options for transfers should be available for IVSA members.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
Increases in membership fee should not exceed 10% within one year but should cover the costs of inflation and increased costs associated with the growth of the organisation.
 
Increases in membership fee should not exceed 10% within one year but should cover the costs of inflation and increased costs associated with the growth of the organisation.
 
The treasurer should look into possibilities of simplifying the process of collecting numbers of members per Member Organisation (MO) and collecting membership fees and the advantages and possibilities of a membership portal.
 
The treasurer should look into possibilities of simplifying the process of collecting numbers of members per Member Organisation (MO) and collecting membership fees and the advantages and possibilities of a membership portal.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Membership fees should be kept stable as income through sponsorship and grants increases.
 
Membership fees should be kept stable as income through sponsorship and grants increases.
 
The treasurer should present a plan for the next two years to improve collection of membership fees. The option and costs of payment through a membership portal should be investigated.
 
The treasurer should present a plan for the next two years to improve collection of membership fees. The option and costs of payment through a membership portal should be investigated.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Membership fees should be kept stable as income through sponsorship and grants increases.
 
Membership fees should be kept stable as income through sponsorship and grants increases.
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'''1 Year Strategy'''
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:'''1 Year Strategy'''
  
 
Bookkeeping of IVSA should be improved by improving the Excel sheets or moving towards alternatives like an accounting software (i.e. wave apps).
 
Bookkeeping of IVSA should be improved by improving the Excel sheets or moving towards alternatives like an accounting software (i.e. wave apps).
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
No money of IVSA should be kept in accounts not owned by IVSA global.
 
No money of IVSA should be kept in accounts not owned by IVSA global.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
A clear set of rules regarding which funds that are to be kept in which account should be implemented.
 
A clear set of rules regarding which funds that are to be kept in which account should be implemented.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
IVSA should research grants available for international student organisations. Other student organisations should be consulted which grants they are receiving.
 
IVSA should research grants available for international student organisations. Other student organisations should be consulted which grants they are receiving.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
IVSA should apply for grants available for student organisations.
 
IVSA should apply for grants available for student organisations.
  
'''5 Year Strategy'''
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:'''5 Year Strategy'''
  
 
IVSA should have received at least one grant in the past years. Further research should be done to identify suitable funding options.
 
IVSA should have received at least one grant in the past years. Further research should be done to identify suitable funding options.
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'''1. Variety of experience''' – Events should ensure equal representation of the various careers available to a veterinarian.
+
:'''1. Variety of experience''' – Events should ensure equal representation of the various careers available to a veterinarian.
  
'''2. Funding options''' – Provide general information to potential delegates about funding options.
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:'''2. Funding options''' – Provide general information to potential delegates about funding options.
''a. IVSA Event Finances'' – Regular analysis of the organisations´ finances should highlight possibilities to help support under-represented regions in attending IVSA events.
+
:::''a. IVSA Event Finances'' – Regular analysis of the organisations´ finances should highlight possibilities to help support under-represented regions in attending IVSA events.
  
'''3. Selection''' – Regular review of selection criteria for IVSA events will ensure equal and diverse representation of members from around the world and allow for diversity in the GA and elected officials.
+
:'''3. Selection''' – Regular review of selection criteria for IVSA events will ensure equal and diverse representation of members from around the world and allow for diversity in the GA and elected officials.
  
'''4. External event planner''' – As IVSA events grow, it may be beneficial to find an external, professional partner to assist in the event planning process.
+
:'''4. External event planner''' – As IVSA events grow, it may be beneficial to find an external, professional partner to assist in the event planning process.
  
'''5. Educational content''' – The itinerary of events should include quality educational material for members; it is important to utilise content produced by the standing committees. This material should be made available to delegates after the event.
+
:'''5. Educational content''' – The itinerary of events should include quality educational material for members; it is important to utilise content produced by the standing committees. This material should be made available to delegates after the event.
  
  
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Events should ensure equal representation of the various careers available to a veterinarian. IVSA should include One Health topics into their program (i.e. by collaborations with other student organisations) as this field might be underrepresented in vet school.
 
Events should ensure equal representation of the various careers available to a veterinarian. IVSA should include One Health topics into their program (i.e. by collaborations with other student organisations) as this field might be underrepresented in vet school.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
In addition to the scientific lectures and workshops at congress a time to meet professionals from various fields and discuss career paths should be put aside. This could for example be organized through a mentor-mentee mixer during dinner/lunch.
 
In addition to the scientific lectures and workshops at congress a time to meet professionals from various fields and discuss career paths should be put aside. This could for example be organized through a mentor-mentee mixer during dinner/lunch.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The MOD should include ask for the delegates feedback on the career support IVSA is offering in the event evaluation form. This feedback should be used to improve the work of IVSA in this field.
 
The MOD should include ask for the delegates feedback on the career support IVSA is offering in the event evaluation form. This feedback should be used to improve the work of IVSA in this field.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
DAD and ERO should create a document for delegates attending congress giving tips about how to secure individual funding for attending IVSA events.
 
DAD and ERO should create a document for delegates attending congress giving tips about how to secure individual funding for attending IVSA events.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
MO´s should be asked about local funding opportunities for IVSA members and this data should be collected. MO´s should be encouraged to create their own guidelines how to apply for funding locally and which companies/ organisations might be able to offer support. The event evaluation form should include questions whether the delegates were able to get financial support for their attendance.
 
MO´s should be asked about local funding opportunities for IVSA members and this data should be collected. MO´s should be encouraged to create their own guidelines how to apply for funding locally and which companies/ organisations might be able to offer support. The event evaluation form should include questions whether the delegates were able to get financial support for their attendance.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The document sent out to delegates to explain funding options should be reviewed and improved. The number of delegates who are able to get financial support for their attendance should increase.
 
The document sent out to delegates to explain funding options should be reviewed and improved. The number of delegates who are able to get financial support for their attendance should increase.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The OC should aim to obtain sponsorship from external companies covering 10-20% of the full budget.
 
The OC should aim to obtain sponsorship from external companies covering 10-20% of the full budget.
 
The MOD and treasurer of IVSA should hold a meeting with OC members to advise them on financial matters and evaluate the budget for the Congress or Symposium in advance.
 
The MOD and treasurer of IVSA should hold a meeting with OC members to advise them on financial matters and evaluate the budget for the Congress or Symposium in advance.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
IVSA should evaluate the option of assisting OC´s in low/middle income countries financially. The ERO should support the OC with obtaining sponsorship if necessary.
 
IVSA should evaluate the option of assisting OC´s in low/middle income countries financially. The ERO should support the OC with obtaining sponsorship if necessary.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The finance management strategy for events should be evaluated and improved. ExCo should strive to help obtaining international sponsorship for Congress and Symposium and cover part of the event's costs if necessary.
 
The finance management strategy for events should be evaluated and improved. ExCo should strive to help obtaining international sponsorship for Congress and Symposium and cover part of the event's costs if necessary.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Evaluate the current selection method of delegates.
 
Evaluate the current selection method of delegates.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Selection guidelines for delegates should be added to the OC manual. Equal regional representation should be considered.
 
Selection guidelines for delegates should be added to the OC manual. Equal regional representation should be considered.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The selection guidelines and the selection process of delegates for international events should be re-evaluated and improved if necessary. Equal representation of regions, countries, gender and experience within IVSA in the delegation should be ensured.
 
The selection guidelines and the selection process of delegates for international events should be re-evaluated and improved if necessary. Equal representation of regions, countries, gender and experience within IVSA in the delegation should be ensured.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
ExCo should identify companies that would be able to assist IVSA with organising events.
 
ExCo should identify companies that would be able to assist IVSA with organising events.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
ExCo should encourage OC to start trial cooperation with companies for organising Congress or Symposium.
 
ExCo should encourage OC to start trial cooperation with companies for organising Congress or Symposium.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
ExCo should advise future OCs to cooperate with companies on organising the event.
 
ExCo should advise future OCs to cooperate with companies on organising the event.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
A section should be added to the EDU+ platform of SCoVE for educational materials from Congresses and Symposia.
 
A section should be added to the EDU+ platform of SCoVE for educational materials from Congresses and Symposia.
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The importance of interdisciplinary cooperation should be promoted i.e. by organising workshops on One Health and public health subjects.
 
The importance of interdisciplinary cooperation should be promoted i.e. by organising workshops on One Health and public health subjects.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The EDU+ platform with educational materials from Congress and Symposium should contain lectures and workshop summaries and should be regularly updated. The platform should be well promoted amongst IVSA members.
 
The EDU+ platform with educational materials from Congress and Symposium should contain lectures and workshop summaries and should be regularly updated. The platform should be well promoted amongst IVSA members.
Line 385: Line 385:
 
Importance of interdisciplinary cooperation should be promoted and speakers from other fields outside of veterinary should be invited.
 
Importance of interdisciplinary cooperation should be promoted and speakers from other fields outside of veterinary should be invited.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Soft skills, policy writing and advocacy sessions should be provided. IVSA should invite other student associations and alumni to cooperate with
 
Soft skills, policy writing and advocacy sessions should be provided. IVSA should invite other student associations and alumni to cooperate with
Line 395: Line 395:
  
  
'''1. DF opportunities''' – Regular review of the DF’s finances will improve the availability of scholarships, reduced fee spots, and other opportunities for members.
+
:'''1. DF opportunities''' – Regular review of the DF’s finances will improve the availability of scholarships, reduced fee spots, and other opportunities for members.
'''2. IVSA merchandise''' – An online marketplace can allow for constant sale of IVSA merchandise and continued support for the DF outside of regular events.
+
 
'''3. DF projects''' – New DF projects should be adequately advertised to members. MOs can be encouraged to get involved, spreading awareness at their schools of the various projects, and engaging in their own fundraisers to support DF projects.
+
:'''2. IVSA merchandise''' – An online marketplace can allow for constant sale of IVSA merchandise and continued support for the DF outside of regular events.
 +
 
 +
:'''3. DF projects''' – New DF projects should be adequately advertised to members. MOs can be encouraged to get involved, spreading awareness at their schools of the various projects, and engaging in their own fundraisers to support DF projects.
  
  
Line 403: Line 405:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The ERO should start to identify potential companies or organisations who may be able to sponsor the reduced fee spots provided by the DF.
 
The ERO should start to identify potential companies or organisations who may be able to sponsor the reduced fee spots provided by the DF.
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The Task Force on Scholarships founded at the 67th IVSA Symposium in South Korea should present their recommendations at the 68th IVSA Symposium.
 
The Task Force on Scholarships founded at the 67th IVSA Symposium in South Korea should present their recommendations at the 68th IVSA Symposium.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The Development Fund should aim to provide at least 3 reduced fee spots for both Symposium and Congress (6 in total) in addition to the reserved reduced fee spots.
 
The Development Fund should aim to provide at least 3 reduced fee spots for both Symposium and Congress (6 in total) in addition to the reserved reduced fee spots.
Line 418: Line 420:
  
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The Development Fund should aim to provide at least 4 reduced fee spots for both Symposium and Congress (8 in total) in addition to the reserved reduced fee spots. Aim for external sponsorship for half of these spots.
 
The Development Fund should aim to provide at least 4 reduced fee spots for both Symposium and Congress (8 in total) in addition to the reserved reduced fee spots. Aim for external sponsorship for half of these spots.
Line 427: Line 429:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Research the possibility of using an external company to create an online shop selling IVSA Merchandise. To address issues with international shipping the DAD team should look into the possibility of online shops in different regions. IVSA Merchandise will still be sold at Congress and Symposium. This should be done with the Treasurers input.
 
Research the possibility of using an external company to create an online shop selling IVSA Merchandise. To address issues with international shipping the DAD team should look into the possibility of online shops in different regions. IVSA Merchandise will still be sold at Congress and Symposium. This should be done with the Treasurers input.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Launch the online shop through an external selling IVSA Merchandise internationally.
 
Launch the online shop through an external selling IVSA Merchandise internationally.
  
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Aim to have the online shop fully functional selling IVSA Merchandise internationally.
 
Aim to have the online shop fully functional selling IVSA Merchandise internationally.
Line 445: Line 447:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Ensure that members are aware of the opportunity to be involved in and benefit from Development Fund Projects. Share updates for these projects through the EO bulletin/IVSA journal at least 3 times per year.
 
Ensure that members are aware of the opportunity to be involved in and benefit from Development Fund Projects. Share updates for these projects through the EO bulletin/IVSA journal at least 3 times per year.
 
ERO alongside DAD should search for and contact external partners/companies to cooperate on veterinary development projects.
 
ERO alongside DAD should search for and contact external partners/companies to cooperate on veterinary development projects.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Encourage MO’s to create their own projects to support the Development Fund or projects for their local MO supported by DF. This can be achieved by creating a booklet detailing ideas for projects and guidelines how to establish new project and cooperate with DF.
 
Encourage MO’s to create their own projects to support the Development Fund or projects for their local MO supported by DF. This can be achieved by creating a booklet detailing ideas for projects and guidelines how to establish new project and cooperate with DF.
 
Aim to raise 300 euros by MOs for the DF and aim to partner with at least 1 external projects/ partners.
 
Aim to raise 300 euros by MOs for the DF and aim to partner with at least 1 external projects/ partners.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Aim to raise 500 euros by MOs for the DF and aim to partner with at least 2 external projects/ partners.
 
Aim to raise 500 euros by MOs for the DF and aim to partner with at least 2 external projects/ partners.
Line 464: Line 466:
  
  
'''1. Local events''' – Local MOs should be encouraged to hold local events. This can help engage new members and provide a continued presence of IVSA within their local school community.
+
:'''1. Local events''' – Local MOs should be encouraged to hold local events. This can help engage new members and provide a continued presence of IVSA within their local school community.
  
'''2. Exchanges''' – Group exchanges are an important part of IVSA and should continue to be encouraged and supported when possible. Individual exchanges offer the unique opportunity to gain veterinary experience in an international setting. The individual exchange program should be evaluated and structured to facilitate members to learn about existing opportunities and make contact with the organising MO’s officials.
+
:'''2. Exchanges''' – Group exchanges are an important part of IVSA and should continue to be encouraged and supported when possible. Individual exchanges offer the unique opportunity to gain veterinary experience in an international setting. The individual exchange program should be evaluated and structured to facilitate members to learn about existing opportunities and make contact with the organising MO’s officials.
  
'''3. Internships/Externships''' – Opportunities through current MOs/schools should be catalogued into a database for members to research and pursue if interested. IVSA should continually update this list and explore more opportunities to offer members.
+
:'''3. Internships/Externships''' – Opportunities through current MOs/schools should be catalogued into a database for members to research and pursue if interested. IVSA should continually update this list and explore more opportunities to offer members.
  
  
Line 474: Line 476:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The MOD and PRC team should support MOs in organising local events and provide them with sufficient training to improve the quality of these events. This could be done through online meetings, a factsheet or an explanatory video.
 
The MOD and PRC team should support MOs in organising local events and provide them with sufficient training to improve the quality of these events. This could be done through online meetings, a factsheet or an explanatory video.
 
Create a discussion forum where MOs can share their experience and ideas regarding the organisation of local events.
 
Create a discussion forum where MOs can share their experience and ideas regarding the organisation of local events.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Evaluate and improve methods of supporting MOs in organising local events; the MOD team alongside PRC should help promoting local events within IVSA.
 
Evaluate and improve methods of supporting MOs in organising local events; the MOD team alongside PRC should help promoting local events within IVSA.
Line 485: Line 487:
 
The calendar with IVSA international events should be improved.
 
The calendar with IVSA international events should be improved.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The portal created for MOs to promote their local activities and events should be evaluated and improved. It should be well promoted and be available for all IVSA members.
 
