LPOs Manual 21-22 by IFMSA-Egypt

CONTENTS 1. Introduction 5 _________________________________ 5 2. About IFMSA & IFMSA-Egypt _________________________________ 8 3. Introduction to SCOPH _________________________________ 4. Being an LPO 13 13 -Responsibilities of LPO • Local 13 13 * Planning and AWP 14 * Communication 15 * Capacity Building 16 -How to design a session 18 -Orientation session • National 21 • International 23 _________________________________ 23 5. Activities 23 • Programs and Projects 24 • Activity Enrolment 26 • SCOPH Format _________________________________ 28 6. SCOPH Sustainability 28 • Corporate Identity • Constitution and Bylaws 29 • Strategic Planning 29 • Handover 30

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CONTENTS 7. Teamwork 33 • Communication 33 • Team Management 37 * Elements of a healthy team 38 * Leadership Compass 42 * Problems in Team Management 43 _________________________________ 8. International Opportunities 45 _________________________________ 51 9. Public Health Exchange _________________________________ 52 10. Advocacy and External Partners • What is Advocacy? 52 • How to do that 52 • Advocacy Elements 53 • Policies 56 • External Partners 57 _________________________________ 11. Economy and finances 59 _________________________________ 60 12. Annexes • LPO’s Handover Document Structure 60 • World Health days 63 • Official Emails 64 • International and national SCOPH structure 64 • SWG members 68 • Abbreviation 69

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Message from the Small Working Group

Dear SCOPHeroes,

If you are a newly elected or assigned LPO and all individuals who are passionate about the development of the Standing Committee on Public Health, this manual is for you! Of course, being a LPO and working with SCOPH is a learning experience in itself, and you will often find your own solutions along the way. Still, we created this document in an attempt to make your work easier, and for us to develop as a Standing Committee instead of always reinventing the wheel. Also, to make it easy for you to start your term. This manual aims to help the current and next LPOs to deal smoothly with their position achieving the best for the committee. Orange hugs, Your SWG on LPOs’ Manual

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About IFMSA

IFMSA stands for the International Federation of Medical Students’ Associations (IFMSA), founded in 1951, it is one of the world’s oldest and largest student-run organizations. It represents, connects, and engages with medical students from the world.

PUBLIC HEALTH SEXUAL AND REPRODUCTIVE HEALTH AND RIGHTS

Our work is divided into FOUR main global health areas

HUMAN RIGHTS AND PEACE

MEDICAL EDUCATION

IFMSA also provides professional and research exchange programs for students to explore innovations in medicine, healthcare systems, and delivery in other settings. IFMSA brings people together to exchange, discuss, and initiate projects to create a healthier community. It trains members to provide them with the skills and resources needed to be health

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leaders. It advocates for the pressing issues that matter to shape a better world. IFMSA develops projects, campaigns, and activities to positively impact the physicians-to-be, the communities they serve in and the health systems around the world, in which they practice as a trainee and eventually as a doctor. For over 60 years, IFMSA has been run for and by medical students voluntarily. IFMSA envisions a world in which all medical students unite for global health and are equipped with the resources, skills, and knowledge to take on health leadership roles locally and globally so that we can shape the healthy and sustainable future we want. IFMSA experience shows students that they are not just merely passive subjects in a rapidly globalizing world, but rather valuable individuals with a potentially powerful role to play in global health. Hence, IFMSA offers medical students a taste of the real and pressing health issues worldwide, and helps them learn that their idealistic goals can be achieved with readily attainable knowledge and commitment. In IFMSA, the emphasis is placed on students returning to their local environments with new ideas and skills to implement them. As the doctors of tomorrow and future leaders of health, we feel confident that our students will carry this spirit with them throughout their professional lives and positively impact the communities they serve.

IFMSA Vision

A world in which all medical students unite for global health and are equipped, with the knowledge, skills, and values to take on health leadership roles locally and globally.

IFMSA Mission

IFMSA unites medical students worldwide to lead initiatives that impact positively the communities we serve. IFMSA represents the opinions and ideas of future health professionals in the field of global health and works in collaboration with external partners. IFMSA builds capacity through training, projects, and exchanges opportunities while embracing cultural diversity to shape a sustainable and healthy future.

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About IFMSA-EGYPT onis a n t p y g E gious, IFMSAon-reli n , l a ntpolitic t stude t fi o r p n a and no anization th g n r a o run ore th m s t n tudents s represe l a c i d me t. 80,000 r Egyp all ove

IFMSA-Egypt Mission

+Offer future Egyptian physicians a comprehensive introduction to global health issues by taking part in the international medical students' community to broaden their spectrum and reach their full potential.

+Our themes cover all major health topics in medical students' related interests which are: Public Health, Sexual and Reproductive Health and Rights, Medical Education, and Human Rights and Peace.

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Introduction to SCOPH

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SCOPH refers to the Standing Committee on Public Health. Public Health: It is the art and science of preventing diseases, prolonging, and promoting health through the organized effort of society to focus on specific communities. Named SCOH means Standing Committee on Health

Named as SCOSH means Standing Committee on Students Health

Became our known SCOPH

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SCOPH VISION-MISSION-OBJECTIVES

SCOPH Vision Medical Students attain the optimal skills and knowledge to contribute to their full potential towards the making of healthier communities in their capacity as medical students and as future healthcare providers.

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Developing g skills and knowledge of medical students as future health professionals.

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Working as an international team and collaborating with external public health organizations to use the potential of over one million worldwide medical students.

Collaborate with other fields as medical education, human rights, and reproductive health.

Health promotion and education.

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Raising awareness about global public health issues among medical students.

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Advocating for health policies as the voice of worldwide medical students.

Medical Students attain the optimal mal skills and knowledge to contribute to their full potential towards the making of healthier communities in their capacity as medical students and as future healthcare providers.

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Disease prevention

SCO PH M

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SCOPH Regional focus area First, you need to know that we have 5 regions and Public Health is a broad field and to focus specifically on some public health issues reflective of the countries’ priorities SCOPH has regional priorities of every region voted on upon by the National Public Health Officers: This does not imply that we are not working on other Public Health issues however due to the crucial nature and limited resources we have developed such priorities.

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NCDs Mental Health

Mental Health

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Climate change Mental Health

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Climate change Mental Health

The priorities are as follows:

Main Topics in SCOPH

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Public Health programs: 1.Communicable diseases. According to EMR priorities, the related focus area: • Preventable diseases • Reduce incidence of Antimicrobial Resistance • Prevention of Communicable Diseases • Work to increase rate of Vaccination • Early childhood diseases 2.Environment and health. According to EMR priorities, the related focus area: • Climate change • Water sanitation • Fossil fuel divestment • Food production and security 3.Health system. According to EMR priorities, the related focus area: • Rural/community health • Universal Health Coverage • Organ, Stem-cells and Tissue donation • Health Systems as a whole 4.Healthy lifestyle and non-communicable disease. According to EMR priorities, the related focus area: • Prevention of NCDs and Health Promotion • Cancer • Tobacco Prevention • Diabetes • Cardiovascular Disease 5.Mental Health. According to EMR priorities, the related focus area: • Mental Health promotion and prevention • Mental Health advocacy and public awareness • Integration of mental health within Primary Healthcare • Dangers of substance abuse • Mental Health among Medical Students • Communities especially vulnerable to mental health • Children›s Mental Health SCOPH PROFILE PROGRAMS

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BEING AN LPO

LPO stands for Local Public Health Officer, which means that they are the person assigned to manage his local committee, one responsible for the coordination of SCOPH activities and development on a local level.

LOCAL LEVEL

Responsibilities of LPO

LPO Responsibilities mainly divides into three parts: [Local, National, and international].

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Responsibilities of LPO

NATIONAL LEVEL

LOCAL LEVEL

INTERNATIONAL LEVEL

Responsibilities of LPO

INTERNATIONAL LEVEL

At the Local level

• Annual and long-term planning

NATIONAL LEVEL

* Baseline Value: Identify the immediate, intermediate and long term desired outcomes according to the results of the handover as well as your initial POA and develop the AWP accordingly. You can know about about how to conduct a baseline value from IFMSA evaluation manual. CLICK HERE

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LOCAL LEVEL

Responsibilities of LPO

* Develop a SCOPH Plan and think about the future, NATIONAL so that the work you are about to do can be assured, LEVEL set SCOPH AWP at the beginning of your term and check it regularly to become better month after month in your term. [Find a template for AWP and to know how to write it check the materials in Activities CLICK HERE section]. * Follow the national strategic plan and Priorities to know what you need to develop and work on. Prioritize and select the main fields of action for the term - be realistic!. You can find a session for AWP Creation. CLICK HERE * Conduct a needs assessment to determine what your members need from the committee this term and make it easier for you to reach and provide opportunities for members. You can find potential questions used CLICK HERE in a needs assessment.

