Call For Evidence: The UK’s Development Partnership with Nigeria – Discussion Paper
Learning from the Case of King’s College and the African Export-Import Bank (Afreximbank) Centre of Excellence for Healthcare in Nigeria - the African Centre of Excellence (AMCE)
by the development Research and Projects Centre (dRPC) Nigeria
August 2025
Contents
International Health Partnerships in Nigeria
African Medical Centre of Excellence
Strategic importance for Nigeria
Strategic importance for the UK
Nigeria’s Policy thrusts that this IHP can leverage
Challenges, Opportunities, and Best Practices for Global Health Partnerships
International Frameworks Guiding Success
Evidence-Based Indicators of Success
Executive Summary
The development partnership between King’s College Hospital London and the African Export-Import Bank (Afreximbank) represents a significant initiative aimed at transforming healthcare in Nigeria and the broader African region. The proposed establishment of the African Medical Centre of Excellence (AMCE) in Abuja, designed to combat the critical shortage of healthcare professionals and improve health outcomes by providing high-quality education and training, is strategic and timely. The partnership addresses Nigeria's extensive healthcare challenges as it seeks to build capacity, foster innovation, and promote health equity across Africa. Key objectives include health systems strengthening, a core feature of partnerships within the health field. This partnership aims to do the aforementioned by advancing medical training, developing research initiatives, and subsequently improving health outcomes. This move comes at a time when African leaders are calling for a reimagination of global health governance amid a rapidly shifting geopolitical and economic landscape and fostering a new era of health sovereignty rooted in national ownership, investment, and leadership.
As Africa positions itself for greater responsibility in health governance and funding, Nigeria recognizes that improving health metrics is crucial for national development. For the UK, the partnership fortifies its international development agenda while enhancing its standing in global health leadership through mutual benefits and shared insights. However, this partnership must be wary of challenges, including training, regulatory alignment, and infrastructural deficits, that need to be addressed. To optimise project outcomes, best practices from comparative international health partnerships with Nigeria should be studied. Successful healthcare partnerships rely on adherence to international guidelines and learning from others to course correct. A data-driven evaluation framework, incorporating patient outcomes, training metrics, and research output, will be essential for measuring impact. The written evidence concludes with strategic recommendations aimed at optimising partnership effectiveness, enhancing resilience, and ensuring sustainable health outcomes.
The development Research and Projects Centre (dRPC) is a Nigerian non-profit dedicated to fostering sustainable development solutions through research and collaborative projects. By bridging the gap between policy and practice, dRPC aims to address pressing development challenges in Nigeria and beyond. Our work encompasses various sectors, with a particular emphasis on healthcare, education, and economic growth, leveraging data-driven insights to inform effective policymaking and implementation, as well as localization. Through partnerships with local and international organisations, the dRPC is committed to creating a robust evidence base that supports improved health systems and social outcomes.
The submission of this evidence underscores our commitment to localization and enhancing the dialogue around global health partnerships and the strategic initiatives that can strengthen healthcare systems in Nigeria. As a research-focused organisation, dRPC believes that robust evidence can inform policy decisions, guide investments, and ultimately lead to improved health outcomes in the region. Since 2023, the dRPC has been generating evidence to inform policy on the human resource for health gaps and mobilising the different health constituencies with roles in the health sector on innovative approaches to mitigating these gaps. Our involvement in this partnership reflects our dedication to promoting collaborative approaches that empower local stakeholders and foster sustainable development in healthcare.
Introduction
The development Research and Projects Centre (dRPC) is a mission-driven Nigerian civil society organization dedicated to strengthening the capacity of local organizations to implement development interventions and mobilizing funds from international donors to re-grant to local groups. With 30 years of experience catalysing resilience within the Nigerian civil society space, the dRPC has been leading on the call for localization of the development and humanitarian programming sector in Nigeria. Our scholarly insights on localization highlight some best practices from similar interventions, including mainstreaming capacity-building; engaging intermediary providers to build capacity; supporting local groups to strengthen compliance systems; and encouraging learning partnerships between global and local organizations.[i][ii]
The dRPC's presentation of this evidence is situated within the critical discourse surrounding aid localization in Nigeria. This concept gained significant traction following the 2016 World Humanitarian Summit (WHS), where both governmental and humanitarian entities recognized the imperative for localization under the Grand Bargain framework. Further endorsement came in 2017 from the United Nations Office for the Coordination of Humanitarian Affairs, which identified localization as a pivotal element within the broader reforms encapsulated by the "New Way of Working". For the dRPC, international health partnerships that emphasize localization are pivotal in achieving innovation, fostering ownership, enhancing the representation of marginalized communities, particularly women and youth, and ensuring sustainability. Both development projects, bilateral collaboratives, and humanitarian interventions can be effectively localized. True technical assistance can contribute to and lead to localization. While the contextual specifics of these localized initiatives may vary, a critical success factor for their effectiveness is the strengthening of local capacities.
