Candidature Package for the position of
"If your actions inspire others to dream more, learn more, do more, and become more, know that you’re an accomplished leader."
-JohnQuincyAdams
Letter of Motivation
Dear members of IFMSA-Morocco, dear family,
Where do good leaders come from?
Before joining IFMSA-Morocco, I believed that good leaders were born with a kind of innate virtue that naturally drove them to serve others. But I eventually realized that this idea was far from reality. What I’ve learned is that it’s the environment that shapes us, that forges our character. When the stars align and the environment is right, each of us is capable of achieving great things My journey with IFMSA-Morocco has allowed me to meet and collaborate with extraordinary leaders, colleagues, and friends. Through these experiences, I’ve come to understand that trust and cooperation are the keys to successful leadership. These are not qualities that can be imposed but values that are cultivated, little by little, like tending to a garden. You cannot simply demand trust or cooperation; they are earned, nurtured, and deeply rooted over time.
We live in a world where uncertainty reigns supreme, where dangers and threats constantly loom over our organization, and these challenges are not going away anytime soon. However, the conditions within our "safe circle," IFMSA-Morocco, are what we can control, and this is where leadership becomes crucial. A leader sets the tone, choosing to prioritize the safety, growth, and vision of the organization, even if it means sacrificing their own comfort so that everyone feels they belong. They create a space where everyone can make mistakes, get back up, try again, and ultimately thrive. It is in this environment that exceptional things happen, and this is how we naturally come together to face external threats to our cocoon. Leadership is a choice; it’s not about titles or authority, but the willingness to serve, take responsibility, and lead by example. This is what I aspire to be, what I believe I am, and what I wish to become for our federation: an authentic, passionate, and fully dedicated leader. I am ready to give my sweat and hard work to our federation and its members because I wholeheartedly believe they would do the same for me.
I discovered IFMSA-Morocco by sheer chance, but I stayed by choice From the moment I joined this organization as an active member, I felt a growing sense of purpose within me. From applying for the position of Vice-President for External Affairs of my local committee to my current role as VPE of IFMSA-Morocco, I have grown in ways I never imagined. Participating in General Assemblies, representing my country on the international stage, and working to make IFMSA-Morocco shine among other NMOs have been the highlights of my journey The recognition we receive as one of the most prestigious and influential NMOs has instilled in me a deep sense of responsibility, a thirst to do more, to give everything I have.
I have worked to strengthen our partnerships, drafted our first policy document, won awards for our external efforts, and represented IFMSA-Morocco at events and conferences around the world. These have been enriching experiences for which I will always be grateful. However, today, this feeling of wanting to contribute more is growing within me and can no longer be ignored. It is time for me to take the next step
That is why, dear members of IFMSAMorocco, I am presenting my candidature for the position of President.
I firmly believe in our potential, in our ability to be recognized as one of the most influential civil society associations in Morocco. I aspire to build on IFMSA-Morocco's reputation, to make it shine brightly within the federation. I wish to continue the work we’ve started, to reap the rewards of our past efforts, and to bring a lasting impact on our planning, vision, and goals. I aim to be the driving force of an exceptional team, to enrich the legacy of those who came before us, and to pave the way for those who will follow.
I want to be the leader who sets the tone, who prioritizes the safety, growth, and vision of IFMSAMorocco, and who sacrifices for everyone to feel they belong. Because it is by creating this environment that exceptional things happen "For All of You. All, For You."
I hope my candidature meets your expectations.
Sincerely, Salma
PILLAR 1: LEADERSHIP; TO AS A WORKING MACHINE
In every organization, a central core plays a crucial role in leading and supporting the work and development of its members For IFMSA-Morocco, this core is made up of the Team of Officials The President, as the leader, coordinates the work of the various members and ensures the cohesion and complementarity of the actions carried out.
TO Dynamics
The responsibility of managing the NMO is supported and shared with the President by the Team of Officials, the backbone of our federation. I will offer support to all TO members by:
Promoting a positive work environment to ensure the well-being of members and team efficiency, encouraging collaboration, and establishing a platform for idea exchanges.
Organizing, with the VPI, 1:1 meetings with NOs, SDDs, and LC Presidents at the beginning of the term and supporting them with regular check-ins using our various communication channels and the monthly TOM.
