Government progress update: The UK Department of Health and Social Care’s aid-funded global health research and innovation
Introduction
The Independent Commission for Aid Impact (ICAI) review, The UK Department of Health and Social Care’s aid-funded global health research and innovation, was published on 16 July 2024. The government’s response was published on 10 September 2024.
The government provided ICAI with a progress update in May 2026, which we have published below.
Opening statement
- The UK Department of Health and Social Care (DHSC) delivers a targeted portfolio of global health research as part of the UK’s cross-government approach to international development. Since 2016, our Official Development Assistance (ODA) funded research and innovation portfolios—across the National Institute for Health and Care Research (NIHR) Global Health Research (GHR) and Global Health Security & Strategy (GHSS)—have supported research to address major global health challenges.
- With a reduced ODA budget, DHSC is focusing its ODA spending on global health security. In research this means continuing the UK Vaccine Network (UKVN), UK Public Health Rapid Support Team (UK-PHRST), and Global Antimicrobial Resistance Innovation Fund (GAMRIF), which are part of GHSS, and a research portfolio which supports this policy focus. GHR funding will be pivoted towards global health security threats and challenges, including diseases of epidemic potential, antimicrobial resistance (AMR) and infectious diseases of poverty. NIHR will continue to fund research which improves the ability of health systems to protect the health of the poorest and most vulnerable. This includes maternal, newborn, child, and adolescent health.
- In July 2024, the Independent Commission for Aid Impact (ICAI) published its review of DHSC’s ODA-funded global health research and innovation. ICAI awarded a “green amber” rating, recognising the strong performance of the portfolio, its positive health and economic impacts, and its complementarity with wider UK aid investments, including those of the Foreign, Commonwealth & Development Office (FCDO) and Department for Science, Innovation and Technology (DSIT).
- The government responded in September 2024, welcoming and accepting all five of ICAI’s recommendations. While this response included several timed commitments, the 2025 ODA budget reductions have impacted delivery timelines. This update therefore sets out progress made against those recommendations, from Summer 2024 to Spring 2026.
Recommendation 1
DHSC should focus on pathways to impact across its global health research portfolios, including by strengthening guidance for potential applicants and putting in place mechanisms for planning and measuring impact.
DHSC commitments
We will:
1.1 work with colleagues at FCDO and other funders to draw learnings on best practice on tracking impact in research
1.2 recruit a new monitoring, evaluation and learning (MEL) lead who will work to refresh and strengthen our overarching MEL strategy and programme-level theories of change, with an emphasis on learning from other funders, including FCDO, to better track outcome and impact level changes
1.3 work with stakeholders to review GHR’s role in evidence synthesis to maximise research uptake and translation into use
1.4 review, and refine where needed, guidance provided to NIHR funding applicants and awardees, and guidance to funding committee members. This will enable better planning, identification, tracking and scrutiny of their pathways to impact
1.5 publish appropriate impact case stories on our website
Progress update
5. We have made good progress on this recommendation. With a tightening ODA budget, ensuring DHSC funded research delivers demonstrable and meaningful impact is more critical than ever.
6. In line with our commitment to learn from the best practice of other funders, we convened a Research Funders’ Monitoring, Evaluation and Learning (MEL) workshop with UK and global funders on measuring impact and value.
7. Insights from the workshop have shaped a comprehensive refresh of GHR’s MEL strategy, led by a newly recruited GHR MEL lead. The refresh included updated portfolio and programme level theories of change and results frameworks, with clear change pathways and streamlined indicators. This is being operationalised through newly updated project and programme reporting templates.
8. In line with learning from the Research Funders’ MEL workshop, NIHR is building on widely used approaches to assessing value to create a framework that articulates the types of value generated through GHR and captures relevant evidence. This framework will be operationalised immediately, improving our ability to consistently monitor and demonstrate value across the results chain. Further strengthening of the GHR MEL strategy will be led by NIHR.
9. As part of DHSC’s commitment to strengthen pathways to impact, we reviewed GHR’s role in evidence synthesis with our Independent Scientific Advisory Group (ISAG). ISAG advised NIHR to consider funding evidence synthesis through partners rather than through an existing GHR scheme, and to consider whether GHR has a role to play in building local low and middle income country (LMIC) researcher capacity to conduct evidence syntheses. Given ODA reductions, options for supporting evidence synthesis will be considered when appropriate.