• Management and organization of local committee activities. • Initiate new Activities: It is not always easy to do so. You might need better knowledge, more members and partners, or increased funding. It is perfectly appropriate for you to focus on research, internal capacity building, or improving organizational structure • Monitor & evaluate the SCOPH Work throughout the Term in coordination. • Document all the committee’s work to guarantee a smooth handover to the successor. • Communication and cooperation * Chain of command * Try to strengthen communication between your members so that they can share experiences and learn from each other, and try to form strong bonds between the local team members, working towards a common goal.

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INTERNATIONAL LEVEL

• Capacity Building

* First you need to know that we work and serve Responsibilities a community based approach: the goals of the LOCAL of LEVEL LPO community-based approach are to reinforce the dignity and self-esteem of people of concern and to empower all the actors to work together to NATIONAL LEVEL support the different members of the community in exercising and enjoying their human rights. You can know more about Community Based Approach through this Manual. CLICK HERE * Capacity Building is mainly divided into 3 pillars:[Knowledge, skills and Capacity attitude]. Building Skills And it is vital to equip the medical Knowledge 3 pillars students with adequate knowledge and skills to ensure their competency.

INTERNATIONAL LEVEL

Attitude 1. By the end of your term as LPO, SCOPH members should have enough knowledge about SCOPH101 (Discussed in page 12) . 2. Sustainability “Second line”; which means that by the end of your term, you should have members qualified enough to lead SCOPH in the Upcoming years as LPOs, assistants for the committee, or coordinators. «The previous point required an effort from the first day of the term». You need to have sessions in SCOPH to build the capacity of SCOPH members . Ex: Orientation session at the start of your term but first, you need to know how to design and prepare for a session.

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LOCAL LEVEL

How to design sessions

1. Need assessment/ Call for inputs

Responsibilities of LPO

NATIONAL LEVEL

The call for input is essential and should be sent out before planning for the sessions. It gives you the gaps that you need to work on. What do participants need from the session? What will they learn?

2. Set the ILOs for the session

Def: Intended learning objectives (ILOs) are statements which set out what participants will be expected to know or be able to do by the end of the session or after a period. In short, they represent the knowledge, understanding and skills it is intended participants should achieve and be able to demonstrate upon completion of the period of session. How to set? It is better to use Bloom’s Taxonomy Bloom’s Taxonomy is a classification of the different objectives and skills that educators set for their students (learning objectives) It includes the following six levels of learning. These 6 levels can be used to structure the learning objectives.

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INTERNATIONAL LEVEL

LOCAL LEVEL

Responsibilities of LPO

INTERNATIONAL LEVEL

NATIONAL LEVEL

3. Create an Agenda

Now that you have received input from the members, it is time to design your agenda according to ILOs.

4. Do research

Once you have the agenda and the topics ready, research on the topic to know the current information and events, especially in relevance to your country/city.

5. Pre-Assessment

The Pre-assessment form should be sent before the sessions in order to assess participants’ knowledge regarding the content of the sessions and it may cover the ILOs for the session. It allows the trainers to have an idea about what participants already know and adapt the content of the sessions adequately to make it more instructive for the trainees.

6. Plan Execution and divide resources

Start executing all that you have been planning for. Divide your resources, human and material resources strategically. Take minutes of the sessions so you can follow up on any decisions or action points.

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7. Evaluate

for quality assurance, the evaluation can be conducted via comparing results of preand post-assessment to follow the impact of the training on participants.

8. Follow Up

sharing a follow-up document with the participants gives a summary to remember and reuse the mentioned data in the session. * Here is IFMSA-Egypt session outline template that will help you.

LOCAL LEVEL

Responsibilities of LPO

NATIONAL LEVEL

CLICK HERE

The orientation session

It is the first time the officer meets the newcomers before they get familiar with the place. It should provide general knowledge about the committee and what they expect to find in it. In case of the collaboration session, ask your president or vice president if he/she is going to introduce IFMSA & IFMSA-Egypt, if not, you have to do it at the beginning and continue with: Content:

• SCOPH 101 included:

* What does SCOPH stand for? * SCOPH history. * Public health definition, SCOPH Vision and mission & objectives “in brief”. * SCOPH role in health promotion. CLICK HERE Here is the activity you can do in this point.

• Then you can start with:

* SCOPH Structure Nationally and Internationally: 1. SCOPH Internationally: * The Director on Public Health (SCOPH Director) * The Liaison Officer for Public Health Issues * Liaison Officer to Student Organizations * Liaison Officer to the World Health Organization * General Assistant * Development Assistant for Capacity Building * Development Assistant for Member Engagement * Regional Assistants * Program Coordinators

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INTERNATIONAL LEVEL

SCOPH INTERNATIONAL TEAM FOR THE TERM 2020/2021

2. SCOPH Nationally: * National Public Health Officer (NPO) * SCOPH projects coordinators Assistants: * General Assistant * Development Assistant for Capacity Building * Development Assistant for Member Engagement You can know more about the responsibilities of each one in Annexe.

LOCAL LEVEL

Responsibilities of LPO

NATIONAL LEVEL

SCOPH NATIONAL TEAM FOR THE TERM 2021/2022 P.19

INTERNATIONAL LEVEL

LOCAL LEVEL

Responsibilities of LPO

SCOPH programs

NATIONAL LEVEL

Start with mentioning international SCOPH programs to clarify the focus areas. (Mention in the SCOPH introduction section).

SCOPH Focus Areas & Projects

Mention the focus areas and the projects we are working on and explain the goals of each one.

Local projects and initiatives

Mention previous achievements for each project and show photos if it is available, also mention your local team members.

Your annual working plan

Present your plan and highlight what you are going to add this year and your plan to improve their knowledge and skills. (Check the AWP template in the Responsibilities of LPO section)

Motivate SCOPH members

Talk about SCOPH structure, facing the same issues, and making friends from everywhere build a great family. Show them pictures from national and international events.

Opportunities

Present the international, national, and local partners you are working with attached with photos from different opportunities or events.

What they are expecting to learn or gain

Ask them to set or stand in a circle and begin to ask each one of them what he/she is expecting to gain from this place.

End the discussion with your own experience and what encouraged you to join this place and how you changed after that. Finally, be careful that you are representing your whole LC, so never speak about any other committee negatively. And mention Conjoint work with other committees like mental health.

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INTERNATIONAL LEVEL

• Here are presentations you can use in SCOPH 101 session: IFMSA-Egypt: SCOPH 101 IFMSA: SCOPH 101

CLICK HERE IFMSA-EGYPT

CLICK HERE IFMSA

• Your role as a TO member is not just about SCOPH:

LOCAL LEVEL

Responsibilities of LPO

1. Helping other officers is accountability, not such a responsibility.Engagement with their work by NATIONAL yourself and your members is an advantage for LEVEL your committee. 2. Attending all local GAs 3. Attending all TO meetings and participating actively in them. 4. Reporting to the EB about the committee’s work.

INTERNATIONAL LEVEL

At the National level

• Communication with SCOPH National team

You can communicate with the national team to Responsibilities LOCAL of LEVEL receive advice and support on most SCOPH related LPO areas. * Attend all national GAs (Will be discussed in section NATIONAL GA). LEVEL * Make sure that you have a good representation in SCOPH events . * Encourage members to participate in national opportunities such as SWGs, TOTs, and National workshops. * National enrolment for local project(s) to be national for the current or next year. * Targeting the highest monthly ranking throughout the Term.

