Pan American Health Organization World Health Organization

Constitution of WHO

United Nations, that the following principles are basic to the happiness, :

Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.

The enjoyment of the highest attainable standard of health is one of the fundamental rights of every human being without distinction of race, religion, political belief, economic or social condition.

The health of all peoples is fundamental to the attainment of peace and security and is dependent upon the fullest co-operation of individuals and States.

The achievement of any State in the promotion and protection of health is of value to all.

Unequal development in different countries in the promotion of health and control of disease, especially communicable disease, is a common danger.

Healthy development of the child is of basic importance; the ability to live harmoniously in a changing total environment is essential to such development.

The extension to all peoples of the benefits of medical, psychological and related knowledge is essential to the fullest attainment of health.

Informed opinion and active co-operation on the part of the public are of the utmost importance in the improvement of the health of the people.

Governments have a responsibility for the health of their peoples which can be fulfilled only by the provision of adequate health and social measures.

Objective of WHO

The objective of the World Health Organization (hereinafter called the Organization) shall be the attainment by all peoples of the highest possible level of health.

Budget $854,000,000

NIH Budget

$27,000,000,000

WHO Secretariat Staffing 3,200 in Geneva, and world wide

8,000 in CDC

Regional Office for Africa (AFRO)

Cite du Djoue P.O.Box 06 Brazzaville, Congo Telephone: +(1-321) 95 39 100 / +242 839100

Regional Office for the Americas / Pan American Health Organization (AMRO/PAHO)

525, 23rd Street, N.W.

Washington, DC 20037 U.S.A.

Regional Office for the Eastern Mediterranean (EMRO)

WHO Post Office Abdul Razzak Al Sanhouri Street, (opposite Children's Library) Nasr City, Cairo 11371 EGYPT

Regional Office for Europe (EURO)

8, Scherfigsvej DK-2100 Copenhagen 0, Denmark

Regional Office for South-East Asia (SEARO)

World Health House, Indraprastha Estate Mahatma Gandhi Road New Delhi 110002 India

Regional Office for the Western Pacific (WPRO)

P.O. Box 2932 1000 Manila Philippines

Global summary of the HIV and AIDS epidemic, December 2005

Number of people living with HIV in 2005 million) Total 40.3 million (36.7 – 45.3

million) (16.2 – 19.3 million) Adults 38.0 million (34.5 – 42.6 Women 17.5 million Children under 15 years 2.3 million (2.1 – 2.8 million)

People newly infected with HIV in 2005 million) Total 4.9 million (4.3 – 6.6

Adults 4.2 million (3.6 – 5.8 million) Children under 15 years 700 000 (630 000 – 820 000)

information.

Total 3.1 million (2.8 – 3.6 million)

Adults 2.6 million (2.3 – 2.9

AIDs

Number of people living with HIV in 2005 Total million) 40.3 million (36.7 – 45.3

World Diabetes Problem



30,000,000



177,000,000



300,000,000 1985 2000 2025

Non-Communicable Diseases Communicable Diseases Goyka Roglic Diabetes 230 AIDs

Smallpox, from recorded history until 1978: a lesson in cost effectiveness

    

Smallpox Eradication: confirmation of the paradigm

Cost in Lives in 1967:

Over 1.5 million

Annual cost of smallpox to the World, 1967:

US$ 1,400 million

Cost of eradication (1967-1979)

US$ 300 million

1967 cost for vaccination in US alone:

US$ 92.8 million

 9 deaths  4 permanent disabilities

USA saves equivalent of its investment in WHO smallpox eradication programme every 26 days

Leading causes of mortality, 2000 Total = 53.9 million

Low-income nations (South-East Asia & Africa) 6% 2% 1% 11% 45% Premature mortality (worldwide, 0 –44 years) 10% 3% 2% 19% 48% 35% Infectious Perinatal 18% Non-communicable Maternal Injuries Nutritional

