Turkish Society of Orthopedics and Traumatology (TOTBİD) 2-Year Strategic Plan
(2024-2026)
President's Message
Dear Colleagues,
As you know, the Turkish Society of Orthopedics and Traumatology (TOTBİD) is the sole and most important umbrella organization in the field of orthopedics and traumatology in our country. With its branches, councils, and committees, it is the only association authorized to conduct Turkish orthopedic and traumatology training, international relations, and relations with the public. With the Coordination Board established in 2013 and the protocols signed by all associations concerned with the orthopedics and traumatology branch, TOTBİD has been accepted as the umbrella association and continues its work in harmony with the Coordinating Associations.
With the vision of our founder, Rıdvan Ege, we have been continuing our activities for over 50 years in many areas, such as gathering more than 4,000 colleagues under one roof in Turkey, organizing meetings, especially the national congress, and conducting scientific activities, publications, and publishing an international journal.
As the Turkish Society of Orthopedics and Traumatology (TOTBİD), the implementation of a strategic plan has become a necessity at this point. In this context, our board of directors has prepared this strategic plan, which we present to you as a result of a year's work. The strategic plan is a document that must be prepared in three stages, short, medium, and long term, in a collaborative manner with all stakeholders, and within the framework of the laws of the Republic of Turkey.
The strategic plan we present to you includes all three stages as well as the short-term plan for our term. The boards of directors are obliged to make short-term changes related to their own terms in the strategic plan, as required by our bylaws. Our greatest wish is that the strategic plan we present will create a roadmap for all administrations after us. I would like to express my gratitude to everyone who contributed to the preparation of the strategic plan.
Sincerely,
Dr. Mehmet Demirhan
President of Turkish Society of Orthopaedics & Traumatology (TOTBİD)
Introduction
The Turkish Society of Orthopedics and Traumatology (TOTBİD), as a leading organization in the field of orthopedics and traumatology in Turkey, aims to support the education and development of its colleagues, encourage scientific research, and protect public health. This strategic plan has been prepared to determine the association's goals and strategies for the years 2024-2026 in accordance with the association's mission and vision.
1.STRATEGIC PLANNING PROCESS
1.1. The Need for Strategic Planning for the Turkish Society of Orthopedics and Traumatology
The Turkish Society of Orthopedics and Traumatology (TOTBİD), as a leading organization in the field of orthopedics and traumatology in Turkey, has important missions such as supporting the education and development of all orthopedic specialists and assistants in the country, encouraging/supporting scientific research, and informing the public. A strategic plan is needed to effectively fulfill these missions and ensure the long-term success of the association.
The Regulation on Procedures and Principles Regarding Strategic Planning in Public Administrations, published in the Official Gazette numbered 30344 dated 28.02.2018, was used as a source in the preparation of the strategic plan.
Contributions of the Strategic Plan to TOTBİD
Ensuring Operational Continuity:
While the TOTBİD management changes with the election held every 2 years as per the bylaws, the strategic plan will be a roadmap for what needs to be done in the future, while clearly showing the current state of the association for new administrations.
Direction and Focus:
The strategic plan defines TOTBİD's long-term vision and mission. This helps the association to direct its activities towards specific goals and allows its members to focus their energies on a common goal. Thus, the association's resources are used in the most efficient way and a more effective path is followed in achieving the goals.
Effective Use of Resources:
As an association that aims to achieve important goals with its resources, TOTBİD has to use its existing resources in the most efficient way. The strategic plan ensures that limited resources such as budget, human resources, and time are allocated according to strategic priorities, thus preventing waste and increasing efficiency.
Development and Innovation:
Continuous development and innovation are necessary in the field of orthopedics and traumatology. The strategic plan aims to follow these developments and introduce new treatment methods and technologies to the members of the association. Thus, the knowledge and skills of the association members are kept up-to-date and the quality of health services is improved.
Supporting Members:
TOTBİD members need a structure that constantly supports their professional development. The strategic plan ensures that training, research, and professional development opportunities are offered systematically and regularly. This increases the motivation of the members and strengthens their commitment to the association.
Public Health and Community Services:
Organizes the association's services and contributions to the community. Protecting public health and raising public awareness about the prevention and treatment of orthopedic diseases can be made more effective with a strategic approach. This strengthens TOTBİD's social role and contributes to the spread of health awareness in society.
International Collaborations and Visibility:
A strategic plan is necessary to establish international collaborations and increase the visibility of the association. This ensures that the association is recognized globally and its members gain international experience. It also enables TOTBİD to play a more active role in international projects and research.