NPO - LPO LINK

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INTERNATIONAL LEVEL

LOCAL LEVEL

Responsibilities of LPO

The LPO is the link between the NPO and the members NATIONAL inside the LC. NPO has a national plan for LPOs and LEVEL they may follow this plan in their work also, LPOs may need help and support on their local plans because each locality is unique in its own needs and environment. What works best in one might not necessarily be the same for the other, some might need more support than the others, also NPO sometimes gives tasks to LPOs such as the monthly report. National General Assemblies

• The General Assembly Meeting is the highest decision-making body within IFMSA-Egypt, and it›s concerned with discussing all internal and external issues related to IFMSA-Egypt.

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INTERNATIONAL LEVEL

LOCAL LEVEL

Responsibilities of LPO

INTERNATIONAL LEVEL

NATIONAL LEVEL

At International level

* Inform and encourage members to participate in international opportunities such as SWGs. * Provide the PSDD with needed resources to enrol SCOPH activities under IFMSA programs.

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LOCAL LEVEL

Responsibilities of LPO

NATIONAL LEVEL

INTERNATIONAL LEVEL

ACTIVITIES

Activity Management

PROJECT

A project is a piece of planned work or activity which is completed over a period of time having defined budget and intended to achieve a particular aim.

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ACTIVITY

The activities that have to be undertaken by the project in order to produce outputs then outputs produce outcome then outcomes contribute to the goal of the project.

• IFMSA Programs:

* IFMSA Programs are centralized streams of activities organized by IFMSA National Member Organizations (NMOs) and IFMSA internationally. They address problems within a specific field that we, as medical students and global health advocates, stand up for. While connecting local, national, and international activities and opportunities to contribute to the outcome. All IFMSA Programs connect the work of NMOs locally and nationally with the IFMSA vision and mission. * NMOs are the ones who decide which programs are to be adopted by IFMSA by voting on the Programs proposed by the Executive Board during the General Assembly. * Programs are led by Program Coordinators and supervised by the IFMSA Standing Committee Directors and Executive Board to ensure their quality of implementation, consistency, and sustainability of the programs.

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* The major aspect of IFMSA Programs is to ensure a way to measure the impact of IFMSA and its NMOs on the societies we serve. This data helps to advocate and, at the same time, replicate the work in other parts of the world.

• Find the materials about project management Here: IFMSA-Egypt: Project Management Starter Pack IFMSA: From Idea to Impact

• Activity enrolment:

CLICK HERE IFMSA-EGYPT

CLICK HERE IFMSA

One of the major responsibilities of the PC is to spread awareness of how to enrol in an Activity, therefore consider contacting the PCs at the relevant e-mail address. Activities are enrolled by submitting two documents to the Program Coordinator(s) relevant to the Activity. 1. Enrolment Form: a Google Form in which the Activity Coordinator explains the activity, plan of action, objectives, and indicators of success so that the PC can decide if the activity is suitable for this Program. 2. Candidature Form: signed and stamped by the NMO President to ensure the support by the NMO.

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Types of Activities

In this section, we will briefly define the other different types of activities you can perform.

• Benefits of activity enrolment:

1. Promotion of the activities on the international level. 2. Better opportunities to receive support from the authorities through IFMSA recognition. 3. Opportunity to cooperate with other NMOs that work on the same particular area of interest. 4. Improvement of the impact of the activity by joining forces with other NMOs. 5. Learn how to plan the activity and how to measure the impact of the activity in the NMO. 6. Use of Program Impact Report as a means to fundraise presenting the Impact that the Program has worldwide. The Impact Reports are proposed for adoption during the August Meeting each year. 7. Use of Program Impact Report as a way to increase the visibility of the NMOs Activities worldwide. 8. Increase the visibility of all enrolled Activities with the Activities Database.

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9. Organization of Capacity Building events in the Federation and NMOs. 10. Better capacity building with training toolkits, sessions, workshops, and meetings. 11. Better opportunities to find external partners. 12. Building a community of medical students equipped with knowledge and skills on a specific topic. 13. Prestige for the activity from being recognized by IFMSA Programs. 14. Use of IFMSA logo in promotional materials of the activity. Find Program Toolkit to help you if you want to enroll your activity. CLICK HERE

SCOPH FORMAT

According to SCOPH Vision and Mission, we create activities.

• Types of Activities to do in SCOPH:

On-field Activities

a)Advocating for international/ national/local policies. b) Forming Partnerships.

H ea l t h Education

Advocacy

Will be discussed in Advocacy and External partner section

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Community

Educating Fellow Medical Students

Action and

Empowerment

Building further organizational units

Capacity Building

On-Field Activities: • Health Education and Community Empowerment are two important keys to health promotion and on-field activities. Health education aims to influence individual behavior change and healthier lifestyle choices. • Increasing the knowledge and understanding of the risk factors, prevention, and management of diseases or any public health issue is one effective way to contribute towards the betterment of Public Health. Community-based approaches and empowerment through raising awareness and increasing public involvement are one of the most potent ways towards sustainability in action on Public Health. • In SCOPH, NMO members and activity coordinators work towards health education on a diversity of regionally relevant Public Health Issues in their communities aiming to empower them in pursuit of the promotion of Public Health. • Additionally, The International Team provides insightful toolkits, manuals, and databases to help to equip students with further resources and skills to execute these activities. You can find examples of various projects in the IFMSA Activities Database. Capacity Building: • An organization’s members are essential. If they are competent and knowledgeable in the field, then the organization is more likely to be sustainable. Member development is an ongoing process of investing in the individuals that make up the organization and ensuring that each individual has the confidence and skills necessary to excel at their work. Member development also means building an organizational culture that values each member and creates cohesion and a feeling of team among the members. Sustainable organizations invest in their members, reward initiative and competence, and provide transparency and flexibility. The components of good member development include the conduct of a needs assessment, an annual member evaluation, and review, providing training, and team-building activities. Member development is encouraged to be included in the annual organizational budget.

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• We cannot achieve our vision of a healthier world or country alone. We must work together for the pursuit of this goal. To enable and prepare medical students to work in Public Health, the most powerful tool is capacity building. In SCOPH internationally, they use SCOPH Sessions and PHLTs at the General Assembly for capacity building, regionally, they capacitate medical students through SCOPH Sessions at the EMR. SCOPH members from various NMOs use NGAs (National General Assemblies) and other local meetings to empower their fellow medical students to be able to volunteer and make a difference effectively. In addition to the general meetings, SCOPHeroes in NMOs also have organized SCOPH Weekends and PHLTs for Capacity Building. Capacity Building is not limited to any topic; in fact, a well-rounded mix of topics on Public Health Topics, Leadership, and Activity Management Skills is productive to empower medical students involved in Public Health Work.

SCOPH SUSTAINABILITY

There is no universally agreed definition of sustainability. In fact, there are many different viewpoints on this concept and on how it can be achieved. But according to our work, we have competent involvement to make our efforts be wellaligned.

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1. Corporate Identity, Mainly [Vision, Mission, and logos ] Every organization needs to distinguish and market its organizational identity. The organization’s identity is made up of its vision and mission. Organizational identity can also be distinguished by the branding (identifiable to the public through its logo and the look of its publications and other communications).

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You can find SCOPH Logos HERE, It is important to use it in your work as an online campaign. Take your message: Be aware of SCOPH and your LC vision and mission and know about the Corporate Identity 2. Constitution and Regulations (Bylaws and IOGs) Constitution and Bylaws are the highest legal framework to which an organization and its members have to abide. They provide extensive details on the functioning of the organization, along with regulations on meetings, decision-making procedures, financial management, and much more. Both the national and local boards ought to have bylaws and constitutions. Do not forget to read the constitution and bylaws of your LC

• Internal Operating Guidelines (IOGs)

It aims to mitigate any miscommunication that results from the LC structure and improve your system›s efficiency and effectiveness. Not all LCs have IOGs but if you have IOGs make sure that you read it before the start of your term. 3. Planning (Covered in Being an LPO section) 4. Strategic Planning • An organization needs to be sustainable. It speaks to the mission and vision of the organization. Lasting for a period of 3 to 5 years, it will provide the organization with a road map, identifying the goals towards which the organization will work to meet its mission and realize its vision. • Continuity of activities, participation, and tracking of impact: Ensure the quality of our activities in the long term and measure the impact our activities achieved affecting our present and future work. Transferring expertise and skills in the context of a well-implemented handover is often a significant part of the sustainability of activities. In this way, our work can be picked up by other SCOPHeroes without interruptions or mistakes that could be easily prevented. • You do not need to have a strategic plan on a local level, You can follow the national one. • You can find IFMSA-Egypt Strategic plan here, CLICK HERE and also SCOPH strategic plan here. CLICK HERE

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5. Handover * Handover is the process described as - starting from the end - it also represents the concept of life that «When something ends, something new begins». * Scientifically, handover is the process in which the former officer officially transmits all affairs about the committee to the new officer. * The more organized the handover process, the more productive the new Term will be. * So, it is a very vital process that every officer should be ready for from the first day.