Leading infectious causes of mortality, 2000 estimates

3.5

3.5

< 5 years old > 5 years old 3.0

2.7

2.2

2.5

2.0

1.7

1.5

1.0

1.1

0.9

0.5

0 ARI AIDS Diarrhoea TB Malaria Measles

Leading infectious causes of mortality, 2000 estimates: the need to broaden the paradigm

3.5

3.5

< 5 years old > 5 years old 3.0

2.7

2.2

2.5

1.7

2.0

1.7

1.5

1.1

0.9

1.0

0.5

0 ARI AIDS Diarrhoea Smallpox TB Malaria Measles

Obstacles to economic development: malaria, tuberculosis and AIDS

  Malaria  GDP in sub-Saharan Africa would be US$ 100 billion greater if malaria had been eliminated 35 years ago Tuberculosis  3 –4 months lost work time with 20%–30% lost household income; 15% greater health expenditure  HIV/AIDS  GDP projected to, drop by up to 8% in sub-Saharan Africa by 2010, and by more than 20% by 2020

The malaria challenge

2.0

1.0

0 1950 1970 World Africa

(R.Carter,1999)



Effective evidence-based interventions: Malaria

Reduce exposure to mosquitoes 

insecticide-treated bednets with priority for children under five and pregnant women

 

vector control through spraying decrease of breeding sites in environment

 Prompt diagnosis and effective treatment 

presumptive diagnosis in febrile children under five



treatment with most appropriate therapy, switching to combined therapy as resistance thresholds are passed

 Intermittent preventive therapy (IPT) in pregnancy

Source: WHO

Health research budget worldwide: 90–10 gap

“Less than 10% of the US$ 73 billion spent annually on health research is directed at 90% of the world health problems.”

10% health research by both public and private sectors devoted to health problems in developing countries OF WHICH 2% is devoted to AIDS, TB, malaria, ARI, diarrhoeal diseases

Global Forum for Health Research: Initiative on public-private partnerships for health

Smallpox eradication, 1967–1978: a window of opportunity

Smallpox vaccine; an imperfect tool but strong justification

1967 vaccination incidents in US

• •

alone: 9 deaths 4 permanent disabilities

The public health challenge in controlling AIDS, tuberculosis and malaria

Continue to broaden the resource base for infectious disease control before anti microbial resistance closes the windows of opportunity; and rectify the 90/10 gap in research to ensure the necessary new drugs and vaccines

Dr Gro Harlem Brundtland Previous Director General

Bruntland Strategic Approaches for WHO

Reducing excess mortality, morbidity and disability, especially in poor and marginalized populations Promoting healthy lifestyles and reducing risk factors to human health that arise from environmental, economic, social and behavioural causes Developing health systems that equitably improve health outcomes, respond to people's legitimate demands, and are financially fair Framing an enabling policy and creating an institutional environment for the health sector, and promoting an effective health dimension to policy

Dr Jong-Wook Lee Current Director General Elect

Candidates

Dr Julio Frenk, Mexico Dr Jong Wook Lee, Republic of Korea Dr Pascoal Manuel Mocumbi, Mozambique Dr Peter Piot, Belgium Professor Ismail Sallam, Egypt

Who are we & what do we do?

WHO Strategic Directions

The Corporate Strategy focuses WHO’s work on four interrelated strategic directions.

Strategic Direction 1:

reducing excess mortality, morbidity and disability.

Strategic Direction 2:

promoting healthy lifestyles and reducing risk factors to human health.

Strategic Direction 3:

developing health systems that equitably improve health outcomes, respond to people’s legitimate demands, and are financially fair.

Strategic Direction 4:

framing an enabling policy and creating an institutional environment for the health sector, and promoting an effective health dimension to social, economic, environmental and development policy.

WHO Core Functions

In carrying out its activities WHO focuses on the following six core functions: Articulating consistent, ethical and evidence-based

policy

and advocacy positions;

Managing information

by assessing trends and comparing performance; setting the agenda for, and stimulating, research and development; Catalysing change through

technical support

and

policy

, in ways that stimulate cooperation and action and help to build sustainable national and intercountry capacity; Negotiating and sustaining national and global

partnerships;

Setting, validating, monitoring and pursuing the proper implementation of

norms

and

standards

Stimulating the development and testing of new

technologies

, tools and guidelines. ;

What are we looking for?