The portal created for MOs to promote their local activities and events should be evaluated and improved. It should be well promoted and be available for all IVSA members.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The MOD team should evaluate the quality of EO meetings and collect input from EOs regarding the EO manual and ideas on how it can be improved.
 
The MOD team should evaluate the quality of EO meetings and collect input from EOs regarding the EO manual and ideas on how it can be improved.
Line 502: Line 504:
 
Individual exchanges: Create a strategy for improving the program, involving members and promoting the program. Inform EO´s to ensure they understand the details of the program and can provide input. Create detailed manual for EOs and members taking part in the exchange.
 
Individual exchanges: Create a strategy for improving the program, involving members and promoting the program. Inform EO´s to ensure they understand the details of the program and can provide input. Create detailed manual for EOs and members taking part in the exchange.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The MOD team alongside the TN should organise EO meetings combined with soft skills training.
 
The MOD team alongside the TN should organise EO meetings combined with soft skills training.
Line 508: Line 510:
 
Individual exchanges: Create a database with MOs offering individual exchange opportunities and details about the requirements of the exchange (accommodation, language, insurance…).
 
Individual exchanges: Create a database with MOs offering individual exchange opportunities and details about the requirements of the exchange (accommodation, language, insurance…).
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The MOD team alongside the TN should organise EO meetings combined with soft skills training.
 
The MOD team alongside the TN should organise EO meetings combined with soft skills training.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
An assessment of the in- and externship opportunities at all establishments with IVSA MOs should be carried out.
 
An assessment of the in- and externship opportunities at all establishments with IVSA MOs should be carried out.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Based on the assessment carried out, the opportunities should be catalogued into a database for members to research and pursue if interested.
 
Based on the assessment carried out, the opportunities should be catalogued into a database for members to research and pursue if interested.
 
This database/catalogue should be updated annually.
 
This database/catalogue should be updated annually.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The use of the database/catalogue should be reviewed and revised if necessary.
 
The use of the database/catalogue should be reviewed and revised if necessary.
Line 540: Line 542:
  
  
===Communication===
+
:===Communication===
  
  
 
The Strategic Planning Committee has laid out various areas and methods to help bring IVSA up-to- date with modern communication. This is based on the idea that the organisation as a whole should be able to freely communicate with individual members with ease and be able to provide them with information as needed. Likewise, there should be clear ways for members to communicate with the leadership of the organisation at all levels. It is understood that technology is evolving at an increasingly faster rate, and these methods may become obsolete before the next 5 years are finished. Therefore, it is suggested, as always, the leadership of IVSA maintain an open mind and are constantly researching new opportunities and options to improve communication with members and between officials.
 
The Strategic Planning Committee has laid out various areas and methods to help bring IVSA up-to- date with modern communication. This is based on the idea that the organisation as a whole should be able to freely communicate with individual members with ease and be able to provide them with information as needed. Likewise, there should be clear ways for members to communicate with the leadership of the organisation at all levels. It is understood that technology is evolving at an increasingly faster rate, and these methods may become obsolete before the next 5 years are finished. Therefore, it is suggested, as always, the leadership of IVSA maintain an open mind and are constantly researching new opportunities and options to improve communication with members and between officials.
  
'''1. Email list''' – Using a member roster, an email list of current IVSA members should be maintained and used to communicate activities and announcements of IVSA.
+
::'''1. Email list''' – Using a member roster, an email list of current IVSA members should be maintained and used to communicate activities and announcements of IVSA.
  
'''2. General newsletters''' – IVSA’s current publications should be condensed into a uniform newsletter sent to members. This should include specific updates from ExCo, the committees, regions, etc.
+
::'''2. General newsletters''' – IVSA’s current publications should be condensed into a uniform newsletter sent to members. This should include specific updates from ExCo, the committees, regions, etc.
  
'''3. Communication responsible''' – A position should be designated at all levels of IVSA who is responsible for maintaining contact with the PRC/PRC secretaries. This may be an existing position, such as EO, or a separate one depending on the size and activity of a MO.
+
:'''3. Communication responsible''' – A position should be designated at all levels of IVSA who is responsible for maintaining contact with the PRC/PRC secretaries. This may be an existing position, such as EO, or a separate one depending on the size and activity of a MO.
  
'''4. Translation''' – Major announcements of IVSA should be translated into the major languages of the organisation/world. As time/personnel allow this can be expanded to include more language groups of IVSA.
+
::'''4. Translation''' – Major announcements of IVSA should be translated into the major languages of the organisation/world. As time/personnel allow this can be expanded to include more language groups of IVSA.
  
'''5. Portal system''' – A portal system should be researched and utilized to increase engagement of members.
+
::'''5. Portal system''' – A portal system should be researched and utilized to increase engagement of members.
  
===Technology===
+
 
 +
:===Technology===
  
  
 
IVSA officials should be able to connect with each other regularly. This connection today has the potential to be expanded to include members for various reasons (i.e. Webinars). IVSA will need to update its systems to continue to achieve these goals. Similarly, today the Internet is the first place people go to for information, the easier something is to find on the web, the more people will connect to it. Therefore, IVSA must aim to have an up to date, engaging website that is simple to use and appealing to members and potential partners. This will be constant work because virtual platforms continue to improve and change; therefore, IVSA’s virtual identity must grow and change with it.
 
IVSA officials should be able to connect with each other regularly. This connection today has the potential to be expanded to include members for various reasons (i.e. Webinars). IVSA will need to update its systems to continue to achieve these goals. Similarly, today the Internet is the first place people go to for information, the easier something is to find on the web, the more people will connect to it. Therefore, IVSA must aim to have an up to date, engaging website that is simple to use and appealing to members and potential partners. This will be constant work because virtual platforms continue to improve and change; therefore, IVSA’s virtual identity must grow and change with it.
  
'''1. Virtual Meeting software''' – Various platforms should be investigated to give IVSA the ability to host traditional online meetings and larger-scale meetings such as webinars.
+
::'''1. Virtual Meeting software''' – Various platforms should be investigated to give IVSA the ability to host traditional online meetings and larger-scale meetings such as webinars.
  
'''2. Website maintenance''' – As one of the principal ways the organisation presents itself to new members and potential partners/sponsors, the website should be constantly maintained by a designated member of the PRC team. The system should be reviewed, and outsourcing may be considered.
+
::'''2. Website maintenance''' – As one of the principal ways the organisation presents itself to new members and potential partners/sponsors, the website should be constantly maintained by a designated member of the PRC team. The system should be reviewed, and outsourcing may be considered.
  
  
Line 568: Line 571:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Within the next year, the PRC should work with ExCo and MOs to create a list of general member’s emails. Some time should be taken to research various automated systems that can help manage this list (Listerv, Google Suites*, etc.). Once prepared, the link should be readily available to members (via social media/existing communication methods) to sign up for the list. Data protection laws (especially in Europe) should also be investigated and their rules and recommendations should be followed.
 
Within the next year, the PRC should work with ExCo and MOs to create a list of general member’s emails. Some time should be taken to research various automated systems that can help manage this list (Listerv, Google Suites*, etc.). Once prepared, the link should be readily available to members (via social media/existing communication methods) to sign up for the list. Data protection laws (especially in Europe) should also be investigated and their rules and recommendations should be followed.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
ExCo should begin using the email list to share information to members generally. Although social media will still be used as a general advertising method, the email list should be used for detailed and/or specific information. If possible (depending on system in use) the members of the list should be able to select characteristics to help distinguish themselves (by MO, region, specific area of interest, etc). This will help ensure the right information is getting to the right people and help prevent members from receiving too many emails and therefore becoming less engaged.
 
ExCo should begin using the email list to share information to members generally. Although social media will still be used as a general advertising method, the email list should be used for detailed and/or specific information. If possible (depending on system in use) the members of the list should be able to select characteristics to help distinguish themselves (by MO, region, specific area of interest, etc). This will help ensure the right information is getting to the right people and help prevent members from receiving too many emails and therefore becoming less engaged.
 
This list should be able to be managed as a membership list and thus will be able to be a current, running list of members. The option for members to switch themselves to alumni should be available (possible internally, to ensure payment). Once a year, PRC/MOD should audit the system to ensure/mark members are paid. This can then be used for the year as a list for Congress/Symposium/Election for membership. Members who become delegates can be added to a separate list to allow quick communication for a given event.
 
This list should be able to be managed as a membership list and thus will be able to be a current, running list of members. The option for members to switch themselves to alumni should be available (possible internally, to ensure payment). Once a year, PRC/MOD should audit the system to ensure/mark members are paid. This can then be used for the year as a list for Congress/Symposium/Election for membership. Members who become delegates can be added to a separate list to allow quick communication for a given event.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
IVSA should be comfortable using an email list. Members should easily be able to sign up upon joining their local MO and select the information they’d like to receive. The various officials should be comfortable using this system and the PRC should give each new term a quick tutorial on how to use it. Thus, people interested in One Health can receive information directly from the SCOH chair; students interested in exotic medicine opportunities can receive those, and all members can receive IVSA newsletters, event information, or sponsor information.
 
IVSA should be comfortable using an email list. Members should easily be able to sign up upon joining their local MO and select the information they’d like to receive. The various officials should be comfortable using this system and the PRC should give each new term a quick tutorial on how to use it. Thus, people interested in One Health can receive information directly from the SCOH chair; students interested in exotic medicine opportunities can receive those, and all members can receive IVSA newsletters, event information, or sponsor information.
Line 585: Line 588:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The PRC should begin publishing a newsletter each month that is sent to general members (once an email list is created). This would have general information about the happenings of IVSA, updates form ExCo, updates on Congress/Symposium, etc.
 
The PRC should begin publishing a newsletter each month that is sent to general members (once an email list is created). This would have general information about the happenings of IVSA, updates form ExCo, updates on Congress/Symposium, etc.
 
This is not to replace the MOD bulletin, rather to allow members easy access to information relevant to them. The MOD, if they choose, with ExCo, should maintain their own newsletter to keep their team/network up-to-date on matters of importance to them. This may be overlapping information; however, that should not be a problem as repeated information may be significantly important.
 
This is not to replace the MOD bulletin, rather to allow members easy access to information relevant to them. The MOD, if they choose, with ExCo, should maintain their own newsletter to keep their team/network up-to-date on matters of importance to them. This may be overlapping information; however, that should not be a problem as repeated information may be significantly important.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
ExCo should begin to determine what publications are of value and which ones may be condensed/combined. This is to ensure that valuable information is sent where needed, but not to overload members with emails from IVSA. For example, IVSA may publish a more formal “journal” containing many topics, committee information, bios, etc at the beginning of the term, and they may put other information in a monthly newsletter. Committees may contribute to the monthly newsletter and then maintain their own lists (depending on email list system used) to continue to send more information to interested parties.
 
ExCo should begin to determine what publications are of value and which ones may be condensed/combined. This is to ensure that valuable information is sent where needed, but not to overload members with emails from IVSA. For example, IVSA may publish a more formal “journal” containing many topics, committee information, bios, etc at the beginning of the term, and they may put other information in a monthly newsletter. Committees may contribute to the monthly newsletter and then maintain their own lists (depending on email list system used) to continue to send more information to interested parties.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
ExCo should continue to publish information and keep the publications efficient and simple. If a formal journal is maintained, it should be monitored for readers and engagement. These metrics may be used to sell ad space to IVSA partners and other potential sponsors.
 
ExCo should continue to publish information and keep the publications efficient and simple. If a formal journal is maintained, it should be monitored for readers and engagement. These metrics may be used to sell ad space to IVSA partners and other potential sponsors.
Line 602: Line 605:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
As IVSA’s structure changes, a person at each level (local and national board) should be identified with no other (or minimal) obligations outside of communication. This person should be identified and their information should be recorded. PRC/MOD should work together to maintain a database of the people who hold these positions. This position will be the main point of contact for Officials when that “area” is needed to be contacted (a specific local MO for example). Also, this position will be the main point of contact for people within the MO to ask questions and communication up the hierarchy (as a pyramid shape where the general members of a local MO talk to their designated person and then it moves up the chain, national- regional-MOD)
 
As IVSA’s structure changes, a person at each level (local and national board) should be identified with no other (or minimal) obligations outside of communication. This person should be identified and their information should be recorded. PRC/MOD should work together to maintain a database of the people who hold these positions. This position will be the main point of contact for Officials when that “area” is needed to be contacted (a specific local MO for example). Also, this position will be the main point of contact for people within the MO to ask questions and communication up the hierarchy (as a pyramid shape where the general members of a local MO talk to their designated person and then it moves up the chain, national- regional-MOD)
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
IVSA should ensure that there is a public list of students holding the position responsible for communication. It should be stressed at events/in publications that members may go to whoever they feel most comfortable with their questions. Time should be taken to make sure that these people are engaged with their immediate team members to encourage open communication (this should be done with visibility at events and involvement in various things, i.e. writing articles for a publication).
 
IVSA should ensure that there is a public list of students holding the position responsible for communication. It should be stressed at events/in publications that members may go to whoever they feel most comfortable with their questions. Time should be taken to make sure that these people are engaged with their immediate team members to encourage open communication (this should be done with visibility at events and involvement in various things, i.e. writing articles for a publication).
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
IVSA should continue to evaluate how communication is working, and where improvement is necessary within the organisation.
 
IVSA should continue to evaluate how communication is working, and where improvement is necessary within the organisation.
Line 619: Line 622:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
IVSA needs to critically evaluate the distribution of members and identify specific languages (i.e. Spanish, French, etc) that would be useful to help disseminate information throughout the IVSA network. A few local/national MOs already translate information to native local languages, PRC and MOD teams should work together to learn what works in these cases and facilitate the process. If IVSA begins to set up the regional model, positions in these areas can be created to aid in translation.
 
IVSA needs to critically evaluate the distribution of members and identify specific languages (i.e. Spanish, French, etc) that would be useful to help disseminate information throughout the IVSA network. A few local/national MOs already translate information to native local languages, PRC and MOD teams should work together to learn what works in these cases and facilitate the process. If IVSA begins to set up the regional model, positions in these areas can be created to aid in translation.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The need to reach certain geographic areas necessitates the need for significant information of that language group (Spanish and Portuguese for Latin America; French for Africa). As IVSA becomes comfortable with releasing various pieces of information in other languages, ExCo/Regional Teams should work on ways to make large language groups more standard, so that there is an easy, standard process to get information out to those populations in their native language.
 
The need to reach certain geographic areas necessitates the need for significant information of that language group (Spanish and Portuguese for Latin America; French for Africa). As IVSA becomes comfortable with releasing various pieces of information in other languages, ExCo/Regional Teams should work on ways to make large language groups more standard, so that there is an easy, standard process to get information out to those populations in their native language.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
IVSA should continue to encourage language integration. Language groups should continue to be identified that are important and efforts should be made to translate major IVSA information into that language. This can be a locally driven project, that IVSA Officials should be familiar with and help identify key IVSA information that should be translated.
 
IVSA should continue to encourage language integration. Language groups should continue to be identified that are important and efforts should be made to translate major IVSA information into that language. This can be a locally driven project, that IVSA Officials should be familiar with and help identify key IVSA information that should be translated.
Line 635: Line 638:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Various portal systems should be explored as well as asking other organisations who use such systems about their experience with it. The PRC should begin to take notes on what could be included in this system and how it could be organised to encourage member involvement. The other branches of IVSA (the committees especially) should also begin to think about how they could engage with members through this method. It should be noted that through a portal system, IVSA would be able to maintain metrics of member engagement.
 
Various portal systems should be explored as well as asking other organisations who use such systems about their experience with it. The PRC should begin to take notes on what could be included in this system and how it could be organised to encourage member involvement. The other branches of IVSA (the committees especially) should also begin to think about how they could engage with members through this method. It should be noted that through a portal system, IVSA would be able to maintain metrics of member engagement.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The PRC, working with ExCo, should narrow down a list of options to realize a portal system. Key factors are: ease of use, ease of updates, metrics obtained, visibility and low costs.
 