International Health Partnerships (IHPs) or Global Health Partnerships (GHPs), defined as collaborations between two or more entities such as government agencies, NGOs, corporations, universities, professional associations, and philanthropic organisations, have long been recognised as a critical approach to achieving improved health outcomes.[iii] These partnerships bring together diverse actors with unique contexts, needs, resources, and agendas, united by a shared goal of advancing global health.
This discourse is particularly timely given the ongoing divestment of global aid, which has necessitated critical discussions on innovative solutions for reimagining health financing in African countries. The emerging framework proposes a balanced approach that emphasises both self-reliance and the strategic IHPs. Notably, this theme was central to the Africa Health Sovereignty Summit: The Accra Compact, held on 5 August 2025 in Accra, Ghana[iv].
Despite the global financial disengagement, a large number of studies have shown that IHPs contribute significantly to strengthening sustainable and resilient health systems and workforces, advancing research, mobilising financial support, promoting advocacy, and providing technical assistance.[v] Technical assistance, defined as short- or long-term support delivered through training, workshops, or knowledge transfer, plays a vital role in capacity building within these partnerships.[vi]
However, realising the full potential of IHPs requires careful consideration and the use of evidence-based approaches, tools, and frameworks to guide their design and implementation. At this juncture, the concept of localisation becomes especially relevant. Localisation addresses longstanding power imbalances in global health, particularly between partners in the Global North and South.[vii] It emphasises contextualisation by focusing on understanding and consequently increasing the agency of local actors, thereby prioritising health improvement that is more sustainable and responsive to local needs.
The Partnership
Background
In November 2023, King’s College announced the partnership proposal with Afreximbank and signed a memorandum of agreement (MOA).[viii] In line with its commitment to Africa, King’s College Hospital London, in collaboration with Afreximbank, invested $300 million into the initiative to strengthen the continent's healthcare infrastructure. The core vision was to establish a self-reliant and sustainable health model tailored to the African context.[ix] This was also driven by a shared commitment to continental development, underpinned by strategic alliances and a unified goal of enhancing health outcomes in Africa, and by extension, globally.
This initiative brought together a broad coalition of stakeholders, including:
● The Nigerian Federal Government
● The African Union Commission
● The African Continental Free Trade Area (AFCFTA) Secretariat
● King’s College Hospital London
● Christie NHS Foundation Trust
These partnerships reflected a collaborative model that combined local commitments with international expertise. This approach thereby harnesses the knowledge and skills of African professionals who trained abroad but return home to contribute to national and regional healthcare systems.
Partnership Objectives
At the core of this initiative is the creation of a new medical and nursing centre, which will function not only as a hospital but also as a comprehensive healthcare platform. Its primary objectives include:
● Producing quality healthcare workers, doctors, nurses, and scientists for Africa and the world through education and training.
● Addressing the critical shortage of healthcare professionals in Africa.
● Enhancing research and clinical capacity, particularly for diseases affecting people of African ancestry.
● Reducing reliance on external medical services by offering high-quality, locally available healthcare.
● Ensuring the African Medical Centres of Excellence (AMCE), which are being established across the continent, are staffed with highly skilled professionals.
International Health Partnerships in Nigeria
Several IHPs have been established to enhance healthcare capacity in Nigeria. Notably, the U.S.-Nigeria collaboration commenced in 2016, driven by the CDC and Georgetown University. This partnership has focused on developing health workforce expertise in areas like HIV/AIDS management and epidemiology through training initiatives such as the Field Epidemiology and Laboratory Training Program (FELTP). This program has significantly bolstered the capabilities of institutions like the Nigeria Centre for Disease Control (NCDC) in disease control.
