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IHP+2016MONITORINGROUND

COUNTRYREPORT

COUNTRY CAMBODIACONSULTANTNAME SINSOMUNYDATESUBMITTED 3April2017

1 IntroductionThis report summarises the findings from the 2016 IHP+Monitoring Round in Cambodia. Itfocuses on reporting on Effective Development Cooperation (EDC) rather than making anassessmentofCambodia’shealthsectormoregenerally.IHP+ is a group of 65 partners committed to improving the health of citizens in developingcountries by putting international principles for effective aid and development co-operationintopracticeinthehealthsector.In2016,IHP+organiseditsfifthMonitoringRoundtoassesssignatories’ performance against aid effectiveness commitments. The fifth IHP+ MonitoringRound tracked progress against eight EDC practices, using indicators for both IHP+governments, including Cambodia, and for IHP+ Development Partners. Data collectionincluded both quantitative and qualitative information. In addition to government anddevelopmentpartners,thequalitativesurveyalsoincludedcivilsocietyandtheprivatesector.After summarising the process and introducing some key contextual aspects, the reportdicusseskeyfindingsforeachEDCprinciplebasedonfindingsfromtheresearchexercise.Thefinal sectionsof this short reportprovide additional observations aswell as conclusions andrecommendations.2 Processofthe2016IHP+MonitoringRoundinCambodiaAn official introduction of IHP+ 2016 Monitoring of Effective Development Cooperation inCambodia’sHealthSectorwasmadebyDr.SinSomuny,aNationalExpert,atthemeetingofthesecretariatoftheTechnicalWorkingGroupforHealthheldon31stApril,2016.After the introduction, emails from the secretariat to all DPsworking to support the healthSector in Cambodia were sent with the deadline on 20 May. The email was sent to 15developmentpartnerswhoregularlysupportCambodia’sHealthSector.WithalleffortoftheNationalExpert to followupwith repeatedemails,phonecalls, and interviews,14DPshaverespondedexceptFrenchEmbassy.Amongthese14DPs,12DPswereface-to-faceinterviewedexceptUSCDCandUNICEFdue to their verybusy schedule including travellingoverseas.Alldetaileddiscussionbyphonewasheldinassistingthemincompletionofthequalitativetool.Comments and observations between DPs and both national and international consultantscompletedon22ndJuly,2016.TheWorldFoodProgramafterinterviewandsomemorefollowup decided towithdraw from the study, explaining that their funding to Cambodia’s HealthSectorisnotsignificant.Thus,only13DPshavesubmittedtheirfinalcompletionoftheforms.JICA, however, did not submit their quantitative form, explaining that their funding to thegovernment of Cambodia has been submitted to the Council for Development of Cambodia(CDC)basedontheirMOUwiththeRoyalGovernmentofCambodia.