• Handover methods:

* Verbal: Face-to-Face Meetings - The ideal way to hand over! Communication is always easier in real life. It can be good also as a team-building opportunity. This method has the advantages of being more convenient, effortless, and more emotional support. Online Meetings - It can be done through several platforms including google meet or hangouts, Zoom, FaceTime, etc. This method can be useful when you are geographically far away from each other, though make sure that you both have a stable internet connection. * Documented: It is when the former officer writes everything about the experience in files and documents and directly transmits them to the new officer. It has many advantages like not being dependent on the availability of the former officer all the time and not missing anything about the committee, but it also requires a great effort. In conclusion, that would be better if we could conjoint the two methods together. Using the verbal methods for emotional support and general recommendations and using the documented way for official documents and evaluations.

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ELEMENTS OF HANDOVER PROCESS

1. Personal Experience: It would be a great idea to ready the new officer for the responsibilities that would be passed on and knowing about their fears to try eliminating them, this point is very suitable with the verbal method, he/she would probably ask about many things that vary from a person to another, some of these things are time management, official processes, availability, burdens of the responsibility and other things. So, it is only proper to reassure and remind them of their abilities that qualified them for this position. 2. Basics: 2.1. Official mail: The official way of communication as they will find all the history of the committee, plans, reports, members engagement, and so on. 2.2. Previous physical materials: It will save money, effort, and time. 2.3 Internal operating guidelines

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2.4 Chain of Communication: 2.4.1 Locally with: The team —> prepare all of them to be the second line. SCOPH members —> keep them motivated and raise the orange spirit. Other members —> keep them interested in SCOPH topics. Other board members —> provide them all the needed support and respect. 2.4.2 Nationally with: • The NPO and the national team. • Other LPOs. 2.5 Documentation (Reports, Proposal, and Photos. Etc). 2.6 Materials (Manuals, Handout materials used in physical campaigns, toolkits. Etc). 2.7 Members 2.7.1 The basic number of the committees members and the number of members that are being recruited every year. 2.7.2 Level of members› activity and their potentials or things they need to work on. 2.7.3 Committee›s trainers and their contact information. 2.7.4 A detailed report about every member of the core team and their plans. 2.8 Ongoing activities 2.8.1 Concerning any pending phase in any project, learning the cause behind it and receiving recommendations on how to complete it flawlessly. 2.8.2 Any ideas that were not implemented in any projects. 2.9 Budget: They should talk about the budget and funded projects and how to write them, in addition to the proper use of resources. 2.10 Externals and partners • Partnerships, needs, and their contact information. • Potential new partners. 2.11 Obstacles and how to overcome them: Any problems that could face the officer like approvals, decreased motivation of members, absence of the expected trainer, deletion of the publications, and other support divisions or anything else. 2.12 General recommendations: Any strength points or smart ideas that could facilitate the process.

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TEAMWORK Communication

ectives

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• Communication is essential between the members in any organization that aims to involve people in different activities. It helps ensure the active participation of all SCOPH members and develops the state of belonging for all our SCOPH members. • You as an LPO will communicate with many actors; you work with the local team and general members.

do you need t o be communicated?

•

You can share opportunities and things for members to do, calls for input, updates for transparency, manuals, and toolkits for your local team to use in their activities. • At the same time, you might need information and assistance from assistants and project coordinators, such as reports of their activities, information about the challenges they face, feedback that will be useful in order to improve the general work of the committee.

can you communicate with members?

•

There are many channels that you can use in your communication process, but every channel of communication has its advantages and its disadvantages, depending on the purpose of your communication, the recipients as well as the context. Remember that you need to ask your members which way they prefer to communicate with each other. • Communication is difficult. People have different characters, and although an option might seem perfect in theory,

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it might not work if people are not used to it. You can communicate according to the leadership compass at first. People are often more responsive if you target them directly, and it might allow more open and honest conversations. Tips to ensure good communication with your team • Need a good ice breaking at the start of your term • Remember that it is also your job to facilitate their communication with each other! • Make sure that you have a clear aim with the messages that you share so that everyone understands his job. For your Local team

• Google Drive or Dropbox

Online platforms for sharing documents and files.

PROS

Easy to structure and keep track of files. With Google Drive, several people can work on a document simultaneously, good tools for creating surveys, presentations, and sheets..,etc.

CONS

Limited space, needs regular maintenance to remain structured and updated.

TIPS

Create a folder for your local team at the beginning of the year and ask them to keep their work on the drive so it is a better way for documentation for the upcoming LPO.

• Face-to-Face

The old-fashioned way of actually meeting and talking in real life prefer to be with your local team.

PROS

Often the most effective as it provides direct feedback with your team, also non-verbally. Especially for group work or on a complex topic. Also tends to be more fun.

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CONS

Can be logistically difficult, and expensive to arrange, more time-consuming.

TIPS

Use the time that you might have for example during SCOPH Camp, to discuss pressing topics. You can achieve more things in a shorter time if you prepare the topics beforehand and share the agenda with involved members.

For your Local team and members

• Email

It is the professional way for communication you may have google-groups .

PROS

CONS

TIPS

Possible to categorize and organize the inbox, label emails for easy overview and follow up. Suitable for longer messages, links, files. Most people have an email address.

Not everyone regularly.

checks

emails

It can be good to share everything important in emails, to ensure that it reaches everybody.

• Facebook (Page or groups)

Facebook-pages might be used for public updates, events can be created for your activities, you can create a group for people to communicate and discuss with each other, or private/group conversations for smaller, private topics and talks.

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PROS

A large number of people in a short time, big spread. Might be easier to get replies. Possible for many people to interact with each other through comments and shares.

CONS

Some people do not use Facebook, blocked in certain countries. Need stable internet. Things can easily get lost due to a quick flow of information and it is difficult to follow up discussions and ensure institutional memory.

TIPS

If you have a big Facebook group, you might need to moderate the posts and members, to avoid spam messages.

• Zoom, Google Hangouts, and meet

A program that you can download on a computer or use on the website or download it on a smartphone for individuals as well as group calls, video calls, and chats. In zoom, we can use many features like divide the peoples into groups.

PROS

CONS

Screen sharing functions, efficient for discussing complex ideas with several people. Could be fun to see each others faces occasionally. Preferable in this period and to connect people from different countries.

Internet connectivity disturb voice calls.

• WhatsApp

problems

often

Chat text, pictures, and voice messages, and for one-onone calls.

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PROS

Often quick as most people have their phone close at hand. Easy overview of chat groups for specific purposes.

CONS

Difficult to keep track of discussions as everything is in a single thread.

TIPS

Great for general team building, informal communication, rather than serious and important work.

Team management It is the ability of an individual or an organization to administer and coordinate a group of individuals to perform a task. It involves teamwork, communication, objective setting, and performance appraisals. Moreover, team management is the capability to identify problems and resolve conflicts within a team. There are various methods and leadership styles a team manager can take to increase personnel productivity and build an effective team. In the workplace, teams that all work together and rely on each other can come in several shapes and sizes. They collaborate and all aim to achieve a particular purpose.

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ELEMENTS OF A HEALTHY TEAM

A CLEAR VISION

EFFECTIVE LEADERSHIP TEAM DYNAMICS

MEMBER APPRECIATION

ELEMENTS OF A HEALTHY MENTAL HEALTH TEAM IN WORKPLACE

EMPOWERMENT 1. A Clear Vision.

SETTING GOALS

ACCOUNTABILITY

A • Vision goes beyond a cool slogan or long-winded mission statement. CLEAR • Vision is what keeps your team unified. It keeps VISION everyone heading in the same direction and provides a real purpose that can motivate even the most mundane tasks. Without vision, it will be impossible to foster teamwork, set goals, or elevate your members from simple members to potential leaders.

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2. Effective Leadership.

