CCIH 30×30 Health Systems Initiative 2025 Annual Progress Report

Background

The 30×30 Health Systems Initiative, launched in 2019 by Christian Connections for International Health (CCIH), aims to strengthen 30 health systems globally through faith-based health services by 2030. Faith-based organizations (FBOs) frequently collaborate with governments and private providers to deliver healthcare across complex health systems in low- and middle-income countries (1). They contribute towards the provision of preventative, promotive, and curative services, and are often the only health services available to economically marginalized groups in both rural and urban settings. As shown in Exhibit 1, various types of organizations provide faith-based health services, each of which plays a distinct role. Similar to other health sectors, FBOs are often faced with health systems challenges, including capacity building, governance, and infrastructure.

Exhibit 1: Types of FBOs and their key activities

The 30×30 Initiative seeks to describe and measure the efforts of faith-based health services to strengthen health systems across the world between 2020 and 2030. The 30×30 Initiative demonstrates CCIH’s commitment to working through its members, affiliates, and other organizations to improve one or more of the World Health Organization (WHO) health systems building blocks, namely health workforce, leadership and governance, service delivery, access to essential medicines and supplies, health information systems, and financing. Additionally, CCIH includes “community services” as an additional block, recognizing that a strong health system is contingent on the interconnectedness between the community and health facilities. At the core of the 30×30 Initiative is the “commitment”, a public statement made by organizations, in which they commit to work with CCIH and report data to measure the progress of their planned or ongoing activities.

The key objectives of the 30×30 Initiative are to:

1. Increase global attention to the work of faith-based health services.
2. Work alongside faith-based health services to improve resource mobilization and improve programs and policies.
3. Gather evidence of stronger health systems for FBOs.

CCIH anticipates that through the process of making public commitments and measuring planned or ongoing activities, we will promote dialogue that facilitates learning exchanges and increases the presence and visibility of faith-based health services in global initiatives. This should, in turn, translate to stronger partnerships among FBOs and between FBOs and other sectors through strengthened capacity to deliver quality services. Additionally, external stakeholders will gain a deeper understanding of FBOs’ value and the potential impact of investing in FBO work. This Theory of Change framework is demonstrated in Exhibit 2.

Exhibit 2: Theory of Change

Progress Thus Far

Call for Commitments

Following the launch of the Initiative, CCIH issued the first call for commitments from member organizations and affiliates in late 2019. The first cohort of commitments (Y1 cohort) was published in a report in April 2020. The second, third, fourth, and fifth calls for commitments were made in January 2021, 2022, 2023, and 2024, respectively, and these were aggregated in a commitments webpage on CCIH’s website. CCIH paused accepting new commitments in 2025 to focus on implementing the recommendations from the 2024 midterm evaluation. Moving forward until 2027, a call for commitments will be made annually at the beginning of each year, as depicted in the timeline in Exhibit 3.

Exhibit 3: 30×30 Timeline

Commitment Refinement

After commitments were submitted, they underwent a review process by the CCIH 30×30 team. During this stage, the CCIH 30×30 team worked with commitment makers to clarify and refine the goals, objectives, and specific activities of each new commitment maker. In addition, the CCIH 30×30 team worked with each commitment maker to develop and refine the program indicators for the planned activities.

Building on this experience, the CCIH 30×30 team developed a document of common indicators for each health systems strengthening block. This indicator document was included in the commitment submission form for years 2, 3, 4, and 5, referred to as the Y2, Y3, Y4, and Y5 cohorts of commitment makers. It guided the commitment makers to select the right indicators during the submission stage itself, facilitating a streamlined commitment-making process. Thus, the commitments, activities, and indicators were all reviewed by the 30×30 team in a singular submission and then refined through individual sessions with the commitment makers.

Technical support by the CCIH 30×30 team

To date, over 2,500 hours have been spent by project staff and volunteers in refining project activities, selecting indicators, and analyzing the data for outcomes and impacts of the public commitments. This represents the large capacity building component of the 30×30 Initiative, as technical training and resource sharing are undertaken by the stakeholders.

Data Submission

All commitment makers submit their annual performance indicators (July 2024 to June 2025) in the online database platform that was launched in September 2021, and all five cohorts (Y1-Y5) of commitment makers used this platform to submit data in 2025. In addition to quantitative data, optional qualitative data were also requested from the Y1-Y5 cohort commitment makers.