Discussing with the outgoing and elected TO members at the beginning of the term the assistant positions that will be proposed to prevent burnout while ensuring the quality of these positions
Opening the call for assistants at the beginning of the term so that TO members can start recruiting their respective teams as early as possible
Adding a section in the monthly report for each TO member to highlight the work of their assistants and promote accountability within their teams.
EB Dynamics
My vision for the EB for this term is “a united team that maximizes resources and fosters an environment conducive to the association's success.” To enhance cohesion among the team members, I am committed to:
Organizing 1:1 meetings with each EB member at the beginning of the term Creating guidelines for reasoned, objective decision-making within the EB at all times to ensure harmony within the association Holding monthly EB meetings with additional meetings as needed and maintaining a task tracking sheet to encourage inter-EB member collaboration.
SupCo Dynamics
The members of the Supervising Council (SupCo) provide valuable advice and guidance, ensuring transparent management and adherence to the established standards of IFMSAMorocco. Continuous communication will be maintained with these members, and consultations will be conducted in case of any violations to preserve the integrity of our organization
Supporting LCs & Members’ Engagement
Assist local committees in ensuring a smooth transition following delayed elections Develop a support plan with the VPI and create a tracking sheet to monitor the status of local elections and assist committees in their recruitment campaigns and maximizing their visibility
Ensure continuous transparency in the work of the TO and maintain constant communication between the TO and the members
Leverage successful member engagement initiatives from this term (such as The Blue Initiative, SCORA Trip, etc.) and develop a strategy based on these initiatives, integrating it into the Strategic Plan 25-28.
With over 12 years of history, 6 permanent LCs, 1 candidate LC, and countless requests to join our federation, IFMSA-Morocco is vowed to enter a new era:
Provide guidance and capacitybuilding sessions to the candidate LC, MedKhayr, in collaboration with the VPI and the TSDD.
Assign "LC buddies" to potential new LCs to support and mentor them. Work with the VPI on the LC Development Plan.
Competency Model
Explain the common work guidelines and ensure that the entire TO follows them for smooth teamwork. With the VPI and the TSDD, create a core competency model for officials and train TO members, with the Secretary General, on the use of the drive provided at the beginning of the term and ensure they update it regularly.
Handover & End of Term Report
Ensure that a complete handover is finalized before the start of the next term. This includes documenting all instructions given by the outgoing TO and preparing a comprehensive end-ofterm reports summarizing the work done by each NO, SDD, LC president, and EB member.
Form a drafting committee for protocols and guidelines for online elective EGAs.
Mental Health
Students in medicine face considerable pressure to balance their studies, associative work, and personal life. During this term, I will prioritize establishing a mental health support system by building strong connections and solid trust with the TO through regular check-ins, but most importantly by respecting assigned days off and ensuring a fair distribution of tasks.
PILLAR 2: STRATEGIC PLAN & REFORM
Task Force on Leadership Positions
As a member of the task force on Leadership Positions (LP) 23-24, I closely observed the process and the ensuing debates Our organization does not need a complete overhaul of leadership positions but rather a reform of the existing tasks as defined in our bylaws Therefore, I propose to open a new chapter in this discussion by focusing exclusively on Bylaws Change Proposals (BCPs) and the reform of LP tasks.
How?
After the mandate of the previous TF ends during the autumn NGA and after consulting with the EB, work on establishing a new TF composed of representatives from various LCs working together to develop the tasks described in our constitution, ensuring they align with the organization’s needs
Gather more responses on the baseline assessment previously established by the task force to obtain more feedback from those who have held these roles before (mandatory questions in the NGA registration form, 1:1 with IFMSAMorocco alumni, etc.).
Salma Guennoun
President 24-25
Strategic Plan 25-27
Since the Strategic Plan (SP) 2018-2021, our organization has laid important foundations for our work. Through my experience collaborating with various stakeholders and interacting with former members and representatives from other NMOs, I have realized that a clear vision and a structured framework are essential to reach our full potential. That is why I am making the development of the Strategic Plan 2025-2027 a priority for this term a plan that will enable us to go even further and guide our initiatives.
How?
Work on establishing a TF for the SP 2025-2028, led by experienced members (those who have benefited from strategic planning sessions/trainings in CB camps and Pre-GAs) to draft the strategic plan with clear and measurable steps that can be periodically reviewed and updated to ensure transparency and accountability.
Evaluate the SP 18-21, identify what worked, what didn’t, and why some initiatives were not fully realized
To ensure our document is both visionary and feasible, engage key stakeholders, including alumni and partners, in the development of our plan.
