This wasn’t an isolated case. Time and again, Sanjay had watched girls in grades 9 and 10, typically just 16 or 17 years old, quietly vanish from school. No farewell, no explanation. Eventually, the same reason would emerge: they had been married off and forced to quit their education.

Jharkhand has some of the highest rates of child marriage in India, where girls from poor socio-economic backgrounds are often married off early by their families due to financial hardship and limited opportunities. PCI India, a Global Communities Partner, is working to prevent this issue through Project Umang, an initiative focused on using women’s collectives to raise awareness about alternative pathways.

Breaking the cycle through community action

Determined not to let Shreya become another statistic, Sanjay spoke with her classmates and confirmed his fear: her marriage had been arranged. Without wasting time, he contacted Sandhya Devi, a Gender Community Resource Person (CRP) trained through Project Umang. If anyone might be able to step in and change the outcome, it was her.

“When I received the information from the school, I realized that we had to act fast, as the girl was going to be engaged on the same day,” said Sandhya, who works with the Jharkhand State Livelihood Promotion Society (now known as “Palash”). PCI India has been implementing Project Umang in partnership with Palash since 2019.

After speaking to Shreya’s mother, Sandhya learned that the parents were marrying off their eldest daughter to ease financial burdens. They did not see the harm in continuing what was a common community practice.

“On this, we pointed out that times have changed and reminded her of the evils of child/early marriage — how a girl’s education, health, career and economic independence suffered with child marriage,” Sandhya said. “We also made her realize her potential as a mother in improving her daughter’s future.” After a long conversation, Shreya’s mother agreed to challenge her daughter’s impending marriage. While willing to negotiate with her own family and the groom’s family, she recognized she would need support convincing them at this stage.

That support came through Project Umang.

Menka, another Gender CRP associated with the initiative, conducted a home visit to engage both families in dialogue. She carefully informed them about the legal implications under the Prohibition of Child Marriage Act and the potential consequences of proceeding with an underage marriage. More importantly, she spoke candidly about the long-term impact that early marriage would have on Shreya’s future — her education, her health and her ability to lead a self-determined life.

Her words resonated. Soon, members of the community and local leaders joined in support, reinforcing the urgency of Menka’s message. Their unified voice turned the tide. In the end, both families agreed to call off the wedding.

beyond intervention: creating pathways for progress

For Menka and fellow CRP Sandhya, the outcome marked an important victory in a region where child marriage is often seen as tradition. They credit the intensive training they received through Project Umang for giving them the tools and confidence to intervene — and to make change where it once seemed impossible.

“The best part about Umang is that it isn’t limited to only stopping child/early marriages. Rather, it takes a step ahead and offers guidance to adolescent girls and their parents on alternative pathways,” said Sandhya, referencing another component of the project known as the Kishori Help Desk. Under this platform, Umang offers community-based counseling services on career, education and life skills as well as scholarship opportunities. To date, the project has launched a total of 15 Kishori Help Desks.

“With Umang, we are gradually taking the message around gender issues — especially around girls’ education and child marriage — as far as we can reach out,” said Menka, who is one of more than 400 Gender CRPs in Jharkhand.

Meanwhile, Shreya is happy to be back in school, where she successfully appeared for her final exams and was promoted to 10^th grade. She is deeply grateful to her teacher and the Umang team for safeguarding her future and aspires to continue her education.

*Name has been changed to protect privacy.

The post Uniting for Change: Community-Driven Solutions to Prevent Child Marriage appeared first on Global Communities.

Two years ago, the CSPS Urbain de Pô health center in southern Burkina Faso began delivering integrated maternal and child health, nutrition, and family planning services through a model supported by the Gates Foundation-funded INSPiRE project.

Since then, midwife Rachelle Gamba and her team have seen rising trust, greater service use and powerful health gains, including fewer unintended pregnancies and improved outcomes for mothers and infants. This model is part of a broader regional effort led by Global Communities, through its partner IntraHealth International, to transform reproductive health care across Francophone West Africa.

I recently sat down with Madame Gamba to discuss what service integration looks like on the ground — what’s working, what’s still challenging and how communities are responding. Her insights reflect the power of locally-led solutions and the impact of putting women and families at the center of care. The interview below has been translated from French to English and edited for length and clarity.

Idrissa: It’s been two years since you shared your experience and that of the CSPS Urbain de Pô health center, where you work on the integration of maternal, neonatal, and child health services, family planning, and nutrition. What is your assessment of this new approach today?

Madame Gamba: The results have been very positive. Since we integrated immediate postpartum family planning, maternal and child health, and nutrition services, we’ve seen a clear transformation in the quality of care. For example, when a woman comes in for a consultation, providers now proactively identify all her needs, not just the initial reason for her visit, to offer integrated care.

Service use has also increased significantly. Women who benefit from this care share their positive experiences, encouraging others – even from neighboring health areas, to come for consultations here. They appreciate not only receiving the services they sought but also those they hadn’t initially considered.

Our data confirms this momentum. There’s been a marked increase in several indicators: family planning, infant consultations, and more broadly across all service entry points. For example, in 2024, we recorded 1,332 mothers of children aged 0–6 months attending infant consultations — significantly more than in 2023. In terms of postnatal consultations, the most recent data shows that 238 women were seen in 2024, and 175 of them adopted a contraceptive method. These results were much lower in 2023, clearly demonstrating the positive effects of service integration for essential care.