10. NIHR have improved guidance and resources for GHR applicants and award holders, to improve impact pathway planning. NIHR has also improved guidance for GHR funding committee members to ensure that impact, partnerships, and research capacity strengthening receive sufficient scrutiny and consideration during decision making. To further enhance collaboration, value for money and collective impact, NIHR have also convened online thematic events, and a national award holder event is planned. The new GHSS MEL framework, covering UKVN, GAMRIF and the UK PHRST, also includes guidance on pathways to impact.
11. The appointment of a new NIHR communications lead for GHR is supporting a strengthened pipeline of case studies for regular publication, to demonstrate the impact of DHSC funded research. A recently published case study highlights how an NIHR funded research project has informed control policies for tobacco that is smokeless, in Bangladesh, India and Pakistan. From a £2m investment, research informed measures have increased quit-smoking1, which could generate projected healthcare savings of US$23 billion, and trained over 28 early career researchers. The NIHR standard operating procedure for case studies now includes a defined selection criteria for GHR which NIHR coordinating centres can use in conversations with award holders about their impact.
12. Complementing this on the GHSS side, UKVN commissioned an external evaluation of the first phase of the programme which generated twenty impact case studies. GAMRIF is currently undergoing an external evaluation, which will aid efforts to measure impact of early-stage R&D and increase our case studies of impact. One example of GAMRIF’s impact is the recent U.S. Food and Drug Administration approval of a new, first in class antibiotic for gonorrhoea, developed through the Global Antibiotic Research & Development Partnership (GARDP). A summative evaluation of the first 10 years of UK-PHRST is also being commissioned.
Recommendation 2
DHSC should ensure that its principle of equitable partnership is embedded and tracked across all areas of activity related to its global health research portfolios, including research funding, knowledge translation, learning, programme monitoring and evaluation.
DHSC commitments
We will:
2.1 undertake a consultation with LMIC applicants to better understand the award holder experience and review our internal assurance processes. We recognise that administration and reporting processes are a barrier for some LMIC researchers and institutions. This consultation will be used to consider options for improvements in our commissioning and monitoring systems that strike an appropriate balance between assurance and burden on the award holder (see also recommendation 5)
2.2 revisit and publish our approach to defining and approaching equitable partnerships across our whole portfolio
2.3 review our results indicators with a focus on capacity strengthening
2.4 review our approach to community engagement and involvement, strengthening engagement with LMIC communities and policy makers throughout the full research and innovation delivery cycle, where appropriate
Progress update
13. We have made good progress on this recommendation. DHSC is committed to strengthening equitable partnerships, guided by the UK Collaborative on Development Research (UKCDR) definition.
14. To better understand award holder experience, GHR has expanded how we gather LMIC partner feedback, through surveys, assurance visits, and direct consultation, to ensure their perspectives shape our processes. NIHR has also introduced a new awards management system for all domestic and GHR schemes to improve consistency of processes and reduce administrative burden.
15. Following the ODA reductions in 2025, GHR’s funding calls were paused, which has affected our ability to evidence our impact on LMIC applicant success rates. To support LMIC success, the 2026 NIHR Global Professorships and Global Advanced Fellowships schemes will apply a strategic priority to fundable LMIC applicants during the application review period, as well as interview support. All NIHR GHR funding calls launching in 2026 include earlier information sharing with applicants to support LMIC applicants to develop high-quality bids. All future NIHR GHR applications will also be assessed with research inclusion as a key condition of funding to reduce inequalities.
16. To support equitable collaboration and avoid delays, NIHR are strengthening mentoring support in the project set up phase. We are also exploring whether earlier release of funds to LMIC partners is feasible, to enable earlier engagement of LMIC partners in projects. Partnership focused training and facilitation is now also embedded in the NIHR GHR training offer. In GHSS, GAMRIF and UKVN have embedded tailored training and workshops into partnership delivery to strengthen equitable collaboration and support LMIC partners with self-identified needs. The recent UK-PHRST academic partner competition redefined expectations for the LMIC partnerships to encourage greater equity for those partners in the next phase of the project. NIHR supported a workshop on ‘creating the ideal funding call’ at an equitable partnerships conference in South Africa, and DHSC is working with FCDO on a future partnerships-focused conference.
