Data / Partner portfolio / UN agencies' core resources / World Health Organization
Organizational performance enhanced through the WHO-wide transformation agenda
Published title: Cultural change fostered and organizational performance enhanced through coordination of the WHO-wide transformation agenda
US$ millions unless stated. Haitian fiscal year, October to September. FY2026-27 began October 1, 2026.
Description
As the Organization shifts its strategic focus towards country impact, it will focus on empowering country offices, including leadership in country offices and establishing a core predictable country presence in every country. In line with GPW13?s differentiated approach WHO?s support to countries, the Secretariat will establish capacities in its country offices that are tailor-fit to the purpose of WHO?s support implementation and operations at the country level. The Secretariat will commit to guaranteeing core capacities in country offices that the Organization to function as a strategic partner, technical assurance provider, policy adviser, operations coordinator or service provider whatever is needed at a certain time at the country level. The above will be accompanied by empowering country offices not only through
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establishing needed capacities but also placing the most suitable and strong leadership in every country, and ways of working that demonstrate better effectiveness, efficiency, accountability and transparency. This will require greater delegation of authority for country offices to bring decision-making closer on the ground human resources, financing and operations. The Secretariat will implement changes that ensure WHO operates better as one Organization, reducing duplication, fragmentation in all of its processes and how it delivers its work at all levels and towards driving impact in every country. With the foundation established through the core predictable country presence model, the Secretariat will work towards bringing the right capacities from all levels of the Organization, and from other stakeholders, including United Nations and bilateral partners and collaborating centres, to support its work. The Secretariat will work towards turning its culture from countries at the bottom to country offices first in strengthening its three-level operating model, including communications, decision-making, resource allocation and managing the mobility of its workforce. The Secretariat will introduce changes that enable the Organization to be agile in more concrete terms, enabling staff from different organizational groups to work more easily and coalesce around delivering certain tasks. The Secretariat will establish a better monitoring system, beyond staff surveys, to demonstrate the impact of its transformation initiatives and action plan.
- Sector
- Health
- Stage
- Closed since December 31, 2025
- Approval
- January 1, 2024
- Closing
- December 31, 2025
- Disbursed as of
- Not reported
- Implementing agency
- Not reported
- Effectiveness
- Not reported
- Departments
- Ouest
- Last transaction
- January 1, 2024
- Operation ID
- core:IATI:XM-DAC-928-HT-2024-25-04.002.AM01.HTI05
Financing
Table 1.Position at the data date by source (stocks), US$ millions
| This page | Source | |
|---|---|---|
| Commitment | Not reported | |
| Disbursed | Not reported | |
| UndisbursedThe balance each partner reports as not yet disbursed, summed only when every operation in scope reports it. | Not reported | |
| Total cost | Not reported |
IATI amounts. Approved: The commitments the partner reports, converted to US$. Disbursed to date: The disbursements (IATI transaction type 3, funds paid to another organization) and expenditure (type 4, funds spent by the publisher) the partner reports, converted to US$. Undisbursed: The undisbursed balance the record gives, where the partner reports one, in US$. Amounts by source
Changes to the operationnot reported
- Original closing date
- Not reported
- Closing date extensions
- Not reported
- Restructurings
- Not reported
- Emergency component
- Not reported
New commitments and disbursements by fiscal year
Table 2.New commitments and disbursements by fiscal year (flows), US$ millions
| FY2023-24US$ millions | |
|---|---|
| New commitments | 0.1 |
| Disbursements | Not reported |
| Cumulative disbursements | Not reported |
Records and documents
Transactions1 transaction, January 1, 2024
Table 3.Transactions, US$ millions
| Date | Measure | AmountUS$ millions | Source | Method |
|---|---|---|---|---|
| January 1, 2024 | Commitment | 0.1 | IATI | incoming funds reported by the agency, provider as filed; country share applied |
Terms5 of 6 reported
- Finance type
- 110 Standard grant
- Flow type
- 10 Official development assistance
- Aid type
- B03 Contributions to specific-purpose programs and funds managed by implementing partners
- Tied status
- 5 Untied
- Collaboration type
- 4 Multilateral outflows
- Humanitarian
- Not reported
Locations1 department
| Departments | Ouest |
| Places named by the source | Not reported |
| Places with coordinates | 0 |
Partner documents
No document is listed for this operation.
Sources
- IATI record (d-portal): terms of use set by the publisher
Data as of October 21, 2026
| Source | Accessed on |
|---|---|
| IATI | October 21, 2026 |
Cite this page
HaitiDocs. Organizational performance enhanced through the WHO-wide transformation agenda. Partner portfolio, data as of October 21, 2026. https://www.haitidocs.org/portfolio/projects/UNFUND%3Acore%3AIATI%3AXM-DAC-928-HT-2024-25-04.002.AM01.HTI05