Similarly, in 2023, a partnership with Germany led to the establishment of a Centre of Excellence for Cardiac Surgery at the University College Hospital in Ibadan. This initiative aims to combat medical tourism by providing advanced cardiac care in Nigeria and training local healthcare professionals through exchange programs and mentorship. The WHO and the Private Sector Health Alliance of Nigeria (PSHAN) launched the Adopt-A-Healthcare Facility Programme (ADHFP) in 2024, aimed at creating globally-standardised Primary Healthcare Centres (PHCs) across Nigeria's 774 Local Government Areas. By combining WHO's technical expertise and private-sector funding, the program seeks to address disparities in healthcare access and support Universal Health Coverage (UHC). In 2025, the Japan-Nigeria Partnership via JICA initiated the PREPARE Programme to sponsor advanced training for Nigerian health professionals at Japanese universities. This initiative not only enhances public health expertise but also strengthens laboratory systems in collaboration with the NCDC. However, these IHP mechanisms faced several challenges, including bureaucratic delays and misaligned priorities among diverse stakeholders, concerns about long-term sustainability due to reliance on private funding, and brain drain as trained professionals leave the country. Additionally, high costs for international training limited the number of beneficiaries, and there was a need for adaptation to Nigeria’s resource constraints. Also, establishing a specialised centre faced hurdles such as high equipment and training costs, limited patient accessibility from rural areas, gaps in the healthcare system affecting referrals, and concerns about long-term funding and retention of specialists without strong government support.
There are numerous UK university-linked partnerships focusing on areas like research collaboration, capacity building, transnational education (TNE) initiatives. Universities in Cambridge, Newcastle, York, Portsmouth, Sheffield, Bristol, London and Leicester are engaging Nigerian partners in research, student mobility, and capacity building.[x] [xi] [xii] [xiii] [xiv] [xv] [xvi]These collaborations are supported by frameworks like the UK-Nigeria Strategic Partnership, the National Universities Commission’s TNE guidelines, and British Council initiatives, alongside formal Memoranda of Understanding (MoUs) supported by organisations like the British Council and Universities UK International (UUKi).[xvii] Mechanisms such as pathway programmes, scholarships, and study centres enable Nigerian students to access UK qualifications. These engagements aim to advance research, skills development, and equitable higher education opportunities.
This proposed IHP is different in its approach, but it must consider the lessons from previous IHPs.
African Medical Centre of Excellence
The AMCE in Abuja is set to transform healthcare delivery across the continent. Developed in four phases over six years, AMCE will launch with a 170-bed specialist hospital, scaling up to 500 beds. Full commissioning is expected in early 2024. Targeting both low- and high-income patients, AMCE will provide world-class services in diagnostics, surgery, nuclear medicine, oncology, haematology (including sickle cell and blood cancers), and cardiovascular care.
The location of the centre, Abuja, Nigeria, emerged from a strategic rationale that aims at attracting diaspora health professionals and health professionals from across the continent. In doing so, the initiative further aims to contribute to intra-African trade in health services, aligning with the goals of the African Continental Free Trade Area (AFCFTA). In particular, it supports the AFCFTA’s objectives related to the mobility of healthcare professionals and the expansion of trade in medical services within Africa.
It also plans to be a pan-African hub for research, medical education, and workforce training, aiming to treat over 250,000 patients in its first five years, stem medical brain drain, and curb the continent’s reliance on medical tourism. With local engineering and specialist teams driving design and delivery, including MEPF contractor Nairda Ltd, AMCE sets a new benchmark for high-quality, sustainable healthcare infrastructure in Africa.
Strategic Importance
It is critical to recognise that partnerships play a significant role in the Sustainable Development Goals (SDGs), of which Nigeria and the UK, alongside many other countries, are signatories to. Indeed, partnerships are embedded within the ethos of SDG 17, which aims to strengthen the means of implementation and revitalise the Global Partnership for sustainable development, with a particular focus on this domain. This goal, through its first target of “strengthening domestic resource mobilisation, including through international support to developing countries, to improve domestic capacity for tax and other revenue collection”, calls for enhanced partnership internationally, nationally, and locally to jointly achieve all SDGs.
Strategic importance for Nigeria
From a Nigerian perspective, international health partnerships are critically important for addressing persistent health system challenges and advancing progress toward the SDG targets, where available evidence indicates that Nigeria is lagging in. Key health indicators from the Nigerian Demographic and Health Survey (NDHS) in 2024 highlight progress and challenges in meeting SDG targets on maternal and child health, non-communicable diseases, and HIV. [xviii] In Nigeria:
- Nigeria is estimated to have over 211 million people, accounting for roughly one-fifth of Africa's 1.3 billion people. [xix]
- But Nigeria has only 3% of the world’s health workers but faces 24% of the global disease burden while spending less than 1% of the world's health expenditure.