Recruitment at WHO The people we are looking for should…

Demonstrate a high level of technical knowledge. Be motivated and have a strong commitment to the policies and programmes of WHO. Possess good analytical skills and a keen interest in and an understanding of policy issues especially in the area of public health. Be able to work well in a multicultural team. Have working experience at national and/or international level, preferably in public health. Be proficient in at least one of the official languages of the Organization (Arabic, Chinese, English, French, Russian and Spanish) and have a working knowledge of a second. Additional languages are an asset.

Recruitment Principles

"The paramount consideration in the appointment, transfer or promotion of the staff shall be the necessity of securing the highest standards of efficiency, competence and integrity. Due regard shall be paid to the importance of recruiting and maintaining the staff on as wide a geographical basis as possible." - (WHO Staff Regulation 4.2) We do not discriminate on any ground (race, creed or sex). We are committed to promoting diversity in our workforce. We aim to achieve a broad representation of member country nationals and improve gender balance. We strive to provide an environment where the contribution of each individual is valued. Selection of staff is normally made on a competitive basis.

Who are our staff?

Employment Profiles at WHO

WHO recruits staff on fixed-term or temporary contracts. Staff are grouped into two broad streams – Professional or General Service staff.

Professional Staff

Applicants are normally required to have a university degree as well as a relevant postgraduate specialization, experience at national and/or international level in the required field of public health and development issues. Generally, we seek applications from candidates in the following fields: Health related : medical officers;

epidemiologists

;

public health specialists

; related paramedical fields; environmental health specialists; health scientists; statisticians; health economists; policy analysts. Non health-related: finance; human resources; informatics; legal; general administration. Often, the professional technical staff act as advisers in public health to Member states. Candidates should therefore normally have substantial training and experience in this field before they can be considered for an assignment. Because of WHO's particular needs and the keen competition, we are able to offer appointments only to very few applicants. Applications are carefully considered against current and projected vacancies.

What do we offer?

Types of Contracts on Recruitment Fixed term Appointments

A fixed-term appointment is a time-limited appointment for one year or more. The initial contract may be for a period of up to a maximum of two years. The first year is probationary. Any extension is subject to the continued need for the function, availability of funding and satisfactory performance.

View conditions of employment for fixed-term appointments (The information provided is intended for use as a guide only.)

Temporary Appointment

A temporary appointment is an appointment for a period not exceeding 11 months. Any extension of new contract is subject to the continued need for the function, availability of funding and satisfactory performance. Contracts may be offered for up to a maximum of 44 months total in 4 years. View conditions of employment for temporary appointments (The information provided is intended for use as a guide only.)

WHO Collaborating Centre

What is a WHO collaborating centre ? A WHO collaborating centre is a Organization to form part of an international collaborative network carrying out activities in support of WHO’s mandate for international health work and its programme priorities. An entire institution, or a department or laboratory within an institution, or a group of facilities for reference, research or training belonging to different institutions, may be designated as a "WHO collaborating centre". When a WHO collaborating centre that centre in relation to WHO. The use of the title, logo and official to matters directly related to WHO collaborative activities.

Role of WHO collaborating centres

strategic role in helping the Organization meet two major needs: 1 they contribute to implementing WHO’s programme priorities, in close headquarters; regions.

2

WHO collaborating centres play a they strengthen institutional capacity in countries and

WHO Project

 WHO Multinational Project for Childhood Diabetes (

WHO DIA

betes

MOND

iale)  WHO DiaMond Project

WHO Definition of Health

Health is a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.

 The correct bibliographic citation for the definition is: Preamble to the Constitution of the World Health Organization as adopted by the International Health Conference, New York, 19-22 June, 1946; signed on 22 July 1946 by the representatives of 61 States (Official Records of the World Health organization, no. 2, p. 100) and entered into force on 7 April 1948 .

