fourth who biregional workshop on health …...new delhi, india 10–13 june 2019 not for sale...

Meeting Report

10–13 June 2019New Delhi, India

FOURTH WHO BIREGIONAL WORKSHOP ON HEALTH FINANCING POLICY FOR UNIVERSAL

HEALTH COVERAGE IN ASIA

WORLD HEALTH ORGANIZATION

REGIONAL OFFICE FOR THE WESTERN PACIFIC

English only

MEETING REPORT

FOURTH WHO BIREGIONAL WORKSHOP ON HEALTH FINANCING POLICY

FOR UNIVERSAL HEALTH COVERAGE IN ASIA

Convened by:

WORLD HEALTH ORGANIZATION

REGIONAL OFFICE FOR THE WESTERN PACIFIC

REGIONAL OFFICE FOR SOUTH-EAST ASIA

New Delhi, India

10–13 June 2019

Not for sale

Printed and distributed by:

World Health Organization

Regional Office for the Western Pacific

Manila, Philippines

March 2020

RS/2019/GE/37(IND)WPR/DHS/HPF(02)/2019

NOTE

The views expressed in this report are those of the participants of the Fourth WHO Biregional

Workshop on Health Financing Policy for Universal Health Coverage in Asia and do not

necessarily reflect the policies of the conveners.

This report has been prepared by the World Health Organization Regional Office for the

Western Pacific for Member States in the Region and for those who participated in the Fourth

WHO Biregional Workshop on Health Financing Policy for Universal Health Coverage in

Asia, in New Delhi, India from 10 to 13 June 2019.

CONTENTS

BACKGROUND .................................................................................................................................................... 1

SUMMARY ........................................................................................................................................................... 2

1. INTRODUCTION .............................................................................................................................................. 3

1.1 Meeting organization .................................................................................................................................... 3

1.2 Meeting objectives ........................................................................................................................................ 3

2. PROCEEDINGS ................................................................................................................................................. 3

2.1 Day 1 ............................................................................................................................................................ 3

2.2 Day 2 ............................................................................................................................................................ 4

2.3 Day 3 ............................................................................................................................................................ 5

2.4 Day 4 ............................................................................................................................................................ 6

3. CONCLUSIONS AND RECOMMENDATIONS ............................................................................................. 6

3.1 Conclusions .................................................................................................................................................. 6

3.2 Recommendations......................................................................................................................................... 7

3.2.1 Recommendations for Member States ................................................................................................... 7

3.2.2 Recommendations for WHO ................................................................................................................. 7

ANNEXES ............................................................................................................................................................. 9

Annex 1. List of participants, observers, temporary advisers and Secretariat

Annex 2. Meeting agenda

Keywords:

Healthcare financing / Regional health planning / Universal health insurance / Asia

1

BACKGROUND

Universal health coverage (UHC) envisages that all people and communities can access the quality

health services they need without suffering financial hardship by paying for health services. As one of

the key targets of the health Sustainable Development Goal (SDG), UHC serves as the foundation for

the health SDG and contributes to other SDGs. Health financing is the critical element of developing

an equitable, efficient, accountable, sustainable and resilient health system that ensures access to

quality health services and financial protection, which are essential for UHC. In many countries,

health financing functions as the trigger for broader health system reforms and a key contributing

factor to the success of the policy change.

The World Health Organization (WHO) Biregional Workshop on Health Financing Policy for

Universal Health Coverage in Asia was designed for key policy-makers from ministries of health and

finance as well as senior managers of health insurance or social protection organizations from

13 selected Asian countries in the Western Pacific and South-East Asia regions. The fourth biregional

workshop focused on the implementation and governance requirements of strategic purchasing

agencies and generally aimed at providing a learning and knowledge-sharing platform for policy-

makers and managers of institutions/schemes at various stages or levels of development. Policy-

makers and managers responsible for purchasing services from public and private providers were

provided with the opportunity to learn and discuss more practical approaches towards more effective

and efficient implementation. The multi-stakeholder participation within country teams facilitated

greater mutual understanding across sectors and further intersectoral collaboration and coordination.

