Six months into the flood of disruption and destruction caused by the US withdrawal from much of its foreign aid investments, the HealthXPartners Group components can begin to chart their 2026 pathway with greater clarity. Our organizational feet can begin to feel the bottom of the rushing river, with our head above the water. We can plan for the future, rather than react solely to the changing present.
What does 2026 look like? For the HXP Group entities – PSI, EGPAF and Viya Health Foundation – revenue will be roughly half the size it was for this group in 2024, and significantly different in composition.
About 50 percent from non-US Government funders and partners in global health. About 15 percent from consumers in the global south markets where we operate. And the balance, about 35 percent, from the smaller but still important US Government commitment to our work. Among the non-US Government funders, host country governments are increasing in importance, through partnerships brokered by the World Bank. Over six percent of PSI’s revenue comes from host government resources this year.
The people who pay us for our impact – in HIV prevention and treatment, malaria prevention and treatment, reproductive health and contraception, and better performing national health systems that need fewer outside resources – will be different from recent years. And, regrettably but unavoidably, we will reach fewer people, at least in the short term. Because resources have been sucked out of the system by US politics.
How are we working to deliver on the promise of more cost-effective impact, which is ever more important as traditional funding shrinks? We are committed to make the cost of delivering impact both proportionately and absolutely lower in 2026 than it was for all HXP group members in 2024. At least ten percent lower, proportionately, in this initial phase of integration of our support structure. Savings are coming from consolidating roles and systems, and leveraging natural opportunities for leverage of some key capabilities that entity needs, though maybe not in totality. We’re working to build the shared cultural underpinnings of this joint enterprise, while still elevating the individual organizational cultures that have made each member of the HXP so well regarded. And defining the roles, accountabilities and service commitments necessary to make this work well.
It’s helped greatly to have more than rhetorical support for the HXP build-out. In particular, a generous grant from an important institutional donor to support and speed the construction of HXP has been very impactful. As part of our commitments under this organizational effectiveness grant, we are bound to tell the stories of what is working, and what is proving hardest to do. Honesty and transparency about how we are doing is critical. We’re committed to it.
Even while restructuring to respond to the US Administration’s dramatic cuts, and working to build the HXP enterprise, we are looking for ways to expand the group. To non-profit organizations (HXP is limited to US 501c3’s at present) that are looking to deliver better impact at lower cost and to protect their brand and identity within a more resilient and diverse overall structure … we are open to hearing from you and talking about what we might do together. You know how to get in touch with us.