Mandatory

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Applies specialist and detailed technical
expertise; develops job knowledge and
expertise (theoretical and practical)
through continual professional
development; demonstrates an
understanding of different clusters and
functional areas.
Technical expertise
Task oriented
Demonstrates the required skills
in relevant/required work area
and ability to carry out work
independently.
Process-operations
oriented
Demonstrates good skills and
relevant knowledge of needs
and priorities in own area (e.g.,
possesses sound knowledge at
country level).
Policy/implementation-
oriented
Demonstrates technical knowledge
and expertise; can provide solutions
and answer technical queries from
others.
Strategic orientation/
vision
Demonstrates detailed and
comprehensive expertise in own area
and is recognized as a reference expert
across the Organization; maintains a
comprehensive wealth of knowledge
of related external issues.

Seeks to acquire new skills in area
of work.
Demonstrates a good
understanding of the different
functional areas of the
Organization and provides
assistance to achieve deliverables
linked to its specialized technical
work .
Self-awareness and self-management; Maintains integrity and takes a clear ethical approach and stance; demonstrates commitment to the Organizations mandate and promotes the values
attitude at
Overall
Demonstrates engagement
and ensures own skills and
knowledge are continuously
updated.
Transfers skills and knowledge
to others and ensures
objectives are met; mentors
colleagues to achieve results.
Develops own technical skills and
knowledge by proactively seeking
new opportunities to engage
in continual professional and
technical development.
Transfers knowledge and expertise
openly and freely, providing
guidance, coaching and advice on
technical areas.
Engages in management and technical
symposiums and events, seeking to
advance own and the Organizations
current and future vision. Is engaged
in cutting-edge research and
development activities.
Demonstrates expertise in establishing
best practices and strategies in
technical work in order to position the
Organization.

ethics, integrity. of the Organization in daily work and behaviour; is accountable for work carried out in line with own role and responsibilities; is respectful towards,
work

and trusted by, colleagues and counterparts.

continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency
behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name
NOA, NOB NOB, NOC, NOD
Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Develops and Collaborate and Demonstrates team spirit and Works collaboratively Creates team spirit; promotes Advocates for collaboration across
promotes effective cooperate with actively participates in the work with team members and collaboration and open the Organization. Creates and
relationships with others. of the team; is supportive towards counterparts to achieve results; communication in the team; encourages a climate of team-
colleagues and colleagues. encourages cooperation and proactively supports others; working and collaboration across the
team members. builds a rapport; helps others welcomes team responsibilities Organization; sees cooperation as a
Deals when asked; accepts joint and drives team results; promotes key Organizational priority and creates
constructively with responsibility for the teams knowledge sharing in the team. collaborative systems and processes to
conflicts. successes and shortcomings. achieve Organizational goals.
Teamwork

Deal effectively Does not generate or initiate
with conflict. conflict; shows a willingness
to settle conflicts and
undertake actions to address
misunderstandings in a
professional and productive way.
Respecting and promoting
Identifies conflicts in a timely
manner and addresses them
as necessary; understands
issues from the perspective
of others; does not interpret/
attribute conflicts to cultural,
geographical or gender issues.
Proactively identifies conflicts
and facilitates their resolution
in a respectful manner; tactfully
resolves conflicts between or
with others and takes action
to reduce any possible tension;
effectively builds a rapport with
individuals and teams, establishing
good personal and professional
relationships, as well as minimizing
risk of potential conflict.
Actively identifies and tackles
disagreements between internal
and external counterparts that
compromise the Organizations
goals and mandate; diplomatically
facilitates the resolution of conflicts
between others and ensures strategic
partnerships with a range of key
stakeholders; maintains and extends
an effective collaborative network
of individuals inside and outside the
Organization.

Demonstrates Relate well Treats all people with dignity and respect. Relates well to people with different cultures, gender, orientations, backgrounds and/or positions; examines
individual and cultural

ability to work to diversity own behaviour to avoid stereotypical responses; considers issues from the perspective of others and values their diversity.
constructively in others and
differences

with people capitalize on

with different such diversity
backgrounds
and orientations.
Respects differences
and ensures that all
can contribute.

continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Expresses Express oneself Clarifies quality and quantity Quality and quantity of Foresees communication needs Articulates the Organizations
oneself clearly in clearly when needed in achieving set objectives communication targeted at of audience and targets message strategic objectives when formulating
conversation and speaking. with supervisor and immediate audience. accordingly. and delivering information
interaction with colleagues. and presentations, and adapts
others; actively presentation methodology to address
listens. the needs of different audiences.
Produces
effective written Listen. Listens attentively and does not interrupt other speakers. Facilitates open communication; Establishes a safe environment for
communications. encourages others to share their others to express their views and
Ensures that views openly and takes time to takes those views into consideration
information is understand and consider their in decision making as needed. Is
shared. views. aware of cultural differences and uses
culturally appropriate non-verbal
communication.
Communication

