Two-Year Strategic Plan (2025–2027)

 

President's Message

Dear Colleagues,

The Turkish Society of Orthopaedics and Traumatology (TOTBİD), as the leading umbrella organization for the field of orthopaedics and traumatology in Türkiye, plays a central role in coordinating scientific, educational, and institutional activities.

Through its branches, councils, and committees, TOTBİD undertakes responsibility for improving orthopaedics and traumatology education, managing international relations, and maintaining cooperation with public institutions. The Coordinating Board, established in 2013, and the protocols signed with the associations represented on that board have reinforced TOTBİD’s role as an umbrella organization. Work carried out in coordination with these partner associations has further strengthened our institutional structure.

In line with the vision of our late founder, Prof. Dr. Rıdvan Ege, our Society now brings together more than 4,000 colleagues under one roof. For 55 years, it has continued to develop through national congresses, scientific meetings, educational activities, publishing, and international collaborations.

At this stage, strategic planning has become essential to ensure the sustainable development of our Society and to conduct our activities within a more systematic and measurable framework. Accordingly, following a comprehensive process led by our Board of Directors, the 2025–2027 Strategic Plan presented here has been prepared as a continuation of the previous planning period.

Our strategic plan is a fundamental roadmap that sets out short-, medium-, and long-term objectives, has been developed with contributions from all stakeholders, and articulates the Society’s vision for the future. It is intended not only to guide the current term but also to provide a sustainable governance framework for future boards. Although our bylaws require each Board of Directors to the objectives for its own term, preserving the strategic plan’s overall framework is vital to institutional continuity.

I would like to thank all committees and working groups that contributed to the preparation of this strategic plan. I believe that it will make a significant contribution to the development of our Society and to advancing the field of orthopaedics and traumatology in Türkiye.

Yours sincerely,

Dr. Önder Kalenderer
President, TOTBİD Board of Directors

Introduction

The Turkish Society of Orthopaedics and Traumatology (TOTBİD) is a leading professional organization that supports education and scientific development in orthopaedics and traumatology in Türkiye, contributes to raising professional standards, and aims to protect public health.

The 2025–2027 Strategic Plan has been prepared to identify the Society’s priority objectives, areas for development, and strategies for the coming two-year period, in line with its mission and vision.

This plan provides a guiding framework for strengthening educational activities, increasing scientific productivity, developing national and international collaborations, and sustainably enhancing institutional capacity.

TOTBİD’s Duties and Responsibilities (Mission)

TOTBİD is a public-benefit civil society organization that creates the conditions necessary for scientific knowledge exchange among orthopaedics and traumatology specialists practising in Türkiye and undertakes initiatives to encourage such exchange. It provides leadership in protecting and enhancing the standing of the specialty, takes the necessary steps to safeguard its members’ rights, and does not refrain from activating its own self-regulatory mechanisms to address shortcomings.

TOTBİD’s Goals and Objectives (Vision)

TOTBİD aims to bring together, under one roof, every orthopaedics and traumatology specialist practising in Türkiye; to lead the production of modern knowledge and ensure that its work is followed with interest by the global medical community; and to assume a proactive, decision-shaping role on matters affecting its members rather than merely reacting defensively. It also aims to propose solutions and lead implementation on public-health issues, while ensuring that relations with public institutions are managed through a single umbrella organization.

1. GENERAL INFORMATION

1.1. History of TOTBİD

Following the First International Mediterranean and Middle Eastern Congress of Orthopaedics and Traumatology, held in Ankara in 1970, it was decided to establish an association under the name Turkish Society of Orthopaedics and Traumatology. Its purpose was to coordinate the work of orthopaedics and traumatology associations operating in the country’s three major cities and to provide services to colleagues throughout Türkiye.

The founding committee began its work and completed the establishment of the Society within the same year. After the Society was formally established, the interim Board of Directors took office. It consisted of President Dr. Rıdvan Ege; Vice Presidents Dr. Merih Eroğlu and Dr. Kut Sarpyener; Secretary General Dr. Şükrü Bayındır; and Treasurer Dr. Ali Akçiçek. The founding president, Dr. Rıdvan Ege, actively served as President of TOTBİD from 1970 to 2000. During this period, major steps were taken both to institutionalize the Society and to improve the education of colleagues.

