Udenrigsudvalget 2024-25
URU Alm.del Bilag 182
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Danish Organisation Strategy
For The World Health Organization (2024 - 2028)
File No.
24/39059
Introduction:
The World Health Organization (WHO) is the
United Nations agency for health responsible for setting evidence-
Responsible Unit
FN-Genève
based global technical norms and standards, monitoring global
Mill. DKK
2024 2025 2026 2027 2028 total
health trends and providing policy options and assistance to
Commitment*
90
90
70
70
70
390
member states. Since the COVID-19 pandemic there has been a
growing demand for the organisation to take on country-level
Projected ann. Disb.
90
90
70
70
70
390
implementation roles.
Duration of strategy
2024 - 2028
Key results:
Finance Act code.
06.36.03.12
Increased health security preparedness, coverage of essential
Desk officer
Signe Refstrup Skov
and climate change resilient health services; fewer people
Financial officer
Alberte Sofie Linde Forsell
suffering financial hardship in accessing health services.
Effective human rights and gender mainstreaming; reduced
global maternal mortality; increased proportion of women who
make their own informed decisions regarding sexual and
SDGs relevant for Programme*
reproductive health care.
Transparent and results-oriented financial, human and
administrative management.
Justification for support:
WHO plays a valuable role as the key normative body on global
health issues and is well respected for its technical work. WHO
has delivered important results in a wide range of targeted areas
that are relevant and inclusive. WHO has a clear long-term
vision aligned with the SDGs.
WHOs work is an important basis for UNFPA, The Global
Fund, UNAIDS and other organisations to which Denmark is a
contributor.
How will we ensure results and monitor progres:
* Overall goal to
leave no one behind
Denmark will work closely with EU Members States and other
like-minded countries on key shared priorities and follow-up on
Budget
MOPAN recommendations.
Voluntary contribution
390 million DKK
Total*
390 million DKK
Monitoring Danish priority areas based on WHO’s own
*Subject to annual parliamentary approval
framework and indicators.
Risk and challenges:
Danish involvement in governance structure
Politicisation and push-back against gender transformative
Denmark actively participates in the annual World Health
agendas including sexual and reproductive health and rights.
Assembly, the Executive Board as an observer and the WHO
The COVID-19 pandemic seriously compromised planned
Regional Committee for Europe.
health activities from 2020 to 2023.
The Permanent Mission of Denmark to the United Nations in
85% of the health-related SDGs are off track.
Geneva is an active participant in ongoing Member States
Climate change is a growing threat to human health and
consultations and briefings.
impacts the resilience of health systems.
Over reliance on earmarked funds limits WHO’s flexibility and
predictability in financial planning.
Strat. objectives
Priority results
Core information
Contribute to the
Established
1948
achievement of the
Headquarters
Geneva, Switzerland
Health systems strengthening to
health-related United
achieve universal health coverage
Regional Offices
Africa, Americas, Eastern Mediterranean, Europe,
Nations (UN)
South-East Asia and Western Pacific
Sustainable
Pandemic, health emergencies and
Country presence
150 countries and territories
Development Goals
global health risk preparedness.
(SDG), in particular
SDG 3 (good health
Financial and
Budget 2025-2028 USD 4.1 billion assessed
and well-being), 5
Human rights and gender equality,
human resources
contributiuon + USD 7.1 billion in voluntary
(gender equality), 10
including sexual and reproductive
contributions. 8,000 staff
(reduced inequalities),
health and rights (SRHR).
Executive Director
Dr. Tedros Adhanom Ghebreyesus (Ethiopia)
and 17 (partnerships).
Member States
194
A more effective and efficient WHO,
that also contributes to the efficiency
Governed by
World Health Assembly
reform efforts of the United Nations
Development System
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Danish Organisation Strategy for
World Health Organization
2024-2028
November 2024
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
Table of Contents
1
2
3
3.1
3.2
3.3
3.4
4
OBJECTIVE .............................................................................................................................................. 1
THE ORGANISATION .............................................................................................................................. 3
LESSONS LEARNT, KEY STRATEGIC CHALLENGES AND OPPORTUNITIES .................................................. 8
P
ARTNER
A
SSESSMENT
.................................................................................................................................. 8
C
HALLENGES
............................................................................................................................................... 9
L
ESSONS
................................................................................................................................................... 10
O
PPORTUNITIES
......................................................................................................................................... 11
PRIORITY AREAS AND RESULTS TO BE ACHIEVED ................................................................................. 11
P
RIORITY
1: H
EALTH SYSTEMS STRENGTHENING TO ACHIEVE UNIVERSAL HEALTH COVERAGE
................................................ 11
P
RIORITY
2: P
ANDEMIC
,
HEALTH EMERGENCIES AND GLOBAL HEALTH RISK PREPAREDNESS
.................................................. 12
P
RIORITY
3: H
UMAN RIGHTS AND GENDER EQUALITY
,
INCLUDING
SRHR ......................................................................... 13
P
RIORITY
4: A
MORE EFFECTIVE AND EFFICIENT
WHO,
THAT ALSO CONTRIBUTES TO THE EFFICIENCY REFORM EFFORTS OF THE
U
NITED
N
ATIONS
D
EVELOPMENT
S
YSTEM
................................................................................................................. 13
O
THER PRIORITIES AND AREAS OF COOPERATION
......................................................................................................... 14
5
6
7
DANISH APPROACH TO ENGAGEMENT WITH THE ORGANISATION ...................................................... 14
BUDGET ............................................................................................................................................... 15
RISK AND ASSUMPTIONS ..................................................................................................................... 15
ANNEX 1: SUMMARY RESULTS MATRIX ............................................................................................................I
ANNEX 2: ANNUAL WHEEL ............................................................................................................................. IV
ANNEX 3: WHO BACKGROUND MATERIAL ...................................................................................................... V
A
NNEX
3.1 WHO
ASSESSED AND VOLUNTARY CONTRIBUTIONS
2016-2023 (USD) ...........................................................
V
A
NNEX
3.2 WHO O
RGANISATIONAL STRUCTURE
........................................................................................................
VI
A
NNEX
3.3 I
NTERSECTION OF
C
LIMATE CHANGE AND HEALTH
: SDG
S UNDER
WHO
CUSTODIANSHIP
.....................................
VII
A
NNEX
3.4 MOPAN 2024 WHO
PERFORMANCE ILLUSTRATION
..................................................................................
VIII
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Organisation Strategy for WHO
1 Objective
Denmark’s cooperation with the World Health Organization (WHO) is shared between
the Ministry of the Interior and Health (MIH), which provides and manages the Danish
assessed
contribution, and the Ministry of Foreign Affairs (MFA), which provides financial
support for the Danish
voluntary
contribution to WHO as well as contributions to
emergency appeals as appropriate. The two ministries closely coordinate the Danish
contributions and cooperation with WHO.
