WHO reform: progress and implications for the European Region
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Presented by Dr Zsuzsanna Jakab, WHO Regional Director for Europe, at the 66th Session of the WHO Regional Committee for Europe.
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WHO reform: progress and implications for the European Region
- 1. Dr Zsuzsanna Jakab Regional Director for Europe WHO reform: progress and implications for the European Region
- 2. WHO reform: progress and implications • Sixth consecutive report to the Regional Committee • Document EUR/RC66/21 • Key areas covered: – reform of WHO’s work in health emergency management – framework of engagement with non-State actors – governance reform following Open-ended Intergovernmental Meetings – managerial reform: • strengthening accountability • strategic budget space allocation • global mobility scheme
- 3. Reform of WHO’s work in health emergency management • WHA 69/30 – design, oversight, implementation plan and financing requirements adopted • All-hazards approach, one single programme, one clear line of authority, one workforce, one budget, one set of rules and one set of standard performance metrics • Emergencies Oversight and Advisory Committee
- 4. Framework of engagement with non-State actors • Adoption at WHA69, May 2016 • Implementation starts, June 2016 • Fully implemented over a period of two years, May 2018 European perspective • Renewed partnership strategy by 2017
- 5. Governance reform Decision WHA69(8) on governance reform - Forward-looking planning of the agenda for the World Health Assembly - Use of information technology for documentation - Senior management coordination and accountability - Alignment between Regional Committees and the Executive Board - Oversight function of the Regional Committees
- 6. Governance reform: European perspective • A “rolling” multi-year agenda for the Regional Committee • Strengthened oversight of the Standing Committee of the Regional Committee and increase in the membership from 9 to 12 members • Sunsetting resolutions • Revision of the nomination process for Regional Director • Transparency in nomination procedures for membership of the Executive Board and the Standing Committee
- 7. Managerial reform: European perspective Strengthening accountability • Timely follow-up and implementation of audit recommendations • Key administrative performance indicators linked to performance evaluation for directors and heads of WHO offices
- 8. Strategic budget space allocation Application of the same methodology for initial allocation of assessed contribution for implementation of biennial collaborative agreements Managerial reform: European perspective
- 9. Human resources reform: global mobility scheme - Active role in launching the new scheme - Provided 30% of positions advertised in the compendium - Close collaboration with the Staff Association Managerial reform: European perspective
- 10. Thank you
Editor's Notes
- This is my 6th report to the RC on progress in implementing the WHO Reform Agenda, including the implications for the European Region. The document in front of you gives an overview of development during the last 12 months since we last met, indicating progress under each of the key reform areas you see listed on this slide: Reform on WHO’s work in health emergency management Framework for engagement with non-State actors; Governance reform with the outcome of the open-ended intergovernmental meetings Managerial reform which include the strengthening of the accountability, the first application of the strategic budget space allocation and the start of the implementation of the global mobility scheme. Some issues will be presented more in depth by my colleagues, but let me give you the highlights.
- I start with the reform of the health emergency management. The Director-General provided a progress report to the 69th session of the WHA. The report received support from many Member States particularly those in the European Region. The 69th WHA adopted the report and its proposed plan for establishing a new programme for WHO’s work in emergencies, with a common structure across headquarter and the six regional offices. The new programme applies an all hazards approach across the whole risk management cycle and is based on the principles of a single programme, one clear line of authority, one workforce, one budget, one set of rules and processes, and one set of standard performance matrix. The new program expands WHO’s mandate with operational response during emergencies. Now this program is established. In the European region our structure, staffing and processes are fully aligned and now functional. We are committed to strengthen our emergency capacity to be better prepared for and respond to emergencies. The oversight and monitoring of the new program and its performance is ensured by the newly established Emergencies Oversight and Advisory Committee, appointed by the DG in March 2016 and had its first meeting last July. Yesterday in the preparatory meeting of the Regional Committee we gave you an insight into all these arrangements and you will hear more about the reform of WHO’s work in health emergencies on Wednesday, in the formal session of the RC on the continued discussion on the WHO reform - from Guenael Rodier and Nedret Emiroglu who will provide you with more details.
- Moving on to the FENSA I am pleased that the Framework for Engagement with Non-State Actors is adopted by the World Health Assembly this year. It has been a long and sometimes difficult negotation and I thank all Member States that have been actively involved in this for many years. The framework will strengthen our engagement in favour of public health objectives but protect WHO from any undue influence in order to preserve our integrity, independence and reputation. While FENSA came into force immediately, the challenge now is to implement the framework throughout the Organisation in a consistent way. We will have to work very close with many of our partners to make this happen during the next 2 years. The Regional Office has been actively involved and after my presentation, Leen Meulenbergs, WHO Representative to the EU and Executive Manager Strategic Partnerships, will give you more details soon. Now that the framework is adopted, I intend to prepare a renewed partnership strategy for the European Region to the next year’s Regional Committee.
- Building on the work of the Open –ended working group, the World Health Assembly in May adopted decision WHA69(8) which addresses some key elements of the governance reform.
- Over the past five years, the Regional Office for Europe has taken active role in governance reform. A few highlights include: A multi-year rolling agenda which gives an overview of upcoming strategic issues and facilitates preparatory work Strengthened oversight role of the SCRC and increase of the number of members from 9 to 12 to provide a better balance in representation (referred to as best practice in WHA decision 69/8) Regular review and sun-setting of the RC resolutions Revision of the nomination process for the Regional Director position Transparency in nomination procedures for membership of the Executive Board and SCRC Let me at this point draw your attention to the annexes of the document before us. The first annex provides you with on overview of reform initiatives in the European Region between 2010 and 2015. Annex 2 gives more detail on the implications of the recent decision for the European region.
- The European Region continues to have strong accountability framework and no tolerance for the culture of non-compliance to WHO rules and regulations. A separate report on accountability and compliance (document EUR/RC66/24) has been prepared, and Sussan Bassiri, our new Director of Administration, will give you more details soon.
- On the Strategic Budget Space Allocation, applying the methodology proved to be robust and applicable to the European context. To ensure the gradual implementation and avoid drastic deviations, the changes are limited to within 2% increase or decrease. The initial allocation was used for planning purposes and the final allocation would be based on actual implementation , emerging needs and other considerations, which also is in line with the strategic allocation of the flexible resources. The impact of application of the Strategic Budget Space allocation to the draft proposed programme budget 2018-2019 will be further elaborated on Wednesday.
- And finally on the Global Mobility Scheme: both management and staff played an active role. EURO provided about one-third of the positions advertised in the compendium (more than any other Major office). Management and the Staff Association had close collaboration for the first round and developed recommendations based on lessons learned for the next round, many of which being considered at the global level.