External Affairs Manual by VPEA IFMSA-Pakistan 22/23

EEXTERNAL XTERNAL AFFAIRS AFFAIRS MANUAL MANUAL

A comprehensive guide designed to navigate the intricate landscape of stakeholders, advocacy campaigns, and representation of IFMSAPakistan on national and international platforms

1

Foreword by VPEA 2022/23

Introduction

3

2

Responsibilities and Roles

Communication Strategy

5

Advocacy and Campaigns T A B L E O F C O N T E N T S T A B L E O F C O N T E N T S

4

Stakeholder Engagement

6

7 Policymaking Process in IFMSA

8 United Nations and SDGs

9 Collaborative Engagement

10 Collaboration and Partnerships

FOREWORD BY VICE PRESIDENT FOREWORD BY VICE PRESIDENT

EXTERNAL AFFAIRS - 2022/2023

EXTERNAL AFFAIRS - 2022/2023

Dear IFMSA-Pakistan Members and Stakeholders,

I am filled with immense pride as I introduce the inaugural External Affairs Manual of IFMSA-Pakistan, which encapsulates our vision, strategy, and dedication to external relations and partnerships for the term 2022/2023. As the Vice President External Affairs 22/23, I recognise the immense significance of our engagement beyond organisational boundaries and the impact it has on our mission to improve global health standards.

This manual is more than just a collection of guidelines; it represents our collective commitment to fostering connections, advocating for health equity, and contributing to meaningful change. It offers a structured approach, ensuring that our actions are aligned with our organisational values and IFMSA's overarching goals.

In this ever-evolving global landscape, effective external relations are paramount. Through strategic communication, targeted advocacy, and collaborative partnerships, we aim to position IFMSA-Pakistan as a prominent advocate for healthcare issues, a catalyst for change, and a bridge between various stakeholders within and outside our borders.

As you navigate through the contents of this manual, I invite you to not only grasp the methodologies and processes outlined but also embrace the spirit of collaboration and innovation that underpins our external affairs efforts. Together, we have the power to drive positive transformations in medical education, health policies, and societal attitudes towards health.

I dedicate this to Farah from 2020, an ardent learner eager to delve into the realm of external affairs but lacking adequate resources for guidance. My hope and prayer are that this manual ignite a passion for external affairs in the generations to follow, enabling future Farahs to enrich themselves with valuable knowledge.

As I conclude my term, I hope and pray this manual helps those who will come after me. Share this with every IFMSA-Pakistan member. Let us, in the spirit of unity and shared purpose, continue the journey outlined in this manual. Let us make a lasting imprint on the world of healthcare and medical education. Together, we can achieve greatness and create a healthier, more equitable world for all. Forever and always, IFMSAPakistan.

Best regards,

Farah Waseem Vice President External Affairs 2022/2023 IFMSA-Pakistan

INTRODUCTION INTRODUCTION

The International Federation of Medical Students' Associations (IFMSA) Pakistan External Affairs Manual serves as a foundational document that provides guidelines, protocols, and best practices for managing external relations and partnerships. This manual aims to equip the IFMSAPakistan members with the necessary tools and strategies to effectively engage with stakeholders, conduct advocacy campaigns, and represent IFMSA-Pakistan on national and international platforms.

The purpose of this manual is to establish a standardised approach to external affairs, ensuring clarity and consistency in communication, stakeholder engagement, advocacy, and international relations. By following this manual, the External Affairs of IFMSA-Pakistan can be streamlined through operations, enhance organisational image, and achieve the organisation’s objectives in line with IFMSA's global mission and vision.

Vice President for External Affairs

Local Vice President

External Affairs & External Affairs Team Members

RRESPONSIBILITIES ESPONSIBILITIES andROLES

A. VICE PRESIDENT FOR EXTERNAL AFFAIRS A. VICE PRESIDENT FOR EXTERNAL AFFAIRS

The Vice President for External Affairs holds a pivotal and leadership role within IFMSA-Pakistan, with a significant impact on the organisation’s overall strategies and operations. The responsibilities encompass a wide array of tasks aimed at enhancing external engagements and partnerships.