The PRC, working with ExCo, should narrow down a list of options to realize a portal system. Key factors are: ease of use, ease of updates, metrics obtained, visibility and low costs.
 
Although it would be great if someone within IVSA could code/program this themselves, more than likely it will the third party software. As the options are narrowed down, a good working relationship with any third party entity must be established prior to IVSA making any commitment. The website (see below) must also be up-to-date to ensure seamless integration of this system.
 
Although it would be great if someone within IVSA could code/program this themselves, more than likely it will the third party software. As the options are narrowed down, a good working relationship with any third party entity must be established prior to IVSA making any commitment. The website (see below) must also be up-to-date to ensure seamless integration of this system.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
If financially possible, IVSA should now begin to finalize a choice for a portal system.
 
If financially possible, IVSA should now begin to finalize a choice for a portal system.
Line 653: Line 656:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
ExCo should look into various web hosting tools and platforms. They should try out as many as they can, to get a feel for how they work. The first goal is to find a good platform that they are able to hold online meetings in an efficient and stable manner.
 
ExCo should look into various web hosting tools and platforms. They should try out as many as they can, to get a feel for how they work. The first goal is to find a good platform that they are able to hold online meetings in an efficient and stable manner.
 
Ideally, the online platform should have a voting function, screen sharing, and messaging systems (ex: WebEx, GoToMeeting, etc). Contact other student organisations about which platforms they use and feedback on these.
 
Ideally, the online platform should have a voting function, screen sharing, and messaging systems (ex: WebEx, GoToMeeting, etc). Contact other student organisations about which platforms they use and feedback on these.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
ExCo should be comfortable using a platform for their online meetings. Now they should begin to look for a platform to host larger online meetings, such as webinars. Time should be taken to identify opportunities to have such meetings, where general IVSA information can be given, or committees/working groups can spread specific information and ideas.
 
ExCo should be comfortable using a platform for their online meetings. Now they should begin to look for a platform to host larger online meetings, such as webinars. Time should be taken to identify opportunities to have such meetings, where general IVSA information can be given, or committees/working groups can spread specific information and ideas.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
IVSA should be comfortable with online meetings as well as larger webinar-style meetings. ExCo should now begin to look at a platform (may be one previously used) to use during the General Assembly. This platform should allow members from anywhere to connect and view the General Assembly in real-time. Important function would be: screen sharing, messaging/engagement, and host ability to silence/kick out members, possibly a password to access. Voting is a possibility that should be thought about. At this time the SPC does not see a need to change IVSA’s online attendance protocols; however, as it has happened in the past where online attendance was called for it is important that this platform be able to sustain voting if it is needed.
 
IVSA should be comfortable with online meetings as well as larger webinar-style meetings. ExCo should now begin to look at a platform (may be one previously used) to use during the General Assembly. This platform should allow members from anywhere to connect and view the General Assembly in real-time. Important function would be: screen sharing, messaging/engagement, and host ability to silence/kick out members, possibly a password to access. Voting is a possibility that should be thought about. At this time the SPC does not see a need to change IVSA’s online attendance protocols; however, as it has happened in the past where online attendance was called for it is important that this platform be able to sustain voting if it is needed.
Line 670: Line 673:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The PRC should keep IVSA’s website as up-to-date as possible. information should be easy to access. The look of the website should be updated as the PRC sees necessary.
 
The PRC should keep IVSA’s website as up-to-date as possible. information should be easy to access. The look of the website should be updated as the PRC sees necessary.
 
Time should be taken to explore the mobile compatibility of the website. The organisation of the website should be done in a way to make sure important things are seen first. A section including the bios of IVSA officials should be made, including their contact information.
 
Time should be taken to explore the mobile compatibility of the website. The organisation of the website should be done in a way to make sure important things are seen first. A section including the bios of IVSA officials should be made, including their contact information.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The website should continue to be maintained as stated before, with the added caveat of including a place for members to “register” for the email list. At this time, it is important for ExCo to evaluate the work of the website. It may be beneficial to designate a secretary as the “Webmaster” to make sure that anyone who needs something on the website, there is a contact point for it. Likewise, it may be necessary to outsource these tasks to a third party; if that is chosen then time should be taken to identify a good third party partner to engage with.
 
The website should continue to be maintained as stated before, with the added caveat of including a place for members to “register” for the email list. At this time, it is important for ExCo to evaluate the work of the website. It may be beneficial to designate a secretary as the “Webmaster” to make sure that anyone who needs something on the website, there is a contact point for it. Likewise, it may be necessary to outsource these tasks to a third party; if that is chosen then time should be taken to identify a good third party partner to engage with.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The website should be constantly updated, and a clear, simple format should be used that is mobile compatible. The option of hiring someone to be in charge of an updated and easy to use website should be considered if financially possible. It should be updated with information about IVSA, the committees, and various events happening around the IVSA world. Members should be able to register for the email list, or anything else, via the website (a link at least).
 
The website should be constantly updated, and a clear, simple format should be used that is mobile compatible. The option of hiring someone to be in charge of an updated and easy to use website should be considered if financially possible. It should be updated with information about IVSA, the committees, and various events happening around the IVSA world. Members should be able to register for the email list, or anything else, via the website (a link at least).
Line 690: Line 693:
  
  
'''1. Outreach''' – Utilise Ambassador Networks and Social Media accounts.
+
:'''1. Outreach''' – Utilise Ambassador Networks and Social Media accounts.
  
'''2. Partnerships''' – CC should work alongside the ERO to form collaborative agreements for the committees.
+
:'''2. Partnerships''' – CC should work alongside the ERO to form collaborative agreements for the committees.
  
'''3. Policy''' – Collaborate with influential international organisations in veterinary policy making to provide opportunities to members in this field.
+
:'''3. Policy''' – Collaborate with influential international organisations in veterinary policy making to provide opportunities to members in this field.
  
'''4. Member benefits''' – Continue to organise events, such as WikiVet LIVE, the animal welfare conference, etc. Explore new opportunities to provide member benefits, example: creating internship opportunities and soft skill training sessions through the trainers network (TN).
+
:'''4. Member benefits''' – Continue to organise events, such as WikiVet LIVE, the animal welfare conference, etc. Explore new opportunities to provide member benefits, example: creating internship opportunities and soft skill training sessions through the trainers network (TN).
  
'''5. Representation at IVSA Congress/Symposium''' – A Committee Day should be explored, potentially in a pre-congress setting. This would be organized by the CC and committed with workshops from all Standing Committees and training opportunities.
+
:'''5. Representation at IVSA Congress/Symposium''' – A Committee Day should be explored, potentially in a pre-congress setting. This would be organized by the CC and committed with workshops from all Standing Committees and training opportunities.
  
  
  
''Standing Committee on Veterinary Education (SCoVE)''
+
::''Standing Committee on Veterinary Education (SCoVE)''
  
'''1. Research externships''' – Explore creating a partnership with external organisations, such as ERASMUS, for research opportunities.
+
:'''1. Research externships''' – Explore creating a partnership with external organisations, such as ERASMUS, for research opportunities.
  
  
  
''Standing Committee on One Health (SCOH)''
+
::''Standing Committee on One Health (SCOH)''
  
'''1. SCOH events''' – Look into holding an international SCOH conference and at holding regional events. Options for IVSA’s involvement with the WHSS event in 2021 should be investigated.
+
:'''1. SCOH events''' – Look into holding an international SCOH conference and at holding regional events. Options for IVSA’s involvement with the WHSS event in 2021 should be investigated.
  
'''2. OIE Ambassador network''' – Continue development and growth of the number of registered and active ambassadors.
+
:'''2. OIE Ambassador network''' – Continue development and growth of the number of registered and active ambassadors.
  
  
''Standing Committee on Animal Welfare (SCAW)''
+
::''Standing Committee on Animal Welfare (SCAW)''
  
'''1. IVSA Animal Welfare Conference''' – SCAW should be more involved with the planning. Goals to increase attendees and sponsorship should be pursued. The conference should be held in different regions and potentially annually instead of bi-annually.
+
:'''1. IVSA Animal Welfare Conference''' – SCAW should be more involved with the planning. Goals to increase attendees and sponsorship should be pursued. The conference should be held in different regions and potentially annually instead of bi-annually.
  
'''2. Animal Welfare Education''' – Use data on animal welfare from the “Veterinary Education Survey,” and other sources to find focus areas. Work with collaborative organisations and MOs to improve these areas. A second survey should be published in the future. The collaboration with Vet Books for Africa should be continued and expanded.
+
:'''2. Animal Welfare Education''' – Use data on animal welfare from the “Veterinary Education Survey,” and other sources to find focus areas. Work with collaborative organisations and MOs to improve these areas. A second survey should be published in the future. The collaboration with Vet Books for Africa should be continued and expanded.
  
'''3. Climate change''' – Create Sustainable Event Guidelines and partner with relevant organisations.
+
:'''3. Climate change''' – Create Sustainable Event Guidelines and partner with relevant organisations.
  
  
''Standing Committee on Wellness (SCOW)''
+
::''Standing Committee on Wellness (SCOW)''
  
'''1. Student Surveys''' – Act on the findings of the Wellness Survey and use them to direct the work of SCOW. A future survey should be planned.
+
:'''1. Student Surveys''' – Act on the findings of the Wellness Survey and use them to direct the work of SCOW. A future survey should be planned.
  
'''2. Wellness toolkit''' – Continue to add to the toolkit and present it at IVSA events through the SCOW-ExCo workshop.
+
:'''2. Wellness toolkit''' – Continue to add to the toolkit and present it at IVSA events through the SCOW-ExCo workshop.
  
  
Line 735: Line 738:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The committees should enlarge their ambassador programs. Those committees who do not have an ambassador program should look into the advantages and disadvantages of starting one.
 
The committees should enlarge their ambassador programs. Those committees who do not have an ambassador program should look into the advantages and disadvantages of starting one.
Line 750: Line 753:
  
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The ambassador network should be further improved and the number of ambassadors should grow. A special effort should be made to establish the ambassador network in regions where IVSA doesn't have many ambassadors.
 
The ambassador network should be further improved and the number of ambassadors should grow. A special effort should be made to establish the ambassador network in regions where IVSA doesn't have many ambassadors.
Line 759: Line 762:
 
strategy.
 
strategy.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
 
 
 
''Ambassador Network:''
 
''Ambassador Network:''
Line 781: Line 784:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Update the ERO sponsorship manual as appropriate with details to new projects of the committees.
 
Update the ERO sponsorship manual as appropriate with details to new projects of the committees.
Line 787: Line 790:
 
Reach out to organisations relevant in the respective fields of the committees (OIE, WHO, FAO, World Animal Protection, EAEVE). Work together on projects and establish MoU’s or other forms of agreements and publish MoU’s on the website.
 
Reach out to organisations relevant in the respective fields of the committees (OIE, WHO, FAO, World Animal Protection, EAEVE). Work together on projects and establish MoU’s or other forms of agreements and publish MoU’s on the website.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
A reward system for the sponsors should be implemented, for example; giving a workshop on behalf of the committee, getting regular updates from the chair about the sponsored projects etc.
 
A reward system for the sponsors should be implemented, for example; giving a workshop on behalf of the committee, getting regular updates from the chair about the sponsored projects etc.
Line 793: Line 796:
 
The chair of the committee should be in charge of all partner communications. Use the ERO sponsorship manual to ensure good branding when approaching new potential partners.
 
The chair of the committee should be in charge of all partner communications. Use the ERO sponsorship manual to ensure good branding when approaching new potential partners.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
 
+
  
 
Ensure current sponsors are kept up to date with the work of the committees.
 
Ensure current sponsors are kept up to date with the work of the committees.
Line 803: Line 805:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Research relevant parties in the decision and policy making in the fields of the standing committees (i.e. OIE, WHO, EAEVE).
 
Research relevant parties in the decision and policy making in the fields of the standing committees (i.e. OIE, WHO, EAEVE).
Line 811: Line 813:
 
Collaborate with the Working Group on Policies (WGP) to create IVSA’s own policies on the committees topics; reflecting current issues.
 
Collaborate with the Working Group on Policies (WGP) to create IVSA’s own policies on the committees topics; reflecting current issues.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Ensure a good representation of IVSA students in relevant working groups (i.e. WVA’s Working Groups).
 
Ensure a good representation of IVSA students in relevant working groups (i.e. WVA’s Working Groups).
Line 817: Line 819:
 
Continue to create IVSA’s own policies and distribute the information amongst members, universities and other relevant parties.
 
Continue to create IVSA’s own policies and distribute the information amongst members, universities and other relevant parties.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Evaluate the work of IVSA in the working groups of international veterinary organisations. Make improvements wherever necessary.
 
Evaluate the work of IVSA in the working groups of international veterinary organisations. Make improvements wherever necessary.
Line 826: Line 828:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Continue to organise events like the biannual animal welfare conference or WikiVet Live.
 
Continue to organise events like the biannual animal welfare conference or WikiVet Live.
 
Share internship opportunities and provide at least 3 local training sessions in soft skills using the Trainers network, a training session should be provided at IVSA symposiums and congresses. At least one international TNT event should be organised each year.
 
Share internship opportunities and provide at least 3 local training sessions in soft skills using the Trainers network, a training session should be provided at IVSA symposiums and congresses. At least one international TNT event should be organised each year.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Provide at least 5 local training sessions in soft skills using the Trainers network. At least 2 international TNT events should be organised each year.
 
Provide at least 5 local training sessions in soft skills using the Trainers network. At least 2 international TNT events should be organised each year.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Provide at least 10 local training sessions in soft skills using the Trainers network. At least 3 international TNT events should be organised each year.
 
Provide at least 10 local training sessions in soft skills using the Trainers network. At least 3 international TNT events should be organised each year.
Line 843: Line 845:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
A committee day should be created at IVSA Symposium and Congress; this day will be dedicated to promoting the work of all standing committees.
 
A committee day should be created at IVSA Symposium and Congress; this day will be dedicated to promoting the work of all standing committees.
Line 850: Line 852:
 
Create training opportunities related to Standing Committees area of work.
 
Create training opportunities related to Standing Committees area of work.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Continue to contribute to the organisation of the committee day.
 
Continue to contribute to the organisation of the committee day.
Line 856: Line 858:
 
Work with the OC to provide speakers for Congress/Symposium if required.
 
Work with the OC to provide speakers for Congress/Symposium if required.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Continue to contribute to the organisation of the committee day.
 
Continue to contribute to the organisation of the committee day.
Line 868: Line 870:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Research and create a list of potential partners for SCoVE to include: FVE (EAEVE), WVA, AVMA.
 
Research and create a list of potential partners for SCoVE to include: FVE (EAEVE), WVA, AVMA.
Line 874: Line 876:
 
Research the possibility of creating a research exchange programme between veterinary universities.
 
Research the possibility of creating a research exchange programme between veterinary universities.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
If a research exchange programme between veterinary universities or in collaboration with FVE (EAEVE), WVA or AVMA is established, then contact ERASMUS/ ERASMUS+ as potential partners. organise 3 funded research externship per year.
 
If a research exchange programme between veterinary universities or in collaboration with FVE (EAEVE), WVA or AVMA is established, then contact ERASMUS/ ERASMUS+ as potential partners. organise 3 funded research externship per year.
 
Create MOU’s with organisations contacted outlining the projects and nature of agreements. Share these MOU’s online and with IVSA members.
 
Create MOU’s with organisations contacted outlining the projects and nature of agreements. Share these MOU’s online and with IVSA members.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
SCoVE should establish a fixed research exchange programme that can be funded by ERASMUS/ ERASMUS+ or other sources of funding.
 
