Health impact today. Health leaders tomorrow. FIVE YEARS OF IMPACT | ANNUAL REPORT 2013-2014 Our mission Dear friend is to mobilize a global community of emerging leaders to At age 5, a child learns to hop, somersault, and skip – at Global Health Corps, build the movement for health equity. We are building a we feel like doing a bit of that ourselves! This year, we turned five and celebrated a number of our own network of young changemakers who share a common belief: developmental milestones. Since our founding in 2009, GHC has: • Recruited 450 young leaders to fill gaps at 90 high-impact health organizations in 7 countries • Reviewed more than 15,000 fellowship applications • Expanded GHC placements to include Ministries of Health and private sector companies Health is a human right. • Opened offices and hired staff in Burundi, Malawi, Rwanda, Uganda, and Zambia • Welcomed 322 young leaders into our alumni corps and held our first GHC alumni retreat in East Africa Each stride takes us one step closer to achieving health equity. We know that this goal requires strong health systems; strong health systems need talented individuals to address each of their complementary components—from commodity supply chains, to logistics, to health workers’ capacity, to monitoring & evaluation, to infrastructure, to financing. We are inspired that each year our fellows are doing just that. Whether they’re reducing drug stock-outs in Burundi, training community health workers on mobile health technology in Rwanda, or analyzing nutrition policy in New York City, GHC fellows are working each day to ensure that health systems serve those who need them most. With 90% of our fellows’ next steps related to global health, our alumni are just beginning their journey creating systemic change as global health leaders. Like all five-year-olds, we’re eager to grow. As we look forward to our teenage years, we are tackling a number of strategic questions, including what model of scale to pursue, what talent gaps are best served by GHC fellows, and how to maximize the impact of our ever-growing alumni community. We are grateful for those who have offered their support and guidance over the last 5 years, making it possible for GHC to ask these questions and continue to serve communities who need the talent, passion and creativity that GHC fellows bring. We hope that you will join us as co-collaborators as we work to ensure that every person can live a healthy and dignified life. In gratitude, Barbara Bush and the Global Health Corps Team What we’ve learned Community is key. Each year our fellows cite the GHC community as vital to their professional and personal success. At the start, community-building was just a by- product of our training, but we now intentionally incorporate it into each of our workshops. Partnership is more than a buzzword. “ Collaborating across borders, sectors, and organizations is necessary to make systemic change. That’s why we partner with diverse organizations and why our fellows always work in cross- cultural teams of two. Leadership takes practice. While we select GHC fellows for their leadership potential, we know that leadership is an iterative process. So we’ve identified six leadership practices (like collaboration and adaptability) as critical for making change in global health – and equip fellows and alumni to practice them throughout their fellowship and beyond. Over the last 5 years that Partners In Health has partnered with Global Scale comes in all shapes and sizes. When Health Corps, I have witnessed the immense impact GHC fellows have had we founded GHC, our goal was to exponentially expand the size of our fellow class. While we’re still planning for growth, we’ve realized that by amplifying the voices of our fellows and alumni – on increasing access to quality healthcare for the poor. Yet perhaps more through story-telling and advocacy training – we can magnify our impact beyond our community of 450 changemakers. importantly, I have been inspired by the unparalleled leadership potential of GHC alumni as they rise into positions of influence at organizations like PIH around the world and choose to fight for health equity. — Paul Farmer, Chief Strategist and Co-Founder “ Partners In Health p We believe that the unacceptable status quo of extreme health inequity cannot be We are committed to creating a new breed of health sector leaders who develop solved by a single organization, institution, or individual. innovative solutions to the most challenging health problems around the world. An estimated From 2000 to 2012, mobile Malaria is Between 2000 and 2012, the 222 million phone penetration in sub- women in developing preventable and number of internet users on the Less than 1 in 4 Saharan Africa grew from 1% to countries would like to children living with HIV curable but caused African continent grew at delay or avoid childbearing in 2013 had access to 7x the global average 54% but do not have access to lifesaving anti-retroviral 627,000 contraception therapy deaths in 2012 From 2001 to 2011, Youth in sub-Saharan the number of US 64% Africa are the More than 800 women undergraduate global of millennials say it’s a most educated health programs priority for them to make generation in the region die every day from preventable 2.1 million the world a better place causes related to pregnancy early child deaths could be grew tenfold and childbirth prevented each year with access to simple, affordable interventions Source: World Health Organization Sources: Forbes, The World Bank, Africa Renewal How GHC works Our fellows are fighting for global health equity today and together will lead the movement in the coming decades. 