Developing and Executing Strategic Plans for External Affairs:

Craft and implement comprehensive strategic plans aligning with IFMSAPakistan's broader organisational goals and mission.

Define clear objectives and actionable steps to elevate the organisation’s external presence and influence

Establishing Communication Channels and Networks with Stakeholders:

Forge and maintain strong communication channels with various stakeholders, including government bodies, healthcare institutions, NGOs, and international organizations. Ensure regular, transparent communication to keep stakeholders informed about IFMSA-Pakistan's initiatives and seek potential collaboration opportunities.

Coordinating Advocacy Efforts and Campaigns:

Lead and coordinate advocacy campaigns, ensuring their alignment with IFMSA-Pakistan's mission and advocacy goals. Collaborate with external affairs team members and stakeholders to effectively advocate for healthcare and medical education issues at the national and international levels

Monitoring and Evaluating Effectiveness of External Affairs Activities:

Establish performance metrics and key performance indicators (KPIs) to measure the effectiveness of external affairs initiatives. Regularly assess the impact of advocacy efforts, campaigns, and stakeholder engagements, and make data-driven adjustments for continuous improvement.

A. VICE PRESIDENT FOR EXTERNAL AFFAIRS A. VICE PRESIDENT FOR EXTERNAL AFFAIRS

Ensuring Compliance and Adherence to IFMSA Standards:

Ensure that all external affairs activities align with the policies, guidelines, and standards set by IFMSA and IFMSA-Pakistan

Foster a culture of compliance and adherence to ethical principles, integrity, and transparency in all interactions and engagements.

The Vice President for External Affairs serves as the driving force behind our organisation’s external initiatives. With a strategic and proactive approach, the Vice President plays a critical role in elevating IFMSA-Pakistan's profile, advancing our advocacy agenda, and establishing enduring partnerships.

VICE PREESIDENT FOR EXTERNAL AFFAIRS

B. LOCAL VICE PRESIDENT EXTERNALS & B. LOCAL VICE PRESIDENT EXTERNALS & EXTERNAL AFFAIRS TEAM MEMBERS EXTERNAL AFFAIRS TEAM MEMBERS

Engaging with Stakeholders and Nurturing Relationships:

Actively connect with stakeholders, including governmental bodies, NGOs, and medical institutions

Cultivate strong, collaborative relationships to collectively work towards common healthcare goals and policies.

Gather insights and feedback from stakeholders to inform our advocacy efforts and policy positions

Assisting in Documenting and Reporting:

Maintain detailed records of all external affairs activities, including stakeholder interactions, meetings, and events attended

Collaborate with the Documentation and Reporting team to compile comprehensive reports on these activities. Ensure accuracy and completeness in documentation, facilitating transparency and accountability

Contributing to Policy Development and Implementation:

Participate in the formulation and revision of policy documents for IFMSA-Pakistan

Provide valuable input, suggestions, and evidence-based recommendations during policy discussions and drafting phases. Collaborate with the Policy and Advocacy Subcommittee to ensure policy proposals align with our organization's vision and goals.

Representing IFMSA-Pakistan at Events, Conferences, and Meetings:

Act as ambassadors of IFMSAPakistan at various external events, showcasing our organization's commitment to healthcare advocacy and collaboration

Engage with delegates, present our initiatives, and establish potential partnerships or collaborations Report back to the team and the Coordinator, sharing insights gained and potential opportunities identified.

B.

LOCAL VICE PRESIDENT EXTERNALS & B. LOCAL VICE PRESIDENT EXTERNALS & EXTERNAL AFFAIRS TEAM MEMBERS EXTERNAL AFFAIRS TEAM MEMBERS

As we engage in advocacy initiatives and policy development, it is essential that each Local VPE and team member actively participates in crafting our organisation’s stance. Their unique perspectives and expertise enrich the quality of our policies, ensuring they are robust, evidence-based, and reflective of the diverse needs of our community.