SCoVE should establish a fixed research exchange programme that can be funded by ERASMUS/ ERASMUS+ or other sources of funding.
Line 891: Line 893:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Look into the possibility of holding an international SCOH conference (similar to the IVSA Animal Welfare Conference). A call for a local organising committee should be created. One member of the organising committee should be the chair of SCOH or a motivated
 
Look into the possibility of holding an international SCOH conference (similar to the IVSA Animal Welfare Conference). A call for a local organising committee should be created. One member of the organising committee should be the chair of SCOH or a motivated
Line 899: Line 901:
  
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Organise the first SCOH conference with a local organising committee and input for the scientific program from SCOH.
 
Organise the first SCOH conference with a local organising committee and input for the scientific program from SCOH.
Line 905: Line 907:
 
SCOH should be more involved in organising the upcoming WHSS in 2021. The SCOH chair or a committee member could for example give a presentation at the event on behalf of IVSA.
 
SCOH should be more involved in organising the upcoming WHSS in 2021. The SCOH chair or a committee member could for example give a presentation at the event on behalf of IVSA.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Organise the biannual SCOH conference with a local organising committee and input for the scientific program from SCOH.
 
Organise the biannual SCOH conference with a local organising committee and input for the scientific program from SCOH.
Line 915: Line 917:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Continue the OIE Ambassador Network programme and look at ways to develop this further to mutually benefit the OIE and IVSA members.
 
Continue the OIE Ambassador Network programme and look at ways to develop this further to mutually benefit the OIE and IVSA members.
Line 921: Line 923:
 
SCOH should have 90 registered OIE ambassadors with 45 being active regularly. One or two positions within the committee should be the “OIE Ambassador Coordinators”, who are managing the network and refine the evaluation grid and reward system. A prize for the best ambassador should be awarded once a year.
 
SCOH should have 90 registered OIE ambassadors with 45 being active regularly. One or two positions within the committee should be the “OIE Ambassador Coordinators”, who are managing the network and refine the evaluation grid and reward system. A prize for the best ambassador should be awarded once a year.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
SCOH should have 100 registered ambassadors with 50 being active regularly. The role of the two “OIE Ambassador Coordinators” should be continued.
 
SCOH should have 100 registered ambassadors with 50 being active regularly. The role of the two “OIE Ambassador Coordinators” should be continued.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
SCOH should have 110 registered ambassadors with 55 being active regularly. The role of the “OIE Ambassador Coordinator” should be continued.
 
SCOH should have 110 registered ambassadors with 55 being active regularly. The role of the “OIE Ambassador Coordinator” should be continued.
Line 936: Line 938:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
SCAW’s chair should be in contact with the Organising Committee for the IVSA Animal Welfare Conference and should be involved more in the organisation. They should play an active role in its organisation for each Animal Welfare Conference over the next
 
SCAW’s chair should be in contact with the Organising Committee for the IVSA Animal Welfare Conference and should be involved more in the organisation. They should play an active role in its organisation for each Animal Welfare Conference over the next
Line 942: Line 944:
 
A SCAW representative, ideally the Chair or someone nominated by the Chair, should be invited to give a presentation at the conference; ideally this should be fully funded by IVSA Global or a sponsor. This should happen at every Animal Welfare Conference over the next 5 years.
 
A SCAW representative, ideally the Chair or someone nominated by the Chair, should be invited to give a presentation at the conference; ideally this should be fully funded by IVSA Global or a sponsor. This should happen at every Animal Welfare Conference over the next 5 years.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Delegate attendance at the conference should increase by 5% each year.
 
Delegate attendance at the conference should increase by 5% each year.
Line 949: Line 951:
 
Aim to get a grant/scholarships for delegates from LIMC’s.
 
Aim to get a grant/scholarships for delegates from LIMC’s.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Aim to organise the IVSA Animal Welfare Conference annually, instead of bi- annually. These could be held in 2 different regions in order to enable people from different geographical locations to attend.
 
Aim to organise the IVSA Animal Welfare Conference annually, instead of bi- annually. These could be held in 2 different regions in order to enable people from different geographical locations to attend.
Line 958: Line 960:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Use the data from the Animal Welfare in Veterinary Education survey to identify areas of strengths and weaknesses in relation to animal welfare education in the veterinary curriculum and act upon this to direct the work of SCAW in relation to veterinary education.
 
Use the data from the Animal Welfare in Veterinary Education survey to identify areas of strengths and weaknesses in relation to animal welfare education in the veterinary curriculum and act upon this to direct the work of SCAW in relation to veterinary education.
Line 966: Line 968:
 
This should be done every time that they go on a trip over the next 5 years.
 
This should be done every time that they go on a trip over the next 5 years.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Working with collaborative organisations, create resources to fill gaps identified in animal welfare education in veterinary teaching.
 
Working with collaborative organisations, create resources to fill gaps identified in animal welfare education in veterinary teaching.
Line 973: Line 975:
 
Identify and offer support to projects and organisations working to improve animal welfare education internationally.
 
Identify and offer support to projects and organisations working to improve animal welfare education internationally.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Continue to work with collaborative organisations to expand resources for animal welfare education.
 
Continue to work with collaborative organisations to expand resources for animal welfare education.
Line 983: Line 985:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
If not already done so, create the Sustainable Event Guidelines for IVSA events. Work with OC’s to advise as to how this is implemented.
 
If not already done so, create the Sustainable Event Guidelines for IVSA events. Work with OC’s to advise as to how this is implemented.
 
Create educational material on the links between animal welfare and climate change. This can be done in collaboration with external organisations and SCOH.
 
Create educational material on the links between animal welfare and climate change. This can be done in collaboration with external organisations and SCOH.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Partner with organisations working on climate change, specifically in relation to animal welfare.
 
Partner with organisations working on climate change, specifically in relation to animal welfare.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Continue to partner with organisations working on climate change, specifically in relation to animal welfare.
 
Continue to partner with organisations working on climate change, specifically in relation to animal welfare.
Line 1,004: Line 1,006:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years. Create a new survey on the wellness of students. Complete and present the findings of the second wellness survey.
 
Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years. Create a new survey on the wellness of students. Complete and present the findings of the second wellness survey.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years.
 
Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Make a third survey to see if wellness related activities have improved over the past 5 years.
 
Make a third survey to see if wellness related activities have improved over the past 5 years.
Line 1,020: Line 1,022:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Use findings from the wellness survey to add to the wellness toolkit.
 
Use findings from the wellness survey to add to the wellness toolkit.
Line 1,026: Line 1,028:
 
Use SCOW presence at Congress and Symposiums to improve knowledge of it. Use the SCOW ExCo workshop to present it to delegates and give them examples of ways in which they can use it throughout their daily lives.
 
Use SCOW presence at Congress and Symposiums to improve knowledge of it. Use the SCOW ExCo workshop to present it to delegates and give them examples of ways in which they can use it throughout their daily lives.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Have 10% more traffic generated to the wellness toolkit per year.
 
Have 10% more traffic generated to the wellness toolkit per year.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
25% of IVSA members at an event should be aware of the wellness toolkit.
 
25% of IVSA members at an event should be aware of the wellness toolkit.
Line 1,057: Line 1,059:
 
Currently, there is not much accountability as to who the actual members of IVSA are. We have no official roster or means to have one. This can be a detriment to IVSA in terms of both efficiency and in advertising. Over the next few years IVSA should research and implement a platform to maintain records of who members are along with contact information. This is especially important as our events expand to ensure that only members join them. The goal of this point is to create an IVSA Membership Roster.
 
Currently, there is not much accountability as to who the actual members of IVSA are. We have no official roster or means to have one. This can be a detriment to IVSA in terms of both efficiency and in advertising. Over the next few years IVSA should research and implement a platform to maintain records of who members are along with contact information. This is especially important as our events expand to ensure that only members join them. The goal of this point is to create an IVSA Membership Roster.
  
'''1. Elections''' – Modernise IVSA Elections by exploring contemporary options.
+
:'''1. Elections''' – Modernise IVSA Elections by exploring contemporary options.
  
'''2. Secretariat''' – Increase the value and accountability of the secretariat. Explore secretary specific jobs and titles.
+
:'''2. Secretariat''' – Increase the value and accountability of the secretariat. Explore secretary specific jobs and titles.
  
'''3. Trust''' – Make Trust more visible and give more input to the ExCo. Trust should work with ExCo to set tasks and goals for a given term.
+
:'''3. Trust''' – Make Trust more visible and give more input to the ExCo. Trust should work with ExCo to set tasks and goals for a given term.
  
'''4. ExCo''' – As aspects within and outside of the IVSA world evolve and change, IVSA should maintain an open stance and be able to change as needed – this mentality is set every year by ExCo.
+
:'''4. ExCo''' – As aspects within and outside of the IVSA world evolve and change, IVSA should maintain an open stance and be able to change as needed – this mentality is set every year by ExCo.
  
'''5. MOD Team''' – Improve the MOD team’s workload through expansion and increased representation regionally.
+
:'''5. MOD Team''' – Improve the MOD team’s workload through expansion and increased representation regionally.
  
'''6. MOs''' – Regionalise IVSA, ensuring diverse and equal engagement and representation among all members.
+
:'''6. MOs''' – Regionalise IVSA, ensuring diverse and equal engagement and representation among all members.
  
'''7. Rules''' – Give IVSA a common set of standards for both the global organisation and local MOs.
+
:'''7. Rules''' – Give IVSA a common set of standards for both the global organisation and local MOs.
  
  
Line 1,075: Line 1,077:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Begin to research new, electronic voting methods to increase the efficiency and save GA time. All security concerns should be considered.
 
Begin to research new, electronic voting methods to increase the efficiency and save GA time. All security concerns should be considered.
  
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
A few different options should be identified and discussed amongst the current ExCo as ideas for upcoming GA Elections. Potentially using Symposium (for the President Election) as a trial using both the electronic system and a paper system.
 
A few different options should be identified and discussed amongst the current ExCo as ideas for upcoming GA Elections. Potentially using Symposium (for the President Election) as a trial using both the electronic system and a paper system.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
IVSA should be moving into a time with more efficient systems, including voting. While always having paper options on hand for potential lacking technology— this should not be the default.
 
IVSA should be moving into a time with more efficient systems, including voting. While always having paper options on hand for potential lacking technology— this should not be the default.
Line 1,092: Line 1,094:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Generally, the flexibility of the Secretariat is a great asset to IVSA and allows for any number of combinations. Over the course of the next few years as a way in increasing the value and accountability of the secretary positions there should be an effort to give some of the secretary positions “job titles.” This would be done at the last live meeting before congress, discussed amongst all IVSA Officials present. It would then be announced in the GA, along with the caveat that, as will all of IVSA, everything can always be adjusted to best fit our needs.
 
Generally, the flexibility of the Secretariat is a great asset to IVSA and allows for any number of combinations. Over the course of the next few years as a way in increasing the value and accountability of the secretary positions there should be an effort to give some of the secretary positions “job titles.” This would be done at the last live meeting before congress, discussed amongst all IVSA Officials present. It would then be announced in the GA, along with the caveat that, as will all of IVSA, everything can always be adjusted to best fit our needs.
 
Elections would still be the same, a general election, in which the candidates will state which positions/ExCo Position they would most like to work with.
 
Elections would still be the same, a general election, in which the candidates will state which positions/ExCo Position they would most like to work with.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Over this time the secretariat should grow and change as IVSA does. As IVSA finishes and starts projects the secretariat should mirror that, along with their potential titles. By this time, more positions would ideally have a given name; however, keeping in mind that there will always be a need for flexibility. Even having a title might mean that you still work on other projects, IVSA is a team effort after all.
 
Over this time the secretariat should grow and change as IVSA does. As IVSA finishes and starts projects the secretariat should mirror that, along with their potential titles. By this time, more positions would ideally have a given name; however, keeping in mind that there will always be a need for flexibility. Even having a title might mean that you still work on other projects, IVSA is a team effort after all.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
In 5 years, the Secretariat should continue to be flexible while also giving specific titles to various members. It may be possible that various projects become long- term and require a longer-term secretary position. Likewise, as short projects finish, some secretaries may constantly be trading from project to project—as a “secretary-at- large.” The secretariat should constantly be evaluated for way to be improved and make sure that they continue to be an important and useful piece of the IVSA Officials.
 
In 5 years, the Secretariat should continue to be flexible while also giving specific titles to various members. It may be possible that various projects become long- term and require a longer-term secretary position. Likewise, as short projects finish, some secretaries may constantly be trading from project to project—as a “secretary-at- large.” The secretariat should constantly be evaluated for way to be improved and make sure that they continue to be an important and useful piece of the IVSA Officials.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
Working with the President and ExCo as a whole, Trust should begin identifying specific tasks in IVSA that they can take on to help improve the organisation as a whole. These options should be written down and handed over to the next team at the end of the term.
 
Working with the President and ExCo as a whole, Trust should begin identifying specific tasks in IVSA that they can take on to help improve the organisation as a whole. These options should be written down and handed over to the next team at the end of the term.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Within this timeframe there should be clearly defined goals, set by Trust working with ExCo, for Trust to accomplish each year, and clear communication of their status to ExCo and the GA/General Members.
 
Within this timeframe there should be clearly defined goals, set by Trust working with ExCo, for Trust to accomplish each year, and clear communication of their status to ExCo and the GA/General Members.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
Within 5 years, the next SPC may look at the actives of Trust and make new recommendations for their future.
 
Within 5 years, the next SPC may look at the actives of Trust and make new recommendations for their future.
Line 1,125: Line 1,127:
  
  
'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The Executive Committee should stay vigilant of opportunities to change and improve themselves. They should have an open mind and at the end of the year have any suggestions ready for the next team.
 
The Executive Committee should stay vigilant of opportunities to change and improve themselves. They should have an open mind and at the end of the year have any suggestions ready for the next team.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
New ExCo opportunities should be explored, and be given trails—knowing that not everything will work out. The experiences should be documented in a concise way so that future teams will know what has been tried and how it was done. ExCo should evaluate the title of each position, considering changing all ExCo positions to Vice President of… (See minutes from 2017 South Africa Symposium).
 
New ExCo opportunities should be explored, and be given trails—knowing that not everything will work out. The experiences should be documented in a concise way so that future teams will know what has been tried and how it was done. ExCo should evaluate the title of each position, considering changing all ExCo positions to Vice President of… (See minutes from 2017 South Africa Symposium).
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
The next strategic planning committee may see fit to suggest ExCo make changes to themselves, including in name and duties. They should take into account any thoughts from previous Executive Committee teams to ensure they have a good understanding of the current state.
 
The next strategic planning committee may see fit to suggest ExCo make changes to themselves, including in name and duties. They should take into account any thoughts from previous Executive Committee teams to ensure they have a good understanding of the current state.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The MOD team should begin the process of identifying what regions they want to make and how they plan to divide up the work. The decision will be the MODs with any extra input they desire. Once decided, they should have a plan to create a representative position within each of their regions—this may be elected or chosen via an application, however the MOD sees fit for the given time.
 
The MOD team should begin the process of identifying what regions they want to make and how they plan to divide up the work. The decision will be the MODs with any extra input they desire. Once decided, they should have a plan to create a representative position within each of their regions—this may be elected or chosen via an application, however the MOD sees fit for the given time.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
The next few years will be used to decide what is the best fit. As the representative positions are built, their responsibilities will be decided on by the MOD/MOD Team. This body of representatives will be a separate group, managed by the MOD/MOD Team. The regions may be changing each year, finding a good fit that evenly spreads out the work. During this time, as the basics are finalised, the MOD Team may also begin to look at creating more content for the team to execute, such as events, challenges, etc.
 