Idrissa: If the experience you just described has been successful, what would you say are the three main factors that have helped sustain these excellent results?

Madame Gamba: First, we must highlight the strong commitment of the providers. They fully embraced the approach, agreed to enhance their skills through training, and demonstrated dedication in implementing the integrated model every day.

Secondly, this commitment was supported by the district’s management team (ECD) through regular supervision, field follow-up, mentoring and coaching.

And finally, community buy-in has been critical. All these combined efforts enabled the approach to yield concrete, visible results in the field. Today, women’s participation is strong — they trust the services and actively support this transformative dynamic.

Idrissa: What are the three main challenges — whether material, human, or social — that you and your colleagues faced during this integration? And how did you overcome them?

Madame Gamba: Initially, we struggled with staff shortages, especially when trained providers were transferred. The district gradually responded by increasing staff.

We also lacked essential equipment like syringes for manual vacuum aspiration and neonatal resuscitation tools. Stockouts of family planning supplies were frequent, which sometimes meant women couldn’t get the method they chose. IntraHealth and other partners helped by supplying equipment, visual aids, and contraceptives. Logistics systems were also strengthened to avoid stockouts.

Another major challenge was sociocultural resistance. In some villages, women were reluctant to adopt contraception due to traditional beliefs or community expectations. We addressed this through education, community outreach and engaging religious and traditional leaders. Today, community support is much stronger.

One challenge that still persists is the limited involvement of men. Most women come alone for care, but male engagement is essential. When men understand the importance of family planning and maternal health, they can support their partners and help shift community attitudes.

Idrissa: Could you share a powerful testimony from a participant that has impacted you since the integration of services?

Madame Gamba: Yes, there are many impactful examples, but one that particularly touched me involved a woman who came to deliver at our health center, after attending prenatal visits elsewhere. She was a grand multipara – someone who has given birth five or more times – and told me that she got pregnant almost every year, usually before she could adopt a contraceptive method.

That day, as soon as she arrived, the midwife examined her and confirmed that labor had begun. The midwife then explained that a long-acting method could be inserted immediately after birth. The woman was surprised — she didn’t know that was possible.

The midwife stayed by her side throughout labor, supported her during all the stages, and once the baby and placenta were delivered, she returned to talk about family planning again. The woman made a choice and a five-year contraceptive method was inserted right then.

She left saying, “I’m really happy. Thanks to this, I’ll be able to rest like other women and let my child grow in good conditions before the next pregnancy.” This testimony moved me deeply — it illustrates the concrete impact of integrating family planning into delivery services and the essential role of timely counseling.

Idrissa: In your opinion, what role do men, husbands, or male partners play in the successful integration and use of reproductive and maternal health services?

Madame Gamba: Men play a crucial role in maternal and reproductive health. When a man accompanies his partner to a prenatal consultation, the couple can receive comprehensive counseling. The midwife can explain both pregnancy monitoring and nutrition — which is essential, as men are often the ones providing food.

Their presence allows them to learn about family planning, especially postpartum methods — an area where men still often lack information. When men attend consultations, whether prenatal, postpartum, for delivery, vaccination, or infant care, they become key messengers who can dispel myths and help break down sociocultural barriers.

When a woman receives counseling alone, it may be hard for her to convince others. But if her partner supports and actively accompanies her, this can lead to real changes in couple and community behaviors in favor of better sexual and reproductive health.

Idrissa: Based on your experience, what are the three main recommendations you would give to other health centers that haven’t yet adopted service integration?

Madame Gamba: First, train providers. Without understanding integration, they can’t implement it effectively. Once skilled, it’s essential to reorganize services based on the four main entry points — prenatal care, postnatal care, immunization, and child health — to allow for efficient, co-located service delivery.

Ensure consistent availability of supplies and medical-technical equipment like contraceptives, vaccines, nutrition products and screening tools. For example, if a woman chooses a method of contraception and it’s not available, trust is lost and the entire system of integrated care falls apart.

And finally, accurate documentation is essential for tracking progress and improving care. Together, these conditions enable successful integration.

Idrissa: What is your greatest pride today as a midwife?

Madame Gamba: First, the satisfaction of the women we serve touches me deeply. Their gratitude is extremely rewarding for the whole team. It’s our main source of motivation. And more women are coming to us, even from other areas, because they know they’ll receive comprehensive, respectful care.

Another point of pride is the increased adoption of family planning. Before integration, many women lacked access to timely information and services. Now, thanks to increased counseling, educational talks and available contraceptive methods, women are better informed and adopt family planning on time.

We’ve also seen a sharp decline in severe malaria cases in pregnant women because of supervised sulfadoxine-pyrimethamine (SP) intake – a malaria-preventing medicine – during antenatal care visits, awareness sessions on mosquito net use and regular preventive messages. As a result, most women give birth without having contracted malaria, reducing anemia, premature births, and serious complications.

Finally, I’m proud to say that since 2018, our clinic has recorded no maternal deaths, and neonatal deaths are also very rare. This demonstrates the real, lasting impact of integrating family planning, maternal, infant and child healthcare, and nutrition services into our daily practice.

In short, we are proud and grateful. Integration is working — it saves lives and positively transforms the way we serve our community.

The post From Commitment to Care: Sustaining Integrated Health and Family Planning Services in Burkina Faso appeared first on Global Communities.

