1674310452399948.pptx

Smolensk State Medical University
PUBLIC HEALTH MANAGEMENT

PUBLIC HEALTH MANAGEMENT
• What are we going to study?
Syllabus Curriculum
• Theme 1. Management: historical aspects. Public Health Management: aims and functions.
European trends in Public Health Management
• Theme 2. Public Health Management: management structures in health care units. Classification
of health care units.
• Theme 3. Quality Management in Public Health: assessment and methods of choice.
• Theme 4. Strategic Planning in Public Health Management
• Theme 5. Leadership and types of management. Managerial skills.
• Theme 6. Conflict Management: types of conflicts, causes, prevention and management.
• Theme 7. Human Resources (HR) in Public Health (vacancies, recruitment, staff training, career
movepromotion)
How will your competences be assessed?
Test

Public Health Management: Significance of the subject
• When we study ANY subject, we should be competent in certain
aspects.
• Firstly, study of a subject usually starts with some historical landmarks
and milestones.
• Secondly, we should also be aware of primary goals of the studied
subject and practical opportunities of working knowledge in the
subject.
• Thirdly, when medical graduates start their professional activities,
they can face certain problems that require working knowledge of
management, interpersonal communication as well as certain rules
running a medical setting

Management as a multisided study
• Management is a multisided study involving such disciplines as
Psychology, Sociology, Anthropology, Political Science, and even
Economics.
• The subject studies individual and group dynamics in an
organizational setting.
• Whenever people work together, numerous and complex factors
interact. The subject of management attempts to understand these
interactions so that managers can predict behavioral responses and,
as a result, manage the resulting outcomes.
• Proper management provides and results in efficient activities of any
company, a firm or an organization.

Historical aspects of management:
landmarks and milestones
• The word «management» comes from the times of William
Shakespeare and dates 1561. The noun «manager» dates 1588 and
the word «management» was used for the first time in 1589.
• Initially, the word originates from the Latin word «manus» having two
primary meanings «hand» and «power».
• Italian word mannegiare and French word manegerie appeared in the
Middle Ages, and they both were associated with running country
farmstead.
• It was not until 1670 that the word «management» had the meaning
«business administration»

Historical aspects of management: definitions,
«Management»
=
«Business Administration»
«Management»
=
«Business Administration»

Historical aspects of management: definitions,
•Practice of management comes from ancient
times but the academic subject called
«Management» is rather new.
•In 400 AC, Socrates defined management as a
specific art.
• Practice of management
comes from ancient times,
but the academic subject
called «Management» is
rather new.
• In 400 AC, Socrates
defined management as a
specific art.
Socrates (469–399 AC)

Historical aspects of management: landmarks
and milestones
Wikipedia: Harrington Emerson (August 2, 1853
– September 2, 1931) was an American efficiency
engineer and business theorist who founded the
management consultancy firm “Emerson Institute”
in New York City in 1900. Known for his pioneering
contributions to scientific management. Harrington
Emerson may have done MORE THAN ANYONE ELSE
to popularize the topic. In 1910 stated at the
Interstate Commerce Commission that the railroads
could save $1,000,000 a day started a nationwide
interest in the subject of "efficiency". Harrington Emerson (1853-1931)

Harrington Emerson
(August 2, 1853 – September 2, 1931)
• After returning to the United States in 1876, Emerson was appointed as Professor
of Modern Languages at the University of Nebraska, where he was dismissed in
1882 because of his progressive educational ideas. In the years after, Harrington
had several jobs, including a frontier banker, land speculator, tax agent,
troubleshooter, lecturer, and educator. In 1893, he joined William Jennings
Bryan's campaign for the presidential election of 1896, which created the
foundation for his career as efficiency engineer.
• In 1897, Emerson started focusing on mechanical engineering, and was employed
shortly after by the Electric Storage Battery Company in New York. After his new
projects during the Alaskan Gold Rush failed, he became the General Manager in
a small glass factory. In 1900, he established the Emerson Institute in New York
City in order to focus on his work as efficiency engineer. Through the American
Society of Mechanical Engineers, he got acquainted with the work of FREDERICK
W. TAYLOR, which he implemented in his own praxis.