• Like a ship without a captain, your team will be aimless without effective leadership. But becoming EFFECTIVE LEADERSHIP a leader requires more than a title. Most failed businesses and unsuccessful teams fail because they lack strong, effective leadership. • Remember that the measure of a leader’s success is found in the satisfaction and happiness of your team. When you treat your team as expendable or unimportant, you create a dynamic in which it’s «us vs. them». Respecting your members shows that you see them as equals, despite your role as a leader. This allows the team to work as a cohesive unit, in which every person is just as important as the next.

3. Team dynamics (…it does make the dream work!)

• Once you have a clear vision and effective leadership, you need to foster a team that works well together. TEAM There are many facets to synergistic teamwork, but the most important is to identify skills, define roles, DYNAMICS and foster respect. • Once you’ve identified the specific abilities on your team, you’ll need to set clearly defined roles. This will help to ensure that each member of the team knows exactly where their responsibilities lie, and where they don’t. When members are forced to wear several “hats” and are unsure what responsibilities they may have to assume each day, they don’t feel valued. This leads to burnout. Members who aren’t happy, aren’t productive. • Respect is a two-way street, and you have to give it to get it. Without respect, even the most talented members won’t be able to perform at a high level. Fostering respect starts from the top, and there are many ways to strengthen your team.

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4. Setting Goals.

• The next step is to set clearly defined goals. It’s necessary for clearly defining roles and establishing SETTING metrics for measuring success. Goals are different GOALS from vision; in that they are more specific. Goals should leave no room for ambiguity and should tell your team exactly what is expected of them. • We’ve talked before about retaining talent, and the importance of setting boundaries. Clearly defined goals are imperative if you want to accomplish any of these things. These goals also become a sort of scale for determining exactly how well each member of your team is performing and will help you get the most out of your team.

5. Accountability.

• Definition: Taking or being assigned responsibilityACCOUNTfor something that you have done or something you ABILITY are supposed to do. • Why? Accountability is essential to any team. It’s not enough to set goals and have a shared vision – each member of your team needs to be accountable for their responsibilities and deliverables. When you make a promise, keep it. Period. When you hold yourself to a high standard, you can effectively hold your members to the same standard. This also helps to develop trust. • Most of the time, others are depending on you to deliver. Failing to meet expectations and deadlines can have a ripple effect that hurts the whole team. Accountability results in transparency and ownership of your work. When you create a standard expectation that applies to everyone in the company, you can quickly assess and repair any shortcomings.

6. Empowerment.

• All these things allow you to empower team members. When you identify skills, set clear goals, and communicate effectively, you can then empower EMPOWERMENT your team to work autonomously. One of the biggest problems you can face is a lack of trust. All work has

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to be funnelled through, and time is constantly wasted asking questions about every obstacle encountered. • When you empower capable members to solve problems and make decisions based on the vision and goals shared, you will find that productivity gets kicked into overdrive. Perhaps even more importantly, empowering your members leads to happier team members.

7. Mental Health in workplace

• A happy environment is a more productive MENTAL environment. A 2015 study revealed that happy HEALTH members increase productivity by 20-12 percent. IN WORKOne of the biggest barriers to a happy environment is PLACE stress, which is just as harmful as second-hand smoke.

8. Member Appreciation.

• Finally, you must take the time to celebrate success and excellence. We set out to achieve goals because there is a deep satisfaction in completing the MEMBER task. We work hard because there is pride in a APPRECIjob well done. We push ourselves to improve ATION because we want to be the best in our field. • Celebrate these things with the team. Mark major accomplishments and milestones recognize exceptional work and reward success. • We all want to feel valued and important as part of a team that is successful. There is no joy in exceeding goals or solving problems when the completion is marked immediately by the introduction of a new task or project. • With these characteristics, your team can become one marked by excellence and defined by success.

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METHODS OF TEAM MANAGEMENT

Leadership compass A leader›s compass is a coherent leadership philosophy that guides actions consistent with a set of values and principles that result in predictable behaviour. Followers expect their leaders to be consistent and predictable, thereby creating credibility and trust. Benefits to work with leadership compass: * Impact of Leadership Compass * Self-Awareness & Development * Appreciation of Differences * Boost Collaboration * Communicate Effectively * Increase Productivity * Gain Trust & Understanding * Emotional Intelligence * Leadership Skills In Leadership compass we have FOUR STYLES * You can know about each style and how to conduct this activity with your team through this link: CLICK HERE

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PROBLEMS IN TEAM MANAGEMENT

1. Absence of trust.

• In Patrick Lencionis book The Five Dysfunctions of a Team, the absence of vulnerability-based trust – where team members are comfortable being vulnerable with each other, trust each other to help when asking for guidance, and are willing to admit their mistakes – within a team is detrimental to a team. • Team leaders have to assist each other when they are vulnerable and also allow team members to see their vulnerable side, which is contradictory to the orthodox belief. • If a team lacks vulnerability-based trust, team members will not be willing to share ideas or acknowledge their faults due to the fear of being exposed as incompetent, leading to a lack of communication and the hindering of the team.

2. Fear of conflict.

• Contrary to the general belief, conflict is a positive element in a team as it drives discussion. The fear of conflict is the fear of team members to argue with one another and the fear of disagreeing with the team leader. If team members hold back and are afraid of confronting the leader or their teammates, then the concept of a team is non-existent because there is only one person who contributes, and no new ideas are generated from discussions. • The fear of conflict in a team stems from an absence of trust, more specifically vulnerability-based trust. If team members are afraid to be vulnerable in front of one another, disputes can be manipulative and a means to overthrow and shame the other team member. However, if team members trust each other and are comfortable being vulnerable in front of one another, then debates can be a pursuit of a better and more effective method

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to achieve a task.

3. Lack of commitment.

• When team members do not provide input on a decision, it shows that they do not agree or approve of the decision, leading to a halt in team activity and progress. Furthermore, when team members do not express their opinions, views, and potential ideas are lost, hurting the project and the committee.

4. Avoidance of accountability.

• The avoidance of accountability in a team is the failure of team members to be accountable for the consequences of their actions. When team members do not commit to a decision, they will be unwilling to take responsibility for the outcomes of the decision. • Besides, if a lack of trust exists within the team then peer-topeer accountability will be absent; team members will not feel accountable towards their team members and hence will not put effort into their tasks. The team must trust and hold each other responsible so that the intention will always be for the benefit of the team and for the team to succeed. • Team leaders who are afraid of confrontation might avoid holding team members accountable when in fact they have made a mistake. Team leaders must develop the confidence to hold team members accountable so that they will feel a sense of responsibility and entitlement to the team and learn from their mistakes. If not, then errors will not be corrected and might lead to worse problems, causing a defective team.

5. Inattention to results.

• If team leaders and team members do not hold each other accountable then they will not be concerned about the outcome of the team and whether they have achieved their goal, as they do not have the drive to obtain great results. Inattention to results causes a loss of purpose and brings into question the existence of the team. Here you can find a session about Leadership and Team Dynamics.

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CLICK HERE

INTERNATIONAL OPPORTUNITIES & INTERNATIONAL CERTIFIED WORKSHOPS

SCOPH INTERNATIONAL WORKSHOPS

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• What is a PHLT?

* A Public Health Leadership Training (PHLT) is recognized as an official workshop of the IFMSA. A good intervention in Public Health is greatly dependent on a good community-based general knowledge about the issues that it tackles, alongside solid technical skills in the domains of leadership and activity management. This is why IFMSA-SCOPH is promoting and certifying this high-

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PHLT (PUBLIC HEALTH LEADERSHIP TRAINING)

quality standard workshop. * The PHLT enhances the theoretical and practical knowledge of medical students to encourage and help them improve their community actions. The goal of the workshop is to strengthen the skills of Public Health leaders, not creating new PHLT trainers. A PHLT is meant to provide the necessary skills to strengthen the confidence and ability of the participants to have an impact in their community, committing them in this Mission. PHLT Regulations: you can go further and read in detail all the PHLT regulations here.

