Research On The Regional Governance Structure Of The World Health Organizatio

International organizations(IOs)are platforms for practicing multilateralism and an indispensable and important actor in the global governance system.With the advancement of science and technology and the development of economic globalization,the challenges and risks faced by the international community are diversified,which also puts forward higher requirements for the leadership and coordination capabilities of IOs.The World Health Organization(WHO)has always played a key role in global public health.However,in the face of the new challenges brought by the new situation,some shortcomings of the WHO’s capabilities continue to emerge.The regionalized governance structure has become one of the biggest obstacles to its effective role in global public health issues.The problem of regional governance structure refers to the gradual expansion of the power of the regional institutions established by the WHO under the decentralization model,becoming a de facto "semi-autonomous" institution.The resulting problems have seriously affected the overall coordination and coordination of the WHO.Therefore,the core question discussed in the paper is how to understand and deal with the challenges brought by the regional governance of the WHO and how to better promote the reform of the WHO.The formation of the problems of WHO’s regional governance structure has gone through a long process of development.Before the 1960 s,six regional offices of the WHO were established successively,and the regional governance structure gradually took shape.During this period,the headquarters retained most of the power in budget planning and management.The autonomy of regional offices in program planning and staffing began to increase until the 1970 s,the powers enjoyed by regional structures continued to expand,and the link between WHO headquarters and its regional offices reduced.By the 1990 s,the six regional offices had fully owned the portion of WHO’s regular budget devoted to the regions.The coordination capacity of WHO headquarters began to decline,and regional priorities were often at odds with headquarters’ strategic planning.What’s more serious is that due to the high independence of the regional governance structure,it is difficult for the WHO headquarters to directly influence the regional offices,which seriously affects the professional performance of the WHO.The issue of regional governance structure has become a prominent contradiction within the WHO nowadays.The power to appoint key leaders in the regional governance structure is completely controlled by the regional authority,and the WHO headquarters has no substantive right to speak.The actual allocation and approval authority of the financial budget is also in the hands of the regional committee and the regional director.It is also difficult to establish the supervisory relationship stipulated in the Constitution of Constitution of the World Health Organization.In addition,there is still a lot of discretion in the regional governance structure,which violates the overall interests of the WHO.Due to the large differences between regions,the issue of regional governance structure also presents different emphases in different regions.These different circumstances also have different implications for WHO’s regionalization issues.The reason is that the internal operation of the WHO is affected by "soft norms",and informal arrangements have replaced institutionalized regulations.The three-level management structure and the "decentralization" tradition of the United Nations system have also accelerated the formation of the problems of regional governance structure.The establishment of the WHO is still deeply imprinted by the times.The international order after the end of World War II and the outbreak of the Cold War have affected the organization and power arrangement of the WHO.WHO can promote its regional governance structure reform in the following ways: 1.Conduct constitutional review of legal norms within the organization;2.Adopt gradual centralization and decentralization strategies in different areas;3.Build consensus among member states and use informal tools to coordinate internal relations within the organization.