Harrington Emerson
(August 2, 1853 – September 2, 1931)
• The ideal of setting up of standards
• Emerson had spent his youth in Europe. It was to French character,
and to German military efficiency as evidenced before his eyes in the
conduct of the Franco-Prussian War, that Emerson attributes his
strongest ideal — the setting up of standards. His admiration for
systematic method and perfect cooperation was further
strengthened by studies under a European music teacher (a musician
from the royal orchestra), by observation of the remarkable results
obtained by breeders of fine horses, and by contact with A. B. Smith,
a skilful railroad surveyor

Harrington Emerson (August 2, 1853 – September 2, 1931)
and his earlier efforts in the field of systematizing management
• Emerson's earlier efforts in the field of systematizing management were in organizing
and standardizing one of the new western state universities, the University of Nebraska,
of which for six years he was registrar, Secretary of the Faculty, and Head of a
Department. It was not until some years after this that he entered the profession of
reorganizing industrial plants.
• In 1895, he began a rapid survey of these, determining what their product and costs
were compared to what they ought to be. In 1900 or 1902, he checked up minutely the
losses occurring in the use of materials, while planning, scheduling, and dispatching work
through a large factory.
• Of all Emerson's undertakings, however, that which has attracted the most attention was
his "betterment work" introduced into the shops of the Santa Fe Railway during three
years beginning in 1904. He installed his system partially, though in no instance
completely, in some 200 different plants from Alaska to Mexico, from Louisiana to
Canada, from Southern California to Maine. These activities were carried on through the
Emerson Company, which late 1910s employs between forty and fifty efficiency
specialists

Harrington Emerson and «Betterment work»
• In May, 1904, because of labor troubles, Harrington Emerson was given the task of reorganizing
certain features of the Santa Fe railway system. His authority extended only to that one
department known as the motive power department; and he was, therefore, concerned mainly
with the maintenance and repair of locomotives, much of which work was centralized in shops at
Topeka. Nevertheless, his system was affecting 12,000 men, and he had a task upon his hands
which took three years of time, and the assistance of a large staff of railway experts.
• The cause of starting Emerson's "betterment work" as it was officially called, having been a
strike, his first and most important aim was to establish a BASIS FOR PERMANENT HARMONY BY
INTRODUCING AN “INDIVIDUAL EFFORT AND BONUS SYSTEM" Increased supervision of the
men was to be undertaken, and for good work special rewards were to be given. Accordingly,
time studies were made (about 60,000 by March, 1907), tasks were set, and bonuses offered.
There were several distinguishing features which marked this phase of scientific management as
it was introduced on the Santa Fe:
• Firstly, extreme emphasis was laid on the individual character of the relations of men and
management: "The schedule is a moral contract or agreement with the men as to a particular
machine operation, rate of wages and time. Any change in men calls for a new schedule.
• Secondly, there was a lack of insistence on the selection of unusual men: "The standard time set
is reasonable, and one that can be reached without extraordinary effort; is, in fact, such time as a
good foreman would demand."
• Thirdly, bonuses were paid to foremen. Thus, the Santa Fe management sought to make of its
employees industrious, well paid, and loyal.