CLICK HERE

• MHE (Mental Health Essentials for Future Healthcare Professionals)

* This workshop advocates for a psychosocial approach to mental health that treats factors such as a person›s life, working, and social environment, as well as purely biological factors, as equally important in understanding mental health and well-being. * Through this workshop, we wish to erase the stigma and raise awareness and understanding that people with mental health disorders live as full citizens with equal access to opportunities and appropriate services, while at the same time being experts in their lives. * We all have mental health - it is not only about the disease or the absence of it. * The sensitive topics of the Mental Health workshop will be approached via varied methodology. * The topics will be explored together with the participants through presentations, self-discovery activities and exercises, selfreflection, discussions and roundtable debates, simulations, and role-playing. The Mental Health Essentials for Future Healthcare Professionals workshop is an official SCOPH workshop.

MHE (MENTAL HEALTH ESSENTIALS FOR FUTURE HEALTHCARE PROFESSIONALS)

• From Advocacy t o Policy-Making (AtoP)

* From Advocacy to Policy Making is a workshop that aims to build the capacity of the participants regarding Advocacy and policy making skills, while focusing on a certain public

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ATOP (FROM ADVOCACY TO POLICY MAKING)

health theme for the workshop. * The workshop aims to bring IFMSA a generation of public health leaders who are able to advocate for public health issues that are impacting their communities.

• Public Health Leadership Training for Trainers (PHLT-T) Online Course

* The PHLTs have conquered the world and empowered many public health leaders around the globe. Yet there is another step to becoming a PHLT expert. PHLT-T ONLINE COURSE * The PHLT-T is an online workshop that provides the knowledge and the practice to achieve the PHLT trainer status. Therefore, this workshop combines the knowledge delivered in all the PHLT sessions but with a trainer perspective, thus focusing the learning experience on the facilitation and perfect delivery of the content. * This workshop can only be organized and hosted by SCOPH IT.

• Activity Management Online Course (AMOC)

* In IFMSA annually we have multiple activities planned and executed in our NMOs, in a way activities and projects are one of our fortes at IFMSA. The impact of these projects on the national and local level is proof of how healthcare students can take the lead and raise awareness about youth participation and its value. * Activity Planning and Management are essential skills for AMOC (ACTIVITY MANAGEMENT ONLINE any individual who wants to lead or be a part of a project COURSE) or activity. Thus, to maintain and enhance the quality of our activities, the knowledge and skills of activity planning should be shared and learned by our members. * In SCOPH we have seen an increasing interest and need of members wanting to learn more on activity planning and management. In this way, with this workshop, we would be providing useful tools to succeed in activity management as well as achieving one of the internal goals of our strategy.

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• One Health Workshop

* Public health is a multidisciplinary field because various factors in our environments determine good health and ONE HEALTH WORKSHOP well-being beyond our biology upon which clinical medicine is largely based. It is for this reason that interprofessional collaboration is one of the three pillars of the SCOPH Strategy 2021 -2018. * In its simplest form, interprofessional collaboration is the practice of approaching work from a team-based perspective, where the team consists of healthcare professionals from different fields, as well as other practitioners, communities, and even patients. The transfer of knowledge and involvement of others leads to better results and better patient care because of the wholesome insight into the issues tackled. OPPORTUNITIES

Internal (within IFMSA):

1. Standing committees collaboration:

* Collaboration between the standing committees will enable us to serve the community›s health by introducing the people to a health issue from different and novel aspects that they have not been introduced to before. * Additionally, this collaboration elaborates the sense of belonging to IFMSA-Egypt, not just the standing committees, but also their members. Furthermore, this collaboration is considered an objective in all standing committees, since its benefits are uncountable either for the community or for our organization, so we have to achieve this objective to serve our bigger vision and mission.

2. General Assemblies SCOPH Sessions:

* Held twice per year, the entirety of IFMSA joins in an incredible event, called the General Assembly. 6 days in March, 6 days in August an amazing opportunity for SCOPHeroes to learn at the SCOPH Sessions at the GAs. * It is the greatest opportunity to learn and network with other NPOs, SCOPHeroes, and Public Health Enthusiasts to build your capacity.

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3. Regional Meetings:

* Apart from the General Assemblies, your region also has its remarkable event: with a more specific agenda and a more personal approach. * Regional Meetings are a great opportunity to focus on Public Health Issues and the regional aspect of them in parallel to the international picture. It is also a great time to meet NPOs and SCOPH Members from your region and also plan to work together on the regional level.

4. SRTs.

* IFMSA has created activities specifically related to capacity building for its members. These activities happen before the GAs and the Regional Meetings and you can find an array of helpful workshops, whether SCOPH related or not. * Keep an eye out for PHLTs, Policy Making, Activity Management, External Representation workshops, among others. Moreover, throughout the year, there are various Sub-Regional Training (SRTs) events organized all over the world. * These can include, just like preGAs, a variety of workshops catered to your specific needs and priorities: so, make sure to follow what’s happening and the calls sent out! You wouldn’t believe how many of them are happening internationally! External (Liasoning):

1. Help develop an IFMSA policy statement.

* Twice a year, during the IFMSA General Assemblies there is the opportunity to propose new or improved IFMSA policy documents. * This is your chance to contribute to capturing the opinion of our members to use as a basis for our external representation and internal efforts. * Frequently a small working group will be formed of interested members to draft these policies, in which you can join. * Is that too much commitment? There will also always be a call for input once the first draft is made. Here you can leave comments and suggestions to the policy.

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2. Give input to external meetings.

* For all external meetings that IFMSA is attending a call for input will be sent to the members. * Here you can give input on what you think IFMSA should prioritize during the meeting if there is anyone you think they should talk to and if they can bring anything specific back that would help your work. * Sometimes there are additional questions asked specifically for that meeting. Unsure on how to give input? CLICK HERE Check this Manual.

3. Attend an external meeting as an IFMSA delegate.

* Want to experience external representation up close? Apply to become a delegate in an IFMSA delegation to an external meeting! Throughout the year several opportunities will be offered to our members to do this, for example to several WHO meetings and the United Nations Climate Conference. * Keep an eye on the SCOPH-en IFMSA-general server as well as the Facebook page, where these calls will be shared. Don’t be afraid if it is your first time to apply, everybody has a chance to get into the delegation! * WHA: The World Health Assembly is the annual gathering of the highest decision-making body of the World Health Organization. It is attended by delegations from almost 200 Member States as well as recognized international NGOs and other partners.

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PUBLIC HEALTH EXCHANGE

Exchange in the field of Public Health and Primary Health Care is a collaboration between SCOPE and SCOPH committees within 8-4 weeks duration. All students from Health Science faculties around the world are eligible to apply.

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It is supported by Regular work at Public Health institutions: 1. Governmental Health departments. 2. NGO active in PH. 3. Hospitals and Medical Institutes (including Veterinary Medicine institutes). Objectives of public health exchange: 1. Empower students in the field of Public Health by gaining field expertise in Public Health work 2. Educate students about different approaches in public, international and global health as practiced in different countries 3. Help students develop intercultural competences by experiencing cultural differences in public health settings. Public Health Exchange Regulation: • Find it through this link.

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CLICK HERE

ADVOCACY AND EXTERNAL PARTNERS

ctives

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What is advocacy? • Advocacy is any activity by an individual or group that speaks in favor of, recommends, argues for a cause, supports, or defends, or pleads on behalf of others intending to influence decisions within political, economic, and social systems and institutions. More recently the term “Public Health Advocacy” was also introduced, referring to educating, organizing, and mobilizing for systems change in population health.

• Why Engage in Advocacy? There are many reasons to engage in advocacy. The most important from a civil society perspective is to solve specific problems through concrete changes in public policies and programs; to strengthen and empower civil society, and to promote and consolidate democracy. • How to do this? There are a lot of different ways and step-by-step guides out there, but overall, you can use the following steps:

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• What are the elements of advocacy? Seven Elements have been present for an advocacy network to function at its highest capacity: [Social ties, a communications grid, a common language, a clear vision, shared resources, actors, and feedback mechanisms]. Though we tease these elements apart for discussion, each element is essential-and an effective network requires each of them in order to succeed. The easiest way to visualize this concept is through a Venn diagram like this one, where the center represents an effective network. Social Ties • Building social ties among the people in a network is a smart and strategic investment and an essential step in creating trust and working together effectively. Trusting one another allows for communication with fewer misunderstandings, makes it easier for people to overcome strategy disagreements, and facilitates collaboration, even when the work of advocacy and social change strains the participants with increased demands. • Social ties can be built in various ways: in-person events like happy hours, meetings, retreats, and training sessions; online activities such as webinars, conference calls, and e-newsletters in which network participants share their experience and expertise; or through collaboration on network projects. Communications Grid • All networks need a way that members can engage in various types of conversations and exchanges (oneto-one, one-to-many, many-to-many). One channel alone may not provide a • way to facilitate each type. These many channels online and offline are the «communications grid» of the network and include channels for aligning work, solving issues, and building identity as a group. • A strong communication grid also facilitates the ability to filter messages and noise and serves as a distribution backbone for feedback and the delivery of messages.