Monitoring and Evaluation:
The strategic plan provides a framework for monitoring and evaluating the association's performance. Regularly reviewing the level of achievement of the goals ensures that necessary corrections are made and contributes to the continuous development of the association. This ensures that TOTBİD has a flexible and dynamic structure.
In conclusion, a strategic plan for TOTBİD (Turkish Society of Orthopedics and Traumatology) is necessary to realize the association's mission and vision and to provide more effective services to its members and the community. This plan organizes the association's activities, ensures the efficient use of resources, and creates a roadmap for long-term success.
1.2. Strategic Planning Process
The newly elected TOTBİD Board of Directors reviews the current TOTBİD Strategic Plan, makes any changes it deems necessary within the first 6 months, and publishes the new plan on the website.
1.3. TOTBİD's Organization Chart
1.4. Human Resources
As of September 2024, there are 2800 full members and 1743 candidate members registered with our association who have the opportunity to become full members upon completion of their assistantship.
1.5. Stakeholder Analysis
1.5.1. Internal Stakeholders
|
1 |
TOTBİD President |
Manages TOTBİD (Turkish Society of Orthopedics and Traumatology). Protects its rights and interests. |
|
2 |
TOTBİD Previous President |
Effective in transferring institutional memory as the previous term president of TOTBİD. Does not have voting rights. |
|
3 |
TOTBİD 2nd President |
Represents the TOTBİD President in their absence. |
|
4 |
TOTBİD Secretary |
Manages correspondence, keeps association documents, ensures regular meeting minutes. |
|
5 |
TOTBİD Treasurer |
Manages the financial affairs of the association. |
|
6 |
TOTBİD Board of Directors |
The decision-making body of TOTBİD. |
|
7 |
TOTBİD Board of Directors Full Members |
Members with voting rights in the decision-making body of TOTBİD. |
|
8 |
TOTBİD Office Secretary |
Responsible for managing the assigned tasks within the framework of authority and responsibility. |
|
9 |
TOTBİD Board of Directors Alternate Members |
Not full members of the board. They do not have voting rights. They become full members according to their ranking after the number of full members decreases. |
|
10 |
TOTBİD Audit Board Members |
Audits TOTBİD twice a year and prepares an audit report. |
|
11 |
TOTBİD Audit Board Alternate Members |
Not full members. They become full members according to their ranking after the number of full members decreases. |
|
12 |
TOTBİD Member Specialist and Assistant Physicians |
Constitute the target audience for TOTBİD's activities. |
|
13 |
AOTT Editor |
Primarily responsible to the board of directors for all activities of AOTT. |
|
14 |
TOTBİD Journal Editor |
Primarily responsible to the board of directors for all activities of the TOTBİD Journal. |
|
15 |
TOTEK/TOTEK President and Board of Directors |
Responsible to the TOTBİD board of directors for all activities of TOTEK (Turkish Orthopedics and Traumatology Education Council). |
|
16 |
TOAK/TOAK President and Board of Directors |
Responsible to the TOTBİD board of directors for all activities of TOAK. |
|
17 |
Branches/Branch Presidents and Boards of Directors
|
Each branch management is responsible to the TOTBİD board of directors for its own activities. |
|
18 |
AGUH/ President and Board of Directors AGUH |
Responsible to the TOTBİD board of directors for all activities of AGUH (Assistants and Young Specialists Committee). |
|
19 |
International Association Delegates (EFORT, APOA, UEMS, SICOT, AAOS) |
Delegates are responsible for establishing the necessary connections between TOTBİD and the international associations they are delegated to, with the authority granted by the TOTBİD board of directors. |
|
20 |
Committees/Committee Chairs and Boards of Directors |
Responsible to the TOTBİD board of directors for all activities of the committees. |
1.5.2. External Stakeholders
|
|
External Stakeholder |
Influence/Affected |
|
1 |
TOTDER |
An association operating in the Marmara region and having rights with TOTBİD in the AOTT journal. |
|
2 |
TUSYAD (Turkish Society of Sports Traumatology, Arthroscopy and Knee Surgery) |
A professional association that carries out activities related to sports surgery and knee surgery. |
|
3 |
Turkish Shoulder and Elbow Surgery Association |
A professional association that carries out activities related to shoulder and elbow surgery. |
|
4 |
Turkish Spine Association |
A professional association that carries out activities related to spine surgery. Works with the relevant sub-branch of the Neurosurgery Association. |
|
5 |
Hip Knee Arthroplasty Association |
A professional association that carries out activities related to hip and knee arthroplasty. |
|
6 |
Hip Joint Preservation Association |
A professional association that carries out activities related to non-prosthetic treatments of the hip joint. |
|
7 |
Pediatric Orthopedics Association |
A professional association that carries out activities related to pediatric orthopedic diseases and treatments. |
|
8 |
Turkish Hand and Upper Extremity Surgery Association |
A professional association that carries out activities related to hand and upper extremity surgery. |
|
9 |
Extremity Reconstruction and Ilizarov Methods Application Development Association |
A professional association interested in Extremity Reconstruction and Ilizarov surgery. |
|
10 |
Alumni Organization Trauma Association Turkey |
A professional association that establishes connections with the AO association and carries out activities related to trauma. |
|
11 |
Orthopedic specialists who are not members of TOTBİD |
Constitute the target audience in TOTBİD's activities. Potential new members. |
|
12 |
Ministry of Health |
Responsible for determining and implementing health policies in our country. |
|
13 |
University and Orthopedic Assistant Training Institutions |
Collaboration is carried out in orthopedic training. |
|
14 |
Private healthcare institutions
|
Since TOTBİD covers all orthopedics and traumatology specialists in the country, orthopedists working in private healthcare institutions can also work with TOTBİD. |
|
15 |
International associations in cooperation |
TOTBİD is represented at the delegate level with associations and federations such as EFORT, APOA, AAOS, SICOT, etc. |