Taking an applied and problem-solving approach, the workshop addressed the most pressing health

financing system challenges and the linkages with service delivery systems across the two regions.

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SUMMARY

Financial protection against catastrophic health spending in most Asian countries remains weak

because of low priority for health among the public, limited use of strategic purchasing to improve

efficiency of public providers and limited engagement with the private providers that are often

unregulated. Most countries in the Western Pacific Region and South-East Asia Region still use

passive historical budgeting allocation mechanisms, where payments are based on inputs, are often

underfunded, and have limited or no incentives to improve health outcomes. Even countries with

established purchasing agencies, such as national health insurance agencies, are not actively steering

what care is delivered to whom, merely setting reimbursement ceilings to assure financial

sustainability but with limited impact on allocative and technical efficiency of the health system and

little influence on providers’ behaviour.

The first three biregional workshops in Manila (2016), Delhi (2017) and Ho Chi Minh City (2018)

brought together senior policy-makers and advisers from ministries of health and finance as well as

health insurance agencies of 13–18 countries that were actively undertaking health financing policy

reforms. The first workshop covered all health financing functions helping countries to update their

health financing diagnostics and knowledge of the concepts of universal health coverage. The second

workshop focused on strategic purchasing since many countries continue to use passive ways of

paying for health services. In the third workshop, the attention was put on primary health care

financing, given the need to move away from the current systems, which are biased towards curative

hospital-based care. The workshop is organized together with the Asian Development Bank and the

World Bank, the two other major agencies working on health financing in both regions. This allows

us to bring together the best experts from other countries to discuss the arising challenges and to set

the agenda for future support to countries.

The fourth biregional workshop focused on the implementation and governance requirements of

strategic purchasing agencies and generally aimed at providing a learning and knowledge-sharing

platform for policy-makers and managers of institutions/schemes at various stages or levels of

development. Policy-makers and managers responsible for purchasing services from public and

private providers were given the opportunity to learn and discuss more practical approaches towards

more effective and efficient implementation.

3

1. INTRODUCTION

1.1 Meeting organization

The fourth World Health Organization (WHO) Biregional Workshop on Health Financing Policy for

Universal Health Coverage in Asia was held in New Delhi, India, from 10 to 13 June 2019. The

workshop was organized by the WHO regional offices for the Western Pacific and South-East Asia

and co-sponsored by the Asian Development Bank and the World Bank. The workshop brought

together key policy-makers from ministries of health and finance as well as from health insurance or

social protection agencies (as applicable) from 13 countries in the Western Pacific and South-East

Asia regions, partner organizations, and members of the WHO Secretariat.

1.2 Meeting objectives

The objectives of the meeting were:

1) to capacitate countries to increase efficiency of health spending through improving strategic

purchasing, performance management, and engagement with the private sector;

2) to identify and discuss with experts policy options in improving the governance of strategic

purchasing arrangements, and how to measure progress towards universal health coverage in

strategic purchasing; and

3) to follow up on action points and assess emerging challenges from the third WHO biregional

health financing policy workshop.

2. PROCEEDINGS

Fifty-two participants from 13 countries, with 10 experts from various WHO regions and

22 Secretariat members, took part in the meeting. A list of participants is available in Annex 1 and the

meeting agenda in Annex 2.

2.1 Day 1

Opening session

The session officially launched the meeting and introduced the workshop content and flow.

Participants were introduced, and expectations were gathered.

Session 1.2 Governance of strategic purchasing institutions: concepts and issues

The session introduced a framework for designing good governance arrangements for a health

purchasing agency or social health insurance fund. Considerations in designing good governance

arrangements towards strategic purchasing were discussed and related to capacity requirements and

country context. Groups worked on three common governance scenarios that impede strategic

purchasing. The country discussion provided groups the opportunity to use the framework and discuss

country experiences to identify causes of these issues as well as options and opportunities for

addressing them towards improving the effectiveness of strategic purchasing.

Session 1.3 Which functions where: who does what in purchasing?