The next few years will be used to decide what is the best fit. As the representative positions are built, their responsibilities will be decided on by the MOD/MOD Team. This body of representatives will be a separate group, managed by the MOD/MOD Team. The regions may be changing each year, finding a good fit that evenly spreads out the work. During this time, as the basics are finalised, the MOD Team may also begin to look at creating more content for the team to execute, such as events, challenges, etc.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
In 5 years time, the MOD team will have settled into their new regional system. The regions may still occasionally change, as IVSA grows and expand. The team should be working on not only managing the various MOs— their own events and plans—but also continue to introduce new challenges, and global events (in- person or virtual) to encourage camaraderie among members.
 
In 5 years time, the MOD team will have settled into their new regional system. The regions may still occasionally change, as IVSA grows and expand. The team should be working on not only managing the various MOs— their own events and plans—but also continue to introduce new challenges, and global events (in- person or virtual) to encourage camaraderie among members.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The MOD Team, as they begin their own process of regionalisation, should also begin to help prepare MOs for potential changes by being open to questions. This first year will mostly be internal changes; while also preparing a definite plan for the coming years as the MOs themselves will begin to change.
 
The MOD Team, as they begin their own process of regionalisation, should also begin to help prepare MOs for potential changes by being open to questions. This first year will mostly be internal changes; while also preparing a definite plan for the coming years as the MOs themselves will begin to change.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
Over these coming years the MOs will be reorganised (internally) as local MOs under a given National MO (according to the UN recognized nations). This may not change anything for many MOs, rather it is important to begin using the correct terminology, so everyone continues to be on the same page. National MOs may already exist in many cases, and only require minor changes in terminology, and official positions, etc.
 
Over these coming years the MOs will be reorganised (internally) as local MOs under a given National MO (according to the UN recognized nations). This may not change anything for many MOs, rather it is important to begin using the correct terminology, so everyone continues to be on the same page. National MOs may already exist in many cases, and only require minor changes in terminology, and official positions, etc.
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'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
At this point terminology could be changed where needed and local MOs should be recognized as such. The process of building National MOs may still be on- going but will hopefully be on in the final stretch. The MOD will continue to be involved in the events and plans for MOs that include other countries, with final approval given by ExCo/MOD; however, much of the communication and ground work may be handed over to the regions. In order to make sure each country is recognized as such IVSA could begin the process of moving away from supranational entities.
 
At this point terminology could be changed where needed and local MOs should be recognized as such. The process of building National MOs may still be on- going but will hopefully be on in the final stretch. The MOD will continue to be involved in the events and plans for MOs that include other countries, with final approval given by ExCo/MOD; however, much of the communication and ground work may be handed over to the regions. In order to make sure each country is recognized as such IVSA could begin the process of moving away from supranational entities.
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'''1 Year Strategy'''
+
:'''1 Year Strategy'''
  
 
The MOD team, along with ExCo, will take the recommendations from the Task Force on National MOs and decide on what is important for MOs to have. This will be written down and clearly communicated to MOs and future ExCos, although it may not be “required” as of this time.
 
The MOD team, along with ExCo, will take the recommendations from the Task Force on National MOs and decide on what is important for MOs to have. This will be written down and clearly communicated to MOs and future ExCos, although it may not be “required” as of this time.
  
'''3 Year Strategy'''
+
:'''3 Year Strategy'''
  
 
In the coming years, each MO should have their rules approved by the MOD Team, and MOs needing help should be able to get help from the MOD Team. In the first year or two that this process is in place, it may be advisable for the President to make a task force, to help quickly approve the current MOs which already have a set of rules.
 
In the coming years, each MO should have their rules approved by the MOD Team, and MOs needing help should be able to get help from the MOD Team. In the first year or two that this process is in place, it may be advisable for the President to make a task force, to help quickly approve the current MOs which already have a set of rules.
  
'''5 Year Strategy'''
+
:'''5 Year Strategy'''
  
 
In 5 years, all current MOs should operate according to a standard operating procedure provided by the MOD. New members applying should do so along with their set of rules. The MOD and ExCo should be aware that with changing times the requirements for various rules may also change; it may be advisable in the future to have MOs change various parts of their own rules to better reflect the goals and ideals of IVSA as a whole.
 
In 5 years, all current MOs should operate according to a standard operating procedure provided by the MOD. New members applying should do so along with their set of rules. The MOD and ExCo should be aware that with changing times the requirements for various rules may also change; it may be advisable in the future to have MOs change various parts of their own rules to better reflect the goals and ideals of IVSA as a whole.

Revision as of 21:32, 22 October 2020


Contents

Introduction

The strategic plan of 2014-19 called for a new Strategic Planning Committee (SPC) to be convened in five years to reevaluate IVSA and make a new plan for the next five years of the organisation. Executive Committee (ExCo) chose the 2018-19 SPC during the 2017-18 term after a call for committee members was published to IVSA members. The committee was chosen based on a motivation letter and diversity of experience within and knowledge of IVSA. The General Assembly approved the committee selection at the 67th IVSA Congress in Krakow, Poland in July 2018. The committee represents most regions of IVSA worldwide, and each member has varied experience with the organisation locally and internationally.


Members:


● Lara Scherer (Vienna, Austria) – Chair of the IVSA Strategic Planning Committee (2018-19), Trust (2018-19), IVSA Committee Coordinator (2016-18), Exchange Officer of IVSA Austria (2016-17), and Organizing Committee of the 65th IVSA Congress in Vienna, Austria (2015-16)

● Anna Ciećkiewicz (Krakow, Poland) – IVSA Secretariat (2018-19), and Organizing Committee of the 67th IVSA Congress in Krakow, Poland (2017-18)

● Aqil Jeenah, BVSc (Pretoria, South Africa) – IVSA Trust (2018-19), Organizing Committee of the 66th IVSA Symposium in South Africa (2017-18), IVSA Committee Coordinator (2015-16), and Chair of the IVSA Standing Committee on One Health (2014- 15)

● Branden Nettles, DVM (Texas, USA) – IVSA Interim President (June-August 2018), IVSA External Relations Officer (2017-18), and Organizing Committee of the Special General Assembly in Raleigh, North Carolina, USA (2016-17)

● Megan Rawlins, BVetMed MRCVS (London, UK) – Chair of the IVSA Standing Committee on Animal Welfare (2018-19), and Member of IVSA Standing Committee on Animal Welfare (2016-18)

● Ranjita Bastola, BVSc, AH (Rampur, Nepal) – Treasurer of IVSA Nepal (2017-18), Exchange Officer of IVSA Rampur, Nepal (2017-18), and Hill’s Next Generation Student (2018)

This plan was written with input from the sitting ExCo, Trust, and Committee Chairs during the 2018-19 term, as well as from previous officials and Honorary Life Members. This valuable input helped make the plan relevant and achievable. It outlines, in detail, specific and shared goals for IVSA and a strategy to achieve these goals over the next five years. The mission of the SPC is to write a plan that will guide IVSA Officials over the coming years to continue the significant work IVSA has achieved thus far and helps the organisation to grow and represent veterinary students worldwide while also keeping a focus on the benefits members gain.

Unlike the previous Strategic Plan, which was divided into a five- and ten-year plan, this plan identifies long term goals with an appropriate strategy written in one, three, and five year increments. This is to be used as a guide; IVSA is a dynamic organisation and this plan is written with the understanding that flexibility is important. The officials of the coming years will read this plan and use it to guide their term, deciding when and how to implement various ideas.

This Strategic Planning Committee recommends that a new Strategic Planning Committee be formed at the 72nd IVSA Congress in 2023 to create a Strategic Plan for the years 2024-2029. This organisation has meant a lot to us during our time and as our time ends, we hope that this plan will help guide IVSA on to even greater heights.


–Strategic Planning Committee 2018-19


Documentation

1. IVSA documentation online – Documents such as the constitution, bylaws, manuals, etc. should be available and easily accessible online by all IVSA members. The Secretary General should keep the IVSA Wiki up-to-date.

a. Records database – Future IVSA officials, members, and partners should have access to detailed records of historical activities and actions of IVSA organised in a digital system.


2. Membership database – A database will expedite the screening process for events, scholarships, exchanges, committee selections, etc. It will ensure that those who are part of a paying MO will be the ones to benefit from IVSA’s opportunities. This will also be a source of information about IVSA’s growth and how the organisation engages members. This information could be analysed and summaries and statistics can be provided to partners and other relevant organisations.


IVSA documentation online

1 Year Strategy

The Secretary General should create an overview of all current documents available for the IVSA members (on the IVSA Wiki).

Afterwards, all documents should be checked (still applicable?) and revised were necessary.

Once yearly, the changes to the constitution and bylaws should be translated into Dutch and submitted to the Belgian government for updating our registration and bylaws.


3 Year Strategy

The Secretary General should make sure that updating the IVSA Constitution and Bylaws and revising manuals is finished. Documents should now be clear and available for all IVSA members on the IVSA Wiki. The most important and used documents should also be moved to IVSA Official website. At the website should also be a direct link to the IVSA Wiki in order to keep all documentation easily accessible in one place.


5 Year Strategy

IVSA should maintain structured records and documents of all previous officials, activities, activity reports and events etc. These should be easily accessible for the IVSA Officials with their IVSA Official email address.

Records of activities and event reports should be online available for members and partners as well as impact assessment to encourage sponsorship.


Membership database

1 Year Strategy

A list of Membership portals should be created and the options they offer IVSA investigated. Their advantages and disadvantages should be evaluated. Promising portals should be contacted. Other student and professional organisations should be contacted for collecting input.


3 Year Strategy

Officials should set-up a members database using the Membership Portal as a trial. GDPR and other security concerns should be taken into account. Individual fee payment should be discussed. It should be a platform where members could sign up individually, pay individual fees (if in local MO) / allow sign up to National MO's who have paid (if in National MO). It should contain contact information to MOs and sections for all standing committees. It could be used to promote logos of sponsors and partners.

5 Year Strategy

The membership database should be optimised, promoted and expended. It could for example also be made available as a smartphone-application.


External representation and partners

IVSA must work with external organisations in order to attract new veterinary students and continue to create a global impact. Outside organisations will help ensure that IVSA can bring new and exciting opportunities to members.

In the past, the main issue regarding external representatives has been lack of response from members. Clarity of rules and engagement with external representatives needs to be clear to avoid this confusion. The starting point is defining roles for different members of the IVSA ExCo to ensure continuity of communication, as well as keeping IVSA officials up-to-date when they engage with partners at various events.

The principal goal of having external partners is to ensure the stability of IVSA through both leadership and financial support. This means that IVSA must continue to explore a wide breadth of partnerships to gain both leadership support which is important as young veterinary professionals; as well as monetary support which is vital to the operation of the organisation.

Moving forward, IVSA must maintain transparency with its members, partners, and the general public. In order to facilitate this, IVSA should identify various metrics that can be measured and reported regularly. This can eventually be made into a formal report available to members, partners, and the public.

IVSA must continue to build relationships with existing professional organisations. This can help improve the educational content IVSA provides to members, as well as offering potential work opportunities for student members. As the nature of many of these organisations is on a cyclic system similar to IVSA it is important that we contact organisations regularly, even if they have not been open to the possibility of collaboration previously.

1. Continuity of communication – Communication roles should be defined at the beginning of each term with a handover of communication.
2. Potential partners – IVSA should pursue for both leadership support and financial support.
3. Transparency – Measurable statistics should be identified within IVSA and organised in a format to present to partners as well as the membership.
4. Professional organisations – Existing relationships with professional organisations should be maintained and expanded when possible. New relationships should be explored as time and resources allow.


Continuity of communication

1 Year Strategy

ExCo should discuss during their first meeting who is comfortable speaking with various external partners. This generally comes down to President and ERO; however, the dynamic of each group is different and individual connections should not be overlooked. At this time, key contact points for existing partners should be identified. All external contact should include one consistent person CC’d (usually President). The president and ERO should have regular meetings to discuss the external partnerships and determine who needs to manage individual aspects.

3 Year Strategy

ExCo should begin exploring opportunities to send President and/or ERO to specific meetings with potential partners. Historically things have been done online, which can work; however, more effort should be made to have in-person meetings with potential partners especially if they could be offering funding

5 Year Strategy

As long-standing partnerships are developed, a time should be put aside for members of ExCo to meet with leadership of the given entity. This may be by organising a meeting at a specific event (IVSA event, Live Meeting, or third party); or it may be by organising out a specific time to meet. ExCo should continue to work upon and develop current partnerships as well as create new ones.


Potential partners

1 Year Strategy

Regular brainstorming sessions should happen with ExCo, lead by ERO, to identify possible new partners. These should be prioritised and contacted. An updated proposal should be used with the initial contact. When possible, verbal (phone) contact should be made. If contact is made, an effort should be made to meet in person. ExCo should continue to be involved in events such as VMX, Western Veterinary Conference, and London Vet Show as these are large conglomerates of potential partners.

3 Year Strategy

ExCo should explore non- traditional (i.e. non-veterinary) options for partnership. IVSA has non-profit status, and can be an appealing partnership for various entities. It is important in this scenario to be able to show the benefits on sponsorship. Therefore, ExCo should be working together to have metric data available to highlight what IVSA can do for these entities. For example: good-faith advertising of support for the DF can be beneficial to the image of a company; but the DF would need to have a specific project dedicated to this with deadlines and constant updates.

5 Year Strategy

As IVSA gains brand recognition, connections with higher level partners will be possible. However, with the higher-level comes higher expectations. ExCo should consider designating specific secretary positions to maintain relationships with high-level partners. This is especially important when IVSA is asked to do something: to ensure IVSA follows through. This position would also have more availability, outside of ExCo, to engage members more frequently about the benefits of these relationships.


Transparency

1 Year Strategy

The ERO should work with ExCo to identify various metrics that can be measured on a routine basis. They would then organise these into a report that is regularly shared with partners to demonstrate IVSA’s work.

3 Year Strategy

The metrics previously identified should be expanded to include monetary information, if not already. This can be kept general; however, especially for partners who support IVSA with monetary donations, it is important to keep them up-to-date on what their money is being used for.

5 Year Strategy

The ERO and PRC should work together to organise the report into a formal document that is shared with partners regularly and that is also available to the general public. This should include activities of IVSA, and how much IVSA spends on the activities. It should also include information on where IVSA’s funding comes from. It is important to keep the report as transparent as possible.


Professional organisations

1 Year Strategy

Update the list of professional organisations with dates of last known contact. Organisations with whom IVSA has an existing relationship should have a schedule for updates. The organisations with whom IVSA does not have a relationship should be contacted with information about IVSA during the term.

3 Year Strategy

The list of organisations should be continuously updated. Those with whom there is no relationship should be contacted at the beginning of each term with a new update on IVSA.

5 Year Strategy

The creation of relevant officials to ensure constant contact with various international organisation. These officials should be outside of the current ExCo.


Finances

1. Reserve fund – The reserve fund should be in a separate account, maintained through regular savings and investments. This account should be able to sustain IVSA at a minimum capacity for at least two years.
2. Transfer fees – Having diverse monetary options, such as accounts in the Eurozone and USA, give options to minimise large transfer fees.
3. Membership fees – A membership portal system should be explored to facilitate the payment of fees.
4. Accounting – IVSA should invest in quality bookkeeping software and pursue training for the treasurer to utilise this software.
5. Grants – IVSA should apply for grants that are available for international student organisations.


Reserve fund

1 Year Strategy

The reserve fund of IVSA should hold a capital of 50% of the previous year total budget. This amount should be kept into a savings account.

3 Year Strategy

The reserve fund of IVSA should hold a capital of 100% of the previous year total budget. This amount should be kept into savings account.

5 Year Strategy

The reserve fund of IVSA should hold a capital of 200% of the previous year total budget. This amount should be kept into savings account or low risk short term investments.


Transfer fees

1 Year Strategy

IVSA currently has an active bank account in Belgium and the United States. The treasurer should also look into the options of borderless accounts. Membership fees can be transferred to both accounts and officials reimbursed from both accounts according to the lowest transfer fees. Membership fees can also be paid via PayPal or Transferwise, where IVSA is registered as a business.