- The data shows that Nigeria is operating with less than the WHO's 2006 critical minimum threshold of 23 doctors, nurses, and midwives per 10,000 people and even less than the newer (2016) threshold of 44.5 per 10,000.[xx]
- 43% of women gave birth in health facilities with supervised care professionals.
- Zero-dose children (no vaccinations) increased by 30%.
- 29% of infants (0–5 months) were exclusively breastfed.
- Among children aged 6–23 months, 41% consumed sweet beverages and 24% consumed unhealthy foods.
- Only 12% of children aged 6–23 months met minimum dietary diversity.
- High blood sugar or diabetes medication use among adults is 53% in women and 39% in men.
- Blood pressure control through medication use among adults is 54% in women and 51% in men.
- HIV testing rates (ages 15–49): 32% of women, 30% of men.
The Nigeria National Development Plan 2021–2025 identifies this challenge and seeks to increase the doctor-to-patient ratio to 5 per 10,000 population and the nurse-to-patient ratio to 15 per 10,000 by 2025. Interestingly, this is just 11% of the required doctors and 34% of the minimum threshold necessary for the nurses, and it still has not met the target.
According to Nigeria’s Medical and Dental Council, Nigeria has about 46 accredited medical schools and about 100 nursing training centres with over 70 pharmaceutical schools and other schools that train health professionals, including medical lab scientists, community health practitioners, physiotherapists, and radiographers.[xxi][xxii]
The 46 accredited medical schools can only accommodate 3,350 doctors for training, and the MDCN approved 103 teaching hospitals for internship training of individuals who are willing to practice as doctors in Nigeria.
Therefore, partnerships play a key role for Nigeria by:
Advancing Universal Health Coverage: Only 48% of people in Africa have access to basic healthcare services. International partnerships provide vital support in strengthening health systems, building infrastructure, and enhancing service delivery to close this gap. For Nigeria, a country with a population of over 200 million, and 70% currently financing health out of pocket, the urgency to scale up coverage and access to quality healthcare is particularly pertinent. This process can stimulate innovative healthcare financing and the culture of public-private partnerships by evidencing the viability of investment in healthcare.
Addressing the Healthcare Workforce Crisis: Nigeria faces a severe shortage of healthcare professionals. With an estimated 35,000 doctors serving over 200 million people, the doctor-to-patient ratio is approximately 1:5,000, well below the WHO-recommended ratio of 1:600. This shortage was further underscored in 2023 when, despite the population reaching 218 million, only 24,000 doctors were registered and licensed to practice. One of the key drivers of this shortage is the brain drain of the large-scale migration of healthcare professionals seeking better opportunities abroad.[xxiii] In response, recent research and policy discussions have emphasised the potential of engaging the Nigerian health diaspora to help reverse this trend and bring skills, knowledge, and resources back into the national health system. It can also do this while stimulating local workforce development.
Combating Medical Tourism: Nigeria also faces a significant challenge with medical tourism, which places a financial strain on both individuals and the national economy. According to the Central Bank of Nigeria, Nigerians spent approximately $2.38 million on overseas medical care in the first half of 2024 alone. The Nigerian Medical Association (NMA) estimates that the country loses over $2 billion annually to medical tourism. This suggests that Nigerian health consumers are prepared to invest financially in a service when they perceive it to possess a high level of quality.
The development of the AMCE through this partnership is projected to retain over $1.1 billion annually within Nigeria by offering high-quality care domestically. [xxiv] This would not only reduce capital flight but also help restore trust in the local healthcare system.
Strategic importance for the UK
The UK’s engagement in global health partnerships aligns with a broader national sentiment that values international collaboration in health as a means of advancing both global equity and domestic benefit. These partnerships are increasingly recognised as strategically important for UK institutions not only from a development perspective but also for their impact on institutional growth, innovation, and learning.
