In a rural health center in Kenya, a community health worker develops an innovative approach to reaching families who have been hesitant about vaccination. Meanwhile, in a Brazilian city, a nurse has gotten everyone involved – including families and communities – onboard to integrate information about HPV vaccination into cervical cancer screening.

In global health, where challenges are as diverse as they are complex, we need new ways for health professionals to connect, learn, and drive change. Imagine a digital space where a nurse from rural Nigeria, a policymaker from India, and a WHO expert can share experiences, learn from each other, and collectively tackle global health challenges. That’s the essence of Teach to Reach.

It was James Gleick who noted in his book “Faster: The Acceleration of Just About Everything” the societal shift towards valuing speed over depth: “We have become a quick-reflexed, multitasking, channel-flipping, fast-forwarding species.

Less than three weeks after its launch, the Nigeria Immunization Collaborative – a partnership between the Geneva Learning Foundation, the National Primary Health Care Development Agency (NPHCDA), and UNICEF – has already connected over 4,000 participants from all 36 states and more than 300 Local Government Areas (LGAs). The Collaborative is part of the Movement for Immunization Agenda 2030 (IA2030). In the Collaborative’s first peer

Evidence from learning science clearly identifies how to strengthen learning culture in ways that will drive performance. However, in a recent study conducted by Learning Strategies International (LSi), we quickly found limitations and gaps in the data available from the organization examined, despite the best effort by the organization’s staff to answer our questions and requests.

We learn from each other through dialogue and inquiry. We are excited that we can participate in a rich, diverse world of different perspectives and opinions. Conversation, as George Siemens says, is the “ultimate personalization experience. We ask questions and offer views based on our own conceptions.

The learning strategy recasts the evidence-based seven dimensions of learning culture (used to measure learning culture and performance) as action imperatives . In order to improve performance through learning, the organization needs to take specific action to: Create continuous learning opportunities Promote inquiry and dialogue Encourage collaboration and team learning Empower people toward a collective vision Connect the

A learning organization is an organization that has an enhanced capacity to learn and change. Watkins and Marsick dimensions of a learning organization   Source: Watkins, K.E., Milton, J., Kurz, D., 2009. Diagnosing the learning culture in public health agencies. International Journal of Continuing Education & Lifelong Learning 2.

Preface to the IFRC Global Health Team’s Training Guidelines (2013) by Reda Sadki “At the heart of a strong National Society” explains Strategy 2020, “is its nationwide network of locally organized branches or units with members and volunteers who have agreed to abide by the Fundamental Principles and the statutes of their National Society.” To achieve this aim, National Societies share a deeply-rooted culture of face-to-face