The FIGO LOGIC Toolkit brings together a collection of information, resources and tools for anyone interested in fostering organisational change within a health professional association, either through the conduct of occasional activities or by initiating a more thorough capacity building process.  Designed specifically for health professional associations seeking to improve their overall impact and performance, this toolkit can assist these associations with the following:

  • Gain insight as to what makes health professional associations strong, sustainable and capable of assuming leadership in the area of health promotion;
  • Better understand what is meant by organisational capacity building;
  • Initiate actions leading to organisational changes within their association;
  • Learn concrete steps and actions that can be undertaken to improve the performance of their association;
  • Access resources, tools and tips that will facilitate the integration of processes and systems into their organisational practice, such as strategic planning; effective management of human, material and financial resources; and improving the planning, implementation, monitoring and evaluation of programmes and projects.

This toolkit was designed to support the capacity building efforts of health professional associations initiating organisational changes within their association for the first time.  It can also be useful for health professional associations who have already initiated the capacity building process and who are seeking additional support to enhance selected capacities and to fine-tune processes and systems within their organisation.  The examples, tools and templates provided within the toolkit are for educational purposes and should be revised and adapted to each association’s specific context.

The toolkit consists of seven chapters, which, taken as a whole, provides a comprehensive approach to enhance the impact and performance of health professional associations.

The following provides a summary of each chapter of the toolkit:

1.  Capacity Building of Health Professional Associations: This section describes what is meant by ‘capacity building’ and explains its importance for health professional associations who are seeking to improve their impact and performance.  It presents the SOGC’s Organizational Capacity Improvement Framework (OCIF), the tool used throughout this document to guide professional associations in their capacity building efforts.

2.  Enriching Culture: This section focuses on culture, and more specifically, on what motivates an association to succeed, function and survive.  It explores how an organisation’s mission, vision, values and rewards and incentives used to recruit and maintain members can contribute to enhancing an association’s culture.

3.  Strengthening Operations: This section addresses the complex relationship of eight capacity areas that support the ability of an association to perform, to remain relevant, to grow and to survive.  It addresses issues related to governance, leadership, strategic planning, human and financial resource management, programme/project management communication and infrastructure.

4.  Enhancing Performance: This section looks at the four capacity areas that enable an association to meet its goals and objectives and to move toward long term sustainability. Issues related to the association’s effectiveness, efficiency, relevance and financial position are considered within this section.

5.  Building External Relations: The focus of this section will be placed on addressing issues related to the environment within which the association functions and its potential impact on the association’s performance and how it is perceived externally.

6.  Improving Functions: This section addresses the essential functions of a health professional association as described by its goals and objectives. Capacity areas addressed include membership services; promotion of quality and standards of care; advancing the professional practice; and influencing medical practice and health policy.

7.  Managing Crises: This last section, although not part of the OCIF, will focus on risk management and on how an association can be better prepared to respond if a crisis was to occur.

Each chapter is designed to provide the user with:

  • An overview of the issue or concept addressed;
  • Recommended practices to move the association toward improved capacity;
  • Examples of concrete actions that can be undertaken in order to achieve the recommended practices;
  • An in-depth focus on one or several particular issues or practices;
  • Vignettes that describe some of the actions and processes implemented by member associations involved in the FIGO LOGIC Initiative, as part of their capacity building efforts;
  • Accompanying tools to facilitate the initiation of change;
  • Other useful resources that can be accessed online.

Finally, the FIGO LOGIC Toolkit builds on the work and experience of FIGO member associations involved in capacity building efforts.  It is also informed by the collective experience of other non-governmental or civil society organisations that have undertaken similar initiatives worldwide.