WHO Results Report - Programme Budget 2018-2019
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LEADERSHIP AND
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THE NEW STRATEGY TO DELIVER IMPACT TO PEOPLE
WHO’s new strategic plan, the Thirteenth General Programme of Work 2019–2023 (GPW 13) is structured around WHO’s bold triple billion targets for 2019–2023 and outlines the organizational shifts that are needed to ensure that WHO is fit-for-purpose.
PARTNERING FOR IMPACT
WHO is proactively promoting collaboration, mobilizing partnerships and encouraging the efforts of different health actors to respond to national and global health challenges. These engagements have been reviewed and implemented in accordance with WHO’s policies and rules, including the Framework of Engagement with Non-State Actors.
BIGGER, MORE FLEXIBLE AND PREDICTABLE FINANCING FOR GPW 13
Many enhancements have been made based on reviews and tailoring engagement with the funding profiles of contributors. The new resource mobilization strategic framework for 2019–2023 aims to innovate how WHO is mobilizing resources.
DRIVING IMPACT IN EVERY COUNTRY
Every effort to strengthen leadership, innovate partnerships and redesign processes is geared towards driving impact in countries. The development of the Programme budget 2020–2021 immediately operationalized the “country impact first” principle with integrated country support plans.
WHO’s regional offices launched functional reviews – a structured methodology to assess how to best align WHO’s workforce at the country level to the health situation, needs, priorities and strategic direction.
WHO DELIVERS WITH HIGH STANDARDS OF ACCOUNTABILITY AND INTEGRITY
WHO has embarked on an ambitious transformation process including the introduction of 13 redesigned core processes, a New WHO-wide operating model and the new integrated results framework and measurement system, amongst other initiatives.
The identification of the normative and data products that the World needs: the first-ever structured prioritization of global public health goods led to the identification of 329 normative and data products that WHO will deliver to achieve health impacts.
WHO committed to building a motivated and fit-for-purpose workforce by establishing a new and expanded Human Resources and Talent Department.
RESPONDING TO EMERGENCIES WITH INFORMATION TECHNOLOGY
Working closely with a dedicated team within the Incident Management Team, the WHO Health Emergencies Programme has developed a strategic portfolio of effective digital management tools: Go.Data, e-SPAR, EMS2.
CHALLENGES AND LESSONS LEARNED
WHO is changing, but it needs to do so even more boldly. The Organization needs to continue scaling up its dialogue with donors to mobilize better quality resources, and more needs to be done to realize the eventual aim of a more agile and mobile workforce, with its accountability strengthened.
Approved Programme budget
US$ 716 million
Funds available:
US$ 712 million
(99.5% of Programme budget)
Expenditure:
US$ 691 million
(97% of approved budget;
97% of available resources)
leadership and enabling functions
12 MULTILATERAL HEALTH, development and humanitarian agencies signed THE GLOBAL ACTION PLAN FOR HEALTHY LIVES AND WELL-BEING FOR ALL to accelerate the implementation of the health-related SDGs
19 MILLION PEOPLE WHO reached with a package of
essential medicines to treat the most common diseases at primary
health care level in emergency settings in 2018–19
All 193 UNITED NATIONS MEMBER STATES are unified on
a common and comprehensive commitment to achieve universal health
care
35 MILLION PEOPLE WHO provided with essential
medicines and medical supply at hospital facilities in 2018–19
15 MILLION PEOPLE WHO provided with Noncommunicable
diseases kits to manage the most commonly encountered NCDs in
primary health care in emergency settings in 2018–19
WHO’s COUNTRY-LEVEL BUDGET INCREASED from 39% in
2018–2019 to 44% for 2020–2021
Percentage of WHO FEMALE STAFF HOLDING long-term
appointments as international professional staff has increased from
40% in 2010 to 46% in 2019
I envision a world in which everyone can live healthy, productive
lives, regardless of who they are or where they live. Achieving this
vision will require a strong, effective WHO – fit for the 21st
century – that belongs to all, equally. We need a WHO that is
efficiently managed, adequately resourced and results-driven.
DR TEDROS ADHANOM GHEBREYESUS
WHO Director-General