Write effectively. Produces simple and clear
written messages with few, if any,
grammatical and spelling errors
(e.g., e-mails, memos, letters,
correspondence).
Share Keeps others informed of key
knowledge. and relevant issues; requests and
supplies appropriate information
as necessary.
Adapts communication style
and written content to ensure
they are appropriately and
accurately understood by the
audience (e.g., power-point
presentations, communication
strategies, implementation
plans).
Shares information openly
with colleagues and transfers
knowledge, as needed.
Writes down ideas in a clear,
structured, logical and credible
way; drafts and supports the
development of guidelines, policies
and procedures.
Shares relevant information
openly and ensures that the
shared information is understood;
considers knowledge sharing as a
constructive working method and
demonstrates awareness of the
Organization.
Supervises (or oversees) and
coordinates the development of
guidelines, policies and strategies;
ensures the Organizations strategic
objectives are well reflected through
written communication and provides
quality control for written documents.
Shares decisions and directives
of senior management and
communicates them in a manner
that ensures both understanding
and acceptance; shares knowledge
and best practice at the three
Organizational levels (country, regional
and global), as necessary.

continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Guides and Provide N/A Manages individual and teams Manages individual and group Oversees and provides teams and
motivates staff direction. projects and ensures that roles, projects and ensures that roles, departments with clear managerial
towards meeting responsibilities and reporting responsibilities and reporting lines directions which are translated from
Creating an empowering and motivating environment*

challenges lines are clearly defined, are clearly defined, understood Organizational strategy.
and achieving understood and accepted. and accepted; delegates work
objectives. appropriately to achieve best
Promotes results.
ownership and
responsibility for
desired outcomes at
*Only for Supervisors

all levels.
Support, Focuses on carrying out own
motivate and managerial responsibilities,
empower others. applying situational
management style appropriate
to the circumstances; provides
staff with regular feedback,
recognizes good performance
and addresses performance
issues.
Encourages and motivates
colleagues/staff to achieve
individual and teams
objectives; shows confidence
in staff where necessary and
encourages initiative.
Encourages others to take
responsibility for their performance;
promotes ownership, responsibility
and accountability for desired
results at all levels.
Acknowledges own performance in
achieving objectives, and motivates
staff to continuously develop their
potential in order to achieve set
goals and objectives.
Builds a performance culture in the
Organization; contributes to setting
Organizational performance goals and
standards; monitors Organizational
performance against milestones and
strategic goals; identifies and nurtures
talent as appropriate.
Promotes autonomy and
empowerment throughout the
Organization; inspires enthusiasm and
a positive attitude in people towards
their work and contribution to the
Organizations success.

continues ...
Core Competencies

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation-oriented Strategic orientation/
oriented vision
Manages ambiguity Remain productive. Stays productive when given new Remains productive even Remains objective and focused even in Maintains exemplary levels of work
and pressure in a directions and remains focused in an environment where a changing and moving environment; even in crisis situations; maintains
self-reflective and despite competing demands. information or direction continues to display positive behaviour a high level of morale when facing
constructive way. is not available, and when when facing some constraints; keeps challenges in achieving own and
Uses criticism as a facing challenges; recovers challenges in perspective. teams work; demonstrates to others
developmental quickly from setbacks, where that constraints and challenges can
opportunity. Seeks necessary. be overcome.
opportunities for
continuous learning Manages stress. Manages stress positively; Manages stress positively; Effectively controls own emotions, Channels emotions in a positive
and professional remains positive and productive, remains positive and avoiding displaying them and helpful manner, even in highly
growth. even under pressure and/or in productive even under inappropriately; continues to show challenging settings; maintains
challenging circumstances. pressure; does not transfer positive attitude when producing exemplary levels of work even
stress to others. individual results, as well as under intense pressure; continues to
Knowing and Managing Yourself