This strategy (hereinafter ‘The Strategy’) forms the basis for Denmark’s
voluntary
contribution to WHO for 2024-2028 and is the central platform for the MFA’s dialogue
and partnership with WHO. The budget for the strategy period is DKK 390 million over
five years (see Section 6 for detailed budget).
The overall objective of Denmark’s support is to contribute to the achievement of the
health-related United Nations (UN) Sustainable Development Goals (SDGs), in particular
SDG 3 (good health and well-being), 5 (gender equality), 10 (reduced inequalities), and 17
(partnerships).
The Strategy outlines the selection and alignment
of Danish priorities with WHO’s
The Fourteenth
General Programme of Work 2025-2028
(GPW 14).
1
Three Danish thematic areas and one WHO
organisational effectiveness priority area have been
chosen based on WHO’s GPW 14 (see Box 1).
GPW 14 is structured around WHO’s three
strategic objectives: (i) promote health, (ii) provide
health, and (iii) protect health (see details in section
2 below).
Box 1: Priority areas
Priority 1: Health systems strengthening to achieve
universal health coverage.
Priority 2: Pandemic, health emergencies and global
health risk preparedness.
Priority 3: Human rights and gender equality,
including sexual and reproductive health and rights.
Priority 4: A more effective and efficient WHO, that
also contribute to the efficiency reform efforts of the
United Nations Development System.
Support to WHO is directly in line with the strategy
“The
World We Share”
-Denmark’s strategy for development cooperation.
The World We Share
underlines that Denmark’s overriding aim in international development cooperation is
to
fight poverty, enhance sustainable growth and development, and promote economic freedom, peace, stability,
equality, and rules-based international order.
This includes Denmark’s steadfast commitment to
Agenda 2030 and the SDGs, in general. In the context of global health, Denmark’s support
to WHO contributes to SDG 3,
“Ensure healthy lives and promote wellbeing for all at all ages”.
Access to basic health services is important for preventing disease and helping people in
urgent need. Denmark sees access to strong health systems and primary healthcare as
prerequisites for achieving results in the rest of the health field and as foundational to
achieving the SDGs. As
The World We Share
points out, a healthy physical and mental life
is essential for enabling people to unlock their life opportunities. The need for equitable
access to quality health services has become even more pronounced during the COVID-
The World Health Assembly GPW 14 draft of May 2024 (latest available) has been consulted
https://apps.who.int/gb/ebwha/pdf_files/WHA77/A77_16-en.pdf
1
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Organisation Strategy for WHO
19 pandemic, which has exacerbated the pressure on already weak health systems and
reduced the life opportunities of particularly vulnerable and marginalised groups.
Denmark’s human rights-based approach applies the principles of non-discrimination,
participation, transparency, and accountability in all phases of development cooperation.
WHO works to attain the highest possible level of health for all people as a fundamental
right of every human being. Promoting gender equality, health equity, and human rights is
part of WHO's concept of
Leaving No One Behind.
This Strategy will be implemented in line with Danish How-To-Notes.
2
Universal Health
Coverage (UHC) is central to the
How-To Note for Social Sectors and Social Safety Nets,
which
explicitly states that Denmark, at the global level, will contribute to health security through
WHO, promoting implementation and compliance with the International Health
Regulations (IHR) and establishing a global pandemic agreement.
Access to health is a right that encompass people’s physical, mental and social well-being.
The Strategy reflects Denmark’s position that sexual and reproductive health and rights
(SRHR) encompass the right to decide over one’s own body. Comprehensive sexuality
education (CSE), modern forms of contraception, and access to safe abortion are at the
heart of the full enjoyment of these rights. SRHR is not only about girls and women. Men
and boys also have such rights and play an important role in securing SRHR access for all.
Healthcare should be available, free of prejudice (e.g. against LGBT+) and affordable.
The
How-To Note on Human Rights and Democracy
reinforces these priorities and promotes youth
and civil society engagement, as well as national legislation and policies that protect the
rights of women and girls to bring about concrete changes in gender relations and the
underlying power structures. The
How-To Note on the Green Transformation of Agri-Food
Systems, Agri-and Food Production, Business and Food Security
points to the importance of WHO
involvement in the One Health Initiative that provides an integrated, unifying approach to
balancing and optimising the health of people, animals and ecosystems and responds to
the gaps and lessons learned from the COVID-19 pandemic.
Synergies and coherence with health-related support through Organisation
Strategies.
Denmark’s organisation strategy for WHO complements other Danish
organisation strategies, including for the cooperation with the Global Fund to Fight AIDS,
Tuberculosis and Malaria (GFATM), the Global Vaccine Alliance (GAVI), the United
Nations Fund for Population Activities (UNFPA) and the Joint United Nations
Programme on HIV/AIDS (UNAIDS).
3
Each of these Danish multilateral engagements
in the health sector reflects the principle of dynamic partnerships (SDG 17) that underpins
The World We Share.
These multilateral Danish partnerships mirror the Global Action Plan
for Healthy Lives and Well-being for All (SDG3 GAP), established in 2019. WHO plays a
key role in this global partnership, that brings together thirteen multilateral health,
development and humanitarian agencies. This includes other UN agencies that Denmark
collaborates with, including UNWOMEN, UNICEF, UNDP, UNFPA as well as the
2
3
These can be accessed
here
Note on 11 organisations as per UNAIDS strategy
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Organisation Strategy for WHO
World Bank. The latter manages the in 2022 established Pandemic Fund, to which
Denmark contributes. It is important to highlight WHO’s unique added advantages
compared to these other organisations and initiatives. WHO’s central role in global health
governance, as the directing and coordinating authority on international health within the
UN system, gives it a distinct position. Unlike other health-focused organisations which
target specific diseases or areas (like AIDS, tuberculosis, or vaccines), WHO’s mandate is
broader, encompassing the overall health of populations.
2 The organisation
Relevance.
WHO plays a pivotal role in the UN Development System (UNDS) by
focusing on global public health and ensuring that all people have access to essential health
services. As the UN’s specialised agency for health, WHO provides leadership on health
matters, sets global health standards, and offers technical guidance to countries. Founded
in 1948, WHO is mandated to be the directing and coordinating authority on international
health within the United Nations (UN) system. WHO has an integrated health focus
covering the full spectrum of promotive, preventive, curative and rehabilitative health
services and palliative care accessible to all – in line with the aspirations of its Constitution:
“Health as a state of complete physical, mental and social well-being and not merely the
absence of disease or infirmity”.
WHO’s work on SDG 3 is crucial for broader global development. Health is a cornerstone
of human capital, driving economic growth, reducing poverty, and enhancing education
outcomes. WHO’s efforts to improve healthcare access, reduce maternal mortality, and
combat diseases, directly support economic productivity by creating healthier workforces
and reducing health-related financial burdens on families. Additionally, its work promotes
gender equality, environmental sustainability, and global health security, all of which are
vital for long-term social stability and resilience.
WHO provides normative leadership on global health issues, including pandemics. It is
responsible for setting evidence-based global technical norms and standards, monitoring
global health trends and providing policy options and assistance to member states.
