Written by the IWG Global Steering Group

“The IWG Global Steering Committee is a place where we can have respite from our current jobs and collectively organize and co-think about more radical and alternative futures.” Zoha Salam IWG Global Steering Group Member

Over the past year, the International Working Group for Health Systems Strengthening (IWG) has undergone significant transformation, notably establishing the IWG Global Steering Group. This new collective comprises active members from our various regional bodies, marking a pivot from our traditional regional convening approach. The primary function of the IWG Global Steering Group is to serve as a think tank, propelling our mission of uniting the next generation of changemakers to envision and co-create equitable and sustainable solutions for strengthening local and global health systems.

At our first session for the group, we took an inward look to explore our collective identity and how it should be defined. This introspective exercise was crucial as it provides a foundation for our future actions and goals.

Historically, we have identified ourselves with terms such as ‘youth,’ ‘young professionals,’ ‘emerging professionals,’ ‘emerging voices,’ and ‘the next generation of changemakers.’ While exploring the differences in these terms may seem pedantic, we believe that being intentional about our identity is extremely important. Understanding the implications of these terms helps us grasp our current reality and shape our objectives, ensuring that we are purposeful in our actions.

Limitations of ‘youth’ and ‘young professionals’

From the inception of the IWG, the term ‘youth’ or ‘young professionals’ has not fully captured the essence of our work. While it highlights the barriers younger people face in influencing health systems—such as unemployment, underemployment, tokenistic representation, and limited spaces for meaningful participation—it is also culturally and socially specific. Different countries and institutions have varying definitions of youth with some defining youth as those between 15-24 years of age,^[1] and others including those below 35.^[2] This variability makes it difficult to adopt a one-size-fits-all approach to addressing their needs and contributions within health systems. Additionally, the age-specific focus can inadvertently marginalize those who do not fit neatly into the youth category but are still facing similar barriers due to systemic issues which may delay some individuals from being able to start their careers until much later ages.

The limitations of the term ‘youth’ are further highlighted when considering the interdisciplinary nature of modern health systems. Public health thrives on the integration of diverse fields and perspectives, and many professionals enter the field with backgrounds in areas such as law, economics, engineering, and the social sciences. These individuals may transition into public health at later stages in their career and bring valuable skills and insights that are crucial for addressing complex health challenges. By narrowly defining our community to an age specific metric, we risk excluding individuals transitioning into public health who may face the same barriers and challenges as young professionals.  

Considering ‘emerging leaders’ and ‘emerging professionals’

We also considered terms such as ‘emerging leaders,’ ‘emerging professionals,’ and ‘emerging voices.’ These terms differ slightly, with ‘emerging professionals’ referring to those in formal careers and ‘emerging voices’ or ‘leaders’ encompassing any individual with the potential to influence their circumstances. The term ‘emerging’ suggests individuals in the early stages of their careers, not necessarily young but new to the public health field. This broader interpretation allows for the inclusion of those transitioning from other sectors, thereby enriching our community with diverse skills and perspectives.

However, some members felt that these terms might be inherently demoralizing, implying that those who are ‘emerging’ lack the skills and capacities to influence health systems effectively. The term ‘emerging’ (and even youth) may imply a transient phase, suggesting that the individuals within this group are in a stage of waiting or preparation before they can be considered fully capable or influential. This can undermine the contributions of professionals in our network who are actively shaping health systems in their own right and diminish the recognition of their contributions. Additionally, the term might not encompass those in our network with extensive experience, regardless of their career stage. This led us to question what constitutes experience: does someone living within a health system for over 30 years have more or less experience than someone researching it for five years? Such reflections highlight the complexity of measuring experience and expertise solely based on time or traditional career trajectories.

We realized that the barriers for younger and emerging leaders exist due to systemic structures designed to disempower. These structures include hierarchical professional environments, lack of access to decision-making platforms, and socio-economic challenges that restrict opportunities for leadership and influence. Adopting these terms might inadvertently embody an identity of disempowerment imposed by a broader system. Therefore, it is crucial to frame our identity in a way that empowers our members, acknowledges their capabilities, and addresses the structural barriers they face.