Emerson's system of efficiency and scientific management
Harrington Emerson distinguished his system as scientific management based on three characteristics:
• 1. He called his system "efficiency" rather than "scientific management."
• 2.He opposed functional management with its numerous heads, and substitutes for it the "line and staff" idea,
under which there is but one boss (the line). The functional experts (or staff) whom Emerson employs are not
executive officers, but simply advise the single responsible authority; and it is the latter who puts all plans into
practice through command over his "line" subordinates. The idea is to avoid creating too many bosses, and yet
operate under expert advice.
• 3. Harrington Emerson used a wage system which based remuneration partly upon the "efficiency per cent" of
the employee. Standard times are set on the basis of time study analysis, and the workman who just completes
the same in the allotted time is credited with 100 per cent efficiency.
• Efficiency may thus be reckoned as below, above, or at 100 per cent. Although everyone receives his day rate,
which is supposed to be a normal compensation when compared with prevailing wages, a man who cannot
attain 66.7 per cent efficiency in the long run is regarded as subnormal and is in danger of discharge. At 67 per
cent a small bonus is paid, which grows in size until at 90 per cent efficiency it reaches 100 per cent. Above this
point one per cent in bonus is added for each additional one per cent gain in efficiency.
• Emerson has thus developed a wage system which is in its results practically the same as GANTT’S “TASK AND
BONUS "plan, except that under the Gantt system no bonus is paid until a man comes up to standard
performance, in the hope that the large increase then suddenly granted will bring all up to a common
productivity.

Frederick Winslow Taylor
(March 20, 1856 – March 21, 1915)
The Principles of Scientific Management is a
monograph published by Frederick Winslow
Taylor in 1911. This laid out Taylor's views on
principles of scientific management, or
industrial era organization and decision theory.
Taylor was an American manufacturing
manager, mechanical engineer, and then a
management consultant in his later years. The
term scientific management refers to
coordinating the enterprise for everyone's
benefit including increased wages for laborers
although the approach is "directly antagonistic
to the old idea that each workman can best
regulate his own way of doing the work. His
approach is also often referred to as Taylor's
Principles, or Taylorism.
Frederick W. Taylor (1856 -1915)

Henry Gantt (1861–1919)
Henry Gantt (1861–1919) designed his chart around the years 1910–1915. Gantt originally created
his tool for systematic, routine operations. He designed this visualization tool to more easily
measure productivity levels of employees and gauge which employees were under- or
over-performing. Gantt also frequently included graphics and other visual indicators in his charts
to track performance.
•One of the first major applications of Gantt charts was by the United States during World War I,
at the instigation of General William Crozier.
•The earliest Gantt charts were drawn on paper and therefore had to be redrawn entirely in order
to adjust to schedule changes. For many years, project managers used pieces of paper or blocks
for Gantt chart bars so they could be adjusted as needed. Gantt's collaborator Walter Polakov
introduced Gantt charts to the Soviet Union in 1929 when he was working for the Supreme
Soviet of the National Economy. They were used in developing the First Five Year Plan.
•In the 1980s, personal computers allowed widespread creation of complex and elaborate Gantt
charts. The first desktop applications were intended mainly for project managers and project
schedulers. With the advent of the Internet and increased collaboration over networks at the end
of the 1990s, Gantt charts became a common feature of web-based applications, including
collaborative groupware.[citation needed] By 2012, almost all Gantt charts were made by
software which can easily adjust to schedule changes.
•In 1999, Gantt charts were identified as "one of the most widely used management tools for
project scheduling and control“.
Henry Gantt (1861 -1919)