In addition to WHO’s normative role, a growing demand to take on country-level
implementation places new demands on WHO. Since the COVID-19 pandemic, WHO
has seen a marked increase in demand for its support in strengthening health systems at
the country level and responding to protracted crises and sudden-onset emergencies that
are increasing due to climate change. WHO works at country level through Country
Cooperation Strategies (CCS) set out strategic priorities for WHO and each country to
work together in alignment with national and global priorities. CCS provide input to the
development of the health component of the United Nations Sustainable Development
Cooperation Framework (UNSDCF), which is a core instrument for providing a coherent,
strategic direction for UN development activities by all UN entities at country level.
WHO is a central actor in the Global Action Plan for Healthy Lives and Well-being for All
(SDG3 GAP), which plays a significant role in health, development, and humanitarian
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Organisation Strategy for WHO
responses.
4
Moreover, WHO has a critical leadership role within the UNs humanitarian
efforts as lead of the Global Health Cluster, coordinating international health responses in
humanitarian crises. In this role, WHO provides secretariat support to the Inter-Agency
Standing Committee (IASC), the UN’s primary humanitarian response coordination
mechanism.
5
WHO leads the Cluster to ensure timely, effective, and well-coordinated
health interventions, working with various partners like UN agencies, civil society
organisations, and national governments. In fragile and conflict-affected settings, WHO
also plays a critical role in health emergency preparedness and response, ensuring that
essential health services are available even in the most challenging environments. By
working within the broader UN framework, WHO leverages resources and expertise from
across the UN system to address complex health challenges at the country level.
Governance and management.
WHO is governed by the World Health Assembly
(WHA), which is held annually in Geneva, Switzerland among its 194 member states
6
and
supported by an Executive Board of 34 members. Denmark was a member of the
Executive Board from 2021-2024. WHO’s Secretariat is headquartered in Geneva, and is
responsible for the management and administration of the organisation. It has six regional
offices located in Africa, the Americas, the Eastern Mediterranean, Europe, Southeast Asia
and the Western Pacific as well as 150 country offices. The organisation has more than
8,000 staff spread across these offices. The regional offices play an important role in
WHO’s organisational and management structure, providing the link between HQ and
country offices for policy-setting, planning, implementation, results, and data-related
functions. WHO’s regions have a degree of autonomy, with their distinct governance
structures and procedures for selecting regional directors. Regional directors are
responsible for implementing strategies and programmes across regions and country
offices. Each country office develops a Country Co-operation Strategy (CCS) – or, for the
regional office for Europe (EURO), a Biennial Collaborative Agreement – to guide its
work. The European regional office is based in the UN-city in Copenhagen. Since 2017,
WHO has been headed by Director-General Dr Tedros Adhanom Ghebreyesus (Ethiopia).
The WHO budgeting cycle is characterised by a global bottom-up costing and country
prioritisation process (see Figure 1) that, at the global level, entails the development of a
central budget developed by the Programme, Budget and Administration Committee
(PBAC) in consultations with the regional offices for approval by the WHA.
7
A portion of
WHO’s overall budget, derived from assessed contributions, is then allocated to regional
offices to cover essential operations and region-specific initiatives.
https://www.who.int/initiatives/sdg3-global-action-plan/about
https://healthcluster.who.int/about-us
6
With a slightly different membership than UN (Lichtenstein is currently not a member of WHO, while Cook Island
and Niue are members of WHO but to this date not UN)
7
https://apps.who.int/gb/ebwha/pdf_files/eb131/b131_r2-en.pdf
4
5
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Organisation Strategy for WHO
Figure 1 – WHO bottom-up budget preparation cycle
Source:
WHO Overview of the programme budget costing process
8
Operational focus.
WHO’s
Box 2: GPW 14 strategic objectives
General Programme of Work
Promote health: Respond to climate change and accelerating health
sets a high-level roadmap and
threats; Address health determinants and root causes of ill health.
agenda for global health and is
Provide health: Advance primary healthcare and essential health
the organisation’s overall
systems capacities for universal health coverage.
strategic
document.
It
Protect health: prevent, mitigate, and prepare for health risks from all
identifies WHO’s priorities
hazards; rapidly detect and sustain response to health emergencies.
and strategic direction for a
specified period and provides a framework for resource allocation and decision-making. In
May 2024, the WHA approved GPW 14 for 2025-2028 (Box 2).
GPW 14 has been developed based on lessons learned from the COVID-19 pandemic, an
independent evaluation of GPW 13
9
(see section 3) and consultations with WHO Member
States. GPW 14 advances the SDG
Box 3: calibrated triple billion goal
targets and calibrates WHO’s “triple
billion goals” introduced in GPW 13
(Box 3). Anchored in the health-related
SDGs, the GPW 13 provided a
roadmap to increase healthy lives and
well-being for all. The conceptual
framework for this was to achieve the Triple Billion targets by 2025: 1 billion more people;
1) living with better health and well-being, 2) benefiting from universal health coverage, 3)
better protected from health emergencies. In GPW 14, these targets have been recalibrated
https://www.who.int/about/accountability/budget/programme-budget-digital-platform-2024-2025/overview-of-
the-programme-budget-costing-process
9
https://cdn.who.int/media/docs/default-source/evaluation-office/evaluation-report-
gpw13.pdf?sfvrsn=215b2a79_4&download=true
8
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Organisation Strategy for WHO
to account for changes in the health context and improved impact measurement. They now
reflect absolute population coverages to be achieved by 2028. The preliminary targets are
6 billion people living healthier lives, 5 billion people accessing health services without
financial hardship, and 7 billion people better protected from health emergencies.
Box 4: GPW 14 continues WHO’s
Transformation Agenda
1. an impact-focused, data-driven strategy.
2. a collaborative, results-focused culture.
3. an aligned three-level operating model (better
integrating global, regional, and national activities).
Importantly, compared to GPW 13, GPW 14
has integrated the impact of climate change
on health at the strategic objective level and
integrated this in its results framework.
In 2017, WHO launched the Transformation
Agenda, an extensive restructuring process.
4. a new approach to partnerships.
This long-term transformation required the
5. predictable and sustainable financing.
introduction of structural reforms alongside
stronger accountability and transparency mechanisms. Various new tools were introduced,
including the Triple Billion dashboard to track reform actions.
10
GPW 14 continues this
agenda (Box 4).
Box 5: Africa highlight
WHO plays a crucial role in strengthening health systems across Africa. WHO works closely with local
governments and international partners to ensure that health interventions are sustainable and integrated
into national systems. This coordinated approach is vital for achieving Universal Health Coverage (UHC)
and reducing health disparities across the continent. WHO AFRO, the regional office for Africa, is
particularly active in improving health security and addressing communicable diseases, all while deploying
technical support and promoting community-based healthcare solutions.
Particularly in fragile and conflict-affected settings where health services are often compromised due to
conflict, displacement, and socio-political instability, WHO's efforts focus on building resilience through
disease surveillance, emergency preparedness, and improving essential health services.
