From Ideas to Action: Accelerating Health Systems Change with the Joint Learning Fund

Authors: Dinash Aravind, Animut Ayalew, Suciati Mega Wardani, Tushar Mokashi

At the heart of the Joint Learning Network (JLN), a global peer-based organization made up of policymakers and practitioners from 41-member countries, lies a shared commitment to collaborative learning and collective problem solving to advance Universal Health Coverage (UHC).  Through the JLN, in-country stakeholder groups made up of representatives from key government institutions and development partners working together on UHC reforms, come together to define and communicate country priorities, as well as share and apply learnings and guidance.

Over the past few years, the CCGs became increasingly aware that more was needed to translate the knowledge acquired from JLN activities into action to address emerging health system challenges. In January 2025, the Joint Learning Fund (JLF) was launched to bridge the critical gap between collaborative learning and implementation. The purpose of the JLF is simple yet catalytic: support countries in translating joint learning guidance and resources into tangible action that strengthens health systems.

From Learning to Action

JLF seeks to build the confidence, capability, and commitment of CCGs through small grants that can be used to apply learnings from JLN activities to local health system reform. With an overall investment of $1,000,000 the JLF is focused on turning collective insights into meaningful real-world health system impact. Each CCG can access up to $80,000 over a period of 12 months to support the implementation of knowledge products, tools, and strategies co-developed through one of the JLN’s six technical initiatives: health financing, provider payment, primary healthcare, climate smart health systems, performance management digital health and information systems.

Unlike traditional funding streams, the JLF helps CCGs create momentum to experiment or scale relevant local health systems solutions while deepening country ownership and stakeholder participation, accelerating reform priorities, and securing the long-term sustainability of health system strengthening efforts. Further, countries don’t just receive financial support—they can also leverage the insights and knowledge of peers facing similar challenges and opportunities, as well as guidance and assistance from technical experts and partners associated with the JLN.

First Funding Cycle

The response to the JLF’s first funding cycle has been inspiring and insightful. Twelve JLN member countries submitted proposals that reflected both common challenges and unique approaches to developing stronger and more impactful health systems.[1] Several prominent themes emerged from the proposals, including interest in:

• Improving primary care purchasing and provider payment systems,
• Strengthening digital health infrastructure for UHC,
• Developing inclusive health benefit packages, and
• Leveraging public financial management reforms for health sector improvements.

These are a few examples of how the initial JLF investments are being used:

• Malaysia is rethinking how care reaches its people. With chronic diseases rising and families living longer, the system must shift from patchwork solutions to one that truly connects hospitals, clinics, and communities. Integrated Care Clusters are at the center of this change, and with JLF support, the country is designing the framework that will bring this vision to life—making healthcare more seamless, sustainable, and fair for every Malaysian.
• Indonesia is taking steps to develop climate-smart health systems (CSHS) as an integral part of its efforts to achieve Universal Health Coverage (UHC). The goal of the JLF is to strengthen knowledge and capacity-building initiatives to maximize climate change adaptation, resilience, and mitigation in the health sector. Climate and health is both an integrated and priority policy issue for the Indonesian government. The JLF is helping translate this ambition into action by developing a policy brief that will serve as a recommendation for the ongoing formulation of the national smart adaptation plan.
• Ethiopia’s path to UHC depends on strong primary healthcare. But paying providers in ways that reward quality and efficiency has been a challenge. Now, new blended payment models are being explored to make every health dollar go further. With the support of the JLF, these experiments are generating evidence to shape national reforms—so that care at the community level is not only accessible, but also fair, effective, and enduring.

The JLF is not just about implementing project—it’s also about generating knowledge, evidence, and tools that strengthen health systems. The outputs emerging from funded initiatives will improve individual health systems while also contributing to a shared pool of learning that can be adapted across JLN member countries ensuring that the benefits of each investment extend well beyond national borders and contribute to collective progress.

Looking Forward

As countries begin implementing JLF-funded activities, we are entering an exciting phase of real-time collaboration, iterative learning, and, ultimately, improved health systems that accelerate UHC. Looking ahead, we will explore how the JLF mitigates perceived risks, attracts additional investments, enables new ideas to take root, and supports the adaptation of existing tools for sustained impact. Equally significant is its potential to strengthen partnerships—deepening and expanding collaboration within countries and across the JLN. The future of JLF lies in building on these learnings, enabling members to implement reforms with confidence, adapt with agility, and advance together toward stronger, more resilient, and equitable health systems.

The JLF is a practical and responsive mechanism for JLN member countries to address pressing policy and implementation challenges. By combining flexible support with the strength of peer-to-peer learning, the JLF enables CCGs to move from ideas to action and to anchor reforms in evidence and shared experience. The lessons generated are not confined to a single setting; they enrich the wider JLN community, ensuring that investments deliver value both nationally and collectively. In the JLN, learning isn’t a side activity—it’s the strategy. And the JLF brings that strategy to life, one country-led investment at a time.

About the Authors:

• Dinash Aravind, Senior Assistant Director, Health Transformation Office, MoH, Malaysia
• Animut Ayalew, Health Financing and Public Private Partnership Team Lead, Under Strategic Affairs Executive Office, Ministry of Health, Ethiopia
• Suciati Mega Wardani, Expert Staff of Director, BPJS Kesehatan/ National Social Security Agency of Indonesia
• Tushar Mokashi, Technical Lead, Joint Learning Network for Universal Health Coverage, Amref Health Africa

The authors would like to thank Rahul S. Reddy Kadarpeta, Executive Director, JLN, and Mahlet Gizaw, Extended Term Consultant, JLN Health Specialist, The World Bank, for ideation, review, and editorial guidance on this article, as well as Hallie Goertz for her strategic communications support to the JLN.

The Joint Learning Fund is a flexible and catalytic funding mechanism established under the Joint Learning Network to support member countries in advancing progress toward Universal Health Coverage. For more information on the Joint Learning Fund, please contact Tushar Mokashi at [email protected]. For more information on how to join or partner with the Joint Learning Network, please email [email protected].

 Further reading on the value of catalytic investment:

1. Bennett, S., et al. (2018). Building the resilience of health systems in low- and middle-income countries: A review of the literature. Health Research Policy and Systems.
2. Kharas, H., & Prizzon, A. (2014). Financing the post-2015 Sustainable Development Goals. ODI.
3. Piatti-Fünfkirchen, M., & Schneider, P. (2018). From stumbling block to enabler: The role of public financial management in health service delivery. Health Systems & Reform.
4. Akhnif, E., et al. (2018). Are our ‘UHC systems’ learning systems? Piloting an assessment tool and process in six African countries. Health Research Policy and Systems.
5. Patcharanarumol, Walaiporn et al. (2018). Strategic purchasing and health system efficiency.

[1] The following countries submitted JLF proposals: Bahrain, Bangladesh, Ethiopia, Ghana, Indonesia, Kenya, Liberia, Malaysia, Mongolia, Morocco, Nigeria, Philippines, South Africa, and Vietnam.