Country case study presenters were from Maldives, Malaysia and Indonesia. The three country cases

described: (i) how governance arrangements for purchasing have been organized in their respective

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countries; (ii) what governance mechanisms are used to ensure the purchaser achieves strategic

objectives and financial sustainability; and (iii) any issues or problems that have arisen, reasons for

these, and how they are being addressed or could be addressed in future. The discussion underscored

the importance of: (i) achieving the right balance between autonomy of the purchaser; (ii) having

incentives for efficiency and innovation in the purchaser, with accountability for results of health

purchasing and financial sustainability and control; (iii) engaging the purchaser in policy; and

(iv) setting the role and policies for the purchaser that align with the overall government health

strategy.

Session 1.4 Governance in strategic purchasing agencies: how political economy affects them

The session shed light on how political economy aspects have helped or constrained the current

purchasing agencies governance in Asia. When establishing or reforming a health financing

arrangement/agency/scheme, it is critical to look at the following dimensions: (i) roles and positions

of major categories of influential stakeholders; (ii) interest group politics, bureaucratic politics, budget

politics, leadership politics and beneficiary politics; and (iii) external actor politics. Governance

arrangements reflect broader political, legal and cultural norms and standards in each country.

2.2 Day 2

Session 2.1 Plenary discussion - strategic purchasing management: the mechanics of schemes

and options being used in Asia

The session set the stage for Day 2’s focus on purchasing agencies’ functions and mechanics, as

opposed to governance and the external environment as explored on Day 1. It provided a brief

overview of both policy objectives and policy levers, both broad (e.g. provider payment) and specific

(e.g. costing), that are relevant for the implementation of strategic purchasing. It encouraged countries

to systematically assess their deployment of various policy levers for improving strategic purchasing –

that is, which broad categories of policy levers countries consider to be their areas of strength and

areas for improvement.

Session 2.2 Review of experiences – performance in schemes management (round table)

This round-table discussion presented the importance of key performance indicators for scheme

management and how performance in the key functions of a health insurance scheme (revenue

generation, pooling, benefits package design and provider payments) affects the realization of

universal health coverage targets. The participants discussed key successful factors as well as

bottlenecks in managing the purchasing functions of national health services/national insurance

schemes under different country contexts. Also discussed were the required institutional set-up,

infrastructure and capacity (data, technical, information and communications technology, and human

resources) to manage health insurance schemes effectively and sustainably, including gaps between

policy objectives and implementation.

Session 2.3 Parallel sessions

The parallel sessions provided an opportunity for knowledge exchange as well as cross-country

interaction and learning. After each presentation, discussions provided time for participants to reflect

on the presented material, to apply this to their own country context and to exchange with their

colleagues and peers. Topics included:

• Claims processing

• Beneficiaries/entitlement management: enrolment, pre-authorization, validation

• Fraud management

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• Overall budget formulation and cost containment

• Usefulness of legal framework for management

• Price setting

• Overseas medical care in small island countries

• Benefits package setting

• Purchasing schemes setting in Indian states (Nishant Jain)

• Empanelment/accreditation

• Costing for provider payment

2.3 Day 3

Session 3.1 Panel discussion: Why engage with the private sector?

The panel discussion set the stage for Day 3’s focus on engaging the private sector as providers and

implementers of strategic purchasing activities. It provided a brief overview of policy objectives and

policy levers that are relevant for the engagement of the private sector in strategic purchasing.

Experiences in the regions for engaging the private sector for strategic purchasing were shared. The

following questions were answered: When does it make sense to engage the private sector in strategic

purchasing? Which policy objectives are relevant for private sector engagement in strategic

purchasing? And what are lessons learnt from engaging with the private sector in strategic purchasing?

Session 3.2 Review of (country) experiences

Country experiences in (i) outsourcing of enrolment functions (Philippines), (ii) third-party

administration (India) and (iii) general practitioner contracting (Croatia) were presented.

Session 3.3 Parallel sessions

Following the format of session 2.3, another round of parallel sessions was undertaken on Day 3.