Six years ago, I had the opportunity to visit primary schools in rural Tanzania where Global Communities was implementing a McGovern-Dole Food for Education project. As someone who has spent much of my career designing and leading integrated school meals programs, I’ve long understood that improving educational outcomes requires more than just providing meals. It means addressing the barriers that prevent students from staying in school, and one of the most pressing barriers in certain regions of the world is girls’ menstrual hygiene management (MHM).  

That visit reaffirmed what I know to be true; when schools create supportive environments for girls to manage menstruation with dignity, they are more likely to stay healthy, confident and engaged in their education. I saw firsthand how simple, thoughtful infrastructure like separate latrines, access to sanitary products and designated private spaces for girls can have a powerful impact. These aren’t optional enhancements; they are essential components of an inclusive, gender-responsive education system. 

In many parts of Central America where I’ve worked extensively, menstruation is not typically a reason for girls to miss school. But in Tanzania, it’s clear that inadequate facilities, strong cultural taboos and lack of menstrual products can lead to absenteeism, health issues and even girls dropping out of school altogether.  

These differences highlight a critical principle in our work: every school and every country’s context is different.

That’s why integrated school meals programs – which consider the whole student, not just their hunger – must be designed with flexibility, allowing for tailored approaches that respond to the unique barriers students, especially girls, face in each setting. In some regions, ensuring the availability of sanitary pads may be the most urgent need. In others, culturally sensitive education, improved water access or better infrastructure for privacy and hygiene may be the key to improving school retention.

Schools have a vital role to play in creating environments where girls can manage their periods without shame or interruption to their education. This includes providing comprehensive education about menstruation and hygiene practices, ensuring that girls can access sanitary products, such as pads or tampons, and providing clean, private and safe latrines with running water and soap.

It’s important to note that infrastructure is only part of the solution. When schools normalize menstruation and provide respectful, supportive environments, they help break down harmful stereotypes and foster gender equality. In fact, gender-sensitive infrastructure in schools often becomes a model for the wider community, showing what dignity, inclusion and respect for all can look like in public spaces.

Destigmatizing periods in schools has profound implications for health, safety, education and gender equality, and breaks down gender barriers and stereotypes.

As someone who has worked in global health and education for decades, I believe men have an important role to play in advocating for menstrual health. Reducing stigma requires all of us to speak up, support the needs of girls and women, and help shape policies and programs that reflect their realities.

My time in Tanzania confirmed what I had seen across countries: when girls are supported to manage menstruation with dignity, they stay healthier, more confident, and better equipped to succeed in school and in life.

Let’s continue to listen, learn, adapt and lead in ways that make menstrual health a priority for every student, everywhere.

The post Menstrual Health Is Everyone’s Responsibility — A Global Perspective on Girls’ Education appeared first on Global Communities.

Each year during the first week of April, the Frontline Health Workers Coalition – hosted by IntraHealth International, a Global Communities Partner – leads World Health Worker Week (WHWWeek), a powerful platform for collective advocacy.

The campaign highlights the critical importance of sustained leadership and long-term investment in the health workforce to achieve resilient health systems and drive economic and development progress. The Coalition mobilizes civil society, multilateral institutions, the private sector, governments and other advocates to call for increased commitments to building a well-supported, effective health workforce. Over the past two years, WHWWeek has reached a global audience of 121 million across more than 34 countries.

This year’s campaign, “Health Workers, the Heart of Health,” centered on four driving themes: strengthen, invest in, protect, and value the health workforce.

World Health Worker Week engaged leading global actors including the World Health Organization, the UN Foundation, The Global Fund, Gavi, the Vaccine Alliance, and numerous national departments of health. This year’s campaign was supported by a robust roster of sponsors and partners: Johnson & Johnson, Smile Train, Global Communities, Project HOPE, Living Goods, CARE, CMMB, Jhpiego, Pathfinder International, Seed Global Health, AlignMNH, FIGS, European Cancer Organisation, Operation Smile, and the John Sloan Dickey Center for International Understanding at Dartmouth. Contributors took to social media with program features, health worker interviews, blog posts, photos and individual testimonies.

2025 Campaign Highlights

Landing an op-ed in Newsweek.

“Improving the Global Health Workforce Is a Bipartisan Imperative” was co-authored by Tina Flores, Director of the Frontline Health Workers Coalition, Vanessa Kerry, CEO of Seed Global Health and WHO Special Envoy for Climate Change and Health, and Rabih Torbay, President and CEO of Project HOPE. The article underscores the transformative potential of this pivotal moment in global health, and demands bipartisan collaboration in efforts to shift strategies and funding mechanisms for the global health workforce.

Expanding reach despite global challenges.

Amid decreases in funding, human resource constraints, and restrictions on communication and advocacy opportunities, the Coalition dramatically expanded its scope of outreach for this year’s campaign. The team reached out to more than 300 new organizations, stakeholders and influencers, coordinated closely with multilateral agencies and governments, and redesigned the campaign toolkit to be more accessible – resulting in more than 1,000 downloads.

Driving momentum in the non-communicable disease (NCD) space.

The Coalition leveraged the campaign to strengthen its influence in the NCD space in the lead-up to September’s UN High-Level Meeting. The Coalition helped coordinate the launch of the NCD Alliance’s new report on the NCD health workforce, and partnered with the European Cancer Organisation to release a new cancer-specific advocacy toolkit.