LOCAL VPES AND NT MEMBERS

Strategy COMMUNICATION COMMUNICATION

A well-defined communication strategy is fundamental to successful external affairs. Key components of the strategy include:

Identifying target audiences and tailoring messages accordingly. Selecting appropriate communication channels (e.g., social media, newsletters, press releases) to reach the intended audience effectively. Setting clear objectives for each communication campaign and regularly evaluating their success.

Establishing a crisis communication plan to manage any adverse situations effectively.

STAKEHOLDER ENGAGEMENT STAKEHOLDER ENGAGEMENT

& STAKEHOLDER ANALYSIS & STAKEHOLDER ANALYSIS

Stakeholder

STAKEHOLDER ENGAGEMENT & STAKEHOLDER ENGAGEMENT & STAKEHOLDER ANALYSIS STAKEHOLDER ANALYSIS

Stakeholderengagementisadynamicandinteractiveprocess essentialforthesuccessofIFMSA-Pakistan'sexternalaffairs activities.Itinvolvesfosteringrelationshipsandcollaboration withadiversearrayofstakeholderstoachievecommongoals and effectively advocate for healthcare and medical educationcauses.

KeyComponentsofStakeholderEngagement:

Conducting Stakeholder Analysis:

Conduct a thorough stakeholder analysis to identify and understand the various individuals, groups, or organizations that have an interest in or are affected by IFMSA-Pakistan's activities

Categorize stakeholders based on their level of influence, interest, and potential impact on our initiatives

Organising Regular Meetings, Forums, and Events:

Arrange and participate in meetings, forums, and events, both internally and externally, to engage stakeholders Facilitate open dialogues, discussions, and presentations that encourage collaboration and the exchange of ideas.

Seeking Feedback and Incorporating Suggestions:

Actively seek feedback from stakeholders regarding our policies, initiatives, and advocacy efforts. Embrace suggestions and constructive criticism to improve our approaches, enhance relationships, and fine-tune project outcomes.

Keeping Stakeholders Informed:

Maintain a transparent communication channel to keep stakeholders informed about IFMSAPakistan's activities, initiatives, achievements, and challenges. Share updates through various mediums such as newsletters, emails, social media, and reports, tailored to the preferences of different stakeholder groups.

IMPORTANCE OF STAKEHOLDER ENGAGEMENT: IMPORTANCE OF STAKEHOLDER ENGAGEMENT:

Stakeholder engagement is fundamental in shaping and executing effective advocacy campaigns, policy development, and strategic decision-making within IFMSA-Pakistan. It allows us to:

Understand Diverse Perspectives: Gain insights into the diverse perspectives and interests of stakeholders, enabling us to develop well-rounded strategies and policies.

Build Trust and Collaboration: Foster trust, collaboration, and partnerships by actively involving stakeholders in our initiatives and valuing their input.

Enhance Credibility and Reputation: Establish a credible and reputable image by maintaining transparent and open communication with stakeholders.

Maximize Impact: Optimize the impact of our efforts by aligning them with stakeholder expectations and needs.

By engaging stakeholders effectively, we can harness collective wisdom, strengthen our position in the healthcare landscape, and contribute meaningfully to the betterment of healthcare and medical education.

STAKEHOLDERS

andCampaigns AADVOCACY DVOCACY

Advocacy and campaigns are vital tools in IFMSAPakistan's pursuit of influencing policies, raising awareness, and effecting positive change in the healthcare landscape. These efforts are designed to address pressing issues and drive action toward meaningful solutions.

KEY ASPECTS OF ADVOCACY AND KEY ASPECTS OF ADVOCACY AND CCAMPAIGNS: AMPAIGNS:

Conducting Thorough Research: Conduct rigorous research to identify and understand the relevant healthcare and medical education issues that require advocacy

Utilize data, statistics, and case studies to substantiate arguments and build compelling advocacy narratives.

Collaborating with Partners and Stakeholders:

Collaborate with partners, stakeholders, and like-minded organizations to amplify the impact of advocacy efforts. Forge strategic alliances to pool resources, knowledge, and influence for more effective advocacy campaigns.