National Priorities & Intervention Domains
The two years allocated for the implementation of National Priorities (NPs) have now elapsed, so it will be essential for the EB and the TO to conduct a thorough evaluation of these NPs.
This will involve creating a form to be filled out by past national officers (NOs) and local officers (LOs), as well as active members. This approach will allow for maintaining some priorities and, if necessary, defining new ones by aligning them with the United Nations Sustainable Development Goals (SDGs), regional priorities, and IFMSA's global priorities within the "Think Globally, Act Locally" framework.
Share the PNs in the Members' Folder to ensure their accessibility to all.
Base the majority of the initiatives undertaken by the TO on these priorities and intervention areas to achieve the defined internal and external objectives.
Annual Working Plans
Submitting a complete Annual Work Plan (AWP) to the members of IFMSA-Morocco is a major priority for me. I will ensure that this term has a clear vision, mission, and set of SMART objectives that will be executed throughout the year. I will also make sure that the entire TO is empowered to use the existing template.
How?
With the TSDD, organize step-by-step training sessions for the TO upon their election on how to effectively use the AWP template.
Set clear deadlines for submitting the first version of the AWPs by the end of October, with quarterly revisions to ensure progress is being made
Share the AWPs of all officials in the Members' Folder so that all members are informed of the priorities for our term.
Integrate the AWPs into the monthly reports shared with IFMSA-Morocco members.
PILLAR 3: CAPACITY BUILDING & EMPOWERMENT
Capacity Building & Team of Officials Meetings
Ensure the organization of at least two in-person TOMs and one online TOM each month to evaluate progress, address needs, and ensure smooth communication and optimal coordination within IFMSA-Morocco. Organize capacity-building opportunities with the TO and the TSDD to ensure the training of our members in managing the various local committees.
Continue to train the EB members, TO, and local committees in organizational development.
NGAs for members’ development
To ensure the success of the National General Assemblies (NGAs) and enhance the involvement of the EB in their organization, I am committed to: Ensuring continuous communication and regular updates with the Organising Committees (OCs) of both NGAs, as well as holding monthly meetings to provide all necessary resources and support, including fundraising and sponsorship. Overseeing the progress of the SWG on the organization of the NGAs and evaluating its results and needs.
Collaborate in advance of the NGAs with the TSDD, NOs, and EB members to ensure the success of the sessions. Prioritize skills development during the NMO Management sessions to ensure better capacity building. Organize Open Space Discussions (OSDs) on BCPs before the NGAs to encourage preliminary exchanges.
MOROCAMP
The Sub-Regional Training is a flagship event of IFMSA-Morocco that provides certifications and enhances our autonomy in capacity building, while also improving our visibility and reputation internationally. As President, I plan to:
Support the Organising Committee (OC) of Morocamp 6, of which I am Head, to ensure the success of the event by organizing weekly meetings to discuss progress
Make available the "How to SRT" manual from IFMSA
Collaborate with the TSDD to clarify the workshop proposal procedure and encourage members to actively participate in organizing the workshops.
PILLAR 4: INTERNATIONAL OPPORTUNITIES & OUTREACH
Enrollment & Activities
We did an excellent job last term by registering over 20 activities in IFMSA programs. We won several awards at activities and SCs fairs, and we were able to participate in the Rex Crossley Awards Gala because of this. I plan to continue this legacy with the PSDD by:
Creating the tracking sheet for this term's enrollments.
Training local PSDDs, with the TSDD, on enrollment and using the IFMSA model for pre- and post-project sheets.
Notification System for Opportunities
We have noticed strong engagement in international opportunities this term, mainly due to the Facebook sharing system However, this system has flaws, and some members still feel intimidated and inadequately informed about these opportunities
I plan to implement a program that checks the IFMSA-Morocco NMO email account, obtains new opportunities, creates a brief summary of the email and the deadline, and shares them in a WhatsApp group and a Google sheet. This program was made available by officials from IFMSA-NL, who observed a significant increase in their members' engagement with the international opportunities offered by IFMSA.
Encourage members to subscribe to IFMSA servers
Support members in their applications for various opportunities and positions within IFMSA
Representation
I aim to further strengthen the solid reputation of our NMO by maintaining a presence on the NMO server, proudly sharing our positions and achievements, and creating new opportunities for our members. I commit to leading our delegation at all international events with passion and responsibility, ensuring our presence is felt through:
The organization of Pre-Departure Trainings for the delegation, thorough preparation, and clear accountability of delegates by assigning them various tasks.
