Explore WHO leadership priorities and global health strategic goals. Learn about the six strategic objectives driving healthcare improvement worldwide.
Written by Laura Bouttell • Sat 10th January 2026
WHO leadership priorities centre on six strategic objectives established in the Fourteenth General Programme of Work (GPW 14) for 2025-2028: tackling climate-related health risks, preventing disease through action on health determinants, advancing primary health care and essential health system capacities, improving health service coverage and financial protection, and strengthening prevention, preparedness, and response to health emergencies—all anchored in WHO's constitutional commitment to gender equality, universality, and human rights. These priorities shape global health direction.
What are the World Health Organization's leadership priorities? This question matters because WHO's strategic direction influences health policy and practice across 194 member states. Understanding these priorities helps healthcare leaders align their work with global health goals, access relevant WHO resources, and contribute to worldwide health improvement efforts.
This guide examines WHO's leadership priorities, helping healthcare professionals understand the organisation's strategic agenda and its implications for health systems globally.
WHO's overarching direction.
"The Fourteenth General Programme of Work (GPW 14), adopted by Member States at the Seventy-seventh World Health Assembly, represents an ambitious new global health strategy for 2025–2028."
GPW 14 elements:
"It builds on the legacy of GPW 13, the lessons of the COVID-19 pandemic and progress to date in the WHO Transformation, and charts a course for advancing health and well-being in a turbulent world."
Foundation elements:
"The GPW 13 is linked to the triple billion targets at the centre of the health sector's contribution to the SDGs: One billion more people benefiting from universal health coverage, and one billion more people better protected from health emergencies."
Triple billion targets:
| Target | Focus |
|---|---|
| One billion | Universal health coverage |
| One billion | Health emergency protection |
| One billion | Better health and wellbeing |
Core priorities for 2025-2028.
Addressing environmental health challenges:
Climate priorities:
Acting on health determinants:
Prevention priorities:
"Advancing primary health care (PHC) and essential health system capacities to accelerate efforts toward universal health coverage (UHC)."
PHC priorities:
Improving health service delivery:
Coverage priorities:
"Strengthening prevention of, preparedness for, and response to health emergencies."
Emergency priorities:
Supporting implementation across objectives:
Enabler elements:
Leadership focus areas.
"Promoting, providing and protecting health are the three key priorities. The other two – powering and performing for health – are enablers of the first three."
Five priorities:
| Priority | Function |
|---|---|
| Promoting health | Prevention and wellness |
| Providing health | Service delivery |
| Protecting health | Security and safety |
| Powering health | Science and technology |
| Performing for health | Organisational effectiveness |
Health promotion priorities:
Promotion focus:
Service delivery priorities:
Provision focus:
Health security priorities:
Protection focus:
"Powering health means harnessing the power of science, research and development, data, digital technologies and partnerships."
Power enablers:
Organisational effectiveness:
Performance focus:
Building research capacity.
"For the first time in WHO's history, they established a Science Division dedicated to ensuring their work is underpinned by the best available science."
Science Division role:
Building R&D capacity:
R&D priorities:
"They have also established the WHO Academy, designed to be a lifelong learning ecosystem to train health and care workers, policy-makers, and WHO staff."
Academy purpose:
Delivering on priorities.
"This mission is supported by six strategic objectives formulated through one of the most consultative processes ever undertaken by WHO; 15 joint outcomes that define specific actions needed to implement GPW 14 by countries, WHO and partners."
Joint outcome structure:
"Four corporate outcomes that convey the specific contributions of the WHO Secretariat."
Corporate contributions:
"Six strategic objectives formulated through one of the most consultative processes ever undertaken by WHO."
Consultation elements:
The current landscape.
"Even before COVID-19, progress was off-course for the Sustainable Development Goals, and the pandemic has blown efforts further off-course. Only 12 percent of the 169 SDG targets are on track, progress on 50 percent of the targets is weak and insufficient, and progress has either stalled or reversed on more than 30 percent of the targets."
Progress statistics:
| Status | Percentage |
|---|---|
| On track | 12% |
| Weak/insufficient | 50% |
| Stalled/reversed | 30%+ |
Current challenges include:
Context factors:
Addressing the gaps:
Acceleration priorities:
Disease-specific directions.
"The WHO's Global Health Sector Strategies propose a common vision to end epidemics and advance universal health coverage, primary health care and health security in a world where all people have access to high-quality, evidence-based and people-centred health services."
Epidemic focus:
Shared goals across sectors:
Vision elements:
Connecting strategies:
Integration priorities:
Context-specific focus.
"Core priorities include addressing climate change, controlling epidemics, strengthening health systems, and improving health outcomes."
European focus:
African transformation agenda:
African focus:
Shared efforts:
Collaboration elements:
Applying priorities locally.
Connect local work to global priorities:
Alignment actions:
WHO resources available:
Resource types:
Engage with WHO initiatives:
Engagement pathways:
WHO's leadership priorities centre on six strategic objectives: tackling climate-related health risks, preventing disease through health determinant action, advancing primary health care, improving service coverage and financial protection, and strengthening health emergency prevention, preparedness, and response. These are anchored in gender equality, universality, and human rights commitments.
GPW 14 (Fourteenth General Programme of Work) is WHO's ambitious global health strategy for 2025-2028, adopted by Member States at the Seventy-seventh World Health Assembly. It builds on GPW 13 achievements, pandemic lessons, and WHO Transformation progress, establishing six strategic objectives and 15 joint outcomes.
The Triple Billion targets were the centrepiece of GPW 13: one billion more people benefiting from universal health coverage, one billion more people better protected from health emergencies, and one billion more people enjoying better health and wellbeing. These targets continue to influence WHO's strategic direction.
The Director-General's five priorities are: promoting health (prevention and wellness), providing health (service delivery), protecting health (security and safety), powering health (science, data, and technology), and performing for health (organisational effectiveness). The first three are core priorities; the last two are enablers.
WHO is addressing SDG progress gaps through GPW 14's strategic objectives, increased investment in health systems, strengthened partnerships, enhanced coordination across sectors, innovation adoption, and focused attention on equity. With only 12% of SDG targets on track, acceleration is a priority.
WHO's Global Health Sector Strategies propose a common vision to end epidemics (AIDS, viral hepatitis, STIs) by 2030 and advance universal health coverage, primary health care, and health security. They promote high-quality, evidence-based, and people-centred health services for all.
Healthcare leaders can align with WHO priorities by reviewing the six strategic objectives, mapping local initiatives to global goals, leveraging WHO resources and technical guidance, participating in WHO programmes, connecting with WHO country offices, and contributing to knowledge exchange and partnership initiatives.