Evaluating the Impact and Incorporating Feedback:

Utilizing Diverse Platforms and Media: Employ diverse communication channels and media platforms to disseminate advocacy messages effectively Leverage social media, workshops, community events, webinars, op-eds, and publications to reach a broad and engaged audience.

Policy Documents and Advocacy: Develop well-researched policy documents that succinctly articulate our positions, recommendations, and proposed solutions to healthcare challenges

Use policy documents as advocacy tools to convey evidence-based arguments, garner support from stakeholders, and present a unified stance on critical issues

Regularly evaluate the impact of advocacy campaigns using measurable metrics and data analysis.

Solicit feedback from stakeholders, the community, and the target audience to understand the effectiveness of the campaigns and gather insights for future strategies

Policy documents serve as the backbone of our advocacy efforts, providing a comprehensive and structured framework for conveying our advocacy messages. They:

Define Clear Positions: Clearly articulate IFMSA-Pakistan's positions on various healthcare and medical education issues, backed by thorough research and analysis.

Offer Evidence-based Solutions: Present evidence-based solutions and recommendations to address identified challenges, ensuring our proposals are grounded in research and expertise. Influence Decision-makers: Serve as powerful tools to influence policy-makers, governmental bodies, and stakeholders by presenting well-reasoned arguments and potential policy outcomes.

Enable Unified Advocacy: Facilitate a unified voice, allowing all stakeholders to rally around common positions and present a cohesive front in advocating for change.

By effectively utilizing policy documents in our advocacy efforts, we can drive impactful change, steer policy decisions, and contribute to a healthcare system that is equitable, accessible, and of high quality.

IMPORTANCE OF POLICY DOCUMENTS IN ADVOCACY: IMPORTANCE OF POLICY DOCUMENTS IN ADVOCACY:

The policymaking process within the International Federation of Medical Students' Associations (IFMSA) is a structured and collaborative approach aimed at addressing critical global health issues. This topic outlines the structure of IFMSA's policy documents, elucidates the stakeholders involved, explains the purpose of policy documents, and delineates the process of their development and implementation. Additionally, it highlights the challenges encountered in the policymaking process.

POLICY MAKING POLICY MAKING PROCESS IN IFMSA: PROCESS IN IFMSA: Structure,Development,andChallenges

I. STRUCTURE OF IFMSA POLICY DOCUMENTS:

I. STRUCTURE OF IFMSA POLICY DOCUMENTS:

IFMSA policy documents consist of two primary components:

Policy Statement:

a. Introduction

b. IFMSA position

c. Call to Action

Position Paper:

a. Background

b. Discussion

c. References

II. STAKEHOLDERS AND ENTITIES INVOLVED IN POLICY DOCUMENT CREATION: IN POLICY DOCUMENT CREATION:

II. STAKEHOLDERS AND ENTITIES INVOLVED

Various entities within IFMSA participate in proposing and drafting policy documents:

Proposal Entities:

a. Members of the IFMSA Team of officials

b. National Member Organizations (NMOs) from 2 different regions

Drafting Entities:

a. Small Working Groups

b. International teams

c. NMOs

d. Liaison Officers

III. PURPOSE AND SIGNIFICANCE OF POLICY DOCUMENTS:

III. PURPOSE AND SIGNIFICANCE OF POLICY DOCUMENTS:

Policy Documents serve as crucial tools within IFMSA for the following purposes:

1.

External Presence and Consultations

Partnerships

IV.

IV.

POLICY

DOCUMENT DEVELOPMENT PROCESS:

POLICY DOCUMENT DEVELOPMENT PROCESS:

The IFMSA Policy Making process is guided by four main pillars:

Problem Identification and Issue

Recognition:

a. Needs Assessment

b. Review of existing documents within NMOs

Policy Formulation and Legitimation:

a. Stakeholder Analysis

b. Consultation with stakeholders

c. Document drafting using templates Policy Implementation:

Policy Evaluation and Progress

a. Adaptation to organizational and political culture

b Involvement of stakeholders and decision-makers

c.Promotion of public awareness

Monitoring:

a Regular monitoring of progress via defined indicators

b. Comprehensive evaluation to guide strategic planning

V. CHALLENGES IN THE POLICYMAKING PROCESS: V. CHALLENGES IN THE POLICYMAKING PROCESS:

Several challenges impact the policymaking process in IFMSA, including: Lack of Members' Involvement

Insufficient Resources or Background Data

Unresponsive Stakeholders

Questionable Impact or Lack of Impact

IFMSA's policymaking process is a structured

and collaborative effort involving various entities and stakeholders. Policy documents play a significant role in guiding IFMSA's advocacy initiatives and partnerships on critical global health issues. However, challenges like member involvement, resource limitations, stakeholder responsiveness, and evaluating policy impact need to be addressed for a more effective policy formulation and implementation process within IFMSA.

SustainableDevelopmentGoals(SDGs) UNITED NATIONS UNITED NATIONS

The United Nations (UN) has been at the forefront of global efforts to address pressing issues and challenges facing humanity. One of its significant initiatives is the Sustainable Development Goals (SDGs), succeeding the Millennium Development Goals (MDGs) from 2000 to 2015. This topic delves into the 17 SDGs, key implementation factors, the involvement of various stakeholders, and the role of youth in advancing these goals. Furthermore, it sheds light on the UN's history, mission, and organizational structure.

I. SUSTAINABLE DEVELOPMENT GOALS (SDGS): I. SUSTAINABLE DEVELOPMENT GOALS (SDGS):

The SDGs comprise 17 objectives designed to tackle diverse global challenges and foster sustainable development worldwide. These goals encompass eradicating poverty, ensuring food security, promoting gender equality, and combating climate change, among others.

End Poverty in All Its Forms Everywhere

End Hunger, Achieve Food Security, and Promote Sustainable Agriculture

Ensure Healthy Lives and Well-being for All at All Ages

Ensure Inclusive and Equitable Quality Education and Lifelong Learning Opportunities

Achieve Gender Equality and Empower All Women and Girls

Ensure Availability and Sustainable Management of Water and Sanitation

Ensure Access to Affordable, Reliable, Sustainable, and Modern Energy

Promote Sustainable Economic Growth, Full Employment, and Decent Work

Build Resilient Infrastructure, Sustainable Industrialization, and Foster Innovation

Reduce Inequality Within and Among Countries

Create Inclusive, Safe, Resilient, and Sustainable Cities and Human Settlements

Ensure Sustainable Consumption and Production Patterns Combat Climate Change and Its Impacts

Conserve and Sustainably Use Oceans, Seas, and Marine Resources

Protect and Restore Terrestrial Ecosystems and Combat Biodiversity Loss

Promote Peaceful and Inclusive Societies, Provide Access to Justice, and Build Effective Institutions

Strengthen Means of Implementation and Revitalize Global Partnerships

II. KEY FACTORS IN SDG IMPLEMENTATION: II. KEY FACTORS IN SDG IMPLEMENTATION:

Implementing the SDGs necessitates active involvement and collaboration among governments, local communities, and diverse stakeholders. Though not legally binding, national frameworks are crucial to achieving the goals, and broad public participation is emphasized. Major civil society groups play a significant role in driving sustainable development and achieving the SDGs.

III. THE ROLE OF YOUTH IN ACHIEVING SDGS: III. THE ROLE OF YOUTH IN ACHIEVING SDGS:

Youth, constituting 16% of the global population, are pivotal stakeholders in the achievement of the SDGs. Their engagement is facilitated through initiatives like the UN Secretary-General's Envoy on Youth and the UN Youth Delegate Programme, recognizing their importance for the present and future.

IV. UNITED NATIONS HISTORY, MISSION, AND STRUCTURE: IV. UNITED NATIONS HISTORY, MISSION, AND STRUCTURE:

The United Nations' mission encompasses maintaining international peace and security, promoting sustainable development, protecting human rights, upholding international law, and delivering humanitarian aid. The organization operates through its main organs: the General Assembly, Security Council, Secretariat, Economic and Social Council, and International Court of Justice.