Regarding health and climate change, WHO recognises the increasing risks climate change poses to health
systems in Africa. The rise in extreme weather events, including droughts and floods, worsens public health
by increasing the spread of waterborne and vector-borne diseases, such as malaria and cholera. WHO
AFRO supports countries in building climate-resilient health systems, develop early warning systems, and
implement health adaptation strategies that address the impacts of climate change on vulnerable
populations.
Source: WHO Regional Office for Africa
Human rights, gender equality and SRHR.
In line with WHO’s mandate, integrating
human rights and gender equality into WHO are foundational principles and key strategies
for achieving the Triple Billion goals. Its poverty focus applies the
Leaving No One Behind
principle in achieving the health-related SDGs. WHO’s work is based on the principles of
health equity, gender equality and the right to health. It prioritises overcoming barriers and
delivering to the unreached and those in situations of poverty and vulnerability, including
10
https://www.who.int/about/transformation/a-transformative-journey
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Organisation Strategy for WHO
migrants and displaced populations and persons with disabilities. A 2021 evaluation of the
integration of gender, equity and human rights in the work, WHO’s own Evaluation Office
found significant weaknesses in WHO’s execution of this mandate (see section 3)
11
. Thus,
since then WHO has made efforts to strengthen the Department of Gender, Rights and
Equity and a roadmap for the WHO Secretariat on Advancing Gender Equality, Human
Rights and Healthy Equity 2023-30 has been developed.
SRHR are integral to WHO’s life-course approach and efforts to ensure universal access
to sexual and reproductive health services, including for family planning, information and
education, and the integration of reproductive health into national strategies and
programmes in line with targets 3.7 and 5.6 of the SDG. WHO sees SRHR as integral to
human rights and the right to health and operationalised SRHR in GPW 14 in line with
SDGs 3 and 5.
12
While the effect of climate change on health and wellbeing has been
incorporated in GPW 14 more work is needed to articulate how WHO will incorporate
actions on the intersection of climate change, gender equality and SRHR.
13
PRSEAH.
WHO has acknowledged that sexual exploitation, abuse and harassment
(SEAH) is a risk for the organisation, its staff and members of the communities it serves,
and added SEAH as a principal risk for the organisation. In 2023 it initiated a three-year
strategy for preventing and responding to sexual exploitation, abuse, and harassment
(PRSEAH)
14
and operates a related portal.
15
MOPAN 2024 notes that WHO, underpinned
by dedicated and clear leadership, has significantly strengthened its infrastructure and
capacity related to PRSEAH.
Financial situation.
WHO’s budget for GPW 14 (2025-2028) is USD 11 billion, of which
4.1 billion is financed through assessed contributions plus a need for USD 7.1 billion in
voluntary contributions. In a new approach towards fundraising, WHO will launch an
Investment Round for the end of 2024 to mobilise funding for WHO’s core work for the
full four-year period of GPW 14 instead of the usual two-year biennium funding cycles.
16
In recent years, income from assessed contributions has been static in absolute terms and
has declined as a share of the total to just 14 per cent in the 2022-2023 biennium (see details
in Annex 3). Against this background, WHO Member States in the May 2023 World Health
Assembly agreed to a 20 per cent increase in assessed contributions. MOPAN 2024 flagged
the importance of implementing WHO’s funding model reforms to achieve a level of 50
per cent assessed funding.
https://cdn.who.int/media/docs/default-source/documents/about-us/evaluation/gehr-report-september-
2021.pdf
12
https://www.who.int/health-topics/sexual-and-reproductive-health-and-rights#tab=tab_1
13
Cf. “The intersections between climate change and gender equality and sexual and reproductive health and rights”
https://via.ritzau.dk/files/2012662/13999713/122449/daSee also Annex 2.2 on WHO review of IPCC Evidence on
climate change, health and well-being (2022)
https://cdn.who.int/media/docs/default-source/climate-change/who-
review-of-ipcc-evidence-2022-adv-version.pdf?sfvrsn=cce71a2c_3&download=true
14
https://www.who.int/publications/i/item/9789240069039
15
https://www.who.int/initiatives/preventing-and-responding-to-sexual-exploitation-abuse-and-harassment
16
https://www.who.int/about/funding/invest-in-who/investment-round
11
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Organisation Strategy for WHO
It is a significant challenge for WHO that 88 per cent of voluntary contributions are
earmarked. This undermines the organisation’s managerial flexibility. In addition, WHO’s
dependency on relatively few countries providing voluntary contributions is underscored
by the fact that the UK’s contribution is larger than the total of the next ten countries (see
Figure 1). As noted by MOPAN 2024, WHO’s dependence on a narrow donor base for
voluntary contributions has made resources less predictable.
Danish financing.
Denmark ranked
sixth among providers of voluntary
core contributions to WHO in 2022-
2023. Denmark’s annual voluntary
contribution of DKK 35 million
projected in Denmark’s organisation
strategy for WHO 2020-2023 was
increased to DKK 70 million from
2021 onwards and will remain at this
level. In 2023 Denmark’s assessed
contribution to WHO under the
Ministry of the Interior and Health
amounted to around DKK 22 million.
The voluntary contribution is in
addition to assessed contributions, in-
kind support to WHO’s Regional
Office for Europe in Copenhagen, and
contributions
to
Humanitarian
Appeals.
Figure 2– WHO core voluntary contributions in million
USD (2022 Annual Report)
Source:
https://www.who.int/about/funding
3 Lessons learnt, key strategic challenges and opportunities
3.1 Partner Assessment
The Multilateral Organisation Performance Assessment Network (MOPAN) launched its
most recent assessment of WHO in June 2024
17
. The assessment reviews WHO’s
organisational performance and capabilities against the commitments set out in GPW 13
and its Transformation Agenda from 2017(see Annex 3.4). According to MOPAN, WHO
needs to (i) better demonstrate how its activities and outputs make a plausible contribution
to the health outcomes it seeks to achieve; (ii) accelerate reforms to build high-performance
capacity at the country level; (iii) carry through reforms to WHO’s funding model so that
more than 50 per cent of funding is in the form of assessed contributions; (iv) strengthen
its evaluation function in line with its own and UN norms to improve both accountability
and corporate learning further; and (v) maintain the attention on prevention and response
to SEAH to achieve permanent culture change.
17
At the time of writing, a WHO management response to MOPAN was not yet available
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The assessment period was heavily influenced by COVID-19, which given WHOs mandate
presented the organisation with unprecedented challenges. Moreover, MOPAN’s scores
are based on available data that is considered weak. With this general caveat, MOPAN
finds that WHO’s overall performance ratings over the review period are satisfactory for
organisational architecture and financial framework achievements, cross-cutting issues,
operational model and resources support relevance and agility, cost and value
consciousness, financial transparency, planning and intervention design, and partnerships.
Performance on results focus and evidence-based planning are scored as unsatisfactory.
