The Future is Collective Case Studies of Collective Social Innovation 2025

stakeholdersFAH has worked closely with 22 national and sub-national governments in 1 6 countries. FAH is currently working in seven countries. Money mobilized CHW opportunities 450,000 CHW’s recognized in policy and practiseStakeholder upskilled 4,200 upskilled on health financing across 90+ countries$38.5 Domestic resources $500 million Ecosystem contribution+$120 million Supporting infrastructure ImpactGovernance and participation FAH is governed by a global board and advisory council that spans five continents, ensuring broad international representation. FAH has also assembled a government advisory group composed of former African government officials to offer insights into policy and government engagement. FAH is led by a four-person executive committee, which includes the President and Chief Executive Officer, the Chief of Staff, the Head of Risks and Operations, and the Head of Strategy and Investments. Notably, 100% of the executive committee members are African and 75% are female, with 50% representing a younger demographic. This diverse leadership team aims to bring its wealth of experience and perspectives to the organization. Team culture and competencies Competencies: At FAH, the competencies essential to success include: 1) strategic thinking (the ability to align team actions with FAH’s mission and long-term goals); 2) collaboration and partnership building (working effectively with governments, funders and stakeholders to achieve shared objectives); 3) resilience and adaptability (navigating challenges and evolving strategies to remain impactful in dynamic environments); 4) data-driven decision-making (using evidence to drive results and demonstrate impact); and 5) cultural competence (valuing and incorporating diverse perspectives to ensure relevance and inclusivity in health solutions).Values: These competencies are deeply aligned with the organization's core values, which include a culture of respect and trust; challenging and disrupting the status quo; curiosity, passion and effectiveness; and supporting the well-being of communities. Collaborative and adaptive learning: FAH integrates collaborative and adaptive learning methods into its operations to ensure continuous improvement and alignment with its mission. They do this through data-driven decision-making, stakeholder engagement and feedback, and iterative programme design, as well as regular team check-ins, quarterly and annual strategic review, and workshops and retreats. Finally, they conduct surveys and focus groups and have centralized platforms for tracking progress against defined metrics, allowing visibility across teams. Enabling technology FAH relies on several tech platforms to enhance efficiency, streamline operations and support its mission to strengthen community health systems. Key platforms include: Odoo, a comprehensive enterprise resource planning (ERP) system for operational processes; Microsoft Teams (collaboration and communication); PaySpace (for payroll and human resources management); and social media platforms (for public engagement and advocacy). The Future is Collective: Case Studies of Collective Social Innovation 25