CConclusion onclusion

The Sustainable Development Goals, outlined by the United Nations, represent a global commitment to address critical challenges and achieve a sustainable future. Engaging various stakeholders, particularly the youth, and understanding the UN's history and structure are vital components in advancing these goals and fostering a more equitable and sustainable world.

COLLABORATIVE ENGAGEMENT: COLLABORATIVE ENGAGEMENT: IFMSA AND WHO THROUGH THE YEARS IFMSA AND WHO THROUGH THE YEARS

Collaboration WHO IFMSA

This section aims to provide a comprehensive overview of the longstanding collaboration between the International Federation of Medical Students' Associations (IFMSA) and the World Health Organization (WHO). The partnership, which began in 1969, has evolved over the years, encompassing various initiatives, programs, and projects. The report delineates the historical context of their collaboration, present-day efforts, and specific collaborative ventures in different areas of global health.

I. HISTORICAL COLLABORATION BETWEEN IFMSA AND WHO: I. HISTORICAL COLLABORATION BETWEEN IFMSA AND WHO:

The collaboration between IFMSA and WHO initiated in 1969, marked by a symposium on 'Programmed Learning in Medical Education' and programs focused on immunology and tropical medicine. Over subsequent years, they jointly organized workshops and training programs, setting the stage for a longstanding and fruitful partnership.

II. PRESENT-DAY COLLABORATION: II. PRESENT-DAY COLLABORATION:

In the contemporary era, IFMSA and WHO continue their collaboration through diverse departments, programs, and projects. A key aspect of this partnership is the role of IFMSA's Liaison Officer to the World Health Organization, responsible for nurturing and strengthening the established collaboration. Additionally, IFMSA hosts the annual Youth Pre World Health Assembly (Youth PreWHA) as part of their engagement with WHO.

III. YOUTH PRE WORLD HEALTH ASSEMBLY (YOUTH PREWHA): III. YOUTH PRE WORLD HEALTH ASSEMBLY (YOUTH PREWHA):

Since its inception in 2013, the Youth PreWHA has become a significant event for IFMSA and the broader youth community involved in health. This event serves to educate and empower future health leaders, fostering a collaborative approach to youth participation in the World Health Assembly (WHA)

IV. COLLABORATIVE AREAS (2019-2021): IV. COLLABORATIVE AREAS (2019-2021):

The collaboration plan established for 2019-2021 delineated specific focus areas for joint efforts between IFMSA and WHO, including non-communicable diseases, promoting health throughout the life-course, health systems, communicable diseases (with a focus on antimicrobial resistance), and the WHO Health Emergencies Programme

V. MAJOR COLLABORATIONS AND ENGAGEMENTS: V. MAJOR COLLABORATIONS AND ENGAGEMENTS:

The collaboration between IFMSA and WHO extends to various significant global and regional initiatives, such as Youth Engagement in WHO, IFMSA WHO Youth Delegate Toolkit, Collaborations with Country Offices, WHO Youth Council, WHO Civil Society Commission, The Global Youth Summit, and IFMSA's active participation in high-level WHO meetings like the WHA and EB meetings.

VI. REGIONAL COLLABORATIONS: VI. REGIONAL COLLABORATIONS:

IFMSA maintains a strong regional presence and collaboration with WHO across various WHO Regional Committee Sessions. The engagement encompasses active participation and collaboration with WHO regional offices through regional teams, contributing to the global health agenda

The collaboration between IFMSA and WHO is an exemplar of effective partnerships in the global health landscape. Spanning decades, this collaboration has evolved, addressing contemporary health challenges and fostering youth engagement, ultimately contributing to the advancement of global health goals and initiatives.

COLLABORATION AND COLLABORATION AND PPARTNERSHIPS ARTNERSHIPS inIFMSA

Collaborations and partnerships are fundamental to IFMSA's mission and serve as catalysts for achieving our organizational goals. These collaborative efforts amplify our reach, impact, and ability to effect meaningful change in healthcare and medical education.