Inspiring future leaders in global health.

Coalition Director Tina Flores delivered a keynote address at Dartmouth College, emphasizing the importance of evidence, engagement and activation in navigating the advocacy space in today’s climate.

Raising our shared voice for the cause of health workers everywhere.

At its core, WHWWeek amplifies the call for increased investment in all cadres of the health workforce. With engagement from millions of global advocates, the campaign drives forward the prioritization of human resources for health in global policies, commitments and technical agendas.

To learn more about WHWWeek or the Coalition’s work, reach out to FHWCoalition@globalcommunities.org.

The post World Health Worker Week: A Global Call to Invest in Health Workers appeared first on Global Communities.

The past six months have brought both upheaval and hope for people displaced by conflict in northern Syria. Since the overthrow of the Assad regime in December 2024, more than 470,000 refugees have returned to Syria, and more than 700,000 internally displaced persons (IDPs) — those displaced within the country, either within host communities or in temporary settlements or camps where Global Communities provides lifesaving assistance — have gone back to their areas of origin. While this movement represents progress toward stability and security for Syria, many challenges remain for families returning home to rebuild their lives.

The Challenge Ahead for Syrians Returning to Their Areas of Origin

Important infrastructure such as roads and power and water systems remain damaged after years of conflict, and sporadic clashes between ethnically affiliated armed groups continue to put civilians at risk. Unexploded ordnance — left behind weapons and ammunition such as landmines — also presents significant danger for those returning.  

“People are eager to return,” reports Hans Bederski, Global Communities’ Country Director for Syria, but limited economic opportunities combined with ongoing violence and “hardly any efforts at mine clearance” mean that many families are not transitioning as safely and quickly as they should.  

Compounding these challenges, dramatic reductions in funding for humanitarian assistance over the past several months have left relief agencies — including Global Communities — with limited or no resources to meet ongoing needs for camp residents and returning populations. Humanitarian groups estimate that the U.S. government’s recent cuts to the U.S. Agency for International Development (USAID) have resulted in the termination of more than $237 million of U.S. aid to Syria, which in turn has had a “ripple effect” on other donor governments withdrawing funding, according to Bederski.  

Global Communities’ Response 

Despite ongoing insecurity and gaps in humanitarian funding, Global Communities staff and displaced families in Syria see many opportunities to usher in a new level of stability and security for IDP camp residents and people returning to their areas of origin. Thus far, Global Communities has focused its response efforts on several camps in northern Syria, which were particularly underserved during the government transition and abrupt funding cuts earlier this year. Our staff provide vital food, shelter, and water, sanitation, and hygiene assistance in the region, and in 2024 alone, these programs reached more than 320,000 people with aid.  

Global Communities’ longer-term goal, however, is to go beyond temporary measures for camp residents and promote self-sufficiency and stability by supporting people who have returned or are in the process of returning to their home communities. An aid strategy that only targets camps could shift returnee flows and even incentivize some family members to stay behind instead of returning to their places of origin, Bederski notes.  

“We want to invest in ‘pull’ factors,” or aid that makes returning to areas of origin more viable such as economic support, basic shelter repairs, and access to essential services like electricity and sewage systems,” he says. This assistance could help families achieve greater stability and reduce the likelihood of their return to camps, which are not meant for long-term residence. 

While Global Communities remains focused on the most urgent humanitarian needs within IDP camps, additional funding could expand assistance for returnee families, providing support to restoring homes and livelihoods, and agricultural kits to help with the first planting cycle for those rebuilding in rural areas. These efforts could help hundreds of families resettle successfully, secure a first harvest and prepare for the coming winter.

What You Can Do Today

Donate: With your support, we can ensure that families affected by conflict and disaster don’t just survive — they rebuild, recover and thrive. Give now.

Learn more: See how our work in Syria is making a difference today and laying the foundation for long-term recovery.

The post Returning Home At Last: A Fragile New Chapter in Northern Syria  appeared first on Global Communities.

In honor of World Health Worker Week, meet Margaret Odera of Kenya, a devoted community health worker (CHW) and mentor mother who has helped hundreds of HIV-positive women in her community deliver and raise children free of HIV.

IntraHealth International, a Global Communities Partner, first met Margaret in 2019. She has since shared her experience as a CHW at more than 25 events, including with global and national policymakers. In 2021, she founded the Community Health Workers Champions Network — the first network in Kenya to unify and mobilize CHWs in the country to advocate for fair pay and professionalization. She is now working on her social work degree and is currently a community health expert for policy/strategy.

Last year, Margaret received the Community Health Champion Award from CORE Group at the Global Health Practitioners Conference. Read her acceptance speech below to learn more about what inspired her to take this path and the vital role CHWs play in the local and global health system.  

I’m very much honored to be here. I never knew that I would live to see a day like this coming to light. It reminds me of around 20 years ago, when I avoided the services of a CHW, because I had tested HIV-positive, and a pastor chased me out of a church after I had failed to be healed by his prayers. That pastor said to me, “Tuonane mortuary”— Swahili for “See you at the mortuary.”

When I got out of that church, I made up my mind that I was going to wait for my death in my house alone. I disconnected myself from the world, from my family, from everybody, and I waited for my death to come. Suicidal thoughts hovered around my mind.