Henry Gantt (1861–1919)
• Gant’s task and bonus plan is based on careful time and motion study. A standard time is fixed for doing a particular
task, worker’s actual performance is compared with the standard time and his efficiency is determined. If a worker takes
more time than the standard time to complete the task (i.e., his efficiency is below 100%), he is given wages for the time
taken by him and if a worker takes the standard time to perform the task (i.e., efficiency is 100%), he is given wages for the
standard time and a bonus of 20% on the wages earned.
• If the worker completes the task in less than the standard time he is given wages for the standard time plus a bonus of 20%
of the wages for the standard time. In other words, if a worker’s performance is more than 100% he is given piece wages
plus bonus at 20% of piece wages. Thus, with every reduction in time, the plan ensures progressive increase in total wages.
For this reason, the plan is also known as “Progressive Rate System”.
Advantages:
1. The plan is not so harsh as the Taylor’s differential piece rate is. Therefore, it is more acceptable to the workers.
2. It is simple to understand.
3. It ensures guaranteed time wages to the worker who is below average workers.
4. It makes distinction between efficient and inefficient workers because the system ensures time wages for sub-standard
workers and piece wages plus 20% bonus for standard and super-standard workers. Increasing rate of bonus is very satisfying
to the efficient workers, so every worker tries to become more efficient.
5. Fixed cost per unit decreases with increase in production due to incentive for efficiency given under this scheme of wage
payment.
Disadvantages:
Like Taylor’s differential piece rate method, it divides the workers into competing categories—one who earns the bonus and
the other who does not earn the bonus. This brings disunity among workers and becomes unacceptable to the labor union.

Management in Public Health
Nowadays, all countries and all
nations require proper health care
service. Quality of the service primarily
depends on the properly arranged
system of health care, health
authorities, finances as well as
scientific and technical achievements
in each country.
It is obvious that the health care
systems in the could differ from each other.
But all the countries realize the
urgency to improve health care polices.

The World Health Organization (WHO)
STATEMENTS ON THE WHO OFFICIAL WEBPAGE: Good health is a precious thing. When we are healthy we can learn, work, and support
ourselves and our families. When we are sick, we struggle, and our families and communities fall behind. That’s why the World Health
Organization is needed. Working with 194 Member States, across six regions, and from more than 150 offices, WHO staff are united in a
shared commitment to achieve better health for everyone, everywhere.
• The World Health Organization (WHO) is a specialized agency of the United Nations responsible for international public health.
Headquartered in Geneva, Switzerland, it has six regional offices and 150 field offices worldwide.
• The WHO was established on 7 April 1948. The first meeting of the World Health Assembly (WHA), the agency's governing body, took place
on 24 July of that year. The WHO Hygiène Publique, including the International Classification of Diseases (ICD). Its work began in earnest in
1951 after a significant infusion of financial and technical resources.
• The WHO's mandate seeks and includes: working worldwide to promote health, keeping the world safe, and serve the vulnerable. It
advocates that a billion more people should have: universal health care coverage, engagement with the monitoring of public health risks,
coordinating responses to health emergencies, and promoting health and well-being. It provides technical assistance to countries, sets
international health standards, and collects data on global health issues. A publication, the World Health Report, provides assessments of
worldwide health topics. The WHO also serves as a forum for discussions of health issues.
• The WHO has played a leading role in several public health achievements, most notably the eradication of smallpox, the near-eradication
of polio, and the development of an Ebola vaccine. Its current priorities include communicable diseases, particularly HIV/AIDS, Ebola,
COVID-19, malaria and tuberculosis; non-communicable diseases such as heart disease and cancer; healthy diet, nutrition, and food
security; occupational health; and substance abuse. Its World Health Assembly, the agency's decision-making body, elects and advises an
executive board made up of 34 health specialists. It selects the director-general, sets goals and priorities, and approves the budget and
activities. The current director-general is Tedros Adhanom Ghebreyesus of Ethiopia.
• The WHO relies on contributions from member states (both assessed and voluntary) and private donors for funding. Its total approved budget for 2020–2021
was over $7.2 billion, of which the majority comes from voluntary contributions from member states. Since the late 20th century, the rise of new actors
engaged in global health such as the World Bank, the Bill & Melinda Gates Foundation, the US President's Emergency Plan for AIDS Relief (PEPFAR) and dozens
of public-private partnerships for global health have weakened the WHO's role as a coordinator and policy leader in the field.