supporting teams work; continues provide guidance and direction to

Invite feedback. Seeks clarification as necessary
and is open to constructive
feedback.
Continuously learn. Identifies areas for acquiring new
knowledge and learns new tasks
relevant to job.
Seeks feedback to
improve knowledge and
performance; shows self-
awareness when seeking
and receiving feedback; uses
feedback to improve own
performance.
Seeks informal and/or formal
learning opportunities for
personal and professional
development; systematically
learns new competencies
and skills useful for job;
takes advantage of learning
opportunities to fill
competencies and skill gaps.
to be collaborative with others,
even in stressful and challenging
circumstances.
Sees feedback as a key element
in personal and professional
development; displays a high level of
self-awareness in response to positive
and negative feedback; accepts
negative feedback positively, moving
forward quickly and constructively.
Seeks all relevant information
for decision making from a wide
range of sources; quickly learns
new competencies and skills that
expand role capability; shows rapid
understanding of new and/or complex
information relevant to job.
own team, including in stressful and
challenging circumstances.
Welcomes feedback as an
opportunity for personal and
Organizational development; uses
criticism to increase self-awareness
and improve self-image; accepts
negative feedback as an opportunity
to build capacity in successfully
achieving own and teams goals.
Manages sustained in-depth
investigations and research,
obtaining obscure information in
order to advance own and teams
work; effectively and rapidly
optimizes use of new information and
expert techniques that significantly
extend role capability; rapidly
acquires new and/or highly complex
information which is strategic to job
and Organization.

continues ...
... continued
Competency definitions and Level 1
Competency
behavioural indicators G2, G3, G4
name
Task oriented
Produces and delivers Work efficiently Prioritizes work and makes
quality results. Is and planning/Organizational
action oriented and independently. adjustments as necessary; seeks
committed to achieving clarification from supervisor on
outcomes. timelines, as needed.
Uses feedback and inputs from
supervisor to achieve results.
Deliver quality Produces quality results and
results. has frequent discussions with
supervisor to achieve results.
Is action-oriented and sees tasks
through to completion.
Producing Results
Shows understanding of own role
and responsibilities in relation to
expected results.
Take responsibility. Solicits and accepts direction
and guidance from supervisor
and team members and takes
responsibility for own work and
actions, as appropriate.
Shows commitment and
engagement when completing
tasks.
Takes responsibility for errors
and learns from experience, as
appropriate.
Level 2
G5, P1, P2,
NOA, NOB
Process-operations
oriented
Prioritizes work, monitors
own progress against
objectives and adapts plans
as required; communicates
adjustments as necessary.
Acts proactively and
stimulates action as needed;
handles problems effectively
and constructively.
Produces high-quality results
and workable solutions that
meet clients needs.
Works independently to
produce new results and sets
own time lines effectively
and efficiently.
Shows awareness of own role and clarifies roles of team members in
relation to projects expected results.
Makes proposals for
improving processes
as required and takes
responsibility for own work
and/or actions, as necessary.
Demonstrates positive
attitude in working on new
projects and initiatives.
Demonstrates accountability
for own success, as well
as for errors; learns from
experience.
Level 3
G6, G7, P3, P4,
NOB, NOC, NOD
Policy/implementation-oriented
Monitors own and others work in a
systematic and effective way, ensuring
required resources and outputs.
Aligns projects with Organizations
mission and objectives. Consistently
solves own and teams problems
effectively as needed.
Challenges self and team to deliver
high quality results, in line with
Organizational goals.
Welcomes challenges to produce new
results.
Consults counterparts as required
and takes responsibility for work of
own team. Demonstrates a good
understanding of the impact of teams
and own work on external and internal
counterparts.
Proactively engages in projects and
initiatives, accepting demanding goals,
in line with Organizational Strategies
and Programme of Work.
Demonstrates accountability for work
of team and sets an example, while
explicitly articulating lessons learnt for
own and teams benefit.
Level 4
P5 and above
Strategic orientation/
vision
Benchmarks Organizational standards
and best practices against internal/
external key performance indicators
to ensure quality and productivity.
Manages and effectively oversees
teams and/or departments projects
to ensure best practice and impact at
the Organizational level.
Tailors Organizational targets to meet
changing demands in the global
health environment.
Positions self and team to meet new
challenges and demanding goals, in
line with Organizational strategies
and Programme of Work.
Acts as a role model for team and
identifies potential when assigning
roles to team members in order to
successfully achieve expected results.
Engages stakeholders as necessary
and takes responsibility for work of
own department/cluster.
Constantly seeks developmental
opportunities, inspiring others
to achieve and exceed goals and
expectations.
Demonstrates accountability for work
of department/cluster and promotes
best practice, while learning from
experience; articulates lessons learnt
for the benefit of the Organization.
continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation-oriented Strategic orientation/
oriented vision
Is open to, and Propose change. Seeks new ways of working Suggests and articulates Actively supports Organizational Designs and oversees change
Moving forward in a changing environment