WHO Division of Non-Communicable Diseases Objective:

To reduce the incidence of NCDs and promote positive health and well-being, with particular focus on developing countries.

What is the WHO global strategy on diet, physical activity and health?

Member States at the May 2002 World Health Assembly mandated WHO to formulate a Global Strategy on Diet, Physical Activity and Health. World Health Assembly Resolution 55.23

.

The

Global Strategy Process Document

details the process, the timeline and the parties involved in developing the global strategy.

The process for developing the strategy includes:

Phase I

Finalization of the expert consultation report on Diet, Nutrition and the Prevention of Chronic Disease

Phase II

Process for stakeholder consultation on the WHO Global Strategy on Diet, Physical Activity and Health Track 1 - Regional Consultations with Member States Track 2 - UN agency consultation Track 3 - Consultation with civil society organizations Track 4 - Consultation with the private sector Track 5 - Virtual public consultation

Phase III

Drafting of the global strategy for the WHO Executive Board by February 2003, and presentation to World Health Assembly in May 2004.

http://www.who.int/chp/chronic_disease_report/part4.pdf

What is the Power of WHO?



It’s name



Leveraging

PAHO: Total budget = $264,773,000 Executive Direction Governance Country Support Intersectorial Action Health Information Universal access Disease Control Family Health Admin.

Purposes of PAHO

Constitution of the Pan American Health Organization The fundamental purposes of the Pan American Health Organization shall be to promote and coordinate efforts of the countries of the Western Hemisphere to combat disease, lengthen life, and promote the physical and mental health of the people

Chronology of Important Events in the History of PAHO

1880- 5 th International Sanitary Conference, Washington, D.C.

1893-U.S. strengthens quarantine Laws 1902-International Sanitary Bureau (ISB) formed by 2 nd International Conference of American States -Birth of Pan American Health Organization 1923-ISB renamed Pan American Sanitary Bureau (PASB) 1946-Establishment/Birth of World Health Organization (WHO) 1949- PASB also becomes the Regional Office of WHO for the Americans (AMRO) 1958-Pan American Sanitary Organization of 1947 renamed Pan American Health Organization

UN SYSTEM Regional office Of WHO PAHO Inter-American System Special Organization Of OAS

Origins of PAHO Pan American Sanitary Conference The Directing Council The Executive Committee The Pan American Sanitary Bureau

Membership of Governing Bodies

Pan American Sanitary Conference All Member Governments Directing Council All Member Governments Executive Committee Nine Member Governments

Functions of the PAHO Executive Committee

Analyze documentation for the council or the Prepare corresponding draft resolutions Propose agendas and dates for the meetings of the Council or the Conference Report to the Council/Conference on its activities and those of its subcommittees Review and approve administrative and personal policies

Subcommittees of the Executive Committee Planning and Programming Women, Health and Development PAHO Award for Administration Inter-American Nongovernmental Organizations

Functions of the Pan American Sanitary Conference

(cont.) the Conference or the Receive the Quadrennial Report of Report annually to the Council or Conference Maintain records and prepare final report for each accounting period Create organizational structure to carry out the authorization program of health activities Prepare provisional agenda for the Council, the Conference and the Executive Committee Establish financial rules and procedures

Functions of the Director of the Pan American Health Organization

Serve as CEO of the Bureau Serve as Secretary ex officio of the Directing Council and Executive Committee Prepare program and budget for consideration by the Directing Council and Executive Committee Convene Special meetings of the Executive Committee as necessary Appoint technical commissions as authorized by the conference or the Council Accept and administer donations and requests to the Organization

Functions of the PAHO/WHO representative

Implement the PAHO/WHO Program of Technical Establish and maintain close contact with the highest levels of the national administration Provide the government with information concerning PAHO/WHO polices and resolutions of the Governing Bodies of PAHO and WHO Encourage the government in implementing health-for policies and strategies Support the government in the planning and management of national health programs Collaboration with the government in identifying national

Functions of the Directing Council

Define policies, specific strategies, and program activities Approve the Organization’s Program Budget every two years.