Encouraging inter-NMO collaborations, particularly with those in the EMR region.
Completing the NMO reports, Credential forms, and any other procedures to ensure IFMSAMorocco's voting rights at general assemblies.
Host the IFMSA TOM
IFMSA TOMs offer valuable capacitybuilding opportunities to our members. With the approval of the elected EB, we would be open to organizing one, as they are relatively easy to arrange. This would allow our NMO to stand out as a loyal and committed member of the international federation.
PILLAR 5: GLOBAL HEALTH ADVOCACY
& EXTERNAL AFFAIRS
Youth Delegate Program
As the informal coordinator of the youth delegate program for this term, I have worked on a proposal and a letter to the Minister of Health explaining the program and calling for its launch in Morocco I will strive to:
Submit the letter and the dossier by the first week of September.
Follow up on the letter and start activating the delegate selection process.
Once the program is activated, a YDP coordinator position should be added to the TO and voted on during the NGAs in accordance with the recommendations of IFMSA and NMOs with active YDP programs
Policy Writing & Statements
With the VPE, update the manual on policy making with revised templates and more comprehensive guidelines Open at least two SWGs on a PD covering at least two national priorities
Our Current Efforts: Where We Stand
In the past term, we worked to reconnect with partners lost during the pandemic, restore trust, attend consultations, organize meetings, present strategies, and participate in national strategies. This year's term will focus on:
Finalizing the Memorandums of Understanding already under discussion, including with UNAIDS. Creating more opportunities for members to participate as delegates in major national events and conferences.
Policy Documents (PDs) and statements are elements that build our federation’s credibility and showcase IFMSA-Morocco’s true values to the world As an association, we represent thousands of medical students across the kingdom, and it is our duty and responsibility to represent their positions on various topics determined by our areas of focus and the external objectives of our national priorities.
Following our contribution to Morocco's bid for the Pandemic Fund, we will continue to be involved in government strategies to promote health and participate in numerous national campaigns.
Centralized Leadership
Since most of our partners are based in Rabat and Casablanca, and as a native from the economic capital, I could easily attend last-minute meetings and events as President
PILLAR 6: FINANCIAL MANAGEMENT
IFMSA Payment Plan
Like many countries in the EMR region and Africa, we face difficulties in paying the annual membership fees to IFMSA as well as the participation fees for GA and regional meetings. In this regard, I will work closely with the Regional Director to find solutions and alternatives to this issue, which poses significant risks to our federation
I will also closely monitor the payment plan already initiated during the August Meeting 24 and ensure that all remaining fees are paid on time.
Membership Fees
This issue, which has sparked debates within our organization for years, deserves a definitive resolution. In collaboration with the Treasurer and the LC Presidents, I am committed to finding common ground and establishing a solution that benefits everyone.
Fundraising
Assist the Treasurer and the VPE in seeking grants and fundraising opportunities through merchandise sales and other initiatives.
NGO File & Management
Support the Treasurer in setting up the budget forecast, supervise various transactions, and ensure the maintenance of a positive financial balance while adhering to the strategic fund. The establishment of external professional accounting is now necessary to ensure better financial management of the federation with the Treasurer. The use of external accounting is justified by the ambition to obtain NGO status for our federation. State recognition will make IFMSA-Morocco a public utility association, which will simplify many administrative procedures.
PILLAR 7: ALUMNI & ORGANIZATIONAL MEMORY
Revitalize the alumni database
It is essential that we value and fully leverage our valuable network of alumni, through which we can create new opportunities for our current members.
Redefine the Alumni
We need to revisit and clarify the criteria for being considered an alumnus, in accordance with the BCPs adopted during NGA 18.
Leverage alumni and honorary members
To maintain the connection of former members with IFMSA-Morocco, we should actively invite alumni to participate in our NGAs and other important events Encouraging them to apply for honorary membership to thank and recognize their immense contribution to the federation will be a priority during this term.
Establish permanent email addresses and a dedicated server for IFMSA-Morocco
Working with the Secretary General to establish permanent email addresses and acquire a dedicated server for our organization will be a priority. This will enhance our communication capabilities and data management
Update the TO Folder
With the Secretary General, ensure that the TO folder is updated with the latest information and resources, such as manuals, useful links, documents, and workspaces.