Purpose and Objectives

The purpose of this report is to present a summary of the progress made through the 30×30 Initiative towards achieving the intended objectives of the project since its launch in 2019. The specific objectives of this report are,

• To present the health systems strengthening efforts by faith-based health services
• To summarize the scale, scope, and reach of 30×30 since the launch of the Initiative
• To assess the key gaps and challenges in the implementation of 30×30 and recommend strategies for the upcoming years of the Initiative.

Methodology

The report is based on the analysis of quantitative and qualitative data submitted by the commitment makers. Data from all five cohorts of commitment makers (Y1-Y5) covering six years (2019-2025) were used for analysis.

Data Analysis

The submitted data, which includes the geographic focus, health system strengthening areas, and annual achievements, were downloaded, collated, and analyzed using Microsoft Excel to describe the characteristics of the commitments and trends of the progress since the inception of the Initiative. The indicators for each of the commitments were aggregated by the identification of common activities and further grouped into sub-categories of activities. Common activities were generated by one of the CCIH 30×30 team members and reviewed and verified by a second team member for coherence. A given indicator cannot be assigned to more than one common activity; thus, efforts were made to assign indicators to the most appropriate common activity. As some indicators were highly specific to a single activity and couldn’t be aggregated, they were excluded from exhibits and instead were outlined under the appropriate subheading in Section 5 below.

Current Status of Commitments

Over the past six years, 46 commitments to the 30×30 Initiative have been received and accepted: 21 in Y1, 10 in Y2, 6 in Y3, 7 in Y4, and 2 in Y5 of the Initiative (Exhibit 4). No new commitment makers were added in Y6. Twelve of them have either completed their commitments or opted to withdraw their commitments. During year 6 of the Initiative, 28 of the 34 active commitment makers were able to submit 2024-2025 data by the deadline for inclusion in this report.

Exhibit 4: Commitment makers by geographic presence of operations (cumulative)

SSA – Sub-Saharan Africa

Exhibit 5: Commitments by Health System Strengthening Block (cumulative)

HW- Health Workforce, SD – Service Delivery, LG – Leadership & Governance, CS – Community Services, ACC – Access to essential medicines and supplies, FIN – Financing, HIS – Health Information Systems

Key Findings

As of 2025, the 30×30 health initiative has 34 active commitments. The sub-Saharan Africa (SSA) region represents the most commitments (20, 58.8%), followed by global operations (10, 29.4%), the Asian region (3, 8.8%), and the Caribbean region (1, 2.9%), as shown in Exhibit 6 below.

Exhibit 6: Commitment makers by region in 2024-25

The activities and focus areas of the commitment makers were classified under health systems building blocks as defined by the World Health Organization, in addition to our additional category of Community Services, which the WHO now calls People.

Exhibit 7: Commitment by health system blocks in 2024-25

HW- Health Workforce, SD – Service Delivery, LG – Leadership & Governance, CS – Community Services, ACC – Access to essential medicines and supplies, FIN – Financing, HIS – Health Information Systems

We present in Exhibit 7 the number of commitments seeking to address each of the blocks. Health workforce was the most common commitment area (27), followed by service delivery (14), leadership and governance (14), community services (14), access to essential medicines (10), Health information systems (7), and financing (2).

Considering the different number of commitments under each of the health systems building blocks, a common public health framework – the socio-ecological model- is used to examine the commitments at a broader level, thus facilitating aggregation of indicators. Analysis of the indicators revealed that commitments were made at multiple levels of the socio-ecological model, targeting individuals, institutions, communities, and the health system as a whole.

Individual-level

The commitments targeting the individual level were predominantly related to capacity building on a variety of subject areas and improving access and utilization of health services. The specific activities were training programs and provision of health-related services through health programs, including inpatient services and outpatient services.

Training/Capacity Building

Training Programs

Since the inception of the 30X30 health system initiative, 9,997 training programs have been delivered by the commitment makers. Exhibit 8 illustrates the annual number of training programs conducted between 2019 and 2025. In 2019-20, there were 605 training programs by 6 commitment makers, which increased to 927 (n-9) in 2020-21. The number of training programs rose in 2021-22, reaching a peak of 3,278 (n-10). This was followed by a decrease in 2022-23, with 1,556 programs (n-11), and a slight increase to 1,647 (n-12) in 2023-24. In the most recent year, 2024-25, the number of programs further rose to 1,984 by 10 commitment makers.