But there was a CHW who spotted me several times because I looked sick and emaciated. I avoided her completely. And one day I was tired of her following me up and down. I told her, “Get out of my house.” But when she stood at the door, she said, “Margaret, what if God has just delayed your cure? What if God wants to heal your mental health?” And when those words pierced into my soul, I sat down. And she came back and said, “Margaret, you cannot give up. I cannot let you die. I cannot let you give up.” 

And now I’m here 20 years later with three HIV negative sons. And my husband is also HIV negative. What a great work that a CHW did that a doctor couldn’t. They couldn’t handle me because my mindset had to be changed. So that is the power of a CHW. 

I am now a CHW and a mentor mother, mentoring HIV-positive pregnant and lactating mothers. And seeing their children now at a place where they can do their KCPE and their KCSE [Kenyan certificates for primary and secondary education], healthy and HIV negative, is my satisfaction as a mother myself.

I am honored today to stand here, to represent my fellow CHWs, and want to take the opportunity to emphasize the vital role we play in the local and global health system. We are agents of change. By recognizing and including CHWs in planning and execution, we can create more effective public health responses. 

This is now the third time I am standing before you all. The first award I received in 2019 was the USAID award of Mental Mother of the Year. The second one was the Heroine of Health Award in 2022 that fueled my passion for advocating for CHWs, 70% of whom in Kenya are women. Now I am honored to be receiving this third award, sending me to buckle up and continue building the health workforce better. 

I will follow the footsteps of my professor, Wangari Maathai, who says, “Start where people are.” And I am starting again where my community is, and where my fellow CHWs are, to advocate for the rights of the CHW and the community members at large, for equity in distribution of health resources.

And with more new health threats facing the world today, there is no more time to lose. The time for action is now. My life is a proof that CHWs save lives. Let us professionalize CHWs. Let us give CHWs the chance for career progression. Let us pay CHWs fairly. And let us stop the corporate injustice, because 70% are women, and women are natural caregivers. Let us pay these women, and empower us as CHWs to build the health workforce back better. 

This post originally appeared on VITAL, IntraHealth International’s site for news & commentary about the global health workforce.

Partners for Good is an occasional series showcasing the extraordinary individuals, corporations, organizations and subsidiaries who are integral to our mission at Global Communities. Their unique expertise, generous investments and collaborative spirit are instrumental in driving positive change around the world. Together, we’re working towards a future where opportunities are expanded, crises give way to resilience and all people thrive.

The post Margaret Odera: Championing Community Health Workers in Kenya appeared first on Global Communities.

We are still here. Still active. Still committed. 

Despite this time of unprecedented disruption, we continue to work with communities navigating conflict, disaster, and poverty. The need for our work has not gone away, it has grown. And we continue to uphold our values with the same courage, compassion and deep community partnerships that have defined us for 70 years.  

This moment calls for resolve. In an interconnected world, threats like pandemics, natural disasters, wars and economic crises do not stop at borders. When communities thrive, it creates a ripple effect that enhances global safety, prosperity and stability. 

We are moving forward with determination and pivoting to meet both the challenges and possibilities in front of us. With integrated services spanning humanitarian assistance, food security, health and nutrition, and development finance, we will continue to address urgent needs and support communities on their journeys towards self-reliance. 

We have weathered many storms over the years and never alone. Our partnerships with public and private sectors, with donors, and most importantly with the communities we serve, remain the backbone of everything we do. 

Now more than ever, our commitment to our mission and those we serve remains steadfast. We are adapting to meet this challenge. And we are continuing to move forward towards our vision of a world where opportunities are expanded, crises give way to resilience and every person has the chance to thrive. 

At this pivotal moment, your support is critical. To explore collaboration on future funding opportunities, please visit our Partner page. If you would like to contribute towards our efforts to save lives and build strong futures for communities around the world, donate today. 

The post Living Out Our Mission in a Changing World appeared first on Global Communities.

If you ask Radhika “Rad” Bhavsar, innovation is meant to be uncomfortable. Valuable breakthroughs and insights rarely come packaged without this necessary rite of passage; the key is trusting the process.

“I think my life has always been trial and error, and through trial and error, you learn faster,” says Rad, who serves as the Senior Technical Specialist, Innovation at Global Communities. “Nobody likes to be uncomfortable, but you have to find those people who are willing to just dance it out with you, experiment fearlessly, see what sticks and make a mark.”

For over 15 years, Rad has made her mark — or several — using human-centered design and process improvement to tackle complex challenges in public health and global development. In 2024, the San Diego Business Journal recognized her as one of the “40 Under 40” Next Top Business Leaders for her work pursuing innovative solutions for community issues worldwide. 

I recently chatted with Rad about how our Innovation Works team is helping Global Communities accelerate positive impact for people and the planet. The interview was edited for length and clarity.

Maureen: You’ve described your team, Innovation Works (IW), as a startup within the organization. What does that look like in practice and what do you see as your goal posts?

Rad: Since it’s just myself and Chris Bessenecker, our Senior Director of Innovation, operating as a startup means embracing agility, experimentation and a collaborative mindset. As a small team of two with limited resources, we work at a fast pace, maintaining a high tolerance for risk and failure.