17. The DHSC approach to defining equitable partnerships has been updated and published, to improve clarity and consistency.
18. As part of the GHR MEL refresh, we have reviewed our results indicators with a focus on capacity strengthening, resulting in improved and streamlined indicators, to improve tracking consistency across the portfolio.
19. NIHR has strengthened community engagement and involvement (CEI) to ensure that LMIC communities and policymakers are meaningfully engaged across the research cycle. This is an area of strength, and guidance for applicants has been further developed to support the inclusion of CEI in funding applications and encourage appropriate budgeting for CEI throughout the project. CEI is now a core element for GHR impact case studies, and the Annual Review template has been refreshed to better capture CEI-related data. In GHSS, GAMRIF’s first LMIC based delivery partner, the Centre for Cellular and Molecular Platforms (C-CAMP) in India demonstrates DHSC’s commitment to locally led collaboration.
Recommendation 3
DHSC should progressively untie its aid for global health research, to ensure value for money and to allow LMIC researchers to identify the most appropriate partners for their projects.
DHSC commitments
We will:
3.1 continue to review and evolve our approach in line with our commitment to the principle of untied aid as we look ahead. We will do so with a constant eye to ensuring we commission the best science and value for money, making sure we deliver maximum impact for LMIC health systems and populations.
Progress update
20. We have made good progress on this recommendation. In line with the UK International Development Act 2002, DHSC remains committed to untied aid and to maximising benefits for ODA eligible countries. We aim to commission the best science and secure value for money.
21. DHSC has reviewed its position, and we are content that our aid funding is untied through access to appropriate global collaborators.
22. A limited exception is one UKVN scheme which connects UK vaccine manufacturing innovation ecosystems with LMICs to support technology transfer. This scheme requires a UK lead institution. If this scheme is repeated, we will review changes in the vaccine manufacturing innovation landscape in LMICs and re-evaluate the delivery model. GAMRIF was established under the principal of untied aid so has not needed to review its position. All NIHR GHR applications can be led by LMIC institutions, or UK institutions in partnership with LMIC institutions, who are free to choose collaborators based on the best science and expertise rather than geography, including those from high income countries where justified.
Recommendation 4
DHSC should purposively collaborate with FCDO to strengthen UK health ODA coherence and alignment to partner country needs and priorities.
DHSC commitments
We will:
4.1 map and communicate UK government-funded global health research opportunities, outputs and outcomes, including through engagement with the FCDO’s regional research hubs, the SIN, health advisers and other staff in LMICs. This includes protecting staff resources to ensure accurate information about DHSC’s ODA-funded research projects through DevTracker and Mapping ODA research and innovation platform (MODARI)
4.2 strengthen our understanding of LMIC research priorities in line with LMIC government ambitions and the sustainable development goals. This will be supported by improving our cross-government coherence and strengthening the impact of our health research ODA offer through regular meetings, joint reviews and communications and country-level consultations
4.3 engage with relevant stakeholders to ensure that LMIC priorities inform our research calls to improve uptake and impact
4.4 continue to ensure appropriate LMIC representation on our funding committees and advisory boards and strengthen guidance and monitoring of pathways to research uptake and impact (see recommendation 1)
Progress update
23. DHSC continues to work closely with FCDO to deliver this recommendation and the reductions in budgets have made this recommendation even more relevant. This includes strengthening coherence and transparency across the UK’s global health ODA offer and ensuring alignment with partner country priorities.
24. DHSC, FCDO and DSIT have established the cross-HMG Global Health Research and Innovation Delivery Group to improve coherence, effectiveness and value for money across UK global health ODA R&D. The group strengthens collaboration between the three departments, and feeds into the cross-HMG ODA Ministerial Board. Coherence in cross-HMG global health R&D was a recent spotlight for an ODA ministerial board, where our joint strategic approach was commended.
