Global Health Strategy for 2025–2028 (Part Two)
Our world has fundamentally changed since the adoption of the Sustainable Development Goals.
Achieving the aim of this new Global Health Strategy in the face of climate change, demographic shifts, unprecedented migration, geopolitical realignments, an increase in “spillover events,” and rapid scientific and technological advancement—at a time when more people than ever require humanitarian assistance—demands a new level of international cooperation among health actors, stronger engagement with “health-participating sectors,” sustained political commitment, and strong national leadership.
This Global Health Strategy prioritizes joint action and partnership to generate impact.
The shared outcomes are driven by WHO’s Member States and identify the concrete results that will be achieved through the collective efforts of Member States, partners, key groups, and the WHO Secretariat in pursuit of each strategic objective.
“Corporate results” express the essential contributions and commitments of WHO.
GPW 14 includes three corporate results from WHO that reflect the overarching technical contributions of the Secretariat and play a key role in enabling the global health architecture to achieve the shared outcomes.
A fourth corporate result demonstrates WHO’s commitment to advancing reforms and ongoing transformation initiatives to build a stronger Organization, optimize performance, and increase its impact at the country level.
The first three WHO corporate results are aligned with the strategic shifts of GPW 13 and reflect WHO’s core functions in global health leadership and convening, normative and technical products, and differentiated country support. These functions—illustrated as WHO’s pathways to change in Figure 2 above—are the main tools through which WHO catalyzes, enables, and supports collective health action.
The fourth WHO corporate result includes the Organization’s commitment to ensuring more sustainable financing and more efficient management with robust oversight and accountability, as well as a motivated, diverse, empowered, and fit-for-purpose workforce. WHO will also establish a more predictable foundational presence in countries through major investments in strengthening its country offices and capacities.
Achieving the Full Impact of This Global Health Strategy
WHO occupies a unique role at the center of the global health architecture, facilitating, enabling, and ensuring the impact of this bold new strategy for global health and well-being.
“Achieving this objective requires fully funded, sustainable, and predictable financing of WHO’s 11.2-billion-dollar base budget for 2025–2028.”
This investment in WHO will ensure that by the end of 2028, the work of the Secretariat—together with Member States and partners—will enable:
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6 billion people to enjoy better health and well-being;
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5 billion people to benefit from universal health coverage without financial hardship; and
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7 billion people to be better protected against health emergencies.
By achieving these goals, the world can seize the opportunity of the 2025–2028 period to advance health equity, restore health-related SDG progress to the right trajectory, and “future-proof” health systems and societies, protecting them from the inevitable shocks and challenges of the post-SDG era.
Process for Developing This New Global Health Strategy
The consultations supporting the development of this Global Health Strategy were the broadest ever conducted for a WHO general programme of work.
The Strategy was developed through a rigorous and iterative 10-month process with WHO Member States; UN organizations and international health agencies (including the Global Fund to Fight AIDS, Tuberculosis and Malaria, and Gavi, the Vaccine Alliance); civil-society and youth groups; donors and philanthropic organizations; the private sector and industry associations in official relations with WHO; several regional multilateral development banks; the network of over 800 WHO Collaborating Centres; and the WHO workforce.