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The response from the government was supported and facilitated by the Department ofInternationalCooperationoftheMinistryofHealth.TwoseniorofficialsfromtheDepartmentofPlanningandHealth Information (DPHI)were interviewed incompletionof thequalitativetool—Dr. Lo Veasna Kiry, Director of DPHI and Dr. Ly Vichea Ravuth, vice Director of DPHI.However, part of the qualitative tool has not been answered until 28th July—question 1through6onpage7and8of the toolbecause theychosenot to. Similarly, forquantitativetool, itwasfoundthatnoinformationavailableregardingtheforwardlookingexpenditureofeachindividualdevelopmentpartnerandtheamountthatwasdisbursedin2015.Anonlinesurveywassenttoabout40NGOsactivelyworkinginCambodia’sHealthSector.17NGOscompletedthesurvey.10ofthe17participatedNGOswereinvitedtoparticipateinthefocusgroupdiscussion.7NGOscametoparticipate intheFGDwhichwasheldon10th June,2016.A Private Sector FocusGroupDiscussionwas conductedon2nd July, 2016.Nine entities andconstituencies from the Private Sector were invited to participate in the discussion. Fiveconfirmedtocome.However,only3didcomeforthediscussion.Othertwowerefollowedupandinterviewedtheweekafter.Findings fromtheexercisewerepresentedtoanddiscussedbyhealthpartners inDecember2016. Meeting participants were then provided the opportunity to contribute writtencomments bymid January 2017. Following the discussion and review ofwritten comments,conclusionsandactionpointswerepresentedtotheTWGforHealth inearlyMarch2017byWHO.3 KeycontextualaspectstoEDCinCambodiaThe2016-2020 jointprogram is called “HealthEquityandQuality ImprovementProgram (H-EQIP)”. This program is supported by the government and the DPs (WB, DFAT, KOICA, andKFW). The officialwhoworks on the program explained that the total amount of H-EQIP is174.2millionUSdollars(94.2millionfromtheRoyalGovernmentofCambodia,50millionsasgrantsand30millionUSdollarsasconcessionalloan).Thisisalumpsumcontributionanditisnot possible to try to get each individual development partner’s contribution. For all otherpartners, there ismechanismavailable tounderstand theirdisbursement in thepastyear tosupportthehealthsectoraswellastheirforwardlookingexpenditure—thatisAOPandthree-year rolling plan. These tools could capture and understand DPs’ contribution to supportCambodia’sHealthSector.Atpresent,theMinistryofHealthisnotcontinuingtodevelopAOPand three-year rolling plan . Instead, they develop annual budget plan and strategic budgetplan. Permission is required and granted byMinister of Health if one needs to look at theplans. Speaking with senior staffs there to understand if information for forward lookingexpenditure could be available for each DP, it was told that they have a lump sum of DPs’contribution.4 Commitment to establish strong health sector strategieswhich are

jointlyassessedandstrengthenmutualaccountability4.1 EDCPractice1:PartnerssupportasinglenationalhealthstrategyTheCambodia’sHealthStrategicPlanPhaseII2008-2015)hasbeenthemost importanttoolforalignment(anewone—HealthStrategicPlanPhaseIII2016-2020–isbeingdeveloped.All

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DPs have aligned their support with the Ministry of Health’s Strategic Plan. The remainingbiggestchallengeishowtheirresourcesareputtosupportthecountry’spriorities.MostDPsimplementtheirownprojectsorprogramsusingtheirownsystemsandundertheirleadershipandmanagement. TheHealth Sector Support ProgramPhase II or the currentHealth EquityandQualityImprovementProgramareamongthebestexampleswhichpromotethecountry’sownership and leadership, leading to more sustainable, efficient, and effective use of DPs’resources.InclusivenessofthedevelopmentprocessoftheHealthSector’sStrategicPlanisverycriticalinthepromotionofalignment.AlthoughCambodiahasincludedDPsandCSOsintotheprocess,there remains a question as to how effective and influential their participation has been.Moreover, thePrivateSector,oneof thekeypartners inhealth servicedelivery, hasnotyetbeeninvitedtoparticipateintotheprocess.Health Sector Stakeholders in Cambodia have establishedplatforms to continue to promotealignmentandharmonization.TheseincludetheTechnicalWorkingGroupforHealth(TWGH),its secretariat, sub TWGHs, Provincial TWGHs, Health Partner Group (co-facilitated byWHOandoneshiftingDP),therecentlyformedProvidingforHealth(P4HC+)group,andMEDiCAM,themembershiporganization forNGOsactivelyworking inCambodia’sHealthSector.This isdepictedinthechartbelow.

4.2 EDCPractice5:MutualaccountabilityisstrengthenedTo promote and implement key principles of the Paris Declaration including mutualaccountability, the Royal Government of Cambodia has established a higher level venue forstrengtheningthemutualaccountability,calledtheCambodiaDevelopmentandCooperationForum (CDCF). The latter is facilitated by the Cambodia Development Council (CDC). Everyyear,DPsandthegovernmentofficialsfromallsectorsmeetanddecidetogetherontheJointMonitoringIndicators(JMIs).TheCDCFmeetsonceayeartoapprovetheJMIs,andDPsinformtheRoyalGovernmentofCambodiaofthepledgesoffundingtheywillcommittosupport.TheGovernment Development Coordination Committee (GDCC) meets on a quarterly basis tomonitor theprogressof JMIs. In the lastoneor twoyears, thispracticeseemstohavebeenunder the reviewand appears not to havebeen revitalised since.However, theCDC is nowpromoting the implementation of Busan Consensus and Program-Based Approach (PBA),