Shifting focus to collective purpose and political Identity

A suggestion emerged to centre our collective identity around our shared purpose and political identity, rather than our social identity. By focusing on our collective mission to address inequities entrenched in health systems, we could create a more cohesive and empowering identity. This shift emphasizes the importance of our work over the specific demographics of our members, allowing us to unite under a common cause that transcends age, career stage, and background.

We could unite based on our common goal of addressing inequities entrenched in health systems. One member remarked that the IWG could be

“a place where we can have respite from our current jobs and collectively organize and co-think about more radical and alternative futures.”   Zoha Salam IWG Global Steering Group Member

This vision underscores the potential of the IWG to be a sanctuary for progressive thought and collaborative action. It highlights the value of creating a supportive space where members can freely exchange ideas, challenge the status quo, and envision transformative changes in health systems. By aligning our identity with our purpose and political stance, we can foster a sense of solidarity and shared commitment among our members.

Balancing specificity and inclusivity

Nevertheless, some members pointed out that the specific inclusion of ‘emerging voices’ in the IWG’s mission and vision is what  specifically attracted them to our network. This terminology resonated deeply with individuals who were at the beginning stages of their public health careers, providing them with a sense of belonging and identity. This connection was particularly significant as it provided a support system that was often lacking in other professional settings. These members appreciated the recognition of their unique challenges and the collective struggle of emerging leaders. They valued having a community that understood the difficulties of starting a career in public health, from finding opportunities for meaningful participation to overcoming institutional barriers that often side-lined younger voices. The need for spaces to make mistakes and learn was another critical factor. The IWG provided a safe environment where emerging professionals could experiment, take risks, and learn from their experiences without fear of judgment.

Thus, there is a tension between avoiding a disempowered identity and being so broad that we lack a collective identity altogether. On one hand, we aim to empower our members by avoiding labels that might inadvertently suggest a lack of capability or authority. On the other hand, we risk diluting our sense of community and the targeted support we provide by adopting too broad an identity. Striking a balance between these two aspects is crucial. We need to ensure that our identity is inclusive and empowering, yet specific enough to foster a strong sense of belonging and purpose among our members.

Moving forward

While there may never be a perfect term to encapsulate all individuals in our network, we believe it is crucial to be aware of how we choose to identify and recognize potential blind spots in our identity. This awareness allows us to continually refine our approach to ensure inclusivity and relevance. Being mindful of these nuances helps us create a dynamic, adaptive community that remains aligned with our core mission and values. Thus, we agreed to phrasing the description of the IWG Global Steering Group as follows:

Short Description of IWG Global Steering Group:

The IWG is a diverse community of health system changemakers dedicated to strengthening local and global health systems. As a community of action and learning, we convene professionals at all stages of their careers, with a special focus on those in the earlier stages, to co-create equitable and sustainable solutions through collaborative efforts.

Longer Description of IWG Global Steering Group: 

The IWG is a diverse community of learning and action for health system changemakers. We are a collective of individuals that convene, co-imagine, and catalyze efforts to strengthen our individual and collective toolbox of knowledge, perspectives, skills, and capacities to influence local and global health systems strengthening. One of our core mandates is to nurture a community that supports public health professionals as they navigate health systems across various stages of their careers, especially during the earlier stages. We provide a space for continuous learning and unlearning, and collective action.

Special Contributions from: Bettina Buabeng-Baidoo, Malvikha Manoj, Zoha Salam, Aysha Farwin, Gabriel Olukunle Oye-Igbemo, Koye Oyerinde, Zuha Rizvi, Taofeekat Adigun

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^[1] https://www.un.org/esa/socdev/documents/youth/fact-sheets/youth-definition.pdf

^[2] https://au.int/sites/default/files/treaties/7789-treaty-0033_-_african_youth_charter_e.pdf