Outcome scores on achievement of results, relevance, efficiency and sustainability received
satisfactory scores, except for environmental and climate change results.
MOPAN highlights that fundamentally different skills and operational preparedness are
required for WHO’s dual role of setting norms, guidance and standards and increasingly
operationally responding to crises and emergencies at the country level. The assessment
highlights that WHO, during the COVID-19 pandemic, showcased capabilities for speed
and agility that are critical and need to be accelerated as part of ongoing reforms.
Furthermore, MOPAN emphasises that WHO continues to demonstrate clear leadership
among global health institutions.
3.2 Challenges
Changing geopolitics
and a growing number of crises further complicate efforts to leave
no one behind. In the health domain, consequences of great power contestation and the
rise of populism include an anti-gender trend seeking to roll back or hinder the
advancement of sexual and reproductive health and rights (SRHR) and comprehensive
sexuality education (CSE), including within the UN System. Politicisation and push-back
against gender transformative and SRHR-related language in resolutions and decisions has
been an increasing trend in the WHA. In the most recent WHA (2024) this was reflected
in an unprecedented number of instances where voting (instead of consensus) was required
to pass resolutions.
Agenda 2030 is off track.
WHO estimates that less than 15 per cent of the health-related
SDGs are on track. The COVID-19 pandemic seriously compromised planned health
activities from 2020 to 2023. Progress has been made, but the pace of progress is
insufficient to meet the SDG targets by 2030. The number of children missing out on
vaccinations is rising. Non-communicable diseases (NCDs) have become the leading cause
of premature death, particularly in lower-income countries. Mental health disorders are
more prevalent than anticipated. Antimicrobial resistance (AMR) threatens a century of
medical progress.
The lack of progress towards the SDGs that underpin key determinants of health, including
poverty and social protection (SDG 1) and the lack of prioritisation of gender equality
(SDG 5) has far-reaching negative consequences for individual health and well-being; the
capacity of health systems to ensure that women and girls can access all the services they
need without discrimination, including sexual and reproductive health services; and
women’s empowerment in the health and care sector. The COVID-19 pandemic impacted
the already lagging progress on education (SDG 4), which is a key health determinant.
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Organisation Strategy for WHO
Unhealthy diets and malnutrition are now estimated to account for nearly one-third of the
global burden of disease (SDG 2). The modest progress on childhood stunting and wasting
is at risk, including through conflict and worsening food insecurity: 735 million people face
chronic hunger, and 333 million people were acutely food insecure in 2023. Between 2.2
billion and 3.5 billion people still lack access to safely managed drinking water and
sanitation, respectively (SDG 6), and 2.3 billion people rely primarily on polluting fuels and
technologies for cooking (SDG 7).
Climate change is a growing threat to human health.
Climate change impacts the
resilience of health systems. Extreme weather events affect the lives of millions of people,
increasing and changing the disease burden and the risk of future disease outbreaks,
disrupting vital systems and undermining health determinants that disproportionately
impact already vulnerable populations. Severe weather events, air and chemical pollution,
microbial breaches across the animal–human-environment interface and climate-sensitive
epidemic diseases are increasing in frequency across the globe, with a disproportionate
impact in particularly vulnerable areas.
18
Human migration and displacement have reached unprecedented levels.
An
estimated 1 billion people have chosen to migrate or have been forcibly displaced, either
within or beyond their country, owing to economic, environmental, political, conflict and
other forces. Conflict, insecurity and displacement crises are increasing; attacks and
casualties among healthcare workers and damage to health facilities have escalated.
Financing.
WHO faces significant funding challenges primarily due to its heavy reliance
on voluntary contributions, which comprise nearly 80 per cent of its funding. Lack of core
funding is a general issue for UN agencies and with core funding at 20 per cent, WHO is
under the minimum 30 per cent target of the UN Funding Compact. This hinders WHO’s
flexibility and predictability in financial planning, making it difficult to allocate resources
efficiently according to its strategic priorities. The lack of predictable funding also hampers
WHO’s ability to respond promptly to emerging health crises and maintain a consistent
level of support for its core programs. The current funding model’s constraints have also
led to a shortage of resources for key health areas, such as prevention, and created
competition for resources between WHO departments. This situation encourages siloed
operations rather than collaborative efforts, inhibiting WHO’s agility and effectiveness in
addressing global health challenges.
3.3 Lessons
Results-based management.
An overarching theory of change now articulates how
WHO’s core work enables the joint actions needed by Member States, WHO and partners
to achieve the GPW 14 strategic objectives and joint outcomes. WHO’s strategic objectives
and joint outcomes emphasise priorities on health system resilience, global health equity
and access, climate change and disease prevention. An enhanced draft results framework
includes “joint” and “corporate” outcomes, recalibrated measurement indices and updated
18
WHO Draft fourteenth general programme of work. 3 May 2024 page 6
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outcome indicators. On data collection and management, the GPW 14 emphasises stronger
data foundations, with a specific outcome on stronger country health information, data
and digital systems and a corporate emphasis on improving WHO’s own data management
systems and capacities for producing timely, reliable, accessible and actionable data.
Gender equality and human rights.
The 2021 WHO evaluation of its integration of
gender, equity and human rights (GER) concluded that WHO needs to make significant
changes in driving and investing in gender, equity and human rights throughout the
organisation. The evaluation found that country-level work on gender, equity and human
rights has not been supported effectively, resulting in variable degrees of integration.
Applying lessons learned, GPW 14 commits to advancing gender equality, health equity
and the right to health by ensuring relevant actions in all GPW 14 outcomes, especially in
the areas of health leadership and advocacy, programme planning and implementation, data
and measurement, reporting, and workforce policies and practices. GER has been
incorporated into WHO’s corporate scorecard, containing the following attributes: (i)
gender equality and empowerment analysis, (ii) reducing inequities, (iii) meaningful
participation, and (iv) increasing inclusion in the health sector for persons with disabilities.
3.4 Opportunities
Overall, the opportunity for Denmark lies in the convergence with Danish priorities.
Denmark and WHO share a commitment to Agenda 2030, its principles and the SDGs. A
shared premise for Denmark’s Organisation Strategy and GPW 14 is that the world has
changed in fundamental ways and will continue to do so in with profound implications for
human health and well-being, particularly for the poorest and most vulnerable. Specific
opportunities include the fact that WHO in GPW 14 has elevated its response to climate
change to a strategic level objective.
4 Priority areas and results to be achieved
The following priority areas have been chosen based on the linkages between Danish and
WHO strategic priorities to achieving the health-related United Nations’ SDG and lessons
learned from previous support. Annex 1 shows Danish development cooperation priorities
for WHO and their relation to WHO outcome and output indicators to be used to monitor
implementation and progress on this Strategy 2025-2028
19
.