Topics included:

• Outsourcing to the private sector – third-party administrator

• Design of contracting health-care providers by the State Health Agency in Armenia

• Monitoring private provider performance

• Using particular procurement for specialized services/to develop services development

• Public–private partnership (PPP) models

• Managing client choice systems with private provision

• Managing quality of providers

• Strengthening public hospitals through health insurance

• Challenges regulating the private sector in the Republic of Korea

Session 3.4 Country stocktaking

This was a group discussion by countries, facilitated by WHO country staff, temporary advisers and

resource persons to identify what is most useful and relevant to their country setting (including

challenges in implementing strategic purchasing) and what support countries want from WHO and

development partners. By the end of the session, each country submitted their key messages and

action plans.

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2.4 Day 4

Session 4.1 Plenary discussion – assessing a country’s health financing system: does it support

progress towards universal health coverage?

The session introduced the health financing progress matrix, the WHO approach to assessing health

financing systems at the country level and examples of country application. Nepal, Myanmar and

the Lao People’s Democratic Republic discussed their experiences in using the health financing

progress matrix, detailing: (i) the key areas of strength and weakness in the country’s health system in

terms of the different elements of health financing; (ii) areas identified as a priority for action, and

what next steps have been identified; and (iii) the processes within the country that the health

financing progress matrix feeds into.

Session 4.2 Plenary discussions – next steps and next year

The session presented a summary of key lessons, key/common action points based on feedback from

countries on session 3.4, and how best WHO and development partners can work together towards

those action points. Participants were also provided an opportunity to give feedback about the

workshop and to shape next year’s meeting.

3. CONCLUSIONS AND RECOMMENDATIONS

3.1 Conclusions

Strategic purchasing is one of the main principles guiding health financing reforms to accelerate

progress towards universal health coverage. Seeking to align funding and incentives with promised

health services, active or strategic purchasing involves linking the transfer of funds to providers, at

least in part, to information on aspects of their performance or the health needs of the population they

serve. The objectives of strategic purchasing are to enhance equity in the distribution of resources,

increase efficiency, manage expenditure growth and promote quality in health service delivery. It also

serves to enhance transparency and accountability of providers and purchasers to the population.

Many countries in both regions are designing purchasing arrangements/schemes/agencies aimed at

moving towards strategic purchasing. While some have created an institution to manage the

arrangements, others have built such functional units within existing agencies, including within the

ministry of health. The success of strategic purchasing arrangements, whether new or old, depends on

their governance arrangements, performance of their management functions, systems they put into

place and their everyday execution. The challenges stretch from designing and managing the

oversight, coordination and financial sustainability (Philippines, Indonesia, Mongolia and Thailand) to

setting different operations models of empanelment, contracting, price regulation and private sector

engagement (India, Nepal, Bangladesh and the Lao People’s Democratic Republic, are

debating/trying). Building capacities as well as sharing experiences and knowledge help countries

facing such serious issues strengthen the fragile setting up of such strategic purchasing arrangements.

Governance arrangements for a health purchasing agency or social health insurance fund are therefore

critical, including in understanding the political economy, building capacity and grasping the country

context of the path towards universal health coverage. It is important to recognize that governance

arrangements/requirements reflect broader political, legal and cultural norms and standards in each

country, and thus vary from country to country. Still, there are many lessons learnt and conceptual

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guidance that are relevant for all countries. In establishing/reforming a health financing

arrangement/agency/scheme, it is very important to look at the politics of the following dimensions:

interest groups, bureaucracy, leadership, beneficiaries and external actors. Additionally, setting a

credible, realistic annual budget figure for a health insurance scheme or purchaser and identifying cost

containment options are approaches in managing financing gaps that are equally important.

Designing good governance arrangements requires a clear understanding of policy objectives and the

policy levers that are relevant for the implementation of strategic purchasing, including when and how

to engage with the private sector. Countries should systematically assess their deployment of various

policy levers and mechanisms to improve strategic purchasing. This includes: aligning policy

objectives and phasing in implementation of strategic purchasing, developing key performance

indicators used in managing the purchasing function of the national health services/health insurance

schemes, monitoring the performance of schemes and providers for improvement in efficiency (both

technical and allocative), and evaluating outputs and outcomes when engaging with providers,

especially in the private sector.