After Dr. Rıdvan Ege voluntarily stepped down as President, he was awarded the title of Honorary President in 2000. Subsequent presidents included Dr. Mümtaz Alpaslan (2000–2002), Dr. Remzi Tözün (2002–2004), Dr. Ertan Mergen (2004–2006), Dr. Bülent Alparslan (2006–2008), Dr. Ünal Kuzgun (2008–2010), Dr. Mahmut Nedim Doral (2010–2011), Dr. Önder Aydıngöz (2011–2013), Dr. Sait Ada (2013–2015), Dr. Mustafa Başbozkurt (2015–June 2017), Dr. Halit Pınar (June–October 2017), Dr. İrfan Öztürk (2017–2019), Dr. Halit Pınar (2019–2021), Dr. Cem Nuri Aktekin (2021–2023), and Dr. Mehmet Demirhan (2023–2025). As of November 2025, the Board of Directors is chaired by Dr. Önder Kalenderer.

As the field of medicine has advanced rapidly, subspecialty groups and branches have developed within the Society. In addition to the branches for Foot and Ankle Surgery, Bone and Soft-Tissue Tumors, Sports Traumatology, and Orthopaedic Trauma, two further branches—Spine and Turkish-Speaking Countries—were established on 22 November 2024. All branches operate under TOTBİD and are subject to its oversight.

To achieve its educational objectives more effectively, the Turkish Orthopaedics and Traumatology Education Council (TOTEK) was established within the Society in 2001. TOTEK operates under its own internal directive and focuses on residency and postgraduate education. Its first president was Dr. Mehmet Demirhan. The role was subsequently held by Dr. Haluk Berk, Dr. Hakan Ömeroğlu, Dr. Semih Aydoğdu, Dr. Feza Korkusuz, Dr. Volkan Öztuna, Dr. İrfan Esenkaya, Dr. İlhami Kuru, Dr. Nevres Hürriyet Aydoğan, Dr. Önder Kalenderer, Dr. Yusuf Yıldız, and Dr. Kaya Akan. As of November 2025, Dr. Mehmet Ali Deveci serves as TOTEK President. Thanks to the dedicated and intensive efforts of colleagues in TOTEK’s working groups, the Society has become a model for orthopaedics and traumatology education in Türkiye.

The Turkish Orthopaedic Research Council (TOAK) was established following approval at the TOTBİD General Assembly held on 31 October 2013 and then began its activities. Its presidents have been Dr. Feza Korkusuz, Dr. Hasan Havitçioğlu, Dr. Alpaslan Şenköylü, Dr. Esat Kıter, and Dr. Murat Korkmaz. The current council is chaired by Dr. İrfan Esenkaya. A new executive board will take office following the election to be held during the 35th National Turkish Congress of Orthopaedics and Traumatology, scheduled for 3–8 November 2026.

The foundations of the TOTBİD Council for Residents and Young Specialists (TOTBİD-AGUH) were laid at the 22nd National Congress of Orthopaedics and Traumatology in 2011. Its main purpose is to identify and address issues related to residency training and continuing professional development for young specialists, and to help raise educational standards. Following a decision by the TOTBİD Board of Directors in 2012, the council was formally established and began its work that year under the presidency of Dr. Gazi Huri. It has continued its activities nationally and internationally ever since. The council’s presidents have been Dr. Gazi Huri, Dr. Safa Gürsoy, Dr. Mustafa Akkaya, Dr. Tayfun Bacaksız, and Dr. Niyazi Ercan. The executive board elected at the council’s General Assembly during the 32nd National Congress continues its work under the presidency of Dr. Ali Geçer. The executive board is due to change following an election in November 2026.

1. General Information

1.2. Aim, Duties and Emblem

TOTBİD is a professional association operating in the public interest. It aims to bring together orthopaedics and traumatology specialists working in Türkiye, support scientific exchange, promote education and professional standards, protect members’ rights, and contribute to public health.

The Association carries out its activities in accordance with its Articles of Association and applicable legislation. Its emblem is used in institutional communications and activities in line with the Association’s rules.

1.3. Bylaws and Directives

The Association’s governance and activities are regulated by its Articles of Association and by directives adopted for its boards, councils, branches, committees and other working bodies. These documents define their mandates, responsibilities, working procedures and reporting relationships.

The relevant directives cover, among other matters, the operation of the Board of Directors and supervisory and honorary bodies; education and examination activities; scientific meetings and congresses; publications; branches and councils; scholarships and awards; membership procedures; and the financial and administrative operation of the Association.