Training programs largely focused on strengthening the health workforce to improve clinical practice, leadership & governance, maternal, newborn and child health, community health services, financial management, and basic/general health services. These programs were delivered to a wide range of health care professionals, including medical officers, nurses, laboratory technicians, pharmacists, community health personnel, and administrators, which covered twelve subject areas, namely (alphabetically listed):

• Basic/general health services
• Clinical Practice
• Community health
• Data management
• Document management
• Equipment management
• Family planning
• Financial management
• Gender Based Violence
• Leadership & Governance
• Maternal, newborn and child health
• Pharmacy management/practice

Exhibit 8: Training Programs by Year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

The considerable increase in training programs delivered in Y3 (Exhibit 8) is the result of the 2,974 training programs delivered by one commitment maker.

Exhibit 9: Number of Training Programs by category (Cumulative of Y1 to Y6)

MNCH – Maternal, Newborn and Child Health; ‘Pharmacy management’ includes Pharmacy practice.

Exhibit 10: Number of Training Programs by category (Expand table in lower right corner to see all the data)

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Personnel Trained

Commitment makers trained personnel, intending to strengthen the health workforce in different technical areas. Personnel who belong to various healthcare professional cadres were trained in a wide range of subject areas as indicated in Exhibits 9 & 10.

Exhibit 11 presents the number of individuals trained annually from 2019-20 to 2024-25, resulting in a cumulative total of 76,713 individuals. In the year 2019-20, 12,111 individuals were trained by 15 commitment makers, but the number of individuals trained declined to 9,724 in 2020-21 (n-21), likely reflecting disruptions due to the COVID-19 pandemic. Subsequently, there was a marked increase in the number of individuals trained, rising to 13,120 (n-23) in 2021-22, followed by 12,562 (n-24) in 2022-23, and further up to 13,652 (n-28) in 2023-24. The highest annual training was recorded in 2024-25, with 15,544 individuals by 21 commitment makers.

Exhibit 11: Number of Individuals Trained by Year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Exhibit 12: Number of Personnel Trained by Category (Cumulative of Y1 to Y6)

‘Pharmacy management’ includes Pharmacy practice. QMS – Quality Management System

The number of personnel trained in clinical practice accounts for the highest number, training 17,299 people in the last 6 years (Exhibit 12). Health training and maternal and child health also indicated large numbers, with 12,472 and 8,768 individuals, respectively. Key subjects, like leadership and governance, organizational development, and advocacy, have trained between 3,000 and 8,000 people over the last 6 years.

Exhibit 13: Number of Personnel Trained by Year and Technical Area (Expand table in lower right corner to see all the data)

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

People reached through health programs

Commitment makers delivered various health programs to improve access to and utilization of health services. Exhibit 14 illustrates the number of people reached through health programs each year from 2019-20 to 2024-25, with a cumulative total of 7,084,486 individuals. People reached through health programs show a consistent increase over the first five years, starting with 147,959 people in 2019-20 by 10 commitment makers, rising to 654,732 (n-14) in 2020-21, and further to 976,930 (n-16) in 2021-22. The increasing trend continues, with 1,913,064 (n-19) reached in 2022-23 and peaking at 2,247,304 (n-18) in 2023-24. In 2024-25, the number of people reached through health programs declines to 1,144,497 (n-14), which could be due to the smaller number of commitment makers reporting this information. Overall, the chart reflects significant growth in outreach efforts through health programs, especially between 2020 and 2024, followed by a reduction in the final reported year.

Exhibit 14: Number of people reached through health programs by year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Exhibit 15: Number of people reached through health programs by year and technical area (Expand table in lower right corner to see all the data)

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

As indicated in Exhibit 15, people reached through MNCH were the largest, reaching more than 3.1 million people over six years. Basic/General Health Services also impacted over 2.3 million individuals. Disability programs and advocacy efforts each impacted around 870,000 and 310,000 people, respectively. Specialized areas such as Cost Saving, Counselling, Leprosy, and Medicine, Supplies, and Equipment accounted for less than 10,000 beneficiaries each.

Inpatient and Outpatient Services

Since the inception of the Initiative, 104,899 inpatient and 756,045 outpatient services were provided by two commitment makers.