Country participants shared deep insights into the mechanics of strategic purchasing arrangements and

the experiences of different ways of how to implement the governance of strategic purchasing.

Furthermore, WHO was able to set an agenda and identify many follow-up technical assistance areas

of work where countries demanded more technical support from WHO.

3.2 Recommendations

3.2.1 Recommendations for Member States

Member States are encouraged to consider the following:

1) Further identify challenges in implementing strategic purchasing.

2) Develop financial and policy levers to further the implementation of strategic purchasing in

their countries.

3) Ensure the use of information in designing and managing the purchasing function of the

national health financing schemes.

3.2.2 Recommendations for WHO

WHO is requested to consider the following:

1) Continue to support Member States in strengthening strategic purchasing as follows:

a. Facilitate policy dialogue with in-country stakeholders.

b. Provide technical support according to country context and priorities:

i. Use of evidence in policy interventions/decisions on resource allocation

(allocative efficiency)

ii. Monitoring of the performance of various schemes and provider towards

continuous improvement (technical efficiency)

iii. Engagement with the private sector through strategic purchasing

iv. Use of a progress matrix as a potential tool to identify areas of focus of

technical assistance by WHO and partners as well as policy action by the

governments.

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c. Facilitate sharing of experiences and best practices among Member States through

regional workshops, publications and field visits among other ways of support to

Member States.

2) Coordinate the work of the regional offices with country offices and headquarters to ensure

focused, relevant, practical and context-based approaches.

3) Build on the workshop, including incorporating multiple uses to engage with health financing

experts, and continue the collaboration in health financing between the WHO regional offices,

WHO headquarters, the Asian Development Bank and the World Bank.

4) Based on the experience from this workshop, plan the next workshop in 2020 with some of

the following topics that would bring back the interest of the ministries of finance: public

finance management tools to engage with the private sector, revenue generation strengthening,

effective methods for prioritization of funding for health or governance, and financial tools in

strengthening provider autonomy and accountability.

9

ANNEXES

Annex 1. List of participants, observers, temporary advisers and Secretariat

1. PARTICIPANTS

ARMENIA Dr Garush Ayvazyan

Deputy Head of State

Health Agency

Ministry of Health

Republic of Armenia

Dr Karen Mikayelyan

Head of Second Department of Expert Evaluation and

Monitoring of the State of Health Agency

Ministry of Health

Republic of Armenia

Dr Samvel Grigoryan

Research Expert

National Institute of Health

Ministry of Health

Republic of Armenia

Dr Shushanik Isahakyan

Expert

National Health Accounts (NHA)

Department of the National Institute of Health

Ministry of Health

Republic of Armenia

BANGLADESH Dr Md Aminul Hasan

Director

Directorate General of Health Services (DGHS)

Ministry of Health & Family Welfare

CAMBODIA Dr So Nary

Chief of Financial Office

Department of Budget and Finance

Dr Ros Chhuneang

Deputy Director

Payment Certification Agency

Dr Heng Sophannarith

Director of Policy Division

National Social Security Fund

10

CAMBODIA (cont.) Dr Socheat Heng

Budget Officer

General Department of Budget

Ministry of Economy and Finance

Cambodia

Dr Koeut Pichenda

Director of Payment Certification Agency

Ministry of Health

Cambodia

Ms Vina Am

General Secretariat for National Social Protection Council

Ministry of Economy and Finance

Cambodia

CHINA Dr Zhang Zhihong

Deputy Division Chief

Healthcare Reform Department

National Health Commission of the People’s Republic of

China

Dr Li Daixin

Division Director

Social Security Department

Ministry of Finance

Dr Xu Jing

Section Chief

Department of International Cooperation

National Health Commission of the People’s Republic of

China

INDIA Dr Indu Bhushan

Chief Executive Officer

Ayushman Bharat – Pradhan Mantri Jan Arogya Yojana

(AB - PMJAY)