The World Health Organization in details
Abbreviation: WHO
Pronunciation: /ˌdʌbəljuːˌeɪtʃˈoʊ/ by WHO itself and
the governments that work with it; /huː/ is an
often-heard spelling pronunciation
Formation: 7 April 1948
Type: United Nations specialized agency
Legal status: Active
Headquarters: Geneva, Switzerland
Current Head: Tedros Adhanom (Director-General)
Parent organization: United Nations Economic and
Social Council
Budget: $7.96 billion (2020–21)
Website: www.who.int

WHO’ MOTO: Working for better health for everyone, everywhere
Operational history of WHO
1947: The WHO established an epidemiological information service via telex.
1950: A mass tuberculosis inoculation drive using the BCG vaccine gets under way.
1955: The malaria eradication programme was launched, although objectives were later modified. (In
most areas, the programme goals became control instead of eradication.)
1958: Viktor Zhdanov, Deputy Minister of Health for the USSR, called on the World Health Assembly
to undertake a global initiative to eradicate smallpox, resulting in Resolution WHA.
1965: The first report on diabetes mellitus and the creation of the International Agency for Research
on Cancer.
1966: The WHO moved its headquarters from the Ariana wing at the Palace of Nations to a newly
constructed headquarters elsewhere in Geneva.
1967: The WHO intensified the global smallpox eradication campaign by contributing $2.4 million
annually to the effort and adopted a new disease surveillance method, at a time when 2 million
people were dying from smallpox per year. The initial problem the WHO team faced was inadequate
reporting of smallpox cases. WHO established a network of consultants who assisted countries in
setting up surveillance and containment activities. After over two decades of fighting smallpox, a
Global Commission declared in 1979 that the disease had been eradicated – the first disease in
history to be eliminated by human effort.

1974: The Expanded Programme on Immunization and the control programme of onchocerciasis was started,
an important partnership between the Food and Agriculture Organization (FAO), the United Nations
Development Programme (UNDP), and the World Bank.
1975: The WHO launched the Special Programme for Research and Training in Tropical diseases (the TDR). Co-
sponsored by UNICEF, UNDP, and the World Bank, it was established in response to a 1974 request from the
WHA for an intensive effort to develop improved control of tropical diseases. The TDR's goals are, firstly, to
support and coordinate international research into diagnosis, treatment and control of tropical diseases; and,
secondly, to strengthen research capabilities within endemic countries.
1976: The WHA enacted a resolution on with a focus on community-driven care/
1977 and 1978: The first list of essential medicines was drawn up adisability prevention and rehabilitation, nd a
year later the ambitious goal of "Health For All" was declared.
1986: The WHO began its global programme on HIV/AIDS. Two years later preventing discrimination against
patients was attended to and in 1996 the Joint United Nations Programme on HIV/AIDS (UNAIDS) was formed.
1988: The Global Polio Eradication Initiative was established.[29]:22
1995: WHO established an independent International Commission for the Certification of Dracunculiasis
Eradication (Guinea worm disease eradication. The ICCDE recommends to the WHO which countries fulfil
requirements for certification. It also has role in advising on progress made towards elimination of transmission
and processes for verification.
1998: WHO's director-general highlighted gains in child survival, reduced infant mortality, increased life
expectancy and reduced rates of "scourges" such as smallpox and polio on the fiftieth anniversary of WHO's
founding. He, did, however, accept that more had to be done to assist maternal health and that progress in this
area had been slow.

2000: The Stop TB Partnership was created along with the UN's formulation of the Millennium
Development Goals.
2001: The measles initiative was formed, and credited with reducing global deaths from the
disease by 68% by 2007.
2002: The Global Fund to Fight AIDS, Tuberculosis and Malaria was drawn up to improve the
resources available.
2005: WHO revises International Health Regulations (IHR) in light of emerging health threats and
the experience of the 2002/3 SARS epidemic, authorizing WHO, among other things, to declare a
health threat a Public Health Emergency of International Concern.
2006: WHO endorsed the world's first official HIV/AIDS Toolkit for Zimbabwe, which formed the
basis for global prevention, treatment, and support the plan to fight the AIDS pandemic.[43]
2016: Following the perceived failure of the response to the West Africa Ebola outbreak, the
World Health Emergencies programme was formed, changing the WHO from just being a
"normative" agency to one that responds operationally to health emergencies.
2020: WHO helped in controlling the worldwide outbreak of the COVID-19 pandemic.
2022: WHO suggests formation of a Global Health Emergency Council, with new global health
emergency workforce, recommends revision of the International Health Regulations.