25. We work with FCDO and other government departments to align priorities, ensure coherence, and make full use of shared expertise, funding opportunities and communication channels. Cross-government communications on funding opportunities are being coordinated as departments confirm post-ODA-cut allocations.
26. To communicate DHSC funded global health research, DHSC has strengthened information sharing with FCDO’s overseas network, including through engagement with the Science and Technology Network (STN). DHSC and FCDO collaborate with UKCDR to enhance UK-wide mapping of ODA research, strengthening their public data dashboard (MODARI) to include outcomes and LMIC priority data.
27. DHSC remains strongly committed to transparency across the GHR and GHSS portfolios. We have improved the accuracy and completeness of published data and streamlined internal reporting, resulting in a ‘green’ rating in the 2025 UK Aid Transparency Review—demonstrating progress from a high baseline in 2020.
28. To strengthen our understanding of LMIC priorities, DHSC has gathered insights from LMIC researchers and policy makers. This learning is now informing cross government work on the forthcoming HMG Global Health Strategy and shaping future NIHR calls. GHSS collaborated with FCDO’s High Commission in India to understand LMIC research priorities and inform development of the first LMIC based GAMRIF partnership, with the Centre for Cellular and Molecular Platforms (C-CAMP).
29. GHR has also expanded LMIC representation on advisory bodies and funding committees, including refreshed GHR ISAG membership (increasing LMIC representation in core membership by 80%). New recruitment for committees launched in March 2026 will consider appropriate distribution of geography and expertise.
Recommendation 5
DHSC and NIHR should take a more strategic approach towards institutional and system level capacity strengthening in LMICs and develop metrics to track plausible contributions in these areas.
DHSC commitments
We will:
5.1 consider how we can more clearly articulate our offer on research capacity strengthening and how we work with others in this area
5.2 explore opportunities with partners to complement wider capacity strengthening activities, maximising the value and impact of UK government ODA investments
5.3 gather good practice examples and learning on effective strategic approaches to institutional and system-level research capacity strengthening in LMICs, replicating lessons learned from the UK Public Health Rapid Support Team across the portfolio where appropriate, and through engagement with other funders and beyond
5.4 review our guidance and training to support research management capability, which underpins wider research system capacity
5.5 review our strategic priorities for our ODA spend going forward
Progress update
30. To deliver on this recommendation DHSC continues to invest in research capacity strengthening (RCS) as an essential foundation for sustainable research systems. We recognise the importance of predictable and long-term funding that is necessary to build capacity.
31. From 2026, GHR’s RCS offer will include two annual NIHR RCS calls (the GHR Professorships and Global Advanced Fellowships) and funding for capacity strengthening through the European and Developing Countries Clinical Trials Partnership (EDCTP). The NIHR Academy also offers targeted training for GHR award holders to strengthen individual and institutional research capacity.
32. DHSC has engaged with stakeholders to learn from best practice and better understand NIHR’s unique value in the RCS funding landscape. These consultations have shaped our strategic prioritisation of individual and institutional research capacity strengthening, with system level benefits expected over time. This ambition is reflected in GHR’s refreshed portfolio Theory of Change. This complements FCDO’s system level research capacity strengthening work and leverages NIHR’s strengths.
33. To support research management capability, NIHR have updated GHR guidance, expanded NIHR Learn (an online learning platform), and developed courses in areas such as grant writing. For GHSS, GAMIRF and UKVN’s delivery partners also offer training which builds research capacity, for example in intellectual property (IP), grant writing and regulatory barriers.
34. In line with the outcome of the 2025 Spending Review, DHSC has reviewed its strategic ODA R&D priorities. Building on existing UKVN and GAMRIF investments in this thematic area, DHSC has pivoted ODA funding towards global health security threats and diseases of poverty, particularly in sub-Saharan Africa and South Asia. To streamline the NIHR GHR portfolio, we have consolidated our funding offer into a single annual NIHR themed call and two annual RCS calls, which are complemented by some strategic partnerships with other funders. Our revised portfolio offer clearly demonstrates our commitment to funding high quality global health research as well as supporting continuous research capacity strengthening as recommended by ICAI.