Exhibit 16 shows the number of inpatients and outpatients who received clinical services from 2019-20 to 2024-25. In 2019-20, 858 inpatient and 125,544 outpatient services were provided by one commitment maker. In 2020-21, 293 inpatient and 34,271 outpatient services were delivered by two commitment makers.
Over the next few years, outpatient numbers declined sharply to around 27,000–34,000 annually, while inpatient counts increased, peaking at 28,064 in 2020-21, and then fluctuating between 14,799 and 20,010 in subsequent years. However, a significant surge in outpatient services is seen in 2023-24 and 2024-25, with numbers rising to 283,500 and 265,042, respectively, while inpatient counts remained around 15,534–20,010. This trend highlights a dramatic increase in outpatient care toward the end of the period, making outpatients the dominant group served.

In Y1, 858 inpatient and 125,544 outpatient services were provided by one commitment maker. In Y2, 28,064 inpatient and 34,271 outpatient services were delivered by two commitment makers. In Y3, 25,634 inpatient and 27,254 outpatient services were delivered by one commitment maker. In Y4, 14,799 inpatient and 20,434 outpatient services were delivered by one commitment maker. In 2023-24 and 2024-25, one commitment delivered 20,010 and 15,535 inpatient services, respectively, and two commitment makers delivered 283,500 and 265,042 outpatient services, respectively.

Exhibit 17 illustrates the number of combined inpatient (IP) and outpatient (OP) services provided by an individual commitment maker across six years. In 2021-22, over 7 million services were provided, followed by a decrease to about 4.3 million in 2022-23. It increased in 2023-24, with 9.7 million services and a further increase to more than 10.3 million in 2024-25. All inpatient and outpatient services were related to general health services and focused on enhancing service delivery at health facilities in sub-Saharan African regions.

Exhibit 16: Number of Inpatient/Outpatient services provided by year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Exhibit 17: Number of combined Inpatient/Outpatient services provided by one commitment maker by year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Institution-level

At this level, commitment makers focused on supporting institutions, including health facilities, drug supply organizations, and non-profit organizations. Efforts to support institutions were undertaken to strengthen all seven building blocks, with access to essential medicines and supplies being the most popular area, followed by financial management.
Exhibit 18 shows the number of institutions supported each year from 2019-20 to 2024-25, with a cumulative total of 13,311 institutions. In 2019-20, 645 institutions were supported by 12 commitment makers, which increased substantially to 2,204 in 2020-21, supported by 15 commitment makers. It continued to grow, reaching 2,591 (n-16) in 2021-22, 2,802 (n-15) in 2022-23; peaking at 2,804 (n-18) in 2023-24. There was a slight decline in 2024-25, with 2,265 institutions supported by 12 commitment makers. Overall, the trend indicates sustained and extensive support to institutions over the six-year period, with the highest annual support occurring in the last two years before a slight decrease.

Exhibit 18: Total number of institutions supported by year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Support was provided across 16 subject areas, as seen in Exhibit 19.

Exhibit 19: Institutional support provided from 2019-2025 (Expand table in lower right corner to see all the data)

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Community-level

The community-level activities of the commitment makers seek to strengthen the community services building block of the health system. Community activities included health promotion of general well-being (NCD prevention, maternity care, child immunizations, nutrition promotion), increasing awareness/reducing stigma around communicable diseases, vaccine awareness/provision, and community leadership development.

Exhibit 20 presents the cumulative information on community-level activities across four categories since 2019-20. So far, 9,705 community health programs have been conducted, 4,623 church groups have been involved in health activities, 1,199 community groups have been established, and 3,689 community groups have been trained.

Exhibit 20: Community level activities – (Cumulative of Y1-Y6)

Exhibit 21: Number of community-level activities by year

Number of commitment makers in parentheses
Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Over the six-year period from 2019–20 to 2024–25, there was a marked increase in community-level health activities across all categories (Exhibit 21). The number of community groups established was 221 (n-2) in 2019-20 and 118 (n-2) in 2024-25. Community groups trained were 168 (n-1) in 2019–20 and 167 (n-1) in 2024–25. Community health programs indicated a significant growth, rising from 57 (n-1) in 2019–20 to a peak of 3,526 (n-11) in 2022–23, with a slight decline to 2,912 programs supported by 6 commitment makers in 2024–25.