WHO MEMBERSHIP
• As of January 2021, the WHO has 194 member states: all member states of the United Nations except for
Liechtenstein (192 countries), plus the Cook Islands and Niue. A state becomes a full member of WHO by ratifying
the treaty known as the Constitution of the World Health Organization. As of May 2019 and January 2021, it also
had two associate members, Puerto Rico and Tokelau. The WHO two-year budget for 2022–2023 is paid by its 194
members and 2 associate members.
• Several other countries have been granted observer status. Palestine is an observer as a "national liberation
movement" recognized by the League of Arab States under United Nations Resolution 3118. The Sovereign
Military Order of Malta (or Order of Malta) also attends on an observer basis. The Holy See attends as an observer,
and its participation as "non-Member State Observer" was formalized by an Assembly resolution in 2021.
• WHO member states appoint delegations to the World Health Assembly, the WHO's supreme decision-making
body. All UN member states are eligible for WHO membership, and, according to the WHO website, "other
countries may be admitted as members when their application has been approved by a simple majority vote of the
World Health Assembly". The World Health Assembly is attended by delegations from all member states, and
determines the policies of the organization.
• The Executive Board is composed of members technically qualified in health and gives effect to the decisions and
policies of the World Health Assembly. In addition, the UN observer organizations International Committee of the
Red Cross and International Federation of Red Cross and Red Crescent Societies have entered into "official
relations" with WHO and are invited as observers. In the World Health Assembly, they are seated alongside the
other NGOs.

WHO: World Health Assembly and Executive Board
• WHO Headquarters in Geneva, Switzerland
• The World Health Assembly (WHA) is the legislative and supreme body of WHO. Based in
Geneva, it typically meets yearly in May. It appoints the director-general every five years
and votes on matters of policy and finance of WHO, including the proposed budget. It also
reviews reports of the executive board and decides whether there are areas of work
requiring further examination.
• The Assembly elects 34 members, technically qualified in the field of health, to the
executive board for three-year terms. The main functions of the board are to carry out the
decisions and policies of the Assembly, to advise it, and to facilitate its work.
• Director-General of the World Health Organization: The head of the organization is the
Director-General, elected by the World Health Assembly. The term lasts for five years, and
directors-general are typically appointed in May, when the Assembly meets. The current
Director-General is Dr. Tedros Adhanom Ghebreyesus, who was appointed on 1 July 2017
• Global institutions: apart from regional, country, and liaison offices, the World Health
Assembly has also established other institutions for promoting and carrying on research.
• International Agency for Research on Cancer (IARC)[195]
• Regional offices