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•

It supports users if they need to segment and communicate to audiences in multiple ways across all boundaries of organization, geography, and time. Common Language • A common language is an integral part of any successful advocacy network - it reinforces the identity of the network and works to resolve any conflict. Being able to understand the jargon, acronyms and organization or movement-specific terms and phrases ensures that all members are on the same page, helps cut down on confusion and makes it easier for members to talk through their problems and collaborate. Shared Resources • Networks don’t need to own and operate assets in the same ways traditional organizations or firms do, and they can be used to effectively manage access to shared resources that users can utilize as a benefit of being a part of the network. • Shared resources not only provide power and value to users, but they are also often key to attracting participation and creating deeper conversations about governance and protocols for the use of a network. • Providing capacity for shared resources allows participants to pool assets, skills, talents, experiences, expertise, services, and funding streams. Vision • Having a clear vision is a must for any successful advocacy network. This involves working with network participants to define the vision and helping participants understand the advantages of being a part of the network. • This vision ultimately guides the network culture and helps participants focus their activities. • Not having a clear vision can lead to a lack of understanding and lost time when trying to clear up misunderstandings among members.

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Actors • Each network must have actors - people who drive the activities of the network by monitoring resources, creating messaging, outlining participant responsibilities, receiving feedback, and more. • Ultimately, these actors will drive the network to take actions and leverage the existence of the network for their benefit, while encouraging others to do the same. Feedback • Feedback helps leaders and other participants understand the trends, resources, and needs of the entire network. A network must have the ability to gather feedback that will help them grow and refine their activities, and a network’s members must be able to see its successes and trends. • The network’s leaders must then respond to the feedback and effectively readjust network actions and priorities based on this information. Without feedback, organizations can be blind to critical information that can help improve it. • When done well, incorporating feedback can help refine, strengthen, and advance network goals and activities. PUBLIC HEALTH IN MEDICAL CURRICULUM

For years now, medical students have been advocating for the inclusion of public health in our medical curriculum. Their advocacy did not only focus on the inclusion of public health in the curriculum but the inclusion of appropriate, well-defined topics that help in the development of medical students and future health care providers. That is why it is our time now to plan our path for reaching our main goals of public health in the medical curriculum.

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POLICY DOCUMENTS

A frequently used way to express the official opinion of your organization is by policy documents voted upon by its members. By having these documents, you can assure that your advocacy is based on the opinion of members, without having to consult them every time. A policy document should at least define the problem you are addressing, including what the problem is, why it is a problem, and why your organization cares about it. Furthermore, you want to include specific solutions you are suggesting to overcome the problem. In order to reach our vision and mission, we often want to affect the actions and opinions of different stakeholders. In order to speak with a common voice, we first have to agree on the opinions of the organization. Within IFMSA, Policy Documents (PD) are the documents representing agreed positions on several different issues connected to Global Health. In IFMSA-Egypt, we realised the importance of policy documents as it is a tool that reflects your power of proposing actions to your competent authorities and this reflects the professionalism of your organization. IFMSA-Egypt created a new position called Policy Coordinator in the President team for this term 2020/2021. • IFMSA›s beliefs regarding a particular issue, composed of a statement and a policy paper. • Use for external representation and advocacy. • Policy documents are approved during the IFMSA General Assembly March Meeting (MM) and August Meeting (AM). • Valid for a period of three years and/or until their renewal. You can find SCOPH related Policies in Annexes.

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EXTERNAL PARTNERS

Partners and Externals • In order to make our work more impactful, we can cooperate with other stakeholders. We can learn from them, and influence them to work on topics that we find important. Other actors, in general, approve of and encourage our work as students, and are often happy to work with us. • These kinds of collaborations can be found on local as well as national and international levels. After finding a potential partner for collaboration, the first questions that you should ask yourself are: what is our end goal, what do we want from them, and what can we offer them? On a regional and international level, the external collaboration with Public Health organizations takes place through the Liaison Officer for Public Health (LPH). • If you discover an interesting opportunity in an external area on the regional or international level, contact your Regional Assistant or the LRP to explore the possibilities for your NMO or IFMSA. To formalize partnership on an international level, and also within certain NMOs, a document called a Memorandum of Understanding (MoU) is signed by both parties and then adopted by the IFMSA General Assembly.

• Who can you partner with?

• It can be beneficial to establish partnerships with different organizations and other entities to enhance your work. To identify who it would be beneficial for you to work with on a certain issue, you can do a stakeholder mapping. • Stakeholder mapping is a way to understand who your key stakeholders are, where they come from, and what they are looking for in a partnership with you. Below you can find a few stakeholders that you can take into consideration when forming partnerships • Inter-professional Collaborations: Collaborations between different parties interested in public health are an advantage for SCOPH since they will contribute to the process of sharing knowledge and skills between these parties, and that will help us increase the efficiency and effectiveness of our public health projects.

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1. World Health Organization Internationally IFMSA works frequently with the WHO, but you can also do that on a national or regional level, for example, if your country has a country office or a specific project in your country. 2. Government Legislation that has its impact on health, as well as various campaigns and projects, are usually formed by national, regional, and local governments. Therefore, it is beneficial to have a partnership with them, to influence decisions taken, and possibly join in campaigns and projects. 3. National, regional, and local Medical or Public Health Associations Besides IFMSA there are usually other medical and public health associations active where you work. They will most likely have (a few) similar interests and areas of work. 4. Other Student Associations Interprofessional collaboration has a lot of value, especially in public health, so you can also think about working together with over student associations, such as a veterinarian, pharmaceutical, nursing, or dental students. 5. Other NGOs There are lots of other non-governmental organizations that have similar stances and values as you have. You can join forces with them and enhance the impact of your work.

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ECONOMY AND FINANCES

tives

g Objec

Learnin

e stand th r e d n u To 1. ea e to hav c n a t r o imp . ing plan s i a r d n fu

LPO Support & Development Plan A strong and sustainable SCOPH has LPOs that are engaged in the organization’s strategic vision and members who are willing to help the organization meet its programmatic and fundraising goals. Nurturing LPOs is hard work and needs thought and intention.

Financial Plans & Administration The annual financial plan includes the creation of an organizational budget as well as the conduct of several processes to monitor the financial health and wellbeing of the organization. Long Term Fundraising Plan Every organization needs a long-range fundraising plan to maintain its sustainability. A long-term fundraising plan includes steps to identify the funding needs of the organization (often assessed through the creation of the annual budget and the growth trajectory of the organization) and the organization’s potential sources of income or support. • What needs does the project meet? • What statistics do you have in support of the needs analysis?

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ANNEXES

LPO’s Handover Document Structure

• Section 1: Members and Capacity Building Item

Comments

How did you recruit members to your team? Building effective communication with the working team Training planning Members Performance evaluation

• Section 2: Processes Item

Comments

Reviewing the job description (Key responsibilities, expectations, overlapping roles) Other roles inside the Team of Officials The Internal Operating Guidelines (What to do and how to do it?) Recurring meetings and deadlines Received all the necessary documents and files related to the working area Did you find the AWP system useful and user-friendly? How did you create a budget for your SC?