proposes, new to meet challenges posed by effective and efficient change initiatives and demonstrates management initiatives to ensure
approaches and ideas. changing environment and offers proposals for change personal commitment to them, Organizational innovation as needed
Adapts and responds them for consideration by the as needed when new including when faced with new and responds to resource needs.
positively to team and supervisor. circumstances arise. demands; proposes workable solutions
change. to challenging situations.
Adapt to change. Is positive and open to new Quickly and effectively Engages in positive responses to a Takes a leadership role in
effective and efficient ways of adapts own work approach changing environment and promotes Organizational change management
working. in response to new demands workable solutions to achieve own and initiatives; facilitates Organizational
and changing priorities. teams results. responses to them.
Demonstrates necessary flexibility Is open to new ideas, Welcomes, and actively seeks to apply, Introduces new ideas and strategic
and provides inputs to improve approaches and working new ideas, approaches and working directions to improve Organizational
own ways of working, as needed. methods; adjusts own methods and technologies in order results; considers change initiatives
approach to embrace change to improve own and/or teams work as opportunities for improvement, as
initiatives. processes and results; demonstrates appropriate.
commitment to Organizational change
initiatives.
Acts within THE Act professionally Works ethically to achieve individual work objectives under WHO Regulations and Rules and the Standards of Conduct for the International Civil
ORGANIZATIONs and Service.
Setting an example

professional, ethical and ethically.

legal boundaries and Maintains confidentiality and treats sensitive information with discretion; ensures that policies and procedures are followed in accordance with THE
encourages others to ORGANIZATIONs professional, ethical and legal standards.
adhere to them.
When others behave in an unprofessional or unethical way, promotes appropriate standards and provides feedback in order to remedy the situation;
Behaves consistently
escalates as necessary. Stands by own decisions and actions and accepts responsibility for them.
in accordance with
clear personal ethical Be trustworthy Acts in an open and transparent manner when dealing with others; stands by own and/ teams decisions or actions and accepts responsibility for them.
standards and values. Acts to promote the Organizations success.
Management

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Identifies priorities Strategize and set Sets specific, measureable, Sets specific, measureable, Sets specific, measureable, Sets specific, measureable, attainable,
in accordance with clear attainable, realistic and timely attainable, realistic and timely attainable, realistic and timely realistic and timely objectives for
THE ORGANIZATIONs objectives. objectives in line with those objectives in line with those set objectives for self and own team; own team and/or the Organization;
strategic directions. set by the supervisor; commits by the supervisor and follows anticipates priorities and ensures systematically analyses and
Ensuring effective use of resources

Develops and to producing results and acts up to achieve them; takes into necessary actions to implement anticipates priority projects for
implements action plans, efficiently to set priorities. account impact on own work; them; effectively manages the use own team and allocates necessary
organizes the necessary shows awareness of how own of financial and human resources to resources to achieve them; identifies
resources and monitors work contributes to the WHO achieve own and teams work. the cross-Organizational resources
outcomes. Programme of Work. needed for large- scale projects in line
with key Organizational objectives.
Monitor progress Monitors own progress and seeks Resets priorities in response Anticipates and addresses potential Anticipates foreseeable changes and
and advice from supervisor to ensure to unexpected circumstances; difficulties for team or department; adapts own and teams projects in the
use resources that actions are implemented. applies measures to monitor uses existing timelines to monitor face of unforeseen circumstances and/
well. resources and progress as own and teams progress against or challenges; creates measures and
planned; looks for cost- deadlines and milestones; proposes criteria to monitor progress of overall
effective solutions; identifies cost-effective solutions for own projects against key Organizational
resources financial, human work and the work of the team. objectives; creates cost-effective
and technological needed to solutions for the Organization.
achieve own workplan.
Develops and Develop networks Assists colleagues in working together to deliver; creates and Effectively and easily networks Builds and negotiates strategic
Building and promoting partnerships
across the Organization and beyond

strengthens internal and and maintains good working relationships with colleagues inside and to enhance own teams and/or partnerships and alliances with a wide
external partnerships partnerships and outside the Organization to facilitate own and teams work. departments results and fosters range of key stakeholders to ensure
that can provide encourage mutually beneficial working Organizational results and success.
information, collaboration. relationships to create synergies
assistance and support across the Organization and with
to THE ORGANIZATION. external stakeholders.
Identifies and uses
synergies across the
Organization and with Works to improve own work by Seeks to understand internal Promotes synergies between the Creates innovative opportunities
external partners. setting appropriate performance synergies between own work of the Organization and that for promoting synergies inside and
standards. and others work within the of external partners in order to outside the Organization to improve
Organization. improve outcomes. Organizational success.
Leadership

