Fighting COVID-19 in a transforming WHO
As knowledge about COVID-19 was emerging in January 2020, the fourth phase of WHO transformation - implementation and continuous improvement – had just begun. At that time, many of the foundations for change were in place: the major office structures
were aligned in the new, three-level operating model; the work was fully aligned with the new strategy (the Thirteenth General Programme of Work 2019–2023); new cultural norms had been agreed by all staff to guide the work and the transformation;
and new tools and measurement mechanisms were available to keep us focused and aligned on ensuring impact.
It was not known how fundamentally and immediately these foundations would be tested, as WHO mounted the largest, most comprehensive global health emergency response ever.
New capacities and structures established in the new operating model had to operate at scale immediately, rapidly validating the importance of these new functions, many of which have been critical in ensuring that WHO drives and supports the response to the global pandemic.
The new emergency preparedness functions positioned WHO to take clear leadership in global preparedness and readiness, especially in the world’s most vulnerable countries, as COVID-19 began to spread around the globe, and also to shape future global pandemic preparedness.
New normative functions established under the Chief Scientist enabled the establishment of a 48-hour, fast-track review mechanism to assure the quality of more than 800 WHO COVID-19 technical products in 2020.
New capacities in the area of digital health are helping to implement the Global Digital Health Strategy and ensure that the latest technologies are used to support the COVID-19 response.
Corporate communications and resource mobilization functions, which were consolidated in the headquarters operating model, enabled WHO to scale up its communications activities on COVID-19 immediately and massively and to conduct the most successful resource mobilization campaign in WHO’s history.
The transformed approach to partnerships has increased WHO’s ability to engage the global community in supporting the COVID-19 response. Through the Access to COVID-19 Tools (ACT) Accelerator and its vaccines pillar, COVAX, WHO has harnessed the potential of the international health development system and increased the engagement of the private sector and civil society to ensure equitable access to life-saving COVID-19 tests, treatments and vaccines globally.
Science and disease patterns are continually evolving, and we must evolve with them.
Dr Tedros Adhanom Ghebreyesus
WHO Director-General
Changes introduced during our transformation have also enabled focus and support for non-emergency, essential health services, in spite of the increased demands and operational and logistical challenges of the pandemic.
New measurement methods, enhanced capacity for data collection and delivery for impact kept WHO focused on the “triple billion” targets, including signalling where the work is “off track”. The new delivery stocktake mechanism is providing insight into where and how to prioritize work. This in turn is informing recovery planning, supported by the new primary health care programme and as part of the leadership and engagement with the Global Action Plan for Healthy Lives and Well-being for All (GAP) partnership.
Several early transformation initiatives, for example as part of WHO’s digital transformation, were crucial to ensuring the continuity of WHO’s business during the worldwide shift to remote working necessitated by COVID-19. They have also enabled staff to rapidly adopt new and innovative approaches to staying connected and to maintaining the continuity of technical support to Member States. Rapid digitalization of the ways of working has led to further consideration of the future of work within WHO, with Member States and through partners.
COVID-19 has shown that the transformation agenda is timely and crucial
The “agility” of WHO in the face of the COVID-19 crisis has highlighted the importance of accelerating those aspects of transformation that will make WHO more responsive and better connected across its three levels. WHO’s transformation is well under way. Many important milestones have been reached and many important lessons have been learnt, proving that WHO can change and that the changes being introduced are taking WHO in the right direction.
The COVID-19 pandemic is a powerful proof that the transformation must also include the capacity to drive a programme of continuous improvement to stay “ahead of the curve” and, in doing so, provide the best possible service to Member States.
In the future, it will be important to consider the recommendations and insights from relevant external evaluations, in particular that of the WHO transformation and the Independent Panel for Pandemic Preparedness and Response, as these will provide invaluable insights for optimizing our transformation and its impact on the health of people everywhere.