1.4. Organizational Structure

1.4.a. Board of Directors

The Board of Directors is responsible for managing the Association in accordance with its Articles of Association and decisions of the General Assembly. It implements the Association’s objectives, coordinates its bodies, prepares work programmes and budgets, and oversees the execution of approved activities.

1.4.b. Duties of the Board of Directors

The Board of Directors carries out the duties assigned to it by the Articles of Association, including preparing and implementing the annual work programme and budget, maintaining institutional records, managing the Association’s assets and revenues, and ensuring that decisions are put into practice.

1.4.c. Audit Board

The Audit Board reviews the Association’s accounts, transactions and administrative activities within the scope set out in the Articles of Association and reports its findings to the relevant bodies.

1.4.d. Honor Board

The Honor Board considers matters referred to it under the Association’s rules and performs its duties impartially and in accordance with the applicable procedures.

1.4.e. Ethics Board

The Ethics Board addresses ethical matters within its remit and contributes to the promotion of ethical conduct in professional, scientific and educational activities.

1.4.f. Turkish Orthopaedics and Traumatology Education Council (TOTEK)

Established in 2001, TOTEK works within the Association under its own directive. Its remit includes postgraduate specialty training, educational standards, assessment and the development of orthopaedics and traumatology education.

1.4.g. Turkish Orthopaedics and Traumatology Assessment Council (TOAK)

TOAK supports assessment and examination activities and works to ensure that assessment procedures are conducted in a standardized and reliable manner.

1.4.h. TOTBİD-AGUH Council

TOTBİD-AGUH undertakes work concerning young orthopaedic and traumatology specialists and supports their participation in the Association’s activities.

1.4.i. Branches, Councils, Working Groups and Committees

As the field has developed, TOTBİD has established specialist branches, councils, working groups and committees. These bodies operate under the Association’s authority and oversight and contribute to scientific exchange, education, professional development and institutional coordination.

1.5. Activities

TOTBİD organizes national congresses, scientific meetings and educational activities; supports examinations and training programmes; provides scholarships and awards; publishes scientific journals; maintains its website and communication channels; and works to expand and strengthen its membership.

1.6. Legal, Financial and Administrative Affairs

1.6.a. Legal Affairs

The Association conducts its activities in accordance with its Articles of Association and applicable legislation and maintains the institutional procedures required for its operations.

1.6.b. Financial Affairs

Financial management includes budget planning, monitoring revenues and expenditures, maintaining financial records and supporting the sustainable delivery of the Association’s activities.

1.6.c. Administrative Affairs

Administrative work supports the effective operation of the central office, communication with members and stakeholders, record keeping and coordination among the Association’s bodies.

2. Strategic Planning Process

2.1. The Need for a Strategic Plan

The rapid development of scientific knowledge and technology, changing educational needs and the growing scope of institutional responsibilities make systematic planning necessary. A strategic plan provides a shared direction, clarifies priorities and helps the Association assess progress.

The plan is intended to support continuity in institutional operations, establish a clear focus, use resources effectively, and encourage development and innovation. It also provides a framework for coordinating activities and evaluating outcomes against defined objectives.

The 2025–2027 Strategic Plan sets out the Association’s priorities and development areas in line with its mission and vision. It is intended to guide the strengthening of education, the growth of scientific productivity, the development of national and international partnerships, and the sustainable enhancement of institutional capacity.

 

3. Strategic Analysis

3.2. SWOT Analysis

3.2.2. Weaknesses

Limited attendance at scientific sessions despite sufficient congress registration: Although congress attendance is satisfactory, some sessions are not filled to capacity, reducing the impact of the events. This indicates a need for more careful planning of congress organization and programme content.

Financial barriers to resident participation in the National Congress: Financial difficulties faced by residents in attending training courses and congresses may reduce the effectiveness of the Association’s educational activities. Financial support could increase residents’ participation.

Insufficient effectiveness in public information: The Association may not be sufficiently active in public information and public-health communication, leaving room to improve public awareness of orthopaedics and traumatology.

Orthopaedic specialists who are not members: The fact that not all orthopaedic specialists in Türkiye are members of TOTBİD may limit the Association’s reach. Recruiting non-member specialists could strengthen its influence and effectiveness.

Low participation in international congresses for economic reasons: Financial constraints may limit participation in international congresses, reducing the Association’s representation, visibility and collaboration opportunities and limiting members’ access to international experience and exchange.

TOTEK examinations are not binding: Because proficiency examinations organized by TOTEK are not binding in official appointments or academic promotion, their perceived importance may be reduced. Efforts should be made to increase their recognition and formal standing.