KEY COMPONENTS OF COLLABORATION AND PARTNERSHIPS: KEY COMPONENTS OF COLLABORATION AND PARTNERSHIPS:

Thorough Due Diligence:

Understanding Alignment of Goals and Values: Before engaging in partnerships, IFMSA conducts comprehensive due diligence to ensure that potential partners share similar goals and values related to healthcare and medical education.

Assessing Organizational Objectives: An essential aspect of due diligence involves evaluating the organizational objectives, strategies, and ethical principles of potential partners to ascertain compatibility with IFMSA's mission

Negotiating Partnership Agreements:

Defining Roles and Responsibilities: Establishing clear roles, responsibilities, and expectations for each party involved in the partnership is critical. This clarity helps in efficient execution and ensures that everyone is aligned with the partnership's objectives.

Outlining Terms and Conditions: A well-defined Memorandum of Understanding (MoU) or partnership agreement outlines terms and conditions, the scope of collaboration, financial commitments, timelines, and mechanisms for conflict resolution.

Regular Evaluation and Enhancement of Partnerships:

Monitoring Effectiveness: IFMSA continuously monitors and evaluates the effectiveness of ongoing partnerships, tracking progress against predefined goals and objectives

Seeking Feedback and Improvement Opportunities: Engaging partners in periodic feedback sessions helps identify areas for improvement and enhances collaboration. IFMSA values partner feedback to refine existing partnerships and guide future collaborations.

MEMORANDUM OF UNDERSTANDING (MOU) AND MEMORANDUM OF UNDERSTANDING (MOU) AND TERMS OF REFERENCE (TORS): TERMS OF REFERENCE (TORS):

Memorandum of Understanding (MoU):

An MoU is a formalized agreement between IFMSA and another organization or entity that outlines the mutual understanding, intentions, and expectations regarding the collaboration. It typically includes objectives, responsibilities, resource allocations, confidentiality clauses, and dispute resolution mechanisms.

Terms of Reference

(ToRs):

ToRs are detailed documents specifying the roles, responsibilities, and expectations of individuals or committees within a collaboration or partnership. They provide a comprehensive guideline for executing specific tasks, defining deadlines, and detailing the outcomes expected from each involved entity.

CCONCLUSION ONCLUSION

The IFMSA-Pakistan External Affairs Manual stands as a foundational and imperative document, meticulously crafted to guide the strategic management of external relations and partnerships. It provides a blueprint that encapsulates the values, principles, and strategies necessary for engaging with stakeholders, advocating for impactful policies, and fostering collaborations.

Adhering to the guidelines meticulously outlined in this manual represents a commitment to professionalism, transparency, and effectiveness in executing external affairs strategies. The comprehensive guidance provided within these pages equips the External Affairs enthusiasts with the necessary tools and knowledge to navigate the intricate landscape of advocacy, stakeholder engagement, and policy development.

Implementing the strategies and insights derived from this manual is not just a directive; it is a strategic investment in the future of IFMSA-Pakistan. It ensures that our external affairs initiatives are anchored in well-informed decisionmaking and guided by the organization's overarching mission and vision. Each action, guided by this manual, reverberates through the corridors of healthcare policy and education, leaving an indelible mark on the well-being of our society.

In adherence to these guidelines, the IFMSA-Pakistan members can rest assured of the successful implementation of external affairs strategies, thereby contributing meaningfully to the realization of IFMSA-Pakistan's objectives. It fortifies our resolve to advocate for equitable healthcare, transformative education, and progressive societal change.

As we embark on this journey, let us remain steadfast in our dedication to the cause. Let us uphold the principles enshrined within this manual, for in doing so, we amplify our potential to bring about a brighter, healthier, and more just world. Forever and always, IFMSA-Pakistan.

Signing off with love, Farah

Waseem Vice President External Affairs 2022/23 IFMSA-Pakistan

VPEA IFMSA-Pakistan 2022/23

VPEA IFMSA-Pakistan 2023/24

@ifmsa pakistan

FARAH WASEEM

LAIBA ALI

@IFMSA Pakistan

@ifmsapak