Lessons in organizing and scaling up mentorship as workplace -based support in health systems. SA Learning Alliance for District Health systems (SALAD):
1
1. UCT School of Public Health and Family Medice. 2. NWU African Unit for Transdisciplinary Health Research, 1. UCT 2. NWU, Cape Town, South Africa
Popul. Med. 2026;8(Supplement Supplement 1):
ABSTRACT
BACKGROUND:
Health Systems globally are rich in legislative and policy architecture and a myriad of plans and reports requiring attention. However, the working environment is complex, characterised by many actors and demands in moving parts across the system in limited resource settings. Workplace-based system leadership development such as mentoring can focus on individual, team and systems competencies to navigate these complexities with the potential to meet these needs as well as to support staff retention and service delivery improvements. Yet, there is limited evidence to support this position in public health systems. The aim of this organized session is to share experiences of design, application, and scaling of mentoring in various public health contexts.
METHODS:
A panel discussion will be facilitated by SALAD and consist of 4 members representing academia, policy makers, health management across provinces as well experience with global relevance. The panel will include perspectives from different contexts and of mentoring women in global health leadership. Following a 5-minute introduction by the chair, each panellist will have 7 minutes to discuss their experiences in designing, organising and scaling up mentoring in their setting, and to reflect on the challenges, opportunities and insights gained. The chair will facilitate a 20-minute round of wider participatory discussion and summarise key messages.
RESULTS:
The session will enable a sharing of rich experiences and lessons from a variety of South African public health settings on the organization, delivery and reviewing the impact of mentorship in the workplace as an intervention to strengthen health systems leadership.
CONCLUSIONS:
Mentorship, as a workplace-based leadership development intervention, is an important strategy to strengthen individual, team and system competencies in navigating system complexities. Sharing lessons and exchanging ideas will generate valuable guidance for policymakers, managers, researchers, and funders across different country settings.
Health Systems globally are rich in legislative and policy architecture and a myriad of plans and reports requiring attention. However, the working environment is complex, characterised by many actors and demands in moving parts across the system in limited resource settings. Workplace-based system leadership development such as mentoring can focus on individual, team and systems competencies to navigate these complexities with the potential to meet these needs as well as to support staff retention and service delivery improvements. Yet, there is limited evidence to support this position in public health systems. The aim of this organized session is to share experiences of design, application, and scaling of mentoring in various public health contexts.
METHODS:
A panel discussion will be facilitated by SALAD and consist of 4 members representing academia, policy makers, health management across provinces as well experience with global relevance. The panel will include perspectives from different contexts and of mentoring women in global health leadership. Following a 5-minute introduction by the chair, each panellist will have 7 minutes to discuss their experiences in designing, organising and scaling up mentoring in their setting, and to reflect on the challenges, opportunities and insights gained. The chair will facilitate a 20-minute round of wider participatory discussion and summarise key messages.
RESULTS:
The session will enable a sharing of rich experiences and lessons from a variety of South African public health settings on the organization, delivery and reviewing the impact of mentorship in the workplace as an intervention to strengthen health systems leadership.
CONCLUSIONS:
Mentorship, as a workplace-based leadership development intervention, is an important strategy to strengthen individual, team and system competencies in navigating system complexities. Sharing lessons and exchanging ideas will generate valuable guidance for policymakers, managers, researchers, and funders across different country settings.
| eISSN: | 2654-1459 |
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