3 Year Strategy

The treasurer should look into other possibilities to keep the transfer costs to a minimum. Other student organisations should also be consulted.

5 Year Strategy

The most reasonable options for transfers should be available for IVSA members.


Membership fees

1 Year Strategy

Increases in membership fee should not exceed 10% within one year but should cover the costs of inflation and increased costs associated with the growth of the organisation. The treasurer should look into possibilities of simplifying the process of collecting numbers of members per Member Organisation (MO) and collecting membership fees and the advantages and possibilities of a membership portal.

3 Year Strategy

Membership fees should be kept stable as income through sponsorship and grants increases. The treasurer should present a plan for the next two years to improve collection of membership fees. The option and costs of payment through a membership portal should be investigated.

5 Year Strategy

Membership fees should be kept stable as income through sponsorship and grants increases. A cost-efficient and easy to use tool for the collection of membership should be implemented. A decrease of membership fees should be considered in the case of sufficient income of IVSA.


Accounting

1 Year Strategy

Bookkeeping of IVSA should be improved by improving the Excel sheets or moving towards alternatives like an accounting software (i.e. wave apps).

3 Year Strategy

No money of IVSA should be kept in accounts not owned by IVSA global.

5 Year Strategy

A clear set of rules regarding which funds that are to be kept in which account should be implemented.

Grants

1 Year Strategy

IVSA should research grants available for international student organisations. Other student organisations should be consulted which grants they are receiving.

3 Year Strategy

IVSA should apply for grants available for student organisations.

5 Year Strategy

IVSA should have received at least one grant in the past years. Further research should be done to identify suitable funding options.


Congress and Symposium

1. Variety of experience – Events should ensure equal representation of the various careers available to a veterinarian.
2. Funding options – Provide general information to potential delegates about funding options.
a. IVSA Event Finances – Regular analysis of the organisations´ finances should highlight possibilities to help support under-represented regions in attending IVSA events.
3. Selection – Regular review of selection criteria for IVSA events will ensure equal and diverse representation of members from around the world and allow for diversity in the GA and elected officials.
4. External event planner – As IVSA events grow, it may be beneficial to find an external, professional partner to assist in the event planning process.
5. Educational content – The itinerary of events should include quality educational material for members; it is important to utilise content produced by the standing committees. This material should be made available to delegates after the event.


Variety of experience

1 Year Strategy

Events should ensure equal representation of the various careers available to a veterinarian. IVSA should include One Health topics into their program (i.e. by collaborations with other student organisations) as this field might be underrepresented in vet school.

3 Year Strategy

In addition to the scientific lectures and workshops at congress a time to meet professionals from various fields and discuss career paths should be put aside. This could for example be organized through a mentor-mentee mixer during dinner/lunch.

5 Year Strategy

The MOD should include ask for the delegates feedback on the career support IVSA is offering in the event evaluation form. This feedback should be used to improve the work of IVSA in this field.


Funding options

1 Year Strategy

DAD and ERO should create a document for delegates attending congress giving tips about how to secure individual funding for attending IVSA events.

3 Year Strategy

MO´s should be asked about local funding opportunities for IVSA members and this data should be collected. MO´s should be encouraged to create their own guidelines how to apply for funding locally and which companies/ organisations might be able to offer support. The event evaluation form should include questions whether the delegates were able to get financial support for their attendance.

5 Year Strategy

The document sent out to delegates to explain funding options should be reviewed and improved. The number of delegates who are able to get financial support for their attendance should increase.


IVSA Event finances

1 Year Strategy

The OC should aim to obtain sponsorship from external companies covering 10-20% of the full budget. The MOD and treasurer of IVSA should hold a meeting with OC members to advise them on financial matters and evaluate the budget for the Congress or Symposium in advance.

3 Year Strategy

IVSA should evaluate the option of assisting OC´s in low/middle income countries financially. The ERO should support the OC with obtaining sponsorship if necessary.

5 Year Strategy

The finance management strategy for events should be evaluated and improved. ExCo should strive to help obtaining international sponsorship for Congress and Symposium and cover part of the event's costs if necessary.


Selection of delegates

1 Year Strategy

Evaluate the current selection method of delegates.

3 Year Strategy

Selection guidelines for delegates should be added to the OC manual. Equal regional representation should be considered.

5 Year Strategy

The selection guidelines and the selection process of delegates for international events should be re-evaluated and improved if necessary. Equal representation of regions, countries, gender and experience within IVSA in the delegation should be ensured.


External event planner

1 Year Strategy

ExCo should identify companies that would be able to assist IVSA with organising events.

3 Year Strategy

ExCo should encourage OC to start trial cooperation with companies for organising Congress or Symposium.

5 Year Strategy

ExCo should advise future OCs to cooperate with companies on organising the event.


Educational content

1 Year Strategy

A section should be added to the EDU+ platform of SCoVE for educational materials from Congresses and Symposia. Soft skills, policy writing and advocacy sessions should be provided during congress in collaboration with the TN. The importance of interdisciplinary cooperation should be promoted i.e. by organising workshops on One Health and public health subjects.

3 Year Strategy

The EDU+ platform with educational materials from Congress and Symposium should contain lectures and workshop summaries and should be regularly updated. The platform should be well promoted amongst IVSA members. Soft skills, policy writing and advocacy sessions should be provided in collaboration with the TN and the option of online courses should be explored. IVSA should reach out to other student associations (i.e. IFMSA) and the alumni network. Importance of interdisciplinary cooperation should be promoted and speakers from other fields outside of veterinary should be invited.

5 Year Strategy

Soft skills, policy writing and advocacy sessions should be provided. IVSA should invite other student associations and alumni to cooperate with organising this sessions together with IVSA. Importance of interdisciplinary cooperation should be promoted and speakers from other fields outside of veterinary should be invited.


Development Fund

1. DF opportunities – Regular review of the DF’s finances will improve the availability of scholarships, reduced fee spots, and other opportunities for members.
2. IVSA merchandise – An online marketplace can allow for constant sale of IVSA merchandise and continued support for the DF outside of regular events.
3. DF projects – New DF projects should be adequately advertised to members. MOs can be encouraged to get involved, spreading awareness at their schools of the various projects, and engaging in their own fundraisers to support DF projects.


DF Opportunities

1 Year Strategy

The ERO should start to identify potential companies or organisations who may be able to sponsor the reduced fee spots provided by the DF. Scholarships and other opportunities should be well promoted and as many applications as possible should be received to ensure choosing a good candidate for the scholarships. DAD and MOD should create a document with selection guidelines to be shared with the OC to ensure fair and beneficial for IVSA choice of supported delegates. The process should be made transparent by sharing the selection criteria with delegates. The Task Force on Scholarships founded at the 67th IVSA Symposium in South Korea should present their recommendations at the 68th IVSA Symposium.

3 Year Strategy

The Development Fund should aim to provide at least 3 reduced fee spots for both Symposium and Congress (6 in total) in addition to the reserved reduced fee spots. Aim for external sponsorship for half of these spots. DAD alongside MOD and ERO should reach out to companies regarding sponsored internships for IVSA members and start a trial cooperation. A sufficient application process for members should be introduced. The DF account should not have more money than necessary for covering the yearly operating costs. Additional money should be given away through scholarships.


5 Year Strategy

The Development Fund should aim to provide at least 4 reduced fee spots for both Symposium and Congress (8 in total) in addition to the reserved reduced fee spots. Aim for external sponsorship for half of these spots. DAD alongside ERO should evaluate and improve the sponsorship proposal and the strategy of reaching out to potential sponsors aiming to obtain more sponsorship in the future.


IVSA Merchandise

1 Year Strategy

Research the possibility of using an external company to create an online shop selling IVSA Merchandise. To address issues with international shipping the DAD team should look into the possibility of online shops in different regions. IVSA Merchandise will still be sold at Congress and Symposium. This should be done with the Treasurers input.

3 Year Strategy

Launch the online shop through an external selling IVSA Merchandise internationally.


5 Year Strategy

Aim to have the online shop fully functional selling IVSA Merchandise internationally. Evaluate and improve the sale of IVSA merchandise at IVSA congress and symposium. The option of cashless payment should be made available for delegates.


DF projects

1 Year Strategy

Ensure that members are aware of the opportunity to be involved in and benefit from Development Fund Projects. Share updates for these projects through the EO bulletin/IVSA journal at least 3 times per year. ERO alongside DAD should search for and contact external partners/companies to cooperate on veterinary development projects.

3 Year Strategy

Encourage MO’s to create their own projects to support the Development Fund or projects for their local MO supported by DF. This can be achieved by creating a booklet detailing ideas for projects and guidelines how to establish new project and cooperate with DF. Aim to raise 300 euros by MOs for the DF and aim to partner with at least 1 external projects/ partners.

5 Year Strategy

Aim to raise 500 euros by MOs for the DF and aim to partner with at least 2 external projects/ partners.


Member Organisations

1. Local events – Local MOs should be encouraged to hold local events. This can help engage new members and provide a continued presence of IVSA within their local school community.
2. Exchanges – Group exchanges are an important part of IVSA and should continue to be encouraged and supported when possible. Individual exchanges offer the unique opportunity to gain veterinary experience in an international setting. The individual exchange program should be evaluated and structured to facilitate members to learn about existing opportunities and make contact with the organising MO’s officials.
3. Internships/Externships – Opportunities through current MOs/schools should be catalogued into a database for members to research and pursue if interested. IVSA should continually update this list and explore more opportunities to offer members.


Local events

1 Year Strategy

The MOD and PRC team should support MOs in organising local events and provide them with sufficient training to improve the quality of these events. This could be done through online meetings, a factsheet or an explanatory video. Create a discussion forum where MOs can share their experience and ideas regarding the organisation of local events.

3 Year Strategy

Evaluate and improve methods of supporting MOs in organising local events; the MOD team alongside PRC should help promoting local events within IVSA. Create a portal where MOs can promote their local activities and events. This should be available for all IVSA members. The calendar with IVSA international events should be improved.

5 Year Strategy

The portal created for MOs to promote their local activities and events should be evaluated and improved. It should be well promoted and be available for all IVSA members. The calendar with IVSA international events should be further improved and promoted amongst IVSA members.


Exchanges

1 Year Strategy

The MOD team should evaluate the quality of EO meetings and collect input from EOs regarding the EO manual and ideas on how it can be improved. Create an online discussion forum in addition to the EO meeting for EOs to provide sufficient communication and a place to exchange experiences and ideas. The MOD team should create a manual with guidelines and advice on how to organise an exchange. These should be promoted amongst all IVSA members. A list of all active MOs and exchange possibilities should be available for all EO´s. Individual exchanges: Create a strategy for improving the program, involving members and promoting the program. Inform EO´s to ensure they understand the details of the program and can provide input. Create detailed manual for EOs and members taking part in the exchange.

3 Year Strategy

The MOD team alongside the TN should organise EO meetings combined with soft skills training. The list of all active MOs and exchange possibilities should be updated regularly and content added. This could be achieved using the Membership Management System. Individual exchanges: Create a database with MOs offering individual exchange opportunities and details about the requirements of the exchange (accommodation, language, insurance…).

5 Year Strategy

The MOD team alongside the TN should organise EO meetings combined with soft skills training. The EO meetings should not only be held during IVSA Congress and Symposium but could also be organised online or via local EO meetings. The Membership Management System should be used to create a database with exchange possibilities for MOs, which could be used by EOs and IVSA members. Individual exchanges: Evaluate and improve the strategy of involving members and managing the program. Ask EOs for feedback and try to implement their ideas and solve possible issues.


Internships/ Externships

1 Year Strategy

An assessment of the in- and externship opportunities at all establishments with IVSA MOs should be carried out.

3 Year Strategy

Based on the assessment carried out, the opportunities should be catalogued into a database for members to research and pursue if interested. This database/catalogue should be updated annually.

5 Year Strategy

The use of the database/catalogue should be reviewed and revised if necessary. The database should be linked to the membership platform/database of IVSA and be made available in the smartphone- application as well. DAD alongside MOD and ERO should provide members with fully or partially sponsored by external companies internship possibilities and promote it amongst the members. A clear website with database of such opportunities should be created.


Public Relations and Communication

===Communication===


The Strategic Planning Committee has laid out various areas and methods to help bring IVSA up-to- date with modern communication. This is based on the idea that the organisation as a whole should be able to freely communicate with individual members with ease and be able to provide them with information as needed. Likewise, there should be clear ways for members to communicate with the leadership of the organisation at all levels. It is understood that technology is evolving at an increasingly faster rate, and these methods may become obsolete before the next 5 years are finished. Therefore, it is suggested, as always, the leadership of IVSA maintain an open mind and are constantly researching new opportunities and options to improve communication with members and between officials.

1. Email list – Using a member roster, an email list of current IVSA members should be maintained and used to communicate activities and announcements of IVSA.
2. General newsletters – IVSA’s current publications should be condensed into a uniform newsletter sent to members. This should include specific updates from ExCo, the committees, regions, etc.
3. Communication responsible – A position should be designated at all levels of IVSA who is responsible for maintaining contact with the PRC/PRC secretaries. This may be an existing position, such as EO, or a separate one depending on the size and activity of a MO.
4. Translation – Major announcements of IVSA should be translated into the major languages of the organisation/world. As time/personnel allow this can be expanded to include more language groups of IVSA.
5. Portal system – A portal system should be researched and utilized to increase engagement of members.


===Technology===


IVSA officials should be able to connect with each other regularly. This connection today has the potential to be expanded to include members for various reasons (i.e. Webinars). IVSA will need to update its systems to continue to achieve these goals. Similarly, today the Internet is the first place people go to for information, the easier something is to find on the web, the more people will connect to it. Therefore, IVSA must aim to have an up to date, engaging website that is simple to use and appealing to members and potential partners. This will be constant work because virtual platforms continue to improve and change; therefore, IVSA’s virtual identity must grow and change with it.

1. Virtual Meeting software – Various platforms should be investigated to give IVSA the ability to host traditional online meetings and larger-scale meetings such as webinars.
2. Website maintenance – As one of the principal ways the organisation presents itself to new members and potential partners/sponsors, the website should be constantly maintained by a designated member of the PRC team. The system should be reviewed, and outsourcing may be considered.


Email list

1 Year Strategy

Within the next year, the PRC should work with ExCo and MOs to create a list of general member’s emails. Some time should be taken to research various automated systems that can help manage this list (Listerv, Google Suites*, etc.). Once prepared, the link should be readily available to members (via social media/existing communication methods) to sign up for the list. Data protection laws (especially in Europe) should also be investigated and their rules and recommendations should be followed.

3 Year Strategy

ExCo should begin using the email list to share information to members generally. Although social media will still be used as a general advertising method, the email list should be used for detailed and/or specific information. If possible (depending on system in use) the members of the list should be able to select characteristics to help distinguish themselves (by MO, region, specific area of interest, etc). This will help ensure the right information is getting to the right people and help prevent members from receiving too many emails and therefore becoming less engaged. This list should be able to be managed as a membership list and thus will be able to be a current, running list of members. The option for members to switch themselves to alumni should be available (possible internally, to ensure payment). Once a year, PRC/MOD should audit the system to ensure/mark members are paid. This can then be used for the year as a list for Congress/Symposium/Election for membership. Members who become delegates can be added to a separate list to allow quick communication for a given event.

5 Year Strategy

IVSA should be comfortable using an email list. Members should easily be able to sign up upon joining their local MO and select the information they’d like to receive. The various officials should be comfortable using this system and the PRC should give each new term a quick tutorial on how to use it. Thus, people interested in One Health can receive information directly from the SCOH chair; students interested in exotic medicine opportunities can receive those, and all members can receive IVSA newsletters, event information, or sponsor information. MOD and PRC should continue to work closely to maintain the email list as current as possible, ensuring that members have paid. This is understood to be in constant flux and various MOs have differing schedules and some MOs pay for everyone, some not. Thus, this will be an ever evolving process; however, with the goal of it being as updated as possible.