National Health Authority

Government of India

11

INDIA (cont.) Dr Biraj Kanti Shome

Regional Coordinator at RRC-NE

Guwahati

Government of Assam

Shri Pankaj Kumar

Mission Director (NHM)

Department of Health and Family Welfare

Government of Uttar Pradesh

Shri J.V.N Subramanyam

Mission Director (NHM)


Government of Assam

Shri D.S. Ramesh

Mision Director (NHM)


Government of Karnataka

Dr K.R Rajeshwari

Assistant Director

Ministry of Health and Family Welfare

Dr Vivek Panwar

Consultant

National Health Systems Resource Centre (NIHFW)


Dr Sandeep Sharma

Consultant

National Health Systems Resource Centre (NIHFW)


Shri Suresh Puri

Officer on Special Duty

Central Medical Services Society


Mr Nitesh Shah

Commission of Health Medical Services

and Medical Education

Dr Ravi Vimal

Deputy Chief Executive

AB-HHPA

Government of Haryana

12

INDIA (cont.) Dr N. Subba Rao


Dr NTR Vaidyaseva Trust

Government of Andra Pradesh

INDONESIA Dr Albert Christianto, S.Farm., Apt

Head of Section Health

Supplies Market Monitoring

Directorate of Public Medicine and Health Supplies

Management

Ministry of Health

Republic of Indonesia

Dr Ari Budiyanto, S.Si,Apt

Head of Section of Procurement Services

Directorate General of Pharmaceutical and Medical Devices

Ministry of Health


Dr Martin Sirait, S.Si, Apt

Head of Section of Control of Public Medicine

Directorate of Public Medicine and Health Supplies

Management

Ministry of Health


Dr Farida Trihartini, MKM

Deputy Director for National Health Insurance

Ministry of Health


LAO PEOPLE’S DEMOCRATIC

REPUBLIC

Dr Vongsavath Nikona

Deputy General Director

National Health Insurance Bureau

Ministry of Health

Dr Viravong Viengxay

Department of Finance

Ministry of Health

Dr Jean-Marc Thome

Swiss Red Cross Country Coordinator

Representative for Lao PDR

Team Leader of the Project ‘Contribution towards UHC

Health Financing Access to Health Services’

13

MALAYSIA Dr Tun Hussein, Rozita Halina

Senior Deputy Director

Ministry of Health

Dr Shiyama Mohamed

Deputy Minister of Health

Ministry of Health

Mr Ismail Azzam Hussain


National Social Protection Agency

Ministry of Health

Mr Naushad Ali

Accounts &Finance Division

Ministry of Health

MONGOLIA Dr Narantuya Dorligjav

Director

Division of Economy and Finance

Ministry of Health

Dr Urantsetseg Nyam-Osor

Specialist of Fiscal Policy and Planning Department

Ministry of Finance

Dr Enkhbileg Ganbold

Officer-in-Charge of Health

Organization Budget Planning

General Authority of Health Insurance

Ministry of Health

MYANMAR Dr Mg Mg Htay Zaw

Deputy Director

Planning Section

Department of Public Health

Ministry of Health & Sports

Dr Thant Sin Htoo

Assistant Permanent Secretary

National Health Plan Implementation Monitoring Unit

Ministry of Health & Sports

Dr Kyaw Swar Lwin

Director (Private Health Medical Services)

Department of Medical Services

Republic of Union of Myanmar

14

MYANMAR (cont) Dr Aung Soe Htet

Deputy Director

Internatioal Relations Division

Ministry of Health and Sports

Dr Ye Min Htwe

Deputy Diretor (NIMU)

National Health Plan Implementation Monitoring Unit


Dr Kyaw Swar Lwin

Director

(Private Health Medical Services)