Lack of binding force for training-clinic accreditation: Non-binding accreditation visits can make it difficult to monitor the quality of training and clinical practice. More effective accreditation processes could help maintain educational standards.

Competition from other journals: Other national journals also publish in orthopaedics and traumatology. This may affect the international competitiveness of TOTBİD journals and create pressure to maintain publication quality.

Weak relationships with public institutions: Weak relations with public institutions may make it harder for the Association to influence health policies and practice. Stronger cooperation could increase TOTBİD’s impact.

Insufficient collection of membership dues: Low collection rates may adversely affect the Association’s finances. Improving the collection process would support financial sustainability.

Decline in the number of sponsors: Reduced sponsorship may create difficulties in financing the Association’s activities. Increasing the number and diversity of sponsors would strengthen its financial position.

3.2.3. Threats

Increase in the number of associations: The growing number of associations operating in orthopaedics and traumatology in Türkiye may make it harder for TOTBİD to retain and recruit members and may weaken its competitive position.

Declining interest in TOTBİD: Reduced member interest may lower participation in events and diminish the effectiveness of activities. New strategies are needed to maintain member engagement.

Inability to hold congresses because of COVID-19 or similar causes: Pandemics and comparable crises may lead to cancellation or postponement of annual congresses, adversely affecting the Association’s finances and members’ opportunities to exchange knowledge.

Declining interest in congresses: Lower interest could reduce the impact of the annual congress, one of the Association’s principal activities. Programme content and organization should be renewed to make congresses more engaging.

Financial difficulties caused by reduced sponsorship: A decline in sponsors may narrow financial resources and complicate activity funding. Sponsor relationships should be strengthened and new sponsors sought.

Non-members joining alternative associations: Orthopaedic specialists who are not TOTBİD members may join alternative associations, narrowing TOTBİD’s membership and reach. Strategies are needed to recruit members and strengthen loyalty.

Possibility that the Ministry begins administering the TOTEK examination: If the Ministry begins administering TOTEK examinations, the Association’s role and authority in this area may diminish. Efforts should be made to secure formal recognition of TOTBİD examinations.

More journals and declining quality: An increase in journals in the field may affect the competitiveness of TOTBİD journals. Work is needed to protect and improve publication quality.

Public authorities overlooking the Association: If public authorities overlook TOTBİD in health policy and implementation, its influence may diminish. Relations with public institutions should be strengthened.

3.2.4. Opportunities

Growth in membership: The expected increase in the number of orthopaedic specialists in Türkiye may increase membership, participation and the Association’s reach. Membership recruitment strategies can further strengthen it.

Broader coordination: Coordination with different disciplines and institutions can create opportunities for joint projects and partnerships, increasing the reach and effectiveness of TOTBİD’s activities.

More engaging scientific programmes: Improving congresses and educational activities with attractive, current and innovative programmes may increase participation and scientific prestige.

Courses can increase membership: The quality and variety of training courses may support membership growth. Expanding courses and reaching more people can increase the Association’s effectiveness.

Residents may become members after training: Residents supported during training may join after becoming specialists, continually renewing and expanding the membership base.

Standardization in education: Accreditation and educational standards can improve the quality of orthopaedics and traumatology training and support evaluation and improvement of educational programmes.

Educational contribution of the UEGS examination: The annual UEGS examination is intended to assess residents’ educational levels, observe the state of orthopaedic training nationally and support standardization across clinics.

Higher impact and Q rankings; greater interest from international authors: Improved impact and Q rankings for TOTBİD journals can raise their international profile. Interest from international authors may enhance their scientific prestige and quality.

Active role in national health policy: An active role in government health policy and cooperation with public institutions may strengthen the Association’s influence and contribution to public health.

Revenue growth: More members and increased sponsorship could raise revenues, helping sustain activities and develop new projects.

4. Strategic Objectives, Achievements and Action Plan (2025–2027)

4.1. Institutional Organization

4.1.1. Activities Completed in 2023–2025

• To strengthen TOTBİD’s vision, the Membership Board, Board for Relations with Public Institutions, International Advisory Board, National Advisory Board, Coordination Board, Working Group on Overlapping Areas among Associations Coordinated by TOTBİD, and Orthobiology Board were established, and their areas of work were expanded.
• The strategic plan was prepared and published in Turkish and English. A provision was added to the Articles of Association requiring periodic s, supporting institutional sustainability.
• Following amendments to the Articles of Association adopted at an Extraordinary General Assembly, regular annual General Assemblies were introduced.
• The TOTBİD Spine Branch and the TOTBİD Orthopaedics and Traumatology Branch for Turkic-Speaking Countries were established.
• The directives were consolidated into a “White Book”, bringing institutional documents into an d and integrated format.