In practice, this involves creating a strong sense of teamwork and co-creating solutions with our technical and program teams. Our main structure for success revolves around these five steps:

Our goal for this year is to continue building our innovation ecosystem by expanding our portfolio of product, process and business model innovations. We’re also working hard to embed creativity — one of Global Communities’ five core values — by encouraging our staff members to embrace curiosity, experiment and think outside the box. 

Maureen: How would you explain the role of innovation in international development?

Rad: Every 15 years, the United Nations sets ambitious goals, like the 17 Sustainable Development Goals (SDGs), to address global challenges such as ending poverty, achieving gender equality and ensuring universal health care. Only 15% of the 169 targets that make up the 17 SDGs are on track to be achieved by 2030. If there was ever a moment to innovate, it is now. 

Each SDG represents a challenge that requires innovation, and our process is rooted in designing solutions that contribute to these overarching global goals. So, innovation in international development means creatively tackling these challenges, understanding their root causes, and building solutions that have lasting impact, with velocity.  

It’s important to do this fast because real progress often comes from bold, unconventional approaches. It’s about radical but structured shifts that rapidly create change. 

Maureen: Can you share about a project where you’ve guided one of our teams through an innovation design sprint?

Rad: In July 2024, Chris and I guided the Healthy Start Enhanced – San Bernardino Team through an innovation design sprint to tackle disparities in infant mortality rates in San Bernardino County, where the mortality rate among non-Hispanic Black infants is nearly 2.5 times higher than that of white infants. 

One of the key contributors to this disparity is low breastfeeding uptake and continued breastfeeding rates among Black women, alongside higher rates of low birth weight due to high stress and anemia rates. Traditional pregnancy support services, such as in-home doulas and lactation consultants, have been proven to improve birth outcomes, but they remain inaccessible to many due to high costs ranging from $2,000 to $6,500 per birth. 

During the innovation design sprint, the Healthy Start team developed “My Beautiful Bump Boxes,” a trimester-based, cost-effective solution aimed at improving birth outcomes by providing accessible and low-cost pregnancy support products that complement existing resources. The boxes are intended to be delivered directly to our participants’ homes and include products designed to address breastfeeding uptake and reduction in stress and iron deficiency. Featured items include the Lucky Iron Fish for iron infusion in meals; LactApp, a breastfeeding education mobile application tool for early adoption of breastfeeding practices; the Willow wearable breast pump; iron-rich nutritious meal recipes; and QR-coded user-friendly cooking tutorials. 

Since October, the team has been working to identify local health clinics and other community partners in San Bernardino County to collaborate with on the My Beautiful Bump Boxes. Validating our proof-of-concept will allow us to assess whether the box improves breastfeeding rates, increases iron intake and reduces stress — while ensuring affordability, simplicity and scalability at under $200 per pregnancy.

This innovation is a meaningful step toward exploring cost-effective ways to close the gap in infant survival rates by enhancing breastfeeding support and decreasing stress and iron deficiency. We want to ensure that the vital resources and assistance needed for success reach those who need it most.

Maureen: What is key to the innovation process and what is a hindrance? Are there certain conditions that need to be in place for innovation to ‘happen’?

Rad: Innovation thrives when people feel empowered to experiment, take chances and learn fast from failure. An enabling environment — one that values curiosity and allows room for testing and iteration — is essential for innovation to truly flourish. 

However, bureaucracy can be a major barrier. Rigid structures, excessive layers of approval and a focus on minimizing risk often stifle creativity and slow down progress. When there’s too much red tape and fear, it discourages quick decision-making and limits the freedom to try new approaches. 

Lack of funding and limited team incentives are also hindrances. Philanthropic funding rarely supports experimental or high-risk projects, making it challenging to find donors willing to invest in innovation, especially when failure is part of the process. Without clear incentives, team members may lack motivation to pursue innovative projects. 

To support innovation, we need to create flexible systems that prioritize agility over strict processes. This means streamlining approvals, promoting safe and open communication, and fostering a culture where taking calculated risks is supported. With these conditions in place, innovation can move forward with the momentum it needs to create real impact.  

Maureen: What do you think people get wrong when it comes to the idea of innovation?

Rad: Many people think innovation is just about technology, but it’s really a mindset and an approach to problem-solving. Innovation isn’t limited to technological breakthroughs; it’s about seeing challenges differently, identifying the root of the problem and co-creating solutions as a team.   

Another misconception is that people think they “can’t” innovate. The truth is, with the right frameworks — like our Innovation Design Sprint methodology — anyone can tap into their creativity. Our teams are often surprised at the creativity they unleash within themselves during these sessions. Innovation is accessible to everyone; it just needs the right environment and a safe space to thrive.  

Maureen: You’ve said that in innovation, you have to fail to understand what you’re doing; if you’re not failing, then you’re not learning. Can you share an example of when you reframed failure as a lesson, turned this lesson into an opportunity, and took the opportunity to innovate and solve a specific problem?

Rad: As a Global Health Corps Fellow in 2016, I worked with the Ministry of Health in Rwanda to implement and refine a new version of an electronic medical record (EMR) system for rural districts in the Northern Province. The original system had failed because it was too complex for healthcare workers to easily understand, use and adapt to; they just weren’t using it. While my role was to redesign the system to be more human-centered, I quickly learned that solutions must be simple to adopt and built for the resources people actually have — not what we assume they have, like reliable Wi-Fi or advanced technology. 