Several advantages have been identified for UK-based institutions participating in global health partnerships, including [xxv] [xxvi]
● Enhanced staff morale and motivation
● Opportunities for applied learning and professional development
● Adoption of innovative practices and models
● Strategic positioning for future collaborative opportunities
In discussing the relevance of such partnerships within the UK context, several key concepts have gained prominence: mutual learning, reciprocal learning, bi-directional learning, knowledge exchange, and the decolonization of global health. These terms reflect a paradigm shift in how partnerships are understood and valued, moving away from traditional, top-down models toward more equitable, reflective, and collaborative approaches.
In particular, the concept of decolonization has become central to global health discourse. It calls for a critical examination of historical and systemic power imbalances that have shaped global health practice. This includes recognising and addressing ingrained systems of dominance, questioning the legacy of colonial structures in health and development, and reflecting on unconscious biases that may influence how partnerships are formed and operate. These reflections are not only relevant for global work but also resonate with ongoing efforts to improve health equity within the UK itself.
As such, global health partnerships today are not only instruments of development cooperation, but they are also vehicles for transformational learning and institutional change, with mutual benefits for all parties involved.
Nigeria’s Policy thrusts that this IHP can leverage
Nigeria has implemented several policies to support international health partnerships and address the brain drain of human resources for health (HRH), particularly in response to the significant emigration of healthcare professionals. These policies aim to strengthen the health system, enhance training, and retain skilled workers while fostering global collaboration. These policies can be leveraged.
Nigeria Health Sector Renewal Investment Initiative (NHSRII) (2023): Launched in November 2023, NHSRII provides a unified roadmap to improve health governance, reduce financial barriers, and address systemic healthcare delivery challenges. It emphasises a Sector-Wide Approach (SWAp) to align stakeholders, including international partners, under a single strategy. It encourages collaboration with global development partners to fund and support health infrastructure, training, and policy implementation.
Executive Order on Healthcare Value Chain (2024): Operationalised in October 2024, this policy removes tariffs and taxes on pharmaceutical machinery, raw materials, and equipment to boost local manufacturing, reduce healthcare costs, and position Nigeria as a global hub for health products. It attracts international investment and partnerships for local production, involving global health organisations and private-sector entities to enhance supply chains. Aligns with partnerships like the EU’s Global Gateway Strategy, which supports digital health systems and sustainable energy for health facilities, fostering innovation and capacity building.
National Human Resource for Health (HRH) Policy and Task Shifting/Sharing Policy: These policies aim to optimise the use of available healthcare workers by increasing training quotas, providing in-service training, and implementing task-shifting strategies to address workforce shortages. Encourages partnerships with diaspora organisations like the Association of Nigerian Physicians in the Americas (ANPA) for mentorship, medical missions, and hands-on training.
National Policy on Health Workforce Migration (2024): Approved on August 12, 2024, this policy aims to curb the mass exodus of healthcare workers and encourage diaspora professionals to return. It addresses the critical shortage of skilled health workers and proposes mutually beneficial agreements with destination countries (e.g., UK, U.S.) to modernise training institutions and ensure ethical recruitment, inspired by models like the Philippines. Emphasise ethical migration practices and international cooperation to balance Nigeria’s needs with global demands.
Challenges, Opportunities, and Best Practices for Global Health Partnerships
For partnerships such as this one to achieve their full potential, careful attention must be given to their design. This is especially so as Africa’s vision for health sovereignty and a more equitable global health order is the current call for many African countries, including Nigeria. A review of Global North and South partnerships (Global North in this case being the UK and Global South countries being in Sub-Saharan Africa countries) highlights several challenges: initiating, maintaining, and sustaining initiatives; poor localisation and overreliance on donor priorities at the expense of local self-reliance; power imbalances; misaligned stakeholder priorities and expectations; lack of trust; structural barriers; capacity gaps; unclear objectives; mismatched resources and goals; communication gaps; and unclear roles and responsibilities within the partnership. [xxvii] [xxviii]
International and national frameworks provide guidance on best practices, often grounded in the principles of ethical and authentic partnership. These principles emphasise mutual respect, equity, and shared ownership, which are essential to sustainable and impactful collaboration.
International Frameworks Guiding Success
One key model is the International Health Partnership Plus (IHP+), which brings together major global health actors including the WHO, World Bank, GAVI, the Global Fund to Fight AIDS, Tuberculosis and Malaria, UNICEF, UNAIDS, UNFPA, the Bill and Melinda Gates Foundation, the African Development Bank, the European Commission, and the OECD-DAC. The IHP+ framework offers several actionable recommendations[xxix]:
● Conduct preliminary assessments of national health system capacities and needs.