General newsletters

1 Year Strategy

The PRC should begin publishing a newsletter each month that is sent to general members (once an email list is created). This would have general information about the happenings of IVSA, updates form ExCo, updates on Congress/Symposium, etc. This is not to replace the MOD bulletin, rather to allow members easy access to information relevant to them. The MOD, if they choose, with ExCo, should maintain their own newsletter to keep their team/network up-to-date on matters of importance to them. This may be overlapping information; however, that should not be a problem as repeated information may be significantly important.

3 Year Strategy

ExCo should begin to determine what publications are of value and which ones may be condensed/combined. This is to ensure that valuable information is sent where needed, but not to overload members with emails from IVSA. For example, IVSA may publish a more formal “journal” containing many topics, committee information, bios, etc at the beginning of the term, and they may put other information in a monthly newsletter. Committees may contribute to the monthly newsletter and then maintain their own lists (depending on email list system used) to continue to send more information to interested parties.

5 Year Strategy

ExCo should continue to publish information and keep the publications efficient and simple. If a formal journal is maintained, it should be monitored for readers and engagement. These metrics may be used to sell ad space to IVSA partners and other potential sponsors.


Communication responsible

1 Year Strategy

As IVSA’s structure changes, a person at each level (local and national board) should be identified with no other (or minimal) obligations outside of communication. This person should be identified and their information should be recorded. PRC/MOD should work together to maintain a database of the people who hold these positions. This position will be the main point of contact for Officials when that “area” is needed to be contacted (a specific local MO for example). Also, this position will be the main point of contact for people within the MO to ask questions and communication up the hierarchy (as a pyramid shape where the general members of a local MO talk to their designated person and then it moves up the chain, national- regional-MOD)

3 Year Strategy

IVSA should ensure that there is a public list of students holding the position responsible for communication. It should be stressed at events/in publications that members may go to whoever they feel most comfortable with their questions. Time should be taken to make sure that these people are engaged with their immediate team members to encourage open communication (this should be done with visibility at events and involvement in various things, i.e. writing articles for a publication).

5 Year Strategy

IVSA should continue to evaluate how communication is working, and where improvement is necessary within the organisation. Continue to reevaluate and alter the points of communication to ensure it is efficient and the work/responsibility of communication is evenly spread.


Translation

1 Year Strategy

IVSA needs to critically evaluate the distribution of members and identify specific languages (i.e. Spanish, French, etc) that would be useful to help disseminate information throughout the IVSA network. A few local/national MOs already translate information to native local languages, PRC and MOD teams should work together to learn what works in these cases and facilitate the process. If IVSA begins to set up the regional model, positions in these areas can be created to aid in translation.

3 Year Strategy

The need to reach certain geographic areas necessitates the need for significant information of that language group (Spanish and Portuguese for Latin America; French for Africa). As IVSA becomes comfortable with releasing various pieces of information in other languages, ExCo/Regional Teams should work on ways to make large language groups more standard, so that there is an easy, standard process to get information out to those populations in their native language.

5 Year Strategy

IVSA should continue to encourage language integration. Language groups should continue to be identified that are important and efforts should be made to translate major IVSA information into that language. This can be a locally driven project, that IVSA Officials should be familiar with and help identify key IVSA information that should be translated.


Portal system

1 Year Strategy

Various portal systems should be explored as well as asking other organisations who use such systems about their experience with it. The PRC should begin to take notes on what could be included in this system and how it could be organised to encourage member involvement. The other branches of IVSA (the committees especially) should also begin to think about how they could engage with members through this method. It should be noted that through a portal system, IVSA would be able to maintain metrics of member engagement.

3 Year Strategy

The PRC, working with ExCo, should narrow down a list of options to realize a portal system. Key factors are: ease of use, ease of updates, metrics obtained, visibility and low costs. Although it would be great if someone within IVSA could code/program this themselves, more than likely it will the third party software. As the options are narrowed down, a good working relationship with any third party entity must be established prior to IVSA making any commitment. The website (see below) must also be up-to-date to ensure seamless integration of this system.

5 Year Strategy

If financially possible, IVSA should now begin to finalize a choice for a portal system. However, some final thoughts should be decided about how this will look and what kind of information can be used there. This will allow for constant updates to other virtual platforms (like the website) and allow for a quick integration when a portal system is possible.


Virtual Meeting software

1 Year Strategy

ExCo should look into various web hosting tools and platforms. They should try out as many as they can, to get a feel for how they work. The first goal is to find a good platform that they are able to hold online meetings in an efficient and stable manner. Ideally, the online platform should have a voting function, screen sharing, and messaging systems (ex: WebEx, GoToMeeting, etc). Contact other student organisations about which platforms they use and feedback on these.

3 Year Strategy

ExCo should be comfortable using a platform for their online meetings. Now they should begin to look for a platform to host larger online meetings, such as webinars. Time should be taken to identify opportunities to have such meetings, where general IVSA information can be given, or committees/working groups can spread specific information and ideas.

5 Year Strategy

IVSA should be comfortable with online meetings as well as larger webinar-style meetings. ExCo should now begin to look at a platform (may be one previously used) to use during the General Assembly. This platform should allow members from anywhere to connect and view the General Assembly in real-time. Important function would be: screen sharing, messaging/engagement, and host ability to silence/kick out members, possibly a password to access. Voting is a possibility that should be thought about. At this time the SPC does not see a need to change IVSA’s online attendance protocols; however, as it has happened in the past where online attendance was called for it is important that this platform be able to sustain voting if it is needed.


Website maintenance

1 Year Strategy

The PRC should keep IVSA’s website as up-to-date as possible. information should be easy to access. The look of the website should be updated as the PRC sees necessary. Time should be taken to explore the mobile compatibility of the website. The organisation of the website should be done in a way to make sure important things are seen first. A section including the bios of IVSA officials should be made, including their contact information.

3 Year Strategy

The website should continue to be maintained as stated before, with the added caveat of including a place for members to “register” for the email list. At this time, it is important for ExCo to evaluate the work of the website. It may be beneficial to designate a secretary as the “Webmaster” to make sure that anyone who needs something on the website, there is a contact point for it. Likewise, it may be necessary to outsource these tasks to a third party; if that is chosen then time should be taken to identify a good third party partner to engage with.

5 Year Strategy

The website should be constantly updated, and a clear, simple format should be used that is mobile compatible. The option of hiring someone to be in charge of an updated and easy to use website should be considered if financially possible. It should be updated with information about IVSA, the committees, and various events happening around the IVSA world. Members should be able to register for the email list, or anything else, via the website (a link at least). When possible, a login portal system may be integrated to the website allowing members to log in and engage in the IVSA community.


Standing Committees

1. Outreach – Utilise Ambassador Networks and Social Media accounts.
2. Partnerships – CC should work alongside the ERO to form collaborative agreements for the committees.
3. Policy – Collaborate with influential international organisations in veterinary policy making to provide opportunities to members in this field.
4. Member benefits – Continue to organise events, such as WikiVet LIVE, the animal welfare conference, etc. Explore new opportunities to provide member benefits, example: creating internship opportunities and soft skill training sessions through the trainers network (TN).
5. Representation at IVSA Congress/Symposium – A Committee Day should be explored, potentially in a pre-congress setting. This would be organized by the CC and committed with workshops from all Standing Committees and training opportunities.


Standing Committee on Veterinary Education (SCoVE)
1. Research externships – Explore creating a partnership with external organisations, such as ERASMUS, for research opportunities.


Standing Committee on One Health (SCOH)
1. SCOH events – Look into holding an international SCOH conference and at holding regional events. Options for IVSA’s involvement with the WHSS event in 2021 should be investigated.
2. OIE Ambassador network – Continue development and growth of the number of registered and active ambassadors.


Standing Committee on Animal Welfare (SCAW)
1. IVSA Animal Welfare Conference – SCAW should be more involved with the planning. Goals to increase attendees and sponsorship should be pursued. The conference should be held in different regions and potentially annually instead of bi-annually.
2. Animal Welfare Education – Use data on animal welfare from the “Veterinary Education Survey,” and other sources to find focus areas. Work with collaborative organisations and MOs to improve these areas. A second survey should be published in the future. The collaboration with Vet Books for Africa should be continued and expanded.
3. Climate change – Create Sustainable Event Guidelines and partner with relevant organisations.


Standing Committee on Wellness (SCOW)
1. Student Surveys – Act on the findings of the Wellness Survey and use them to direct the work of SCOW. A future survey should be planned.
2. Wellness toolkit – Continue to add to the toolkit and present it at IVSA events through the SCOW-ExCo workshop.


Outreach

1 Year Strategy

The committees should enlarge their ambassador programs. Those committees who do not have an ambassador program should look into the advantages and disadvantages of starting one. One or two positions within the committee should be “Ambassador Managers”, who are managing the network and creating a clear management plan and reward scheme if the committee has an ambassador program. A prize for the best ambassador should be awarded at congress or congress and symposium. The prize should be donated by a partner of IVSA. This could for example be free conference attendances.

Social Media:

Committees should focus on getting more followers on social media and therefore reaching more students with relevant information. The number of followers should be collected and handed over to the new chair at the end of the term. All accounts should be updated regularly and there should be at least one new post per week on each social media platform. New and innovative forms of communication like creating a blog or a YouTube channel should be investigated.

Website:

The content of the committees website should be incorporated into IVSA’s main website. The Wix page should get deleted.


3 Year Strategy

The ambassador network should be further improved and the number of ambassadors should grow. A special effort should be made to establish the ambassador network in regions where IVSA doesn't have many ambassadors. Work with collaborative organisations (i.e. WHO, OIE, FAO, Wild Welfare) to help disseminate information and newsletters for both IVSA and their organisations. Have a nominated committee member who is in charge of disseminating information. Each committee should send in regular updates for the MOD bulletin (at least every other) and the IVSA Journal. The committees section of IVSA ́s website should be updated regularly with up to date content and the upload of new resources made easy for committee chairs. Regular meetings between the PRC and committee chairs should be held to discuss the PR strategy.

5 Year Strategy

Ambassador Network:

The Ambassador Networks should continue to grow their number of ambassadors. By now the Ambassador Networks should be streamlined with a clear format and management plan. Continue the reward scheme; adding more rewards and prizes if possible. Link the Ambassador Network to a collaborative/partner organisation. Continue the Ambassador networks, if they have been deemed to be effective over the past 5 years.

Social Media:

Continue to grow social media followers. Continue to share collaborative partners/organisations work through social media, and vice versa.

Website:

Continue to add resources such as videos, lectures etc. so that the committees section of the website can grow as an online hub of information.


Partnerships

1 Year Strategy

Update the ERO sponsorship manual as appropriate with details to new projects of the committees. Each committee should strive to have a sponsorship or collaborative agreement with at least 2 organisations/ companies. Reach out to organisations relevant in the respective fields of the committees (OIE, WHO, FAO, World Animal Protection, EAEVE). Work together on projects and establish MoU’s or other forms of agreements and publish MoU’s on the website.

3 Year Strategy

A reward system for the sponsors should be implemented, for example; giving a workshop on behalf of the committee, getting regular updates from the chair about the sponsored projects etc. Committees should try to get a monetary sponsorship agreement with at least one organisation/ company and an official partnership should be created with one major international organisation. The chair of the committee should be in charge of all partner communications. Use the ERO sponsorship manual to ensure good branding when approaching new potential partners.

5 Year Strategy

Ensure current sponsors are kept up to date with the work of the committees. The committees should aim to finance projects with external funding.


Policy

1 Year Strategy

Research relevant parties in the decision and policy making in the fields of the standing committees (i.e. OIE, WHO, EAEVE). Collaborate with these organisations to give input on behalf of IVSA to relevant topics.

Aim to become a member of relevant working groups in professional organisations (i.e. WVA Working group for Veterinary Education or WVA Working Group for Animal Welfare) Collaborate with the Working Group on Policies (WGP) to create IVSA’s own policies on the committees topics; reflecting current issues.

3 Year Strategy

Ensure a good representation of IVSA students in relevant working groups (i.e. WVA’s Working Groups). Create IVSA guidelines on topics which IVSA thinks should be covered by veterinary schools in collaboration with partner organisations. Continue to create IVSA’s own policies and distribute the information amongst members, universities and other relevant parties.

5 Year Strategy

Evaluate the work of IVSA in the working groups of international veterinary organisations. Make improvements wherever necessary. IVSA's guidelines and policies should be well promoted and used for advocacy.


Member benefits

1 Year Strategy

Continue to organise events like the biannual animal welfare conference or WikiVet Live. Share internship opportunities and provide at least 3 local training sessions in soft skills using the Trainers network, a training session should be provided at IVSA symposiums and congresses. At least one international TNT event should be organised each year.

3 Year Strategy

Provide at least 5 local training sessions in soft skills using the Trainers network. At least 2 international TNT events should be organised each year.

5 Year Strategy

Provide at least 10 local training sessions in soft skills using the Trainers network. At least 3 international TNT events should be organised each year.


Representation at IVSA Congress/ Symposium

1 Year Strategy

A committee day should be created at IVSA Symposium and Congress; this day will be dedicated to promoting the work of all standing committees. This should be organised by the committees and the CC. Committee updates shall be presented on this day. All Standing Committees should hold an ExCo workshop at both IVSA Congress and Symposium. Create training opportunities related to Standing Committees area of work.

3 Year Strategy

Continue to contribute to the organisation of the committee day. Continue ExCo Workshops. Work with the OC to provide speakers for Congress/Symposium if required.

5 Year Strategy

Continue to contribute to the organisation of the committee day. Continue ExCo workshops. Work with the OC to provide speakers for Congress/Symposium if required.

Standing Committee on Veterinary Education (SCoVE)

Research externships

1 Year Strategy

Research and create a list of potential partners for SCoVE to include: FVE (EAEVE), WVA, AVMA. Start email contact with these organisations; ensure that all emails go through the official ivsa.org email addresses. Research the possibility of creating a research exchange programme between veterinary universities.

3 Year Strategy

If a research exchange programme between veterinary universities or in collaboration with FVE (EAEVE), WVA or AVMA is established, then contact ERASMUS/ ERASMUS+ as potential partners. organise 3 funded research externship per year. Create MOU’s with organisations contacted outlining the projects and nature of agreements. Share these MOU’s online and with IVSA members.

5 Year Strategy

SCoVE should establish a fixed research exchange programme that can be funded by ERASMUS/ ERASMUS+ or other sources of funding. SCoVE should organise 5 funded research externships per year.


Standing Committee on One Health (SCOH)

SCOH events

1 Year Strategy

Look into the possibility of holding an international SCOH conference (similar to the IVSA Animal Welfare Conference). A call for a local organising committee should be created. One member of the organising committee should be the chair of SCOH or a motivated committee member. Organise at least one regional One Health event through LoVPHOs. Get SCOH more involved with WHSS. Potentially have the chair who acts as a liaison between WHSS and SCOH.


3 Year Strategy

Organise the first SCOH conference with a local organising committee and input for the scientific program from SCOH. Organise 3 regional events through LoVPHOs. SCOH should be more involved in organising the upcoming WHSS in 2021. The SCOH chair or a committee member could for example give a presentation at the event on behalf of IVSA.

5 Year Strategy

Organise the biannual SCOH conference with a local organising committee and input for the scientific program from SCOH. Organise 5 regional events through LoVPHOs. SCOH should be more involved in organising the upcoming WHSS in 2023. The SCOH chair or a committee member could for example give a presentation on behalf of IVSA.