4.1.2. Areas for Improvement in Institutional Organization

4.1.2.i. Short-Term Action Plan (0–12 Months)

• Establish a consistent system for sending reminders to members about outstanding dues.
• Improve the online payment infrastructure for membership dues.
• Create incentives for payment of membership dues.
• Improve financial forecasting for the two-year income–expenditure balance.
• Obtain annual education plans and budgets from all branches, boards and councils during the first month of each year.
• Clarify event-calendar rules and maintain a coordinated calendar structure.
• Define and monitor the responsibilities of all staff working in the TOTBİD secretariat.
• Revise the directive of the TOTBİD Health Law Board.

4.1.2.ii. Medium-Term Action Plan (12–48 Months)

• Develop digital and institutional service areas containing content for members.
• Strengthen membership-dues payment mechanisms and infrastructure.
• Establish the TOTBİD Women’s Platform as an organizational structure.
• Increase and sustain relations with TTB-UDEK and the Ministry of Health.

4.1.2.iii. Long-Term Action Plan

• Make incentive mechanisms for membership-dues payment permanent.
• Maintain sustainable institutional-level relations with the Turkish Medical Association and the Ministry of Health.

4.2. Education and Professional Development

4.2.1. Activities Completed in 2023–2025

• Continuing education programmes, seminars, regional meetings and advanced courses were organized, and educational activities were placed on an institutional calendar. A total of 32 courses, 13 regional meetings, 2 congresses and 4 examination events were held.
• The EBOT-TK examination began to be administered in Türkiye in Turkish, in line with European standards.
• TOTEK question-development workshops were held, strengthening the examination system’s infrastructure.
• Regional educational meetings were held and activities began to be extended nationwide; a total of 7 regional meetings were organized.
• Professional development for residents and young specialists was supported through the free distribution of books published by TOTBİD.
• Scholarship funds were established to create sustainable support mechanisms for education and academic development.

4.2.2. Areas for Improvement

• Mentoring and career-development programmes have not yet been structured.
• Educational content has not been fully standardized.
• Systems for evaluating instructor and participant performance are lacking.

4.2.3.i. Short-Term Action Plan (0–12 Months)

• Establish and activate a central digital education platform.
• Integrate TOTEK educational modules into the digital platform.
• Launch a train-the-trainer programme, including a pilot implementation.
• Convert AEGS videos into podcasts and make them available to all members without restrictions.
• Prepare orthopaedic examination videos.
• Increase regional meetings and set numerical targets.
• Offer free resident courses in the regions in conjunction with regional meetings.
• Implement a free or quota-based congress attendance model for residents, including registration and accommodation.
• Assess local educational needs through surveys and discussions with education leads, identifying clinics’ strengths and weaknesses.
• Standardize course content.
• Obtain annual education plans and budgets from all branches, boards and councils in the first month of the year and ensure implementation.
• Clarify event-calendar rules and maintain a shared calendar with coordinating associations.
• Work toward acceptance of the TOTBİD Research Journal in the TR Index.
• Organize webinars through the TOTBİD Health Law Board.
• Run expert-witness training courses.

4.2.3.ii. Medium-Term Action Plan (12–48 Months)

• Implement a train-the-trainer course.
• Open the education platform to members and broaden its use.
• Conduct local education-needs assessments and regional planning.
• Arrange resident rotations between clinics.
• Improve and measure course effectiveness.
• Establish a participant-feedback system.
• Standardize course content.
• Organize a coaching course for residents.
• Organize an educational event called the “PM&R–Physiotherapy–Orthopaedics Meeting”.
• Develop mechanisms for evaluating instructor performance.
• Develop content areas reserved for members.
• Establish the TOTBİD Women’s Platform.
• Increase and sustain relations with TTB-UDEK and the Ministry of Health.
• Expand course models integrated with regional meetings.

4.2.3.iii. Long-Term Action Plan

• Plan and implement train-the-trainer programmes.
• Conduct local educational-needs assessments.
• Enable resident rotations between clinics.
• Carry out work to improve and measure course effectiveness.
• Establish a participant-feedback system.
• Standardize course content.
• Develop instructor-performance evaluation mechanisms.
• Develop dedicated theoretical learning areas in digital environments.
• Establish and develop the education platform.
• Make podcast publication regular.
• Increase and sustain relations with the Turkish Medical Association and the Ministry of Health.