With trusted partners and flexible funding, we redesigned the system by replicating key EMR features into a simple, app-based digital tool that functioned offline and synced data to the cloud whenever an internet connection was available.  

While it might seem like the innovation was simply creating a new “app,” the real innovation was building a team and fostering collaboration. We brought together MoH staff, healthcare workers and community members to co-create and reimagine what the new system should look like. It was about getting the right people in the room, creating a trusted environment, and using targeted funding to build a refreshed, practical and scalable solution.

Maureen: Is there anything else you’d like to share that we haven’t covered?  

Rad: Innovation is ultimately about people, problem-solving and partnerships. The most successful innovations are built on trust, respect and collaboration with the communities we aim to support. Empowering local voices in the innovation process not only leads to richer, more impactful solutions but also ensures sustainability and alignment with real needs.

Now is the time for bold innovation in our sector. We must be scrappy, agile and decisive — using discernment to make quick, informed decisions, failing fast and learning even faster. It takes strength and courage to embrace uncertainty, but that discomfort fuels the momentum needed to build mission-driven solutions that create real impact.

Let’s adopt a product-driven mindset, break free from rigid frameworks and harness the power of teamwork to generate groundbreaking ideas. The toughest challenges of our time demand fearless creativity — let’s rise to meet them.

Radhika Bhavsar is the Senior Technical Specialist, Innovation at Global Communities. Her career began at Deloitte Consulting, working with the U.S. Department of Defense – Navy Medicine. She has since worked at leading healthcare institutions in the U.S. such as Dignity Health, Scripps Health and the University of Michigan Health System. Her NGO work spans designing pandemic response frameworks for Partners in Health during the COVID-19 crisis, driving product and business model innovation at the March of Dimes, and digitizing healthcare delivery in northern Rwanda during her Global Health Corps Fellowship in 2016. She is currently a WomenLift Health Leadership Fellow through the Gates Foundation. In addition, she serves as a lecturer in global health at the University of California, San Diego.

The post Innovation in Action: A Q&A with Radhika Bhavsar on Driving Positive Impact appeared first on Global Communities.

“We know these meals are the foundation to better learning opportunities and outcomes, because we’ve witnessed how they increase student attendance and attentiveness,” says Leonel Arguello, Director of Integrated School Feeding at Global Communities. “But school feeding programs offer benefits that go beyond merely providing meals. Investing in these programs actively contributes to improving the health, prosperity and quality of life within a community, leading to a better society.” 

In recognition of International School Meals Day, learn five reasons why taking hunger out of the classroom is crucial for helping students learn, thrive and build brighter futures for themselves and their families. 

1. School meals nourish young minds and bodies. 

School meals might look different depending on where they are served, but they all share a common goal: giving students the essential nutrients they need to grow and learn. These meals contain a vital mix of proteins, carbohydrates, vitamins and minerals that are crucial for children’s development. Additionally, they encourage healthy eating habits that can last a lifetime. 

2. proper nutrition from school meals boosts academic performance.  

Proper nutrition is directly linked to improved academic performance. When children are well-fed, they have the energy and focus needed to excel in their studies. By ensuring that students receive nutritious meals, we are not only supporting their immediate academic achievements but also paving the way for their long-term growth and development.

3. School meals encourage regular attendance. 

For many families, the assurance that their child will receive a meal at school is a significant incentive to ensure regular attendance. This is especially important in areas where food insecurity is common, as it provides a reliable source of nutrition that might otherwise be unavailable. This consistency in education reduces the likelihood of falling behind, which in turn lowers dropout rates. 

4. School meal programs can support local economies. 

Many schools’ meal programs source food locally, which benefits both students and the community. By buying fresh and nutritious food from local farmers, these programs ensure children get the essential nutrients they need while increasing local farm income.

5. School meal programs actively engage parents. 

For over 23 years, Global Communities has seen parents step up, from providing essentials like food and clean water to engaging in reading activities at home and within their communities. Their countless volunteer hours often go unnoticed, but without them, sustainable school meal programs wouldn’t be possible. More than 69,000 parents currently support our programs, volunteering a staggering 5.5 million hours annually.  

The post Five Reasons Why School Meals Matter appeared first on Global Communities.

More than 10 years ago, Global Communities planted the seeds of change in Guatemala with the Women Empowered (WE) initiative. What began as a small pilot project in Huehuetenango has flourished into a national movement, driving women’s leadership and social and economic participation through community-based savings groups.

Fueled by innovation and a commitment to continuous adaptation, WE has empowered more than 25,000 Guatemalan women and their families, and inspired generations of women leaders and changemakers. Today, WE is not just a program; it’s a force for transformation.

In this interview, Mabel Bejarano Cobo, our Global Technical Advisor for Savings Groups & Women’s Empowerment, discusses the lasting impact of our WE programming in Guatemala with Ileana Nataly Larios Guillen, our National Coordinator for Women’s Empowerment. Last year, Nataly was honored with the Global Hero Award for her exceptional leadership in supporting thousands of women build financial literacy, grow their savings, invest in income-generating activities, and become leaders in their families and communities.

The conversation was edited for length and clarity.

Mabel: Could you share an overview Global Communities’ work in Guatemala? What are the key components of our programs, and how do we operate to achieve our goals?

Nataly: Global Communities has nearly 50 years of experience in Guatemala, primarily focusing on the western region of the country. Our work encompasses many areas, from humanitarian assistance and disaster risk reduction to food security, women’s economic participation, and primary school education.