OIE Ambassador Network

1 Year Strategy

Continue the OIE Ambassador Network programme and look at ways to develop this further to mutually benefit the OIE and IVSA members. Update the Concept note to reflect the changes over time. SCOH should have 90 registered OIE ambassadors with 45 being active regularly. One or two positions within the committee should be the “OIE Ambassador Coordinators”, who are managing the network and refine the evaluation grid and reward system. A prize for the best ambassador should be awarded once a year.

3 Year Strategy

SCOH should have 100 registered ambassadors with 50 being active regularly. The role of the two “OIE Ambassador Coordinators” should be continued.

5 Year Strategy

SCOH should have 110 registered ambassadors with 55 being active regularly. The role of the “OIE Ambassador Coordinator” should be continued.


Standing Committee on Animal Welfare (SCAW)

IVSA Animal Welfare Conference

1 Year Strategy

SCAW’s chair should be in contact with the Organising Committee for the IVSA Animal Welfare Conference and should be involved more in the organisation. They should play an active role in its organisation for each Animal Welfare Conference over the next 5 years. A SCAW representative, ideally the Chair or someone nominated by the Chair, should be invited to give a presentation at the conference; ideally this should be fully funded by IVSA Global or a sponsor. This should happen at every Animal Welfare Conference over the next 5 years.

3 Year Strategy

Delegate attendance at the conference should increase by 5% each year. Effort should be made to hold the conference in regions outside of Europe such as Africa and Asia. The IVSA Animal Welfare Conference should have regular sponsorship from external organisations. Aim to get a grant/scholarships for delegates from LIMC’s.

5 Year Strategy

Aim to organise the IVSA Animal Welfare Conference annually, instead of bi- annually. These could be held in 2 different regions in order to enable people from different geographical locations to attend. At least 30% of funding for IVSA Animal Welfare Conference should come from sponsorship from external organisations; ideally the same organisations will continually sponsor the conference.


Animal Welfare Education

1 Year Strategy

Use the data from the Animal Welfare in Veterinary Education survey to identify areas of strengths and weaknesses in relation to animal welfare education in the veterinary curriculum and act upon this to direct the work of SCAW in relation to veterinary education. Create a list of animal welfare topics which we deem as priorities and essential to the veterinary education curriculum and create a plan for MO’s with advice as to how they can advocate for improved animal welfare education at a university level. Identify organisations working to improve animal welfare education, particularly in developing countries and make efforts to partner with and offer support to them. Continue to work with the Vet Books for Africa organisation in South Africa to create leaflets educating locals on animal welfare issues in their area to be distributed throughout the trip. This should be done every time that they go on a trip over the next 5 years.

3 Year Strategy

Working with collaborative organisations, create resources to fill gaps identified in animal welfare education in veterinary teaching. Encourage MOs to invite external speakers/hold events which cover animal welfare topics of importance which are not covered in their curriculum. Create another animal welfare in veterinary education survey. Identify and offer support to projects and organisations working to improve animal welfare education internationally.

5 Year Strategy

Continue to work with collaborative organisations to expand resources for animal welfare education. Collate all the data from the second welfare in veterinary education survey. Put it into a presentable format which we can share to IVSA members, as well as interested organisations e.g. EAEVE. Continue to collaborate with and offer support to projects and organisations working to improve animal welfare education internationally.


Climate change

1 Year Strategy

If not already done so, create the Sustainable Event Guidelines for IVSA events. Work with OC’s to advise as to how this is implemented. Create educational material on the links between animal welfare and climate change. This can be done in collaboration with external organisations and SCOH.

3 Year Strategy

Partner with organisations working on climate change, specifically in relation to animal welfare.

5 Year Strategy

Continue to partner with organisations working on climate change, specifically in relation to animal welfare. Review the effectiveness of the Sustainable Event Guidelines.


Standing Committee on Wellness (SCOW)

Student Surveys

1 Year Strategy

Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years. Create a new survey on the wellness of students. Complete and present the findings of the second wellness survey.

3 Year Strategy

Act upon the findings from the wellness survey and use it to direct the work of SCOW for the next few years.

5 Year Strategy

Make a third survey to see if wellness related activities have improved over the past 5 years.


Wellness toolkit

1 Year Strategy

Use findings from the wellness survey to add to the wellness toolkit. Present the wellness toolkit in an easy to read and attractive format which people can easily engage with. Use SCOW presence at Congress and Symposiums to improve knowledge of it. Use the SCOW ExCo workshop to present it to delegates and give them examples of ways in which they can use it throughout their daily lives.

3 Year Strategy

Have 10% more traffic generated to the wellness toolkit per year.

5 Year Strategy

25% of IVSA members at an event should be aware of the wellness toolkit.


Structure of IVSA

The main idea that this committee has talked about is improving the accountability of officials. This is particularly true with the secretariat which can be extremely useful; however, too often are not fully utilised as it is all dependent on who the ExCo officer in charge is. As such, we have laid out a plan to help give secretaries more status as well as more accountability by giving them a more specific title. This does not necessarily change anything about their job or the basic principle that the secretariat is a team and at any time the Secretary General (or equivalent) may ask secretaries to work on various projects. These titles would be decided at the last ExCo Live Meeting before congress and announced in the subsequent GAs. Over time as projects change, the titles of the secretaries will also change. The goal of this point is to increase the value and accountability of the secretariat.

Trust is a body that is often held in high esteem while not necessarily offering many deliverables for the given term. This committee has discussed various ways to make Trust more useful for their elected term. This includes giving them specific duties and having more formal updates from them; both to ExCo and the general membership. However, as currently Trust is very fluid and their various objectives changes every year, this plan is less specific and rather asks Trust teams in the future to be introspective and begin building their own plan. The goal of this point is to make Trust more visible and give more input to the Executive Committee.

ExCo is the body that drives IVSA for a year, making decisions and executing plans to help the organisation grow and be valuable to the members. This committee wants to keep future teams aware that IVSA should always be ready to change to help improve itself and help improve the opportunities for the members. We have put a short plan to remind future ExCo officials to be open to changing themselves. The goal of this point is to remind ExCo to have an open mind.

IVSA currently uses paper ballots to conduct its elections of officials. As we move ahead, it would be of great benefit to IVSA to begin modernising in this area. It would help with efficiency and save precious GA time. The goal of this point is to modernise IVSA Elections.

IVSA has relatively recently truly become a standard for many veterinary students around the world. However, it is not necessarily on equal ground in every country. This committee has discussed various options, including what was left to us by the previous SPC (2014). The true value of IVSA is its members, and through them the MO. Therefore, most of this plan is focused on their structure and organisation and the MOD team which manages them. The MOD team must be expanded as time and resources allow to be able to manage our MOs. Currently, the MOD has a lot to manage and the secretaries of the MOD often aren’t enough to keep up with everything. In order to help the MOD with this, the SPC has come up with a plan to expand the MOD team by having regional representatives to work with the MOD and the secretaries to help manage their given region. As time goes on, these regions may be able to become a formal MO under the MOD thus giving IVSA a true regionalised structure under the IVSA Umbrella. This is not the same as a federation, as the various MOs under the MOD would not be stand-alone organisations, but rather all report to the MOD/ExCo. This would allow better communication and distribution of ideas and topics throughout the membership. The goal of this point is to improve the MOD team’s workload through expansion.

Though the regionalisation of the MOD team the MOs will also have to follow suit to make sure that there is clear communication for everyone. Generally, all schools that have a local chapter of IVSA will “officially” become Local MOs, they will then all be organised under a National MO for their country (if there is more than one veterinary school). These National MOs will then over time form Regional MOs. At all stages the important thing is that there is someone in charge of communicating from the MOD down to the local, general member. Likewise, there is a pathway up, as well as each position being public so anyone can communicate with them when needed. The scope of this plan is only to have this organisation, it would be up to the specific national/regional groups to decide if they will do anything else on their own (such as organising their own events). Accordingly, in an effort to ensure equal representation, eventually IVSA will need to move away from supranational entities. Through the regionalisation model, various MOs may still choose to work with each other in any way they wish; however, “officially” with the MOD they would be separate. In the GA, all members would still be recognised according to their country, as is currently stated in our constitution. The goal of this point is to regionalize IVSA.

Moving forward it is important that all MOs within IVSA have a similar organisational standard. Although many already have their own sets of rules and guidelines, this committee thought it best to make this process more formal, especially as IVSA plans to continue to grow. As MOs join IVSA, one of the things that would be required is to send the MOD a set of rules. The MOD/ExCo may then approve them and/or ask to make various changes. Over time this may add on more specific expectations. The goal of this point is to give IVSA a common set of standards.

Currently, there is not much accountability as to who the actual members of IVSA are. We have no official roster or means to have one. This can be a detriment to IVSA in terms of both efficiency and in advertising. Over the next few years IVSA should research and implement a platform to maintain records of who members are along with contact information. This is especially important as our events expand to ensure that only members join them. The goal of this point is to create an IVSA Membership Roster.

1. Elections – Modernise IVSA Elections by exploring contemporary options.
2. Secretariat – Increase the value and accountability of the secretariat. Explore secretary specific jobs and titles.
3. Trust – Make Trust more visible and give more input to the ExCo. Trust should work with ExCo to set tasks and goals for a given term.
4. ExCo – As aspects within and outside of the IVSA world evolve and change, IVSA should maintain an open stance and be able to change as needed – this mentality is set every year by ExCo.
5. MOD Team – Improve the MOD team’s workload through expansion and increased representation regionally.
6. MOs – Regionalise IVSA, ensuring diverse and equal engagement and representation among all members.
7. Rules – Give IVSA a common set of standards for both the global organisation and local MOs.


Elections

1 Year Strategy

Begin to research new, electronic voting methods to increase the efficiency and save GA time. All security concerns should be considered.


3 Year Strategy

A few different options should be identified and discussed amongst the current ExCo as ideas for upcoming GA Elections. Potentially using Symposium (for the President Election) as a trial using both the electronic system and a paper system.

5 Year Strategy

IVSA should be moving into a time with more efficient systems, including voting. While always having paper options on hand for potential lacking technology— this should not be the default.


Secretariat

1 Year Strategy

Generally, the flexibility of the Secretariat is a great asset to IVSA and allows for any number of combinations. Over the course of the next few years as a way in increasing the value and accountability of the secretary positions there should be an effort to give some of the secretary positions “job titles.” This would be done at the last live meeting before congress, discussed amongst all IVSA Officials present. It would then be announced in the GA, along with the caveat that, as will all of IVSA, everything can always be adjusted to best fit our needs. Elections would still be the same, a general election, in which the candidates will state which positions/ExCo Position they would most like to work with.

3 Year Strategy

Over this time the secretariat should grow and change as IVSA does. As IVSA finishes and starts projects the secretariat should mirror that, along with their potential titles. By this time, more positions would ideally have a given name; however, keeping in mind that there will always be a need for flexibility. Even having a title might mean that you still work on other projects, IVSA is a team effort after all.

5 Year Strategy

In 5 years, the Secretariat should continue to be flexible while also giving specific titles to various members. It may be possible that various projects become long- term and require a longer-term secretary position. Likewise, as short projects finish, some secretaries may constantly be trading from project to project—as a “secretary-at- large.” The secretariat should constantly be evaluated for way to be improved and make sure that they continue to be an important and useful piece of the IVSA Officials.


Trust

1 Year Strategy

Working with the President and ExCo as a whole, Trust should begin identifying specific tasks in IVSA that they can take on to help improve the organisation as a whole. These options should be written down and handed over to the next team at the end of the term.

3 Year Strategy

Within this timeframe there should be clearly defined goals, set by Trust working with ExCo, for Trust to accomplish each year, and clear communication of their status to ExCo and the GA/General Members.

5 Year Strategy

Within 5 years, the next SPC may look at the actives of Trust and make new recommendations for their future.


Executive Committee (ExCo)

1 Year Strategy

The Executive Committee should stay vigilant of opportunities to change and improve themselves. They should have an open mind and at the end of the year have any suggestions ready for the next team.

3 Year Strategy

New ExCo opportunities should be explored, and be given trails—knowing that not everything will work out. The experiences should be documented in a concise way so that future teams will know what has been tried and how it was done. ExCo should evaluate the title of each position, considering changing all ExCo positions to Vice President of… (See minutes from 2017 South Africa Symposium).

5 Year Strategy

The next strategic planning committee may see fit to suggest ExCo make changes to themselves, including in name and duties. They should take into account any thoughts from previous Executive Committee teams to ensure they have a good understanding of the current state.


MOD Team

1 Year Strategy

The MOD team should begin the process of identifying what regions they want to make and how they plan to divide up the work. The decision will be the MODs with any extra input they desire. Once decided, they should have a plan to create a representative position within each of their regions—this may be elected or chosen via an application, however the MOD sees fit for the given time.

3 Year Strategy

The next few years will be used to decide what is the best fit. As the representative positions are built, their responsibilities will be decided on by the MOD/MOD Team. This body of representatives will be a separate group, managed by the MOD/MOD Team. The regions may be changing each year, finding a good fit that evenly spreads out the work. During this time, as the basics are finalised, the MOD Team may also begin to look at creating more content for the team to execute, such as events, challenges, etc.

5 Year Strategy

In 5 years time, the MOD team will have settled into their new regional system. The regions may still occasionally change, as IVSA grows and expand. The team should be working on not only managing the various MOs— their own events and plans—but also continue to introduce new challenges, and global events (in- person or virtual) to encourage camaraderie among members. The MOD will have delegated out various tasks to the regional representatives to ensure they have plenty of time to handle their tasks.

  • This is not a Federation style system, and would NOT require MOs, at any level, to become official/registers groups within their country. Nor, does this prevent that.


Member Organisations

1 Year Strategy

The MOD Team, as they begin their own process of regionalisation, should also begin to help prepare MOs for potential changes by being open to questions. This first year will mostly be internal changes; while also preparing a definite plan for the coming years as the MOs themselves will begin to change.

3 Year Strategy

Over these coming years the MOs will be reorganised (internally) as local MOs under a given National MO (according to the UN recognized nations). This may not change anything for many MOs, rather it is important to begin using the correct terminology, so everyone continues to be on the same page. National MOs may already exist in many cases, and only require minor changes in terminology, and official positions, etc. However, this time will also be important to help build National MOs where there are none. Not all of them have to be the same, and some may have stronger National MOs than Local, or vice versa. The important part of this time is to keep communication open and ensure that there is someone at each level in charge of communicating up and down the chain of command.


5 Year Strategy

At this point terminology could be changed where needed and local MOs should be recognized as such. The process of building National MOs may still be on- going but will hopefully be on in the final stretch. The MOD will continue to be involved in the events and plans for MOs that include other countries, with final approval given by ExCo/MOD; however, much of the communication and ground work may be handed over to the regions. In order to make sure each country is recognized as such IVSA could begin the process of moving away from supranational entities. Supranational entities may still choose to work closely together (i.e. work as SAVMA) and enter into various agreements. This is only referring to their recognition during the GA and in IVSA as a whole, as well as methods of communication.


Rules

1 Year Strategy

The MOD team, along with ExCo, will take the recommendations from the Task Force on National MOs and decide on what is important for MOs to have. This will be written down and clearly communicated to MOs and future ExCos, although it may not be “required” as of this time.

3 Year Strategy

In the coming years, each MO should have their rules approved by the MOD Team, and MOs needing help should be able to get help from the MOD Team. In the first year or two that this process is in place, it may be advisable for the President to make a task force, to help quickly approve the current MOs which already have a set of rules.

5 Year Strategy

In 5 years, all current MOs should operate according to a standard operating procedure provided by the MOD. New members applying should do so along with their set of rules. The MOD and ExCo should be aware that with changing times the requirements for various rules may also change; it may be advisable in the future to have MOs change various parts of their own rules to better reflect the goals and ideals of IVSA as a whole.