Priority 1: Health systems strengthening to achieve universal health coverage
Strong health systems, including reinforced health security and emergency preparedness
and responses, are the enablers of good health and critical for well-functioning health
programmes and resilient health systems. WHO plays a key role in supporting countries in
strengthening their health systems, including primary health care, to ensure increased and
better access for the millions of people who are unable to obtain the health services they
need, particularly the poor and marginalised. Achieving Universal Health Coverage (UHC)
is at the core of WHO’s ‘provide health’ strategic priority in line with SDG target 3.8. This
includes financial risk protection, access to quality essential health services, including
19
For 2024 the indicators from GPW 13 will be used.
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SRHR services, and access to safe, effective, quality and affordable essential medicines and
vaccines for all. Health systems must have sufficient capacity and resilience to be prepared
for and respond to emergencies, including in relation to the effects of climate change on
health and health systems.
Denmark will work to ensure that WHO sets normative standards and guidelines
for essential health preparedness and services and supports countries in developing
strong, resilient and affordable health systems based on primary health care
strategies as the main way towards achieving UHC and health security.
WHO GPW 14 outcomes: 1.1, 3.2, 4.1, 4.3
Priority 2: Pandemic, health emergencies and global health risk preparedness
As requested by Member States in December 2021, WHO has been convening meetings
of the Intergovernmental Negotiating Body (INB) and facilitating the drafting of a
convention, agreement or other international instrument under WHO’s Constitution to
strengthen pandemic prevention, preparedness and response
20
with a view to adopt a
legally binding framework at latest by WHA in May 2025.
Health systems and services are at risk globally when microbes become resistant to
antimicrobials such as antibiotics and start to spread. WHO has classified antimicrobial
resistance (AMR) as one of the top 10 threats to global health.
GPW 14 addresses the increasing frequency and intensity of health emergencies globally,
exacerbated by climate change, environmental degradation and pollution, urbanisation,
political instability and conflict, against the backdrop of weak health systems that the
COVID-19 pandemic has further debilitated. Due to a combination of conflict, climate
change, and protracted situations, in 2023, an unprecedented 340 million people needed
life-saving humanitarian assistance. This number continues to increase due to the
historically high number of health emergencies worldwide. Emphasising prevention and
resilience is the most efficient approach to health emergencies through a humanitarian-
development-peacebuilding (HDP) nexus approach.
Denmark will support pandemic preparedness and response, and the AMR and
vaccine agendas through multilateral efforts to build more resilient healthcare
systems and work for increased equitable access to medical countermeasures.
Denmark will support access to health services in countries affected by fragility and
conflict, focused on vulnerable people, not least among women, children and young
people. This includes helping vulnerable displaced people and affected local
communities in getting effective access to basic health services along with mental
health and psychosocial support when crisis, conflict or disaster strikes.
WHO GPW 14 outcomes 4.1, 5.1, 5.2, 6.2
20
Pandemic prevention, preparedness and response accord (who.int)
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Priority 3: Human rights and gender equality, including SRHR
Denmark applies human rights as a core value in partnerships and uses principles of non-
discrimination, participation, transparency and accountability in all parts of development
cooperation. Denmark places a strong emphasis on gender equality and the rights of
women and girls and views sexual and reproductive health and rights as vital to improving
health for all at all ages. WHO has, through GPW 14, committed to a human rights-based
“leave no one behind” approach in achieving health for all and to address gender as a
determinant for health. WHO has committed to strengthening WHO advocacy for health
on human rights, equity and gender and to the acceleration of achieving SDG 3.7 and 5.6.
Denmark will work to ensure that WHO continues to develop and strengthen its
human rights and gender policies and uses evidence to include gender-
transformative approaches to remove barriers to accessing services and to promote
sexual and reproductive health and rights, including comprehensive sexuality
education and safe abortions, both in WHO policies, guidelines etc., but also at
country level. Denmark will also urge WHO to address the linkages between gender
inequality, SRHR and climate vulnerability.
WHO GPW 14 outcomes: 3.1 and 4.2
Priority 4: A more effective and efficient WHO, that also contributes to the
efficiency reform efforts of the United Nations Development System
WHO will continue deepening reforms initiated during the previous organisation strategy.
WHO Corporate Outcome 4 is focused on enhancing WHO’s Secretariat’s organisational
performance. Four areas of focus will be the basis for developing corporate indicators.
1. Ensuring a motivated, diverse, empowered and fit-for-purpose WHO workforce
operating in a respectful and inclusive workplace, with organisational change fully
institutionalised.
2. Strengthening WHO country office presence and core capacities to drive measurable
impact.
3. Enhancing the effectiveness and efficiency of ought and accountability functions
across the three levels of WHO.
4. Strengthening results-based management through a strong programme budget,
supported by transparent resource allocation and sound financial management.
Denmark will support continued institutional reform efforts to ensure sound
financial management and an effective, efficient and accountable WHO. The aim
is a WHO able to strengthen its normative and technical functions, address the
increasingly complex challenges of global health by agreed priorities and in close
cooperation with relevant partners and aligned with UN development reform.
WHO GPW 14 corporate outcome 4
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Other priorities and areas of cooperation
In addition to the main priorities outlined above, Denmark will seek cooperation and
dialogue with WHO to support other areas of joint Danish and WHO interests, such as
Mental Health and non-communicable diseases (NCDs). Denmark will for the time being
carry forward the funding for the global NCD work as in the former strategy and will also
provide direct funding to the regional efforts to prevent and respond to NCDs in the
EURO region (see Section 6). Denmark will continue to work toward strengthening WHO
in health emergencies, including providing support to specific health emergency appeals as
appropriate. Denmark will also engage WHO on common interests, including, but not
necessarily limited to, areas of Danish expertise and private sector partnerships and
cooperation. This includes, as a priority, continued focus and effort to improve
coordination and collaboration between WHO and other health actors. Denmark will
continue to work for a meaningful engagement between WHO and relevant health actors,
including civil society representatives.
5 Danish approach to engagement with the organisation
Working closely with The Ministry of the Interior and Health (MIH), the Danish Health
Authority (DHA), and other stakeholders, the MFA will engage WHO’s Secretariat in
addressing the priorities described in the Strategy.
Thus, Denmark will actively participate in WHO’s formal governance structures, namely
WHO’s Executive Board and the annual World Health Assembly, to influence WHO’s
strategies and operating model. Denmark will also take part in meetings of the Programme,
Budget and Administration Committee when possible. Denmark is represented by a joint
delegation from MFA, MIH and DHA at official meetings. Moreover, Denmark will use
formal and informal channels to hold WHO accountable on its commitments set out in
GPW 14 and to influence the direction of new and existing initiatives. Denmark will, to
the extent possible, engage in preparatory meetings relating to financial management,
budgeting, accounting, auditing, anti-corruption as well as WHO’s work in preventing and
responding to sexual exploitation, abuse, and harassment.
