15 years at International Health Partners with CEO Adele Paterson

This month marks 15 years of working at International Health Partners for our CEO Adele Paterson . We sat down with her for a Q&A about her time at IHP and what she has learned over the past 15 years.

Q: Reflecting on your journey at International Health Partners over the last 15 years, what are some of the most significant changes or milestones you've witnessed within the organisation?

A: When I joined IHP, it already had a proven business model, great corporate donors and partners. It’s the challenges we have faced that have stretched us, pushed us into new spaces and developed our competencies. Our first inspection by the MHRA (Medicines and Healthcare products Regulatory Agency), understanding the impact of Brexit on our work, Covid-19, receiving repeat support from institutional donors and moving into software development were all challenging but added to our skills , laying the foundations for our ongoing improvements and further realisation of our mission.

Q: What are some of your fondest memories of your time at IHP so far?

A: IHP has grown many times over in the last 15 years but throughout this expansion, we’ve worked hard to remain a relational organisation. Our joint celebrations – personal and professional – help keep us together, and form many of our warmest memories. The team is buoyed by the feedback we receive from partners and the annual review, which shows how much our small but mighty team has achieved, is a highlight in our professional lives.

Q: As someone who started as Manager and eventually became the CEO, can you share some key lessons or experiences that have shaped your leadership style and approach during your time at IHP?

A: An early professional influence Rt Hon Sir Stephen Timms MP Stephen Timms MP East Ham modelled servant leadership to me, and I have always tried to combine this with the faith and energy of IHP’s founder Anthony Dunnett CBE . I am privileged to work with talented, committed and intelligent people at IHP so I have learnt to say less and listen more, but also to have the courage of my conviction and keep the messages simple!

Q: How has the landscape of international health and humanitarian aid evolved during your time at IHP, and how has the organisation adapted to these changes?A: I am pleased that the landscape of product donation has become increasingly GDP (Good Distribution Practice) compliant and this combined with a trust for the expert voice of the in-country partners, means that the right product gets to the right people in the right way. IHP has been a key driver in this community’s journey as we share the IHP way with others through our software system Boaz, Lydia Amartey-Williams ’s leadership of the PQMD Guidelines’ committee and a commitment to a Quality Management System that learns from mistakes in order to achieve ongoing improvement.

Q: Can you share a memorable experience or encounter from your time working on the ground with international communities that have had a lasting impact on you personally and professionally?

A: When I visited a paediatric oncology programme in Tanzania, I was shocked by the number of children being treated for retinoblastoma which resulted in many of them having lost an eye (enucleation). Seeing the impact of a simple eye test – something that my three daughters had at birth and which is offered to all newborns in the UK along with blood, hearing and heart screening - helped me understand the immense value of detection, monitoring and education, as well as medicines and surgery as part of an effective health system which enables patients to live full and healthy lives. IHP is part of a huge access environment, and we all rely on each other’s expertise to bring about change for those without access to healthcare. And of course, I can’t help but be grateful for the healthcare my family have received in UK.

Q: As the CEO, how do you cultivate and maintain a sense of purpose and dedication among the team members at IHP, especially during challenging times or crises?

A: I am committed to recruiting for attitude and where necessary, training for skill; the right attitude is foundational in ensuring that the team is aligned to IHP’s common purpose and ways of working. I am always part of the interview process, and champion our culture and values regularly at team prayers, monthly meetings and away days. Working in this sector is challenging so we support colleagues with counselling where necessary, and seven of the team are trained as Mental Health First Aiders – this latest development came from a recent review of our wellbeing support.

Q: Looking ahead, what do you envision for the future of International Health Partners, and what goals or milestones are you excited about as the organisation continues its mission?

A: IHP has a vital purpose, which will not change until the 2 billion people who lack access to medicines are able to receive the healthcare they need. We are growing IHP’s offering of ways that we can enable greater access such as our software system Boaz, global leadership in donation standards, and an ever-developing team committed to patients and our expert partners and generous donors. We are celebrating our 20th anniversary next year and will launch a new fund which will allow us to respond faster to need. I also look forward to further developing Boaz to enable high quality, compliant donations to the wider NGO community to bring health access to some of the most underserved communities.

Stay up to date with all of our achievements by signing up to our newsletter here https://www.ihpuk.org/#:~:text=Add%20impact%20to%0Ayour%20inbox