1 2 3 4 5 6 Identify high-impact Competitively select Pair them up Match them to an Train them Build a global ecosystem health organizations with exceptional young leaders organization of fellows and alumni Fellows work in pairs – a local fellow Throughout the year, fellows gaps that need filling with diverse skills and an international fellow – because participate in trainings, workshops, impacting health equity During a paid year of service, fellows we know that sutainable change and conferences aimed at increasing strengthen and learn from their We partner with existing We open the door for passionate can only be made when local voices their impact as practitioners and Through retreats, mentorship, and placement organizations, working on organizations and government young people with backgrounds in are included and cross-cultural their development as global health networking events, we facilitate a variety of health issues from HIV/ agencies in East and Southern Africa fields as varied as finance, IT, and collaboration takes place. leaders. communication and collaboration and the United States whose impact architecture to apply those skills to AIDS to maternal and child health. amongst our fellows and alumni, is increased by having at least 2 of solving global health challenges. enabling stronger collective action to our fellows. move the needle on global health. GHC grounded me in the belief that I could be an ICT “ professional with a sense for what was happening all ` around me. GHC helped me navigate my path out of the server room into the community and learn how I g can use technology to influence the discussion around Wondering what it takes to narrow down 4,771 applicants to 128 fellows? health inequity. — Brian Ssennoga, 2012-2013, Uganda Elizabeth Glaser Pediatric AIDS Foundation 18,152 5 # of people directly contacted rounds of during recruitment reviews # of hours of # of fellows and interviews to select alumni who read 1,021 the perfect class 174 “ applications When selecting GHC fellows, we look for a relevant professional skill set and demonstration of GHC’s leadership practices. We have identified these six practices as key to creating sustainable and transformative change in global health. Committed to Inspire and Collaborate Adapt and Self-aware and Get results! social justice mobilize others innovate committed to learning Our milestones 2009 2010 2011 2012 2013 2014 22 fellows + 8 partners 36 fellows + 15 partners 68 fellows + 30 partners 90 fellows + 41 partners 106 fellows + 47 partners 128 fellows + 59 partners Expanded to Zambia First Fellows government work in Malawi, placement Rwanda, Tanzania, First 2 staff and the United private States sector 3 staff 1,305 fellow placement applicants 6 staff Added first 34 partner 4,157 fellow Amount contributed to 8 staff in-country applicants applicants cost of fellows by partners 13 staff Amount contributed to cost Program 3,874 fellow 54 partner First alumni of fellows by partners Managers applicants $0 Amount contributed to applicants retreat in East 18 staff 4,771 fellow cost of fellows by partners 71 partner Africa applicants $63,419 applicants Amount contributed to 124 partner $289,034 cost of fellows by partners applicants Selected as one of the Amount contributed to Alumni Hired most innovative $572,051 cost of fellows by partners Expanded to committees an Alumni organizations of Burundi and launched in Coordinator Amount contributed to cost of 2009 by Echoing Uganda each country Green $988,773 fellows by partners $1,305,497 Meet our fellows “ j p Placed at HIPS in Washington, DC Having a co-fellow means being in a p mentor-mentee relationship where Majo and Stephen were responsible for conducting health outreach to marginalized populations in D.C., 100% the role of mentor is constantly shifting: providing services including syringe access, safer of fellows would Some mornings, you’re the expert; other sex supplies, HIV testing and counseling, and drug recommend GHC treatment referrals. mornings, you turn to your co-fellow to María José Aldana (Majo) to a friend Mobile Services Program know where to start.” Coordinator p Coordinated a mobile syringe access program for — Kaylyn Koberna, 2012-2013, Malawi more than 600 injection drug users resulting in Ministry of Health the exchange of 200,000 sterile needles and Stephen Hicks the distribution of 300,000 safer-sex supplies to Education & Supportive Originally marginalized communities.