- SWOT Analysis
2.1. What is SWOT Analysis?
SWOT analysis is a strategic planning tool that evaluates the strengths, weaknesses, opportunities, and threats of a business or institution. This analysis helps an organization understand its current situation, conduct strategic planning, and gain a competitive advantage.
2.2.1. Strengths:
Organizational Structure: TOTBİD has a robust and organized institutional structure. This structure allows the association to operate effectively and utilize its resources efficiently. A strong management team, well-defined procedures, and effective decision-making processes contribute to the sustainable growth of the association.
Inclusiveness: The association caters to a broad member base and covers various specialties in the field of orthopedics and traumatology. This inclusiveness allows the association to bring together different perspectives and experiences, creating a richer and more diverse knowledge-sharing environment.
Strong Financial Structure: TOTBİD has a robust financial structure. This provides the association with the necessary financial resources to sustain various activities such as training programs, research funds, and public health projects. A strong financial structure helps the association plan long-term projects and survive during times of crisis.
Organized Congresses Held Every Year: TOTBİD regularly organizes congresses every year. These congresses allow members to follow the latest scientific developments and share their knowledge and experiences. In addition, these events increase the recognition of the association at national and international levels.
Regular Training Courses: The association regularly organizes training courses, and these courses help members develop their professional knowledge and skills. Training courses provide the sharing of up-to-date information on new treatment methods and technologies.
Active Role in Assistant Training: TOTBİD plays an active role in assistant training in the field of orthopedics and traumatology. This supports the professional development of young doctors and enables them to become more competent in their areas of expertise. This role of the association ensures that future orthopedics and traumatology specialists receive quality training.
High Membership: The association has a large member base. A high membership helps to ensure greater participation in the association's activities and projects. This expands the association's sphere of influence and ensures that its activities reach wider audiences.
International Recognition: TOTBİD is a member of the European Federation of National Associations of Orthopedics and Traumatology (EFORT) and is an internationally recognized association. This facilitates the association's participation in international congresses, involvement in joint research projects, and establishment of collaborations worldwide. International recognition enhances the prestige of the association and provides its members with a global perspective.
Regular and Organized TOTEK Exam: TOTBİD regularly organizes TOTEK (Turkish Orthopedics and Traumatology Education Council) exams. These exams provide an opportunity for orthopedics and traumatology specialists to assess and certify their knowledge and skills. Regular exams contribute to the maintenance and development of professional standards.
Regular Accreditation Visits: The association regularly conducts accreditation visits. These visits provide an opportunity to evaluate and improve the quality of training and clinical practices. Accreditation ensures the maintenance of standards in education and continuous development.
AOTT and TOTBİD Journals: The association has scientific journals named AOTT and TOTBİD. These journals publish the latest research in the field of orthopedics and traumatology and support scientific knowledge sharing. The journals have a respectable position in the academic world and constitute a valuable resource for researchers.
2.2.2. Weaknesses:
Existence of Alternative Associations: There are other orthopedics and traumatology associations operating in the field where TOTBİD operates. This can create difficulties in increasing membership and retaining existing members. Alternative associations can distract members' attention and reduce the effectiveness of TOTBİD.
Financial Structure Highly Dependent on Congresses: The association's financial structure is largely dependent on annual congresses. In the event of cancellation of congresses or failure to achieve expected participation, the financial situation of the association may be adversely affected. This situation highlights the importance of financial diversification for the association to sustain its activities.