Systems-level

At the systems level, commitment makers focused on establishing partnerships and resource mobilization initiatives. These efforts were largely to strengthen leadership and governance, with a few targeting financing, service delivery, and health information systems of the health system blocks. In 2019-20, 20 partnerships were established by 4 commitment makers. In 2020-21, 67 partnerships were fostered by 7 commitment makers, and in 2021-22, 68 partnerships were fostered by 7 commitment makers, and in 2022-23, 85 partnerships were fostered by 7 commitment makers (Exhibit 22). Partnerships were largely with government, NGOs, and development agencies as depicted in Exhibit 23.

Exhibit 22: Number of partnerships by year

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Exhibit 23: Types of partnerships across the years

NGO – Non-Governmental Organization;
Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

In terms of resource mobilization, there were 16 resource mobilization initiatives by one commitment maker in 2019-20. In Y2, there were 14 resource mobilization efforts by 2 commitment makers. In Y3, there were 21 efforts to mobilize resources by 2 commitment makers. In Y4, there were 30 resource mobilization efforts by 2 commitment makers. In Y5, there were 23 efforts to mobilize resources by 2 commitment makers, and in Y6, there were 30 efforts by 2 commitment makers (Exhibit 24).

Exhibit 24: Resource mobilization efforts across the years

Y1 – 2019-20, Y2 – 2020-21, Y3 –2021-22, Y4 – 2022-23, Y5 – 2023-24 and Y6 – 2024-25

Resource mobilization efforts were carried out predominantly for funding infrastructure projects at health facilities (providing direct technical support) and supporting applications for grants to support programs (indirect technical support). Throughout the first four years of the Initiative, resource mobilization efforts have addressed the Service Delivery and Health Financing health system building blocks (Exhibit 25).

Exhibit 25: Type of resource mobilization initiatives

Emerging Themes

Among the qualitative data and case studies we received, there were a few recurring themes:

Across countries, one of the strongest themes is the transformative power of partnerships and systems-level collaboration. In Malawi, a commitment maker emphasized that “public–private partnerships work” and that formal service level agreements with government have “significantly improved access and quality of care”. Similarly, a multi-country community maker noted that lasting change requires “deep collaboration with stakeholders at every level of the health system”. In Haiti, a commitment maker described how alignment among hospitals, clinics, and NGOs has created “a stronger sense of coordination, shared purpose, and resource-sharing”, underscoring the shared insight that scale and resilience grow from collective action rather than isolated efforts.

A second cross-cutting theme is capacity-building as a driver of long-term health system strengthening. Multiple partners reported substantial gains in workforce knowledge and practice. In Sierra Leone, a collaborative training program “increased knowledge of maternal and newborn health interventions” among midwives and nurses, while in Malawi, partners saw benefits from expanding training institutions, noting that “investing in training institutions pays off” in strengthening the workforce pipeline. Another commitment maker added that ongoing mentorship ensures that providers adhere to national clinical guidelines and sustain improvements in care quality. Haiti’s experience further demonstrated that even low-budget training can have a high impact; a lesson learned was that mental health providers showed “a profound eagerness to understand how to support themselves, their patients, and their communities” when given the right tools.

A third theme centers on improved access, quality, and user experience, often enabled by better infrastructure, equipment, and community-based engagement. In Chad, facility upgrades using local materials led to “a significant increase in attendance” and “a marked improvement in staff working conditions and patient care”. A commitment maker’s community-based disability support in Kenya offers another dimension of access: one mother described moving from isolation to support after a local leader intervened—“I have started noticing great improvements in my child… and joined a parent support group”. These stories highlight how physical infrastructure, clinical tools, and personalized accompaniment all contribute to more dignified, effective, and trusted care.

Finally, the stories reveal shared challenges and lessons for future scale-up, including dependency on government policies, resource constraints, and the need for stronger data systems. A couple of commitment makers reported abrupt policy shifts that disrupted service delivery and described how staff turnover and weak financial management have undermined progress. Sierra Leone partners stressed that reliable monitoring requires additional “capacity development and training” in data collection. Yet, across contexts, organizations also described a shift toward sustainability and local leadership. The recurring message is that resilient health systems emerge from grounded partnerships, empowered local actors, and strategies that anticipate and mitigate systemic constraints.