NEPAL Dr Dipendra Kumar Yadav

Member

Health Insurance Board

Ministry of Health and Population

Dr Bhuwan Paudel

Senior Public Health Administrator

Health Insurance Board

Ministry of Health and Population

THAILAND Dr Piyathida Harnsomburana

Assistant Director of Health Insurance

Rajavithi Hospital


Ministry of Public Health

Dr Chutima Akaleephan

Pharmacist, Professional Level

Service Support System Development Sub-division

Health Administration Division

National Statistical Office


VIET NAM Ms Huong Nguyen Lan

Head of Planning and General Affairs Division

Health Insurance Implementation Department

Viet Nam Social Security

Dr Thanh Thuy Phan

OfficialMinistry of Health

15

2. TEMPORARY ADVISERS

Dr Viroj Tangcharoensthien

Senior Adviser

International Health Policy Programe (IHPP)


Thailand

Dr T.S Selvavinayagam

Additonal Director of Public Health (PH)

Directorate of Public Health and Preventive Medicine

TNHSP

Government of Tamil Nadu

Chennai

Dr Loraine Hawkins

Health Systems Consultant

The Health Foundation

London, United Kingdom

Dr Hasbullah Thabrany

Senior Policy Adviser

Strategic Purchasing

ThinkWell Global

Jakarta, Indonesia

Dr Warisa Panichkriangkrai

Researcher

International Health Policy Programe (IHPP)


Thailand

Dr Xuefie Gu

Deputy Director of Department of Health Security

China National Health Development Research Center

China

Dr Tihomir Strizrep

Effectus Bussiness School

Adjunct Professor,

Health Care Organization and Management

Croatia

16

Prof Soonman Kwon

Professor/Former Dean

School of Public Health

Seoul National University

Republic of Korea

Ms Piyanuch Prongfa

Deputy Director

Bureau of Consumer Services and Right Protection

National Health Security Office

Thailand

Dr Nishant Jain

Programme Director

Indo-German Social Security

Programme at GIZ

(Germany International Cooperation)

New Delhi, India

3. OBSERVERS

ASIAN DEVELOPMENT BANK Dr Banzon Eduardo

Principal Health Specialist

Asian Development Bank

Mandaluyong City, Metro Manila

Phillipines

THE WORLD BANK Mr Owen Smith

Senior Economist

The World Bank

70 Lodi Estate

New Delhi

Ms Emiko Masaki

Senior Health Economist

World Bank

Vientiane

Lao People’s Democratic Republic

17

4. SECRETARIAT

WHO-WPRO Dr Peter Cowley

Coordinator

Health Policy and Financing

Mr Tomas Roubal

Health Economist


Ms Hui Wang

Technical officer

Health Planning and Financing

Mr Ronald Tamangan

HPF Consultant


WHO HEADQUARTERS Dr Jowett Matthew

Senior Health Financing Specialist

WHO/HQ

Dr Phyllida Travis

Director

Department of Health System and Development

WHO COUNTRY OFFICE CAMBODIA Mr Erik Josephson

Health Economist

WHO Representative’s Office

WHO COUNTRY OFFICE INDIA Dr Chandrakant Lahariya

National Professioal Officer

Health Care, Access & Protection

Mr Dilip Mairembam

National Professional Officer

Health Workforce

Mr Ved Prakash Yadav

Consultant

WHO COUNTRY OFFICE

LAO PEOPLE’S DEMOCRATIC

REPUBLIC

Dr Christopher Fitzpatrick

Technical Officer


18

WHO COUNTRY OFFICE MALAYSIA Dr Taketo Tanaka

Technical Officer

Health System Governance

Policy & Aid Effectiveness

WHO COUNTRY OFFICE MONGOLIA Ms Tsolmongerel Tsilaajav

Consultant

Health Plannign and Financing

WHO COUNTRY OFFICE NEPAL Dr Md Khurshid Alam Hyder

Regional Adviser

Health Financing

Mr Roshan K Karn

National Professional Officer

Health Financing

WHO COUNTRY OFFICE VIET NAM Ms Thi Kim Phuong Nguyen

Technical Officer


WHO PACIFIC TECHNICAL

SUPPORT

Dr Wayne Irava

Technical Officer


REGIONAL OFFICE FOR SOUTH-

EAST ASIA (SEARO)

Mr Lluis Vinals Torres

Regional Adviser


Ms Pooja Verma

Administrative Assistant


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Annex 2. Meeting agenda

www.wpro.who.int

Meeting Report

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