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enhancing more alignment and harmonization, country ownership, the use of the countrysystems,andmutualaccountability.At the Health Sector Level, the TWGH is a good venue, convening once a month and withparticipation by all DPs supporting the Health Sector, NGO representatives, andMinistry ofHealth’svariousdepartmentsandnationalprograms,aswellastwoprovincialTWGHOfficialseachmonth.Themeetingusuallyprovidesupdatesoneachprogramareaofimplementation—forexample, TBprogrampresentedbyCENAT,MalariabyCNM,ReproductiveMaternal andChild Health by NMCHC. The platform used to be a placewhere quarterly disbursement ofnationalresourcesfromthenationalleveltotheoperationallevelwerepresented.TomaketheTWGHabettervenueforpromotingmutualaccountability,governmentofficialshavesuggestedthatthereshouldbepresentationofupdatesfromthepartners’sideaswell.Currently, there seems to be less information presented by the partners. DPs request thatdisbursement to theoperational levelon thequarterlybasis shouldbe revitalized.Theyalsoexplained that Annual Operational Plan and three-year rolling planwas a very good tool toenhancemutualaccountability.For the implementationofHSP3, theywould like tosee thatthesetoolswillbedevelopedagain.Until two years ago Joint Annual Performance Review (JAPR) and Pre-Joint Annual Reviewswereheld.Inaddition,therewasalsomid-yearreview.Thepre-JAPRwasverycriticalbecauseDPs, CSO representatives, and government officials met and discussed the achievements,challenges,andrecommendationsforeachcomponentofHSP2.Duringtheinterviewwiththegovernment,theyexplainedtheseeventsusedtobesupportedbyHSSP2.Therewasnomoresupport from DPs for these events. Thus, the Ministry of Health only conducts a NationalHealthCongress,consideredmoreofashowcase.MostDPsrecommendthattheseeventsberevitalisedtopromotemutualaccountability.Mutual accountability can be strengthened first and foremost through a transparent andcomprehensive health budget that contains detailed information about health spending atnationalandsub-nationallevel.Jointannualreviewswouldthenassessaccountabilityonbothsides.PartnerssupportingHSSP2usedJointMissionandtheSteeringCommitteeasamechanismtopromotemutualaccountability.TheGlobalFundontheotherhandusesmechanismsoutsidethesystems toenforcemutualaccountability—theLocalFundAgency (LFA, the ‘earand theeye’oftheGlobalFund).

5 Commitment to improve the financing, predictability and financialmanagementofthehealthsector

5.1 Practice2a/b:HealthDevelopmentCooperationismorepredictable

Most DPs have a five-year MoU or Agreement with the government. Thus, their forward-lookingfinancialcommitmentsareclear.Forexample,DPswhojoinedHSSP2orcurrentlyjoinH-EQIPhave five-year financialarrangements (HSSP2 from2008-2015andH-EQIP from2016to2020).Someagencies,however,donothavepredictablefundingbecausetheirfundingtothesectordependsonHeadquartersandother’bilateralcommitments.

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5.2 Practice2c:HealthAidisonbudget

TheNationalBudget isusuallyapprovedbytheNationalAssembly (Parliament) inDecembereveryyear.NationalHealthBudgetispartofthispackage.HealthAidisconsideredadditionalandexternalfundingtosupportthehealthsector.

Untiltwoyearsago,therewasanAnnualOperationalPlanandthethree-yearrollingplan,inwhichDPs’andNGOs’contributionsonayearlybasisandforthefollowingthreeyearscouldbefound.ThispracticewasdiscontinuedawhileagoandtheMinistryofHealthhasdevelopedanAnnualBudgetPlanandStrategicBudgetPlan.Thetwodocumentscouldnotbeaccessedwhenaskedforduringtheinterviewwiththegovernmentofficials.

Aseachof theDPsexplained, theyhaveparticulararrangementsoragreementorMoUwiththegovernmentfortheirfinancing-supportedprograms.Forexample,theGlobalFundsignsanagreementwith the