Challenges & Strengths

The 30×30 Initiative faced a particularly difficult year as dramatic shifts in the global funding landscape—especially sweeping cuts to official development assistance (ODA)—placed unprecedented strain on commitment makers and their ability to sustain planned activities. These reductions contributed directly to the largest wave of attrition the Initiative has seen, with six commitment makers dropping out over the course of the year. The funding uncertainty also triggered high staff turnover, disrupting continuity and institutional memory at a time when stability was most needed. Many of the commitments had been project-based rather than institution-based, meaning they relied heavily on short-term, externally driven resources rather than being grounded in internal organizational capacity. As funding tightened, organizations were forced to restructure or scale back programs, adapt implementation approaches, and in some cases, rethink the feasibility of their original commitments. Collectively, these challenges underscore the vulnerability of global health initiatives to rapid financing shifts and highlight the importance of building commitments that are resilient, internally anchored, and less dependent on external funding streams.

Despite a challenging funding environment, the 30×30 Initiative demonstrated significant strengths this year, building on momentum from the 2024 midterm evaluation and delivering a series of concrete, high-value accomplishments. The team responded directly to commitment makers’ recommendations by convening two well-received global forum discussions—one on the health workforce in April and another on health information systems in July—creating shared learning spaces that deepened engagement and strengthened technical capacity across the network. System-wide visibility and collaboration also improved with the launch of the commitment maker directory and the addition of direct website links for every organization on the 30×30 webpage, helping partners connect more easily and understand each other’s work.

Every commitment maker received an organization-level indicator report, a major step toward strengthening measurement and accountability across the Initiative. Another important achievement was the development of the 30×30 flagship paper for submission in 2026, which positions the Initiative and its collective insights for broader global influence. Lastly, data management systems continued to become more automated, accurate, and efficient this year, leading to substantial improvements in data quality overall and laying a stronger foundation for monitoring progress toward 2030.

Way Forward

Moving forward, the 30×30 Initiative will continue to issue annual calls for commitments through 2027, while leveraging insights from past cohorts to guide more sustainable, locally grounded efforts. Emphasis will be placed on fostering cross-sector partnerships, strengthening workforce skills, and enhancing system-wide coordination—factors consistently linked to lasting improvements in care quality, access, and patient experience. To mitigate challenges such as funding instability, staff turnover, and policy shifts, the Initiative will focus on building resilient programs anchored in organizational capacity, supported by robust data and monitoring systems. By combining targeted capacity-building, community engagement, and mechanisms for shared learning, CCIH aims to equip commitment makers to sustain achievements, adapt to changing contexts, and collectively advance equitable, high-performing health systems through faith-based organizations toward 2030.

References

1. Christian Connections for International Health (CCIH). Market share of Faith-Based Organizations (FBOs) in the health care of developing countries [Internet]. Washington, DC; 2018 [cited 2021 Nov 18]. Available from: http://dx.doi.org.ezproxy.liberty.edu/10.1371/journal.pone.0128389
2. Agency for Toxic Substances and Disease Registry. Principles of Community Engagement [Internet]. Second. CDC; 2015 [cited 2021 Nov 18]. Available from: https://www.atsdr.cdc.gov/communityengagement/pce_models.html

Annex 1: Exhibits

Exhibit 1: Types of FBOs and their key activities
Exhibit 2: Theory of Change
Exhibit 3: 30×30 Timeline
Exhibit 4: Commitment makers by geographic presence of operations
Exhibit 5: Commitments by Health System Strengthening Block
Exhibit 6: Commitment makers by region in 2024-25
Exhibit 7: Commitment by health system blocks in 2024-25
Exhibit 8: Training programs by year
Exhibit 9: Number of training programs by category (Cumulative of Y1-Y6)
Exhibit 10: Number of training programs by category
Exhibit 11: Number of individuals trained by year
Exhibit 12: Number of personnel trained by category (Cumulative Y1-Y6)
Exhibit 13: Number of personnel trained by year and technical area
Exhibit 14: Number of people reached through health programs by year
Exhibit 15: Number of people reached through health programs by technical area
Exhibit 16: Number of Inpatient/Outpatient services provided by year
Exhibit 17: Number of combined Inpatient/Outpatient services provided by one commitment maker by year
Exhibit 18: Total number of institutions supported by year
Exhibit 19: Institutional support provided from 2019-2025
Exhibit 20: Community level activities (Cumulative of Y1-Y6)
Exhibit 21: Number of community-level activities by year
Exhibit 22: Number of partnerships by year
Exhibit 23: Types of partnerships across the years
Exhibit 24: Resource mobilization efforts across the years
Exhibit 25: Types of resource mobilization initiatives