PILLAR 8: EXCHANGES MANAGEMENT
Support the Exchange Team
IFMSA-Morocco stands out with one of the best exchange programs internationally. To maintain the efforts of our predecessors, we must ensure continued academic quality in our exchanges, and improve, rethink, and promote our social program through an effective promotion strategy We need to:
Assist the exchange team during this challenging period: Particularly due to the boycott, provide support to navigate effectively during this time.
Help the exchange team promote both IN and OUT exchanges
Monitor the implementation of the scoring system by the NEO-Out and NORE, and supervise any changes or adaptations to this system.
Collaborate with the executive board members and the NEO-In to manage refund requests effectively.
Support the NEO-Out in obtaining academic recognition for our exchanges. Resolve any remaining refund requests or canceled exchange contracts
Assist in promoting and facilitating SCOPH exchanges and initiate SCORA exchanges.
The sky’s the limit : Leverage our potentiel
Some might say, "Isn't it too ambitious to organize a GA in Morocco? After all, we've only been around for 12 years."
While it may seem ambitious, the truth is that in just 12 years, our federation has made a name for itself and built a solid reputation known among all NMOs. Our team is growing, as is our expertise. We have organized impressive NGAs that could easily match the scale and reputation of a GA.
Personal Profile
5th year medical student at University Hassan II of Casablanca Faculty of Medicine and Pharmacy
Casablanca, Morocco salmagical9@gmail.com
Salma Guennoun
+212621114548
High School Diploma at Groupe
Scolaire Romandie
Current Medical Stagiaire at CHU Ibn Rochd
Arabic (Native)
French (Full Proficiency)
English (Full Proficiency)
Korean (Limited Proficiency)
Japanese (Limited Proficiency)
Software Skills
Salma Guennoun
PASSIONATE LEADER WITH 4 NGAS, 2 EMRS, 2 GAS
L E A D E R S H I P P O S I T I O N S
2021-2022: External Affairs Assistant of NGO Medec’IN-Casa
2021-2022: Public Health Assistant of Medec’IN-Casa
2022-2023: Vice President for External Affairs of Medec’IN Casa
Vice Head on Sponsorship & Fundraising of Morocamp V- Sub Regional Medical Training Camp
Vice Head on Media & Communication of the Global Health Emerging Leaders Program Morocco
2023-2024: Vice President for External Affairs of IFMSA-Morocco
Chair of the Morocamp VI - SRT Camp
P O L I C Y & A D V O C A C Y W O R K
2022-2023: IFMSA Small Working Group Member on Meaningful Youth Engagement Policy Document
2023-2024: IFMSA-Morocco Small Working Group Coordinator on Accreditation and Social Accountability of Medical Students in Morocco Policy Document
2023-2024: IFMSA Policy Review Committee member for the IFMSA March Meeting 2024
World Health Day Campaign Project Leader - IFMSA-Morocco Meaningful Youth Engagement Campaign member - IFMSA
M E E T I N G S & C O N S U L T A T I O N S
2022: NGA XV Saidia, NGA XVI Ifrane
2023: Delegate at the Eastern Mediterranean Region Meeting 19 NGA XVII Agadir, NGA XVIII Dar Eddaya
2024: Session Team at the Eastern Mediterranean Regional Meeting 20 Trainer at the IPPF African Pre-Conference on Sexual and Reproductive Health 2024: IFMSA March Meeting General Assembly 2024
IFMSA Delegate to the International Association of Medical Science Educator Annual Conference in Minneapolis, USA
Consultation at the UN Compound Morocco on Youth Engagement in decision-making processes
Consultation & Strategic Planning on Morocco’s Pandemic Fund application with the “Direction de l’épidémiologie et de lutte contre les maladies” and WHO country office Morocco
IFMSA August Meeting as VPE Support Person, Vice-Head of Delegation, Activities’ Fair Judge & NMO Mx EAs coordinator
GHWN Youth Hub 2024 participant
IFMSA Delegate to the World Health Summit 2024 in Berlin, Germany.
23-24: Task Force on Leadership Positions member
August 2023: Hydrogen Water and its effect on gut health, Department of Convergence Medicine - Wonju Medical College - Yonsei University - South Korea
Publication “COVID-19: A global health storm calling for Universal Health Coverage” on the European Sting
Training New Trainers (TNT) IFMSA certified trainer with +50h of facilitation Global Health Advocate (GHA) IFMSA certified facilitator UNFCCC YounGO member Mad Science Instructor