Denmark will work closely with Members States of the European Union to jointly
influence resolutions and decisions on key shared priorities. Beyond the EU, Denmark will
also leverage the existing well-functioning collaboration among Nordic-Baltic countries
and will work with other like-minded countries taking joint initiatives on key priorities to
achieve results in WHO. To inform its collaboration with WHO further, Denmark will
also engage with other relevant stakeholders, such as the private sector and civil society.
Denmark will hold WHO accountable for its commitment to strengthening its positions
as an evidence-based technical global health organisation and its accountability and
transparency in monitoring performance and progress on its strategic priorities, as stated
in GPW 14. Denmark will emphasise effective monitoring and reporting on the Danish
priorities specified in Section 4 and Annex 1 and encourage follow-up on MOPAN
recommendations.
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Organisation Strategy for WHO
6 Budget
Denmark’s total annual
voluntary contribution
to WHO is projected to be DKK 70 million
per year. This is at the same level as 2021-23. For 2024, the Danish Finance Act set aside
DKK 10.0 million for thematic funding for NCD initiatives and additional funding of
DKK 20.0 million towards NCD activities under the auspices of WHO’s EURO office in
Copenhagen. Funding levels and the use of earmarking or thematic funding beyond 2025
will be determined in the Finance Act for 2026. Updated budget information for 2026-
2028 will be part of the Annual Action Plans.
In line with WHO’s shift to a four-year funding period (from earlier 2-year budget cycles),
Denmark’s voluntary contribution will be a commitment covering the full GPW 14 period
2025-2028. The funding will be monitored against the agreed Danish priorities using
WHO’s annual reporting of progress to the World Health Assembly in May each year.
Table 2 – Indicative budget for Denmark’s voluntary engagement with WHO (DKK million)
/1
cf. Finance
act 06.36.03.12
Core voluntary contribution
Incl. Thematic funding NCD
/2
Funding to NCD EURO
/2
Total
2024
70
10
20
90
2025
70
10
20
90
2026
70
tbd
tbd
70
2027
70
tbd
tbd
70
2028
70
tbd
tbd
70
Total
350
20
40
390
1/subject to annual parliamentary approvals
2/The NCD EURO funding is earmarked, reference is made to
Finanslov for finansåret 2024 Tekst og
anmærkninger § 6. Udenrigsministeriet page.112
7 Risk and assumptions
Contextual risks.
Global health is
Box 6 – Climate Change and Gender Equality and SRHR
directly affected by major world
There is a significant gap between the stated goals of gender
challenges concerning economic,
equality and SRHR in climate policies and their on-the-ground
political, environmental and climate
implementation, with women frequently excluded from
change and thus WHO’s ability to
decision-making processes. To address these challenges, there
and a
meet its objectives is beyond its direct
is an urgent need for gender-sensitive climate financeclimate
strategic focus on including women in all aspects of
control. Epidemic outbreaks are an
action. Additionally, supporting women’s organisations and
increasing global health security risk
networks is essential to ensure that gender equity and SRHR
requiring a broad focus on global
are integrated into climate policies relevant to the health
sector. These impacts underscore the urgency for WHO to
preparedness and response beyond
promote climate-resilient and environmentally sustainable
health systems. Increased geopolitical
health systems and integrate health into broader climate
contestations and tensions may
adaptation and mitigation strategies.
undermine WHA decision-making
Source: Danish Ministry of Foreign Affairs May 2024 Climate Change and Gender
Equality and Sexual and Reproductive Health and Rights.
and agility and seek to roll back
progress on SRHR, gender equality and health-related aspects of gender-diversity agendas.
Economic downturn or decrease in domestic public health spending could negatively
impact basic services on health and present challenges for the fulfilment of WHO’s
strategic goals. Health challenges and disease burden often exceed the ability to pay in
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Organisation Strategy for WHO
several developing countries, and increased efforts to ensure a better balance could
improve health and human capital to benefit such countries.
Climate change exacerbates health risks by directly damaging health facilities, disrupting
service delivery, and increasing the burden of vector-borne and other climate-sensitive
diseases. It is also widening health inequities, particularly affecting disadvantaged groups
and vulnerable populations. Climate change is intensifying existing inequalities,
disproportionately impacting women and marginalised groups who often lack access to
resources needed for resilience (Box 6 above).
Programmatic risk.
Follow-through on WHO organisational transformation and related
corporate goals is essential, as pointed out in MOPAN 2024. WHO programme budget
for GPW 14 risks underfunding and earmarking. A resulting lack of flexible funding could
negatively affect Danish priorities. Increasing flexible funding remains a key strategic issue
for WHO. Ameliorative actions to manage this risk are built into WHO’s financing
strategy, including initiatives like the new Health Impact Investment Platform partnership
between Multilateral Development Banks, WHO and low- and middle-income countries
(LMICs) to strengthen primary healthcare (PHC). The platform is a key part of an effort
to unlock € 1.5 billion in concessional loans and grants to expand and improve PHC
services in LMICs, namely in the most vulnerable communities.
21
It also includes the novel approach to have a funding cycle of four years instead of two
years, which provides greater transparency, predictability and financial response time for
WHO and donors alike. In this regard, the WHO Investment Round is an innovation in
WHO financing strategy aiming at greater predictability and flexibility of funding and
increased response time to address projected shortfalls. Denmark supports this WHO
initiative. Furthermore, Denmark will when possible support WHO in broadening its
donor base to lessen the high dependence on a small number of donors and encourage the
development of new types of partnerships. Moreover, WHO’s reform efforts will also
contribute to the mitigation of some of the challenges arising from the low levels of flexible
funds.
The annual reporting wheel (Annex 2) the AAP and ASR will provide GVAMIS with
information and the opportunity to monitor and manage the specific risk that Danish
priorities may be affected by the overall WHO financing situation.
Reputational risks.
Denmark will continue following WHO’s efforts to strengthen ethics
and risk management and zero tolerance for corruption, harassment, sexual exploitation
and abuse, and misuse of power. Denmark will also promote a strong and independent
evaluation policy.
https://www.who.int/news/item/23-09-2024-who-and-multilateral-development-banks-kick-off-primary-health-
financing-platform-with-new-funds-and-launch-of-first-investment-plans-in-15-countries
21
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Organisation Strategy for WHO
Annex 1: Summary results matrix
The matrix below shows the chosen Danish priority results (cf. chapter 4) and the related
set of outcomes, outputs and indicators from WHO’s GPW 14 as per the GPW draft
results framework of June 2024. It should be noted that the final GPW 14 results
framework is expected to be approved by the World Health Association in its session in
May 2025.
Danish priority results area 1: Health system strengthening to achieve universal health coverage
WHO GPW 14 Outcomes: 1.1, 3.2, 4.1, 4.3
WHO objective
Respond to climate
change, an escalating
health threat in the 21st
century
3 Advance the primary
health care approach
and essential health
system capacities for
universal health
coverage
4 Improve health service
coverage and financial
protection to address
inequity and gender
inequalities
WHO Outcomes
1.1 More climate-resilient health
systems are addressing health
risks and impacts
3.2 Health and care workforce,
health financing and access to
quality-assured health products
substantially improved
4.1 Equity in access to quality
services for noncommunicable
diseases, mental health conditions,
and communicable diseases while
addressing antimicrobial resistance.