Insufficient Interest in Scientific Sessions Despite Sufficient Registrations for the Congress: Although participation in congresses is good, the fact that halls are not fully occupied in some sessions can reduce the effectiveness of the events. This indicates that more care should be taken in the organization and content ion of the congresses.
Financial Difficulties for Assistants in Attending the National Congress: Assistants experiencing financial difficulties in participating in training courses and congresses can reduce the effectiveness of the association's training activities. Providing financial support can increase assistants' participation in such events.
Insufficient Effectiveness in Public Awareness: The association may not be effective enough in public awareness and public health issues. This can create deficiencies in raising public awareness about orthopedics and traumatology.
Existence of Non-Member Orthopedists: The fact that not all specialist orthopedists in Turkey are TOTBİD members can narrow the association's sphere of influence. Bringing non-member orthopedists into the association can increase TOTBİD's strength and effectiveness.
Low Participation in International Congresses Due to Economic Reasons: Limited participation in international congresses due to economic reasons can reduce the association's international representation, visibility, and collaborations. This can cause TOTBİD members to be deprived of international experiences and knowledge exchange.
Lack of Binding Nature of the TOTEK Exam: The lack of binding nature of the proficiency exams organized by TOTEK in official appointment and academic promotion processes can reduce the importance and seriousness of these exams. Efforts should be made for the exams to gain wider acceptance and official status.
Lack of Binding Nature of Training Clinic Accreditation: The non-binding nature of accreditation visits can make it difficult to control the quality of training and clinical practices. Making accreditation processes more effective and binding can ensure the maintenance of standards in education.
Existence of Other Journals: Apart from TOTBİD's scientific journals, many other national journals publish in the field of orthopedics and traumatology. This can reduce the international competitiveness and quality of TOTBİD journals.
Weak Relationships with Government Institutions: Weak relationships between the association and government institutions can make it difficult for the association to play an active role in health policies and practices. Establishing stronger collaborations with government institutions can increase TOTBİD's effectiveness and influence.
Insufficient Collection of Membership Fees: Insufficient collection of membership fees can negatively affect the financial structure of the association. Streamlining the fee collection process can ensure the financial sustainability of the association.
Decrease in the Number of Sponsors: A decrease in sponsor support can create difficulties in financing the association's activities. Increasing the number and diversity of sponsors will enhance the financial strength of the association.
2.2.3. Threats:
Increase in the Number of Associations: An increase in the number of associations operating in the field of orthopedics and traumatology in Turkey can create challenges for TOTBİD in retaining its members and gaining new members. This can reduce the association's competitiveness.
Decreased Interest in TOTBİD: A decrease in members' interest in TOTBİD can lead to a decline in participation in the association's activities and a decrease in the effectiveness of its activities. New strategies should be developed to keep members' interest alive.
Inability to Hold Congresses Due to Covid and Similar Reasons: Epidemic diseases like Covid or similar crises can lead to the cancellation or postponement of annual congresses. This can negatively affect the association's financial structure and members' knowledge sharing.
Decreased Interest in Congresses: A decrease in interest in congresses can reduce the effectiveness of annual congresses, one of the association's most important events. Innovations should be made in content and organization to make congresses more attractive.
Financial Difficulties Due to Decrease in Sponsors: A decrease in sponsors can lead to a shrinking of the association's financial resources and difficulties in financing activities. Sponsor relationships should be strengthened, and new sponsors should be found.
Non-Members Joining Alternative Associations: Non-TOTBİD orthopedic specialists joining alternative associations can narrow the association's membership and sphere of influence. Strategies should be developed to increase membership and enhance the loyalty of existing members.
Possibility of the TOTEK Exam Being Conducted by the Ministry: The Ministry conducting TOTEK exams can reduce the association's role and authority in this area. Initiatives should be taken for TOTBİD's exams to be officially recognized.
Increase in the Number of Journals and Decline in Quality: An increase in the number of journals publishing in the field of orthopedics and traumatology can reduce the competitiveness and quality of TOTBİD journals. Efforts should be made to maintain and improve publication quality.
Government Ignoring the Association: The government ignoring TOTBİD in health policies and practices can reduce the association's effectiveness and influence. Relationships with government institutions should be strengthened.
2.2.4. Opportunities:
Increase in Membership: The expected increase in the number of specialized orthopedists in the country, combined with increased membership in the Association, allows for greater participation in activities and expands the Association's sphere of influence. The development of membership recruitment strategies will strengthen the association.