Map of the WHO's regional offices and their respective operating regions
Africa; HQ: Brazzaville, Republic of the Congo
Western Pacific; HQ: Manila, Philippines
Eastern Mediterranean; HQ: Cairo, Egypt
South East Asia; HQ: New Delhi, India
Europe; HQ: Copenhagen, Denmark
Americas; HQ: Washington, D.C., US
The regional divisions of WHO were created between 1949 and 1952, following the model of the pre-existing Pan American Health Organization and are based
on Article 44 of the WHO's Constitution, which allowed the WHO to "establish a [single] regional organization to meet the special needs of [each defined]
area". Many decisions are made at the regional level, including important discussions over WHO's budget, and in deciding the members of the next assembly,
which are designated by the regions.
Each region has a regional committee, which generally meets once a year, normally in the autumn. Representatives attend from each member or associative
member in each region, including those states that are not full members. For example, Palestine attends meetings of the Eastern Mediterranean Regional
Office. Each region also has a regional office. Each regional office is headed by a director, who is elected by the Regional Committee. The board must approve
such appointments, although as of 2004, it had never over-ruled the preference of a regional committee. The exact role of the board in the process has been a
subject of debate, but the practical effect has always been small.[ Since 1999, Regional Directors serve for a once-renewable five-year term, and typically take
their position on 1 February.
Each regional committee of the WHO consists of all the Health Department heads, in all the governments of the countries that constitute the Region. Aside
from electing the regional director, the regional committee is also in charge of setting the guidelines for the implementation, within the region, of the health
and other policies adopted by the World Health Assembly. The regional committee also serves as a progress review board for the actions of WHO within the
Region
The regional director is effectively the head of WHO for his or her region. The RD manages and/or supervises a staff of health and other experts at the regional
offices and in specialized centres. The RD is also the direct supervising authority – concomitantly with the WHO Director-General – of all the heads of WHO
country offices, known as WHO Representatives, within the region.[citation needed]
The strong position of the regional offices has been criticized in WHO history for undermining its effectiveness and led to unsuccessful attempts to integrate
them more strongly within 'One WHO‘ Disease specific programmes such as the smallpox eradication programme or the 1980s Global Programme on AIDS
were set up with more direct, vertical structures that bypassed the regional offices.

Map of the WHO's regional offices and their respective operating regions
Regions and Headquarters
Africa, Brazzaville, Republic of the Congo AFRO includes most of Africa, with the exception of Egypt, Sudan,
Djibouti, Tunisia, Libya, Somalia and Morocco (all fall under EMRO). The regional director is Matshidiso Moeti, a
Botswana national.
Europe, Copenhagen, Denmark EURO includes all of Europe (except Liechtenstein), Israel, and all of the
former USSR. The regional director is Hans Kluge, a Belgian national
South-East Asia, New Delhi, India North Korea is served by SEARO. The regional director is Poonam Khetrapal
Singh, an Indian national.
Eastern Mediterranean, Cairo, Egypt. The Eastern Mediterranean Regional Office serves the countries of
Africa that are not included in AFRO, as well as all countries in the Middle East except for Israel. Pakistan is
served by EMRO.The regional director is Ahmed Al-Mandhari, an Omani national
Western Pacific, Manila, the Philippines WPRO covers all the Asian countries not served by SEARO and
EMRO, and all the countries in Oceania. South Korea is served by WPRO. The regional director is Shin Young-
soo, a South Korean national
The Americas, Washington, D.C., United States. Also known as the Pan American Health Organization
(PAHO), and covers the Americas. The WHO regional director of AMRO is Carissa F. Etienne, a Dominican
national.

WHO’ employees and goodwill Ambassadors
Employees
The WHO employs 7,000 people in 149 countries and regions to carry out its
principles. In support of the principle of a tobacco-free work
environment, the WHO does not recruit cigarette smokers. The
organization has previously instigated the Framework Convention on Tobacco
Control in 2003.
Goodwill Ambassadors
The WHO operates "Goodwill Ambassadors"; members of the arts, sports, or other
fields of public life aimed at drawing attention to the WHO's initiatives and
projects. There are currently five Goodwill Ambassadors (Jet Li, Nancy Brinker, Peng
Liyuan, Yohei Sasakawa and the Vienna Philharmonic Orchestra) and a further
ambassador associated with a partnership project (Craig David).
On 21 October 2017, the Director-General Tedros Adhanom Ghebreyesus
appointed the then Zimbabwean president Robert Mugabe as a WHO Goodwill
Ambassador to help promote the fight against non-communicable diseases.

Public Health: annual countries’ budgets
0 2 4 6 8 10 12 14 16 18
Germany
ItaLY
France
Japan
USA
India
Russia
% of GDP

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