● Involve host organisations in defining partnership roles and expectations.
● Include host organisations in the selection of international aid providers, with clear articulation of how assistance will be delivered and monitored.
● Ensure transparency throughout the process, with a strong emphasis on maximising host country ownership and leadership.
Another comprehensive tool is the United Nations SDG Partnership Guidebook.[xxx] The United Nations guidebook outlines specific actions both before and during a partnership. Prior to engagement, partners should define and categorise the partnership, understand stakeholder roles, and identify the added value of collaboration. During the partnership lifecycle, four key phases are recommended: scoping and building; managing and maintaining; reviewing and revising; and sustaining or renegotiating/moving on.
These phases are underpinned by four “building blocks” distilled from years of successful practice:
● A clear rationale for the partnership.
● A strong and respectful partnership.
● A well-structured setup.
● Effective management throughout the lifecycle.
Evidence-Based Indicators of Success
A review of studies across various Global North and South partnerships (Global North in this case being the UK and Global South countries being in Sub-Saharan Africa) identified several success factors. [xxxi] [xxxii] [xxxiii] [xxxiv]
● Clear, focused goals aligned with local needs.
● Strong, collaborative leadership in both partner countries.
● A cooperative, demand-driven approach.
● Commitment and motivation from both trainees and trainers.
● Support from national ministries of health and academic institutions.
● A strategic vision embedded in national health policy.
● An institutionally embedded partnership.
● A foundation of trust, respect and co-produced projects.
● Robust data collection and preliminary health needs assessments.
● Promotion of evidence-based practice and rigorous evaluation.
● A patient-centred and systems-thinking approach, especially in complex health systems.
● Bridging the gap between research and implementation by involving academic partners in delivery.
Recommendations
The partnership between Afreximbank and King’s College London marks an encouraging step toward addressing longstanding gaps in Nigeria’s healthcare education and service delivery. Established on an initial scoping study, the collaboration has begun to demonstrate a shared commitment to ethical and evidence-based global health partnerships. However, realising the full potential of this initiative will require deeper reflection on several overlooked opportunities and strategic considerations.
- Support Policy and Funding Frameworks – This process must align with Nigeria’s policy thrusts while encouraging the government to increase its public financing for health. The UK government should allocate funding through the Foreign, Commonwealth & Development Office to support AMCE’s expansion and similar initiatives, emphasising mutual benefits and SDG alignment, while supporting policies incentivising UK institutions to engage in equitable global health partnerships, incorporating decolonisation principles and IHP+ guidelines.
- Foster Knowledge Exchange and Innovation - Establish a UK-Africa Health Innovation Hub to facilitate research, training, and policy collaboration, with AMCE as a flagship project. Integrate lessons from AMCE into NHS practices, particularly for diaspora health and tropical disease management, through pilot programs and training modules.
- Strategic Alignment – Ensure that this initiative is institutionally embedded, localised, and aligns with key stakeholders such as the Federal Ministry of Health and Social Welfare, the Nigerian Institute of International Affairs to document the learnings and areas of further mutual benefits and relevant Civil Society Organisations and Non-Governmental Organisations to support Afreximbank and King’s College London partnership objectives.
- Strengthen Private Sector and Diaspora Engagement - Incentivise UK health tech firms to partner with AMCE, fostering economic ties and innovation in pharma and medical technology. Engage the Nigerian diaspora in the UK through targeted programs to support AMCE’s workforce goals, addressing the brain drain crisis.
- Foster Knowledge Exchange and Innovation - Establish a UK-Africa Health Innovation Hub to facilitate research, training, and policy collaboration, with AMCE as a flagship project. Integrate lessons from AMCE into NHS practices, particularly for diaspora health and tropical disease management, through pilot programs and training modules.
- Planning for Impact and Sustainability: A stronger emphasis on co-creation, shared leadership, and capacity-building can help ensure that the initiative fosters long-term sustainability and autonomy. Engage with Nigeria’s educational and regulatory bodies in shaping the curriculum and training standards.
- Ensure Accountability and Transparency - Require annual progress reports from UK partners on AMCE’s impact, focusing on equity, sustainability, and bi-directional learning, aligned with UN SDG Partnership Guidebook phases. Support a transparent monitoring framework to track metrics, involving Nigerian stakeholders to ensure accountability and local ownership.
References
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