Expansion in Coordination: The Association's work in coordination with different disciplines and institutions allows for the development of joint projects and collaborations. This increases TOTBİD's impact and the effectiveness of its activities.
New Building/Center: TOTBİD having a new building or center will allow the association to carry out its activities more effectively and offer better service to its members. The new center will enhance the quality of training and research activities.
More Engaging Scientific Program: Enriching congresses and training activities with more engaging scientific programs can increase participation and raise TOTBİD's scientific prestige. Programs addressing innovative and current topics will attract the interest of members.
Courses Can Increase Membership: The quality and variety of training courses offered can increase membership. Expanding courses and reaching more people will increase TOTBİD's effectiveness.
Assistants Becoming Members After Graduation: Assistant doctors supported during the training process becoming members of the association after specializing ensures the continuous renewal and expansion of the membership base. This increases the sustainability and dynamism of the association.
Possibility of TOTEK Exam Being Accepted as EBOT Equivalent in the Future: TOTBİD's TOTEK exam being accepted as an EBOT equivalent in the near future can increase the association's international recognition and prestige. This will expand international career opportunities for TOTBİD members.
Standardization in Training: Establishing accreditation and training standards increases the quality of orthopedics and traumatology training. Standardization allows for the evaluation and improvement of training programs.
Contribution of the UEGS Exam to Training: The UEGS exam, held regularly every year, is an exam conducted to determine the education level of all assistants in the country, ensure the standardization of training in the clinics they are located in, and to see the level of orthopedic training in the country.
Increase in Impact and Q Values, Increased Interest from Foreign Authors: Increasing the impact and Q values of TOTBİD journals will provide them with greater international recognition. Increased interest from foreign authors enhances the scientific prestige and quality of the journals.
Ability to Play an Active Role in National Health Policies: TOTBİD playing an active role in national health policies can increase the association's influence and its contribution to public health. Collaborations with government institutions contribute to the development and implementation of health policies.
Increase Income An increase in membership and sponsor support can increase the association's income. This allows TOTBİD to sustain its activities and develop new projects.
- Strategic Goals and Action Plan
3.1. Training and Professional Development:
Goals:
To organize continuous education programs and seminars
To create advanced courses and certificate programs for orthopedic and traumatology specialists
To initiate mentorship programs to support the career development of young orthopedic and traumatology specialists
To increase the validity of the TOTEK exam
Action Plan:
To create an annual training and seminar calendar
To ensure continuity in education with online education platforms and up-to-date content
To increase access by organizing regional training meetings
To initiate mentorship and guidance programs for professional development
To ensure that the TOTEK exam is considered equivalent to EBOT
3.2. Research and Scientific Activities
Goals: To create grants to encourage and support scientific research
To organize scientific congresses at national and international levels
To strengthen the association's scientific journals and publications
Action Plan:
To allocate an annual budget for research funds and grants
To establish referee committees to improve the quality of scientific publications
To give more space to the results of TOTBİD-supported research at the National Congress
3.3. Public Health and Community Services
Goals:
To organize public awareness campaigns on the early diagnosis and prevention of orthopedic and traumatological diseases
To develop projects to increase accessibility and improve quality in health services
To launch social responsibility projects that emphasize the importance of orthopedic health in the community
Action Plan:
To ensure media collaborations to inform the public
To use social media with educational content that the public can understand
To organize PODCASTs on current orthopedic topics to inform the public
3.4. International Collaborations
Goals:
To develop collaborations with international orthopedic and traumatology organizations
To carry out joint projects and research in Europe and worldwide
To increase TOTBİD's international visibility
Action Plan:
To continue and develop relationships with EFORT, APOA, AAOS, SICOT, etc.
To encourage participation in international congresses and symposiums
To benefit from international funds for joint research projects
To send TOTBİD members to international conferences and training programs
- Monitoring and Evaluation
Goals:
To monitor the implementation of the strategic plan and prepare annual evaluation reports
To evaluate the level of achievement of the goals and the strategic plan as needed
To receive feedback from members and stakeholders and revise the plan accordingly
Action Plan:
For each newly elected administration to and publish the strategic plan within six months
To establish a committee to monitor the implementation of the strategic plan
To prepare and share annual evaluation reports
To monitor the level of achievement of strategic goals and take corrective measures when necessary
- Conclusion
With the 2024-2026 strategic plan, the Turkish Society of Orthopedics and Traumatology will take important steps towards becoming a leading organization in the field of orthopedics and traumatology in Turkey and worldwide, in line with the association's mission and vision. With our strategic goals in education, research, public health, and international collaborations, we aim to achieve excellence in our field, be a pioneer in education, and contribute to public health.