We work closely with Indigenous populations, local and national governments, and private sector entities to generate synergies and achieve greater impact. Our approaches include mobilizing individual and collective action, and our primary goal is to support families across the country, mainly in rural areas.

Mabel: Why is promoting the participation and leadership of women important when working on these types of programs?

Nataly: In rural areas of Guatemala, most women work from home, which allows them to play crucial roles in their communities. This includes participation in community-based savings groups, which we form and support. Many women with whom we work demonstrate great leadership potential.

As their self-esteem increases, they begin making decisions, assuming leadership positions and connecting with community structures. Some become catalysts for transformation, mobilizing communities to take collective action and improve the lives of all people.

Mabel: How is Global Communities supporting women in Guatemala? Can you provide one example?

Nataly: Global Communities integrates its signature Women Empowered (WE) methodology into many programs in Guatemala. WE is a global savings group initiative which promotes the expansion of women’s economic opportunities and participation. The impact it generates is truly transformational. When women join WE, they begin a journey up the leadership ladder. 

First, they grow their intrinsic power, or “power within.” They begin connecting with the concepts of self-love and self-worth. They see themselves as unique individuals, greater than the sum of their parts. They are so much more than mothers, daughters and wives. They start believing in themselves.

Second, they cultivate their “power with” by joining WE groups with other women from their communities. They bond, offer peer support to each other, and engage in collective action. And third, they assume leadership positions within WE groups, running group meetings, serving as recordkeepers or facilitating group discussions. These roles allow them to gain practical leadership experience. They learn the art of public speaking and decision-making. They become more confident to voice their opinions, share their ideas and advocate for their needs. In addition, they learn new skills, for example financial literacy and entrepreneurship. Ultimately, many WE group members become leaders in public spaces where key positions have not traditionally been available to them.  We support them through all stages of this development process. 

Mabel: In addition to development programs, Global Communities delivers humanitarian assistance in Guatemala, which is prone to natural disasters. Can you tell us about our WE work in emergency contexts?

Nataly: Global Communities began integrating WE into humanitarian assistance programs in 2015. Since then, we have implemented WE in eight emergency programs: one in response to landslides, one following the eruption of the volcano Fuego, and six to address persistent drought, which has resulted in widespread food insecurity and malnutrition among children. 

One of the most important goals of working with WE groups in humanitarian settings is to strengthen women’s resiliency so that they can withstand emergencies, recover as quickly as possible, and be better prepared for future shocks and stresses.  

We work with women on many aspects of resilience. As their self-esteem and confidence grow, women have greater ability to make quick and effective decisions when emergencies strike, both alone and together with their spouses and families. Their economic resilience increases, too. They improve their ability to save money for emergencies and manage resources, including multi-purpose cash assistance, after the onset of emergencies. They also gain knowledge and skills to start or expand their income-generating activities, which help them sustain their families through difficult times.  

We are also observing women’s greater involvement in disaster response and recovery efforts at the community level. Many WE members join security brigades, manage shelters or become leaders in the food security and nutrition space, especially when their savings groups are formed within emergency food assistance programs. It is important to support them with knowledge and tools to carry out these activities. 

Mabel: How are WE groups fostering collective action in their communities? 

Nataly: WE groups are much more than informal community banks. They provide safe spaces for women, where they can freely share their opinions and discuss important social issues arising in their communities. Being in these safe spaces allows them to build social capital, trust and connections not only with each other but also with other community members. They gain strength to speak up and be heard. Then, they come together to craft solutions to common problems, design action plans and execute them in collaboration with other community leaders.

Mabel: How does the involvement and leadership of women contribute to the sustainability of our programs?

Nataly: As agents of change firmly embedded within their communities, women can use their new skills and capacities to drive progress even after Global Communities closes a program. They are also changemakers within their own families, educating their children about how to make a difference in their communities.

When daughters see their mothers as positive role models, they are more likely to grow up feeling empowered and become leaders themselves. I am very proud of this lasting intergenerational impact of our work.

Mabel: What is your vision for implementing WE in Guatemala in the next 5-10 years? What are your aspirations for the future?

Nataly: To me and to many women in Guatemala, WE is a powerful tool for lasting impact. It gives women new opportunities, new knowledge, and it opens their eyes to new possibilities. My vision is to grow the initiative and reach even more women across Guatemala. It will be also important for us to expand and strengthen our partnerships with local actors who support women, such as Municipal Directorates for Women, and private donors. This will make WE stronger and more sustainable. The key is to create a base from which women can take the leap forward and pursue new social, leadership and economic opportunities.  

Mabel: What is the most important thing you would like our audience to remember about WE in Guatemala? What are you most proud of?

Nataly: WE has changed the lives of more than 25,000 women in Guatemala. We have also improved the lives of entire families. This transformative change brings hope for a future where women have more opportunities and the confidence to use their voice, make decisions and lead.

Mabel: Thank you for your insights, Nataly! How can our audiences learn more about WE? 

Nataly: Last year we celebrated 10-year anniversary of WE in Guatemala. You can read our press release here. I also encourage you to explore our visual story, Women Saving for Resilience: Transforming Lives Through Innovative Savings Group Solutions.

The post Inspiring Women’s Leadership and Resilience in Guatemala appeared first on Global Communities.