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• Section 3: Availability and workload Item

Comments

When was your peak of work during the term? What were your tasks before, after, and during the local GA What were your tasks before, after, and during the national GA

• Section 4: Activities Item

Comments

Vision & Mission of your working area (ex: Standing Committee) SWOT analysis of the working area Projects you think needs to continue or start in the next term and others you think should stop The major highlights in your term

• Section 5: National affairs Item

Comments

How was the communication between you and the relevant National Officer Expected national tasks and when they are required

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SCOPH Related Policies: • Mental Health (March 2020)

CLICK HERE

• Health, Environment & Climate Change (March 2020) • Primary Health Care (August 2019)

CLICK HERE

• Food for Health and Sustainability (August 2019) • Neglected Tropical Diseases (August 2019) • Access to Medicines (March 2019) • Vaccination (March 2019)

CLICK HERE

• Health Emergencies (March 2019)

CLICK HERE

• Control of Emerging Infectious Diseases (August 2018) • Drug Reform (August 2018)

CLICK HERE

• Noncommunicable Diseases (April 2019) • Universal Health Coverage (March 2018) • Antimicrobial Resistance (March 2018)

CLICK HERE

• Active Ageing and Life Course (August 2017)

CLICK HERE

• Health Equity and Social Determinants of Health (August 2017) CLICK HERE

• Access to Safe Surgery and Anaesthesia for all (March 2017) CLICK HERE

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World Health days Month

Days Start

February

What

End 4

World Cancer Day

World kidney day • •

March

April

World Down Syndrome Day International Day of Forests

World Water Day

World Tuberculosis Day

World Health Day

World immunization week

World Day for Safety and Health at Work

World asthma day

World thalassemia day

World hypertension day

World No-Tobacco Day

World Environment Day

World Food Safety Day

World Oceans Day

World Blood Donor Day

World sickle cell day

World Day against Drug Abuse & Illicit Trafficking

July

World Hepatitis Day

August

International Youth Day

World Suicide Prevention Day

International Day for the Preservation of the Ozone Layer

World Alzheimer's day

World Rabies Day

World heart day

International Day of Older Persons

World Mental Health Day

World Anti-obesity Day

International Day for Disaster Reduction

Global Handwashing Day

World Diabetes Day (NCDs)

Universal Children’s Day

May

June

September

October

November

December

World AMR awareness week

Lung Cancer Awareness month

International Day of Persons with Disabilities

World Soil Day

For more information about international days and different activities, You can check UN Website.

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CLICK HERE

Official Emails You cannot contact the IT without NMO Approval (NPO) Level National

International

Position

Official email

NPO

npo@ifmsa-egypt.org.eg

SCOPH server

SCOPH@ifmsa-egypt.org.eg

SCOPH Director

scophd@ifmsa.org

LPH

lph@ifmsa.org

LWHO

lwho@ifmsa.org

LOSO

loso@ifmsa.org

SCOPH GA

ga.scoph@ifmsa.org

SCOPH CB DA

cb.da.scoph@ifmsa.org

SCOPH ME DA

me.da.scoph@ifmsa.org

SCOPH RA for Africa

ra.scoph.africa@ifmsa.org

SCOPH RA for EMR

ra.scoph.emr@ifmsa.org

PC for CDs

cd@ifmsa.org

PC for EH

environmenthealth@ifmsa.org

PC for HS

healthsystems@ifmsa.org

PC for NCDs

ncd@ifmsa.org

PC for MH

mentalhealth@ifmsa.org

SCOPH sever

scoph-server@ifmsa.org

SCOPH International and National Structure

• The SCOPH-Director [The Director on Public Health (SCOPH Director)]

• Is responsible for the development of SCOPH through activities that are in line with its plan of action, vision, and mission. • He/she annually assesses the needs of SCOPH around the world and provides support accordingly. • The SCOPH-D is available to support public health events and provide students involved in SCOPH with relevant manuals, documents for all SCOPH activities. • Alongside with Standing Committees Directors, he/she oversees the submission of the IFMSA Programs and their implementation. Finally, he/she organizes SCOPH sessions in IFMSA Meetings, together with the SCOPH International team.

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• The Liaison Officer for Public Health Issues

• The Liaison Officer for Public Health issues (LPH) is the Official who represents IFMSA within the world of the Public Health Organizations (NGOs and Governmental Organizations). • The LPH connects IFMSA with its Public Health external partners, also with other organizations that can potentially be a support and be helpful for the activities of IFMSA Local Committees and National Member Organizations. • The LPH works to secure sustainability by providing IFMSA with relevant information about Public Health partner organizations and by facilitating and initiating contacts.

• Liaison Officer to Student Organizations • Liaison Officer to the World Health Organization Assistants: * General Assistant * Development Assistant for Capacity Building * Development Assistant for Member Engagement * Regional Assistants

Program Coordinators • National public health officer (NPO)

• National Public Health Officers (NPOs) are in charge of coordinating and directing work on Public Health at the national level. • They are responsible for the management and development of the Standing Committee on Public Health through capacity building and managing national activities on Public Health. • They also serve as a link between SCOPH International Team and Local Public Health Officers (LPOs) and Members, whom they support.

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NPO responsibilities:

According to SCOPH Regulations, NPOs responsibilities are the ones listed below: 1. Help, encourage, and support LPOs. 2. Keep in touch with all LPOs; answer any question they have related to SCOPH activities. 3. Collect regular reports from LPOs (frequency of reports can be determined by the level of compliance of LPOs (at least one report on a quarterly basis). 4. Introduction to and explanation of SCOPH structure, objectives, mission, vision in national events. 5. Organization of regular SCOPH team meetings, (physical or online meeting). 6. Prioritize direction of work with LPOs, including IFMSA positions. 7. Create a database with all the necessary information about SCOPH and its activities. 8. Create a group chat for friendly communication with LPOs on social media. 9. Develop new SCOPH-related activities and coordinate and manage SCOPH related activities on a national level. 10. Planning SCOPH related Capacity Building events on a national and international level (e.g. SCOPH Weekends, PHLTs, SRTs, etc.) 11. Lead and coordinate the National SCOPH Team composed of NPO Assistants, LPOs, etc.) 12. Connect and cooperate with NPOs from other NMOs (National Member Organizations). 13. Plan SCOPH sessions in National Meetings. 14. Represent the NMO in IFMSA regionally and internationally. 15. Represent their NMO in Public Health related external partners. 16. Promote Public Health-related opportunities to her/his NMO. 17. Update National SCOPH Team and members with international SCOPH news/opportunities. 18. Promote National SCOPH work towards IFMSA and enrolls national activities into IFMSA Programs.

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NPO assistants * General assistant * Development Assistant for Capacity building * Development Assistant for Members Engagement

National coordinator • The Focus Areas & Projects Coordinators are those managing relevant focus areas & projects” for one term, ending on the 30th of September. • They collaborate with different TO members such as National SCs Officers, Projects SDD, Publications SDD, Fundraising SDD, and IFMSA-Egypt Executive Board within the relevant TO guidelines.

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MEET THE SWG TEAM MEMBERS

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Abbreviation • AtoP: From Advocacy to Policy-Making • AWP: Annual Working Plan • AM: August Meeting • AMOC: Activity Management Online Course • D: Director • DA CB: Development Assistant for Capacity Building • DA ME: Development Assistant for Members’ Engagement • EB: Executive Board • EMR: Eastern Mediterranean Region also refer to the Regional Meeting of EMR • GA: General Assemblies or General Assistant depending on the context • IT: International Team • LC: Local Committee • LO: Liaison Officer • LPH: Liaison Officer for Public Health Issues • LPO: Local Public Health Officer • LWHO: Liaison Officer to the World Health Organization • LOSO: Liaison Officer to Student Organizations • MM: March Meeting • MHE: Mental Health Essentials for Future Healthcare Professionals • NPO: National Public Health Officer • MoU: Memorandum of Understanding • NMO: National Member Organization • OLM: Online Meeting

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• PC: Program Coordinator • PHLT: Public Health Leadership Training • PHLT-T: Public Health Leadership Training for trainers • PS: Policy Statement, a stand of IFMSA regarding a specific issue. • RA: Regional Assistant: Coordinates the SC activity in a region. • RD: Regional Director. • RM: Regional Meeting • SC: Standing Committee. • SCOME: Standing Committee on Medical Education. • SCOPE: Standing Committee on Professional Exchange. • SCOPH: Standing Committee on Public Health. • SCORA: Standing Committee on Sexual & Reproductive Health and Rights including HIV/AIDS. • SCORE: Standing Committee on Research Exchange. • SCORP: Standing Committee on Human Rights and Peace. • SRT: Sub Regional Training. • SupCO: Supervising Council • SWG: Small Working Group. • TO: Team of Officials. • VPE: Vice President of External Affairs. • VPI: Vice President of Internal Affairs. • ILOs: Intended Learning Objectives • IFMSA: International Federation of Medical Students Association • IFMSA-Egypt: International Federation of Medical Students Association - Egypt

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