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Demonstrates a broad Constructive N/A Uses all relevant processes to Develops plans that support the Leads and develops a road map for
understanding of the leadership style. achieve results that benefit Organizations mission, vision and successfully achieving real progress in
growing complexities of the Organization; takes an priorities; uses a collaborative the Organizations mandate, including
health issues active role through exemplary managerial style to strengthen the consultation with key stakeholders;
Driving THE ORGANIZATION to a successful future

and activities. Creates behaviour, thus strengthening Organizations image. demonstrates respectful, trustworthy,
a compelling vision the Organizations identity. transparent and accountable
of shared goals, and behaviour in order to develop a
develops a road map for reliable and coherent identity for the
successfully Organization.
achieving real progress
in improving peoples Manage Keeps up-to-date on Anticipates new trends and uses Identifies opportunities to promote
health. complexity and structural changes within the information to benefit the the Organizations long-term goals;
think systemically. the Organization and the Organization; proposes solutions for creates Organizational initiatives for
UN Common System; advancing the Organizations work advancing the Organizations mission,
demonstrates a good planning. building on existing opportunities
understanding of the key presented by new local and global
factors driving Organizational developments.
success.
Set the vision and Demonstrates ability to Is able to explain the vision to Creates a coherent Organizational
build generate new ideas; maintains others and secure their support for vision of shared and successful goals;
commitment. awareness of developments in the Organizations mandate. fosters a culture of vision and long-
the Organizational structure. term goals, recognizing and rewarding
efforts to maximize the Organizations
value.

continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Invigorates the Encourage Participates in informal and formal Undertakes informal and Creates opportunities for learning Ensures that knowledge and
Promoting innovation and Organizational learning

Organization by learning. learning activities for personal formal learning activities and and development in own team and learning are shared across the
building a culture which and professional development. encourages others to do the synergies with other Organizational Organization, transmitting a sense
encourages learning and Takes constructive feedback in same with a view to staying units, recognizing that learning of responsibility and empowerment
development. Sponsors a professional manner and acts relevant in current job and for is a key motivator in sustaining down the Organization; builds a
innovative approaches upon it to further improve own future job aspirations. performance; encourages own culture that encourages learning
and solutions. performance. team members to learn from each and development by coaching and
other, enhancing team building and mentoring others.
effectiveness.
Sponsor Demonstrates openness in Sponsors innovative Encourages and supports others to Drives and advocates for change as
innovation. learning about new methods and approaches and solutions; be innovative; actively generates needed, continually promoting new
tools in order to facilitate work . shows openness to new new perspectives on own and ways to position the Organization
perspectives in own work area. teams work. for success; is recognized as a key
resource within the Organization for
generation of alternative perspectives
on the Organizations mission and
work.

continues ...
... continued

Competency definitions and Level 1 Level 2 Level 3 Level 4

Competency

behavioural indicators G2, G3, G4 G5, P1, P2, G6, G7, P3, P4, P5 and above
name

NOA, NOB NOB, NOC, NOD

Task oriented Process-operations Policy/implementation- Strategic orientation/
oriented oriented vision
Positions THE Understand and N/A Demonstrates credibility in Demonstrates credibility and Creates strong relationships and
ORGANIZATION as promote the dealing with individuals inside authority in dealing with individuals partnerships by providing an
Promoting THE ORGANIZATIONs position in health leadership

a leader in health. mission. the Organization.
Gains support for
THE ORGANIZATIONs
mission.
Coordinates, plans
and communicates Persuades others effectively,
in a way that attracts gaining their commitment
support from intended while recognizing the need to
audiences. support exchanges and trade-
offs.
Prepares and delivers internal
presentations and messages,
using a wide range of
appropriate techniques.
Works to link own work area to
other parts of the Organization.
Respects and supports the
the Organizations brand;
successfully promotes the
Organizations mission and
programmes.
inside and outside the Organization
Guides conversations to desired end
points; negotiates effectively by
exploring a range of possibilities.
Plans, develops and communicates
organizational strategies in a way
that attracts support from intended
audiences.
Takes account of a wide range of
issues across, and related to, the
Organization as a whole.
Gains support for the Organizations
mission and agreement from others
on a desired course of action.
immediate credible impression
with, among others, international
and national counterparts, technical
departments and donor and
development partners.
Negotiates effectively with people
inside and outside the Organization,
by adopting a wide range of
approaches, and maintaining
relationships with all parties at all
times.
Represents the Organization internally
and externally with authority and
credibility, preparing and delivering
high-level messages, using a wide
range of appropriate techniques.
Gains agreement from others for a
desired course of action that has a
positive impact on the Organization.
Positions the Organization as a
leader in health through successful
promotion of the Organizations
mission and programmes.