4.3 Financial protection improved
by reducing financial barriers and
out-of-pocket health expenditures,
especially for the most vulnerable.
Outcome Indicator (draft)
22
Index of national climate change and health
capacity
Government domestic spending on primary
health care as a share of total primary health
care expenditure
SDG indicator 3.8.1. Coverage of essential
health services
Incidence of catastrophic out-of-pocket
health spending (SDG indicator 3.8.2 and
regional definitions where available)
Incidence of impoverishing out-of-pocket
health spending (related to SDG indicator
1.1.1 and regional definitions where available)
Danish priority results area 2: Pandemic, health emergencies and global health risk preparedness
WHO GPW 14 Outcomes: 4.1, 5.1, 5.2, 6.2
WHO objective
4 Improve health service
coverage and financial
protection to address
inequity and gender
inequalities
5 Prevent, mitigate and
prepare for risks to health
from all hazards
WHO Outcomes
4.1 Equity in access to quality
services improved for
noncommunicable diseases, mental
health conditions and
communicable diseases, while
addressing antimicrobial
resistance
5.1 Risk of health emergencies
from all hazards reduced and
impact mitigated
Outcome Indicator (draft)
SDG indicator 3.d.2. Percentage of
bloodstream infections due to selected
antimicrobial-resistant organisms
Probability of spillover of zoonotic diseases
Based on:
https://cdn.who.int/media/docs/default-source/documents/ddi/gpw14-results-framework_outcome-
indicators_metadata.pdf?sfvrsn=fb0df704_10&download=true
22
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Organisation Strategy for WHO
5.2 Preparedness, readiness and
resilience for health emergencies
enhanced.
6.2 Access to essential health
services during emergencies is
sustained and equitable.
SDG indicator 3.d.1. International Health
Regulations (2005) capacity and health
emergency preparedness
Proportion of vulnerable people in fragile
settings provided with essential health
services (%)
6 Rapidly detect and
sustain an effective
response to all health
emergencies
Danish priority results area 3: Human rights and gender equality, including SRHR
WHO GPW 14 Outcomes: 3.1, 4.2
WHO objective
3 Advance the primary
health care approach
and essential health
system capacities for
universal health
coverage
4 Improve health
service coverage and
financial protection to
address inequity and
gender inequalities
WHO Outcomes
3.1. The primary health care approach renewed
and strengthened to accelerate universal health
coverage
Outcome Indicator (draft)
3.9 Gender equality advanced in and
through health
4.2. Equity in access to sexual, reproductive,
maternal, newborn, child, adolescent, and older
person health and nutrition services and
immunization coverage improved
SDG indicator 3.1.1. Maternal
mortality ratio
SDG indicator 5.6.1. Proportion of
women aged 15–49 years who make
their own informed decisions
regarding sexual relations,
contraceptive use and reproductive
health care
SDG indicator 5.2.1. Proportion of
ever-partnered women and girls aged
15 years and older subjected to
physical, sexual or psychological
violence by a current or former
intimate partner in the previous 12
months, by form of violence and by
age
SDG indicator 3.7.1. Proportion of
women of reproductive age (aged
15–49 years) who have their need for
family planning satisfied with
modern methods
SDG indicator 3.7.2. Adolescent
birth rate (aged 10–14 years; aged
15–19 years) per 1000 women in that
age group
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Organisation Strategy for WHO
Danish priority results area 4: A more effective and efficient WHO
WHO GPW 14 Corporate Outcome 4
WHO objective
A more effective and
efficient WHO
WHO Outcomes
Corporate outcome 4.
A sustainably financed
and efficiently
managed WHO, with
strong oversight and
accountability and
strengthened country
capacities, better
enables its workforce,
partners and Member
States to deliver the
GPW 14
Outcome Indicator (draft)
These indicators will measure the extent to
which WHO’s funding is
aligned with GPW 14 priorities, the
strengthening of WHO country
office core capacities and capabilities, and
transparency and joint
accountability for results. The scope of these
indicators will include
assessing, for example:
– how well WHO’s budget for the GPW 14
priority outcomes is funded
– the percentage of WHO country workforce
positions that are filled and the roll out of the
core predictable country presence model
– the joint Member State-Secretariat
assessment of GPW 14 results
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Annex 2: Annual wheel
Quarter 1
WHO
PBAC
/1
meeting (January)
Main Executive Board
meeting
/2
(January)
GVAMIS
Commitment of annual
contribution
To the extent possible participates
in PBAC/consults with like-
minded countries; Nordic + to
inform the Executive Board
through the PCAB
Disbursement of annual
contribution
Coordinates WHA participation
with MiH (March-April)
To the extent possible participates
in PBAC/consults with like-
minded countries; Nordic +(April)
Participates in WHA as member of
WEOG (May)
Prepares Annual Stock Taking
Report (ASR) for the preceding
year based on latest WHA
information
/2
(July)
Prepares draft Annual Action
plan
/2
(July)
Take part in relevant briefings,
consultations and negotiations of
resolutions.
Consults with like-minded
countries; Nordic + to inform the
Executive Board through the
PCAB January meeting (December)
On biennial basis: High-Level
Consultations with WHO
management
Quarter 2
PBAC meeting (informs
WHA) (May)
World Health Assembly/3
(approval or programme and
financial reports) (May)
Quarter 3
Regional committee meetings
Quarter 4
EB preparations, including
MS consultations and
negotiations of resolutions
/1 The Programme, Budget and Administration Committee (PBAC) is a subsidiary body of the Executive
Board primary mandate is to provide detailed scrutiny and advice on matters related to the program planning,
budget, and administration of the WHO. PBAC advises the WHO Board on these matters.
https://apps.who.int/gb/gov/; https://apps.who.int/gb/pbac/e/e_pbac39.html
/2 The main Board meeting in January adopts the agenda for the forthcoming WHA. A second shorter
meeting in May, immediately after the Health Assembly, for more administrative matters.
/3 Reviews and approves the Proposed programme budget. It similarly considers reports of the Executive
Board.
For 2024, GVAMIS a preliminary ASR and preliminary AAP in December 2024 that will be updated and
finalised in June 2025
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
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Organisation Strategy for WHO
Annex 3: WHO background material
Annex 3.1 WHO assessed and voluntary contributions 2016-2023 (USD)
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
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Organisation Strategy for WHO
Annex 3.2 WHO Organisational structure
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
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Organisation Strategy for WHO
Annex 3.3 Intersection of Climate change and health: SDGs under WHO
custodianship
Source:
https://cdn.who.int/media/docs/default-source/climate-change/who-review-
of-ipcc-evidence-2022-adv-version.pdf?sfvrsn=cce71a2c_3&download=true
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
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Organisation Strategy for WHO
Annex 3.4 MOPAN 2024 WHO performance illustration