4.3. Research and Scientific Activities

4.3.1. Activities Completed in 2023–2025

• National congresses were held regularly.
• Research-support mechanisms began to be established and scholarship funds were created. Support provided included TRY 411,420 in educational scholarships, TRY 343,854.90 in overseas research scholarships and TRY 159,993.85 for research projects.
• The TOTBİD journal was restructured into two separate scientific publications: the TOTBİD Research Journal and the TOTBİD Review Journal.
• Publishing activities were strengthened to increase scientific output.

4.3.2.i. Short-Term Action Plan

• Define numerical targets for research funds and scholarships.
• Increase the visibility of research outputs at congresses.

4.3.2.ii. Medium-Term Action Plan

• Increase international collaborative research projects.
• Structure academic collaborations.

4.3.2.iii. Long-Term Action Plan

• Increase the number of publications in high-impact journals.
• Take an active role in international research networks.

4.4. Public Information and Digital Content

4.4.1. Activities Completed in 2023–2025

• Social media use was activated.
• The “One Second” project increased public awareness of earthquake preparedness.
• The TOTBİD podcast series was launched; five episodes were published.
• Electronic newsletters were issued quarterly to keep members regularly informed about the Association’s activities.

4.4.2.i. Short-Term Action Plan

• Increase the number of podcasts and measure views and reach.
• Convert AEGS video content into podcast format.
• Prepare standardized orthopaedic examination videos.

4.4.2.ii. Medium-Term Action Plan

• Establish quality-control processes for digital content production.
• Increase public-focused information content.

4.4.2.iii. Long-Term Action Plan

• Transform digital content into a sustainable educational archive.

4.5. International Cooperation

4.5.1. Activities Completed in 2023–2025

• Relations with EFORT, SICOT, APOA and AAOS were maintained. Türkiye participated as a guest country at the South Korean National Congress; Poland was the guest country in 2024 and Hungary in 2025.
• Participation in international congresses was supported, increasing TOTBİD’s international visibility.
• Meetings held at presidential level strengthened the Association’s national and international representation.
• The Coordination Declaration strengthened unity nationally and reinforced the umbrella-organization structure in support of international representation.

4.5.2.i. Short-Term Action Plan

• Implement memoranda of cooperation with Azerbaijan and Kazakhstan.
• Organize the Congress of Turkic-Speaking Countries.
• Establish support mechanisms for congress participation.

4.5.2.ii. Medium-Term Action Plan

• Ensure continuity of international congresses.
• Expand cooperation with additional countries.
• Increase the number of international participants.

4.5.2.iii. Long-Term Action Plan

• Increase TOTBİD’s international visibility.
• Assume a leading role in international education and research networks.

4.6. Digitalization and Institutional Structure

4.6.1. Activities Completed in 2023–2025

• Website and digital-content initiatives were launched.
• Online communication channels were activated.
• TOTBİD’s digital infrastructure was renewed to create a faster, safer and more accessible system.
• The move to Microsoft 365 Business Premium strengthened the digital working infrastructure.
• The Turkish Orthopaedics and Traumatology mailing group was restructured to provide a secure communication environment.
• WhatsApp and SMS information systems were activated, strengthening communication with members.
• The TOTBİD headquarters underwent comprehensive renovation and was made more modern and functional.
• Financial management and revenue-diversification policies strengthened the financial structure and created a sustainable financial foundation.
• Waiving membership dues accrued before 1 January 2020 provided a fresh start for the membership system; dues tracking was strengthened through digital systems.

4.6.2.i. Short-Term Action Plan

• Update the website and improve user experience.
• Improve the online membership-dues payment infrastructure.
• Establish information and reminder systems for members.

4.6.2.ii. Medium-Term Action Plan

• Integrate the education platform with the website infrastructure.
• Create digital content areas reserved for members.
• Develop incentives for payment of membership dues.

4.6.2.iii. Long-Term Action Plan

• Complete institutional digitalization.
• Run all processes through integrated digital systems.
• Strengthen financial sustainability.

4.7. Monitoring and Evaluation

• The strategic plan will be d within the first six months of each term.
• At Ordinary General Assemblies, members will be informed of the targets in the strategic plan that have and have not been achieved.
• Progress toward targets will be measured using performance indicators.
• Continuous improvement will be pursued in light of feedback from members and stakeholders.