WHO Universal Health Coverage Partnership - Strengthening Public Health Capacities in Fragile Settings

The WHO Universal Health Coverage (UHC) Partnership is a global initiative designed to support LMICs in their journey towards UHC, particularly those facing fragility, conflict, and vulnerability. Since its inception in 2011, the partnership has mobilized over $1.5 billion from donors such as the European Union, Luxembourg, and other bilateral partners, reaching more than 120 countries. The current call for proposals focuses on strengthening public health capacities in FCV settings, where health systems are often fragmented, underfunded, and disrupted by violence or displacement. The goal is to ensure that every individual has access to quality health services without suffering financial hardship. The partnership operates through a 'whole-of-government' approach, engaging health ministries, finance ministries, and local authorities. It emphasizes primary health care as the foundation of UHC, investing in health workforce training, essential medicines, health information systems, and community engagement. In fragile contexts, the partnership adapts its model to be conflict-sensitive, ensuring that interventions do not exacerbate tensions but instead build social cohesion. Organizations applying for this funding must demonstrate a thorough understanding of the local political economy, a commitment to equity, and innovative strategies for service delivery in insecure environments. The call has a two-year window, ending on August 15, 2026, allowing ample time for capacity building and proposal development. GSLI's courses are specifically designed to help organizations bridge capacity gaps related to this opportunity, such as epidemiological analysis, supply chain management, and M&E. This opportunity is particularly relevant for organizations working in regions with high disease burden and weak health infrastructure, such as Sub-Saharan Africa, the Middle East, and South Asia. The UHC Partnership complements national health plans and aligns with the WHO's Thirteenth General Programme of Work (GPW13), which aims to improve the health of 1 billion more people. The partnership also supports the implementation of the International Health Regulations (IHR) for health security, a critical aspect in fragile states prone to outbreaks. Funding is provided in the form of grants, with a maximum duration of 48 months. The donor encourages multi-sectoral projects that address social determinants of health, such as water and sanitation, nutrition, and education. For example, integrating WASH interventions into health projects can reduce waterborne diseases and improve maternal and child health outcomes. GSLI's 'WASH' and 'Public Health & Epidemiology' courses provide the technical expertise needed to design such integrated interventions. Furthermore, the partnership emphasizes data-driven decision-making, requiring robust M&E frameworks with baseline and target indicators. GSLI's 'Monitoring & Evaluation (M&E)' course trains staff in collecting, analyzing, and using data for adaptive management. Overall, this funding opportunity is a catalyst for transformative change in fragile health systems, and GSLI is uniquely positioned to equip organizations with the skills needed to succeed. The UHC Partnership also prioritizes gender equality and the empowerment of women and girls. In fragile settings, women often face additional barriers to accessing health services, including security risks, limited mobility, and gender-based violence. Proposals must include gender-sensitive strategies, such as female health workers, safe spaces, and integrated reproductive health services. The partnership also supports mental health and psychosocial support (MHPSS) as a critical component of PHC, addressing the trauma and stress prevalent in conflict-affected populations. Organizations can leverage GSLI's 'Public Health & Epidemiology' course to include MHPSS indicators in their health assessments. Additionally, the partnership encourages the use of digital health technologies to overcome physical barriers, such as telemedicine and mobile health (mHealth) platforms. GSLI's 'Project Management for Development' course can help organizations plan and implement digital health pilots. The financial management of these projects requires transparency and accountability, which is why GSLI's 'Financial Management for NGOs' and 'Grants Management' courses are essential for building robust financial systems. The partnership also supports sustainability through capacity building of local institutions and community ownership. By training local health workers and managers, organizations ensure that improvements last beyond the project period. GSLI's 'Fundraising & Resource Mobilization' course can further help organizations diversify their funding sources and reduce dependency on a single donor. In summary, the UHC Partnership is a comprehensive funding mechanism that requires a multi-faceted response, and GSLI's training portfolio offers targeted solutions for each aspect.

Strategic Overview

The WHO Universal Health Coverage (UHC) Partnership is a global initiative designed to support LMICs in their journey towards UHC, particularly those facing fragility, conflict, and vulnerability. Since its inception in 2011, the partnership has mobilized over $1.5 billion from donors such as the European Union, Luxembourg, and other bilateral partners, reaching more than 120 countries. The current call for proposals focuses on strengthening public health capacities in FCV settings, where health systems are often fragmented, underfunded, and disrupted by violence or displacement. The goal is to ensure that every individual has access to quality health services without suffering financial hardship. The partnership operates through a 'whole-of-government' approach, engaging health ministries, finance ministries, and local authorities. It emphasizes primary health care as the foundation of UHC, investing in health workforce training, essential medicines, health information systems, and community engagement. In fragile contexts, the partnership adapts its model to be conflict-sensitive, ensuring that interventions do not exacerbate tensions but instead build social cohesion. Organizations applying for this funding must demonstrate a thorough understanding of the local political economy, a commitment to equity, and innovative strategies for service delivery in insecure environments. The call has a two-year window, ending on August 15, 2026, allowing ample time for capacity building and proposal development. GSLI's courses are specifically designed to help organizations bridge capacity gaps related to this opportunity, such as epidemiological analysis, supply chain management, and M&E. This opportunity is particularly relevant for organizations working in regions with high disease burden and weak health infrastructure, such as Sub-Saharan Africa, the Middle East, and South Asia. The UHC Partnership complements national health plans and aligns with the WHO's Thirteenth General Programme of Work (GPW13), which aims to improve the health of 1 billion more people. The partnership also supports the implementation of the International Health Regulations (IHR) for health security, a critical aspect in fragile states prone to outbreaks. Funding is provided in the form of grants, with a maximum duration of 48 months. The donor encourages multi-sectoral projects that address social determinants of health, such as water and sanitation, nutrition, and education. For example, integrating WASH interventions into health projects can reduce waterborne diseases and improve maternal and child health outcomes. GSLI's 'WASH' and 'Public Health & Epidemiology' courses provide the technical expertise needed to design such integrated interventions. Furthermore, the partnership emphasizes data-driven decision-making, requiring robust M&E frameworks with baseline and target indicators. GSLI's 'Monitoring & Evaluation (M&E)' course trains staff in collecting, analyzing, and using data for adaptive management. Overall, this funding opportunity is a catalyst for transformative change in fragile health systems, and GSLI is uniquely positioned to equip organizations with the skills needed to succeed. The UHC Partnership also prioritizes gender equality and the empowerment of women and girls. In fragile settings, women often face additional barriers to accessing health services, including security risks, limited mobility, and gender-based violence. Proposals must include gender-sensitive strategies, such as female health workers, safe spaces, and integrated reproductive health services. The partnership also supports mental health and psychosocial support (MHPSS) as a critical component of PHC, addressing the trauma and stress prevalent in conflict-affected populations. Organizations can leverage GSLI's 'Public Health & Epidemiology' course to include MHPSS indicators in their health assessments. Additionally, the partnership encourages the use of digital health technologies to overcome physical barriers, such as telemedicine and mobile health (mHealth) platforms. GSLI's 'Project Management for Development' course can help organizations plan and implement digital health pilots. The financial management of these projects requires transparency and accountability, which is why GSLI's 'Financial Management for NGOs' and 'Grants Management' courses are essential for building robust financial systems. The partnership also supports sustainability through capacity building of local institutions and community ownership. By training local health workers and managers, organizations ensure that improvements last beyond the project period. GSLI's 'Fundraising & Resource Mobilization' course can further help organizations diversify their funding sources and reduce dependency on a single donor. In summary, the UHC Partnership is a comprehensive funding mechanism that requires a multi-faceted response, and GSLI's training portfolio offers targeted solutions for each aspect.

Who is it For?

The UHC Partnership is primarily aimed at governmental health ministries in low- and middle-income countries (LMICs), especially those designated as fragile, conflict-affected, or vulnerable (FCV) by the World Bank and OECD. Eligible entities include national, regional, and local health authorities, as well as non-governmental organizations (NGOs), community-based organizations (CBOs), and international non-governmental organizations (INGOs) with a proven track record in health system strengthening in unstable environments. The partnership also extends to academic institutions, research centers, and public-private partnerships that can contribute to policy development, health workforce training, and service delivery innovations. Additionally, regional bodies such as the African Union and ASEAN may apply for cross-border initiatives. Applicants must demonstrate operational presence in the target country, with at least three years of experience in health projects, and must have a legal registration as a non-profit or public entity. Financial eligibility requires a minimum annual turnover of $500,000 and audited financial statements for the last two years. The partnership prioritizes projects that address the specific vulnerabilities of women, children, displaced populations, and persons with disabilities, and that integrate mental health and psychosocial support (MHPSS) into PHC. Organizations must also show capacity for financial management, procurement, and reporting, as well as a commitment to gender equality and human rights-based approaches.

Priorities

The WHO's global priorities for the UHC Partnership are grounded in the 2030 Agenda for Sustainable Development and the WHO's Thirteenth General Programme of Work (GPW13), which targets a 1 billion increase in people covered by UHC. Specific investment KPIs include: (1) increasing the proportion of the population accessing essential health services (as measured by the UHC Service Coverage Index) by at least 10% in target countries over three years; (2) reducing catastrophic health expenditure by 15% among vulnerable households; (3) strengthening governance and accountability mechanisms in health ministries, with at least 80% of partner countries adopting evidence-based health policies; (4) improving health workforce density by 5% through training and retention programs; and (5) achieving 90% availability of essential medicines and health commodities in public health facilities. The partnership also prioritizes health emergency preparedness, as per the International Health Regulations (IHR) core capacities, ensuring that fragile settings can respond to outbreaks and disasters. Cross-cutting priorities include digital health transformation, climate-resilient health systems, and antimicrobial resistance (AMR) containment. The donor emphasizes a 'whole-of-society' approach, requiring projects to engage civil society, private sector, and local communities. Proposals must demonstrate alignment with national health strategic plans and the WHO Country Cooperation Strategy (CCS).

Eligibility

Eligibility for the UHC Partnership requires a comprehensive compliance audit across financial, spatial, and legal dimensions. Financially, organizations must have a clear audit trail with no qualified audits in the past two years, a positive net asset ratio, and systems for double-entry bookkeeping. Budgets must include at least 20% co-financing from local sources (in-kind or cash) and abide by the donor's ceiling of $5 million per project. Spatially, projects must be implemented in WHO-designated FCV countries (e.g., Afghanistan, Yemen, South Sudan, Haiti, Myanmar) and target underserved geographic areas such as rural regions, urban slums, or border zones. Applicants must provide a geographic footprint analysis demonstrating need and access. Legally, organizations must be registered as a non-governmental organization, foundation, or public institution with a legal mandate for health. They must also have a physical office or representation in the target country. Corporate governance requirements include a board of directors with at least 30% female representation and a whistleblower policy. Additionally, the donor conducts due diligence on anti-terrorism financing, sanctions lists, and past performance. Organizations must submit a capacity assessment questionnaire covering human resources, procurement, and M&E systems. For NGOs, a partnership agreement with the MOH is mandatory. GSLI's courses in Financial Management for NGOs and Grants Management can help applicants prepare robust financial systems and compliance documentation.

Path to Success

To secure funding under the WHO UHC Partnership, organizations should follow a strategic roadmap integrating GSLI's capacity-building resources. Step 1: Conduct a Rapid Needs Assessment and Alignment Audit (Months 1-3). Use GSLI's 'WASH' and 'Public Health & Epidemiology' courses to train staff on epidemiological profiling and health determinants analysis. Map the current health system gaps against UHC Partnership priorities, focusing on PHC, health workforce, and supply chains. Engage local stakeholders and document baseline indicators (e.g., UHC coverage index). Step 2: Develop a Robust Concept Note and Proposal Narrative (Months 3-6). Leverage GSLI's 'Writing Winning Proposals' course to structure a results-based narrative with a strong theory of change. Ensure the proposal includes a gender-sensitive approach, conflict analysis, and a 'do no harm' framework. Align objectives with the WHO GPW13 and national health plans. Budget realistically with 20% co-financing and include a risk mitigation matrix. Step 3: Strengthen Institutional Capacity and Compliance (Months 4-8). Enroll relevant team members in GSLI's 'Financial Management for NGOs' and 'Grants Management' courses to ensure financial systems meet donor requirements (e.g., separate bank accounts, procurement thresholds). Establish an M&E framework using GSLI's 'Monitoring & Evaluation (M&E)' course, with outcome indicators tied to SDGs. Simultaneously, formalize partnerships with local health authorities and community organizations. Step 4: Submit and Prepare for Implementation (Months 8-12). Submit the full proposal by the deadline (2026-08-15). Meanwhile, pre-position logistics and recruit key personnel, using GSLI's 'Project Management for Development' course for effective rollout. After submission, engage in continuous dialogue with WHO country offices. If funded, launch implementation with a kick-off workshop integrating GSLI's 'Procurement & Supply Chain' course to ensure efficient resource management.

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Deadline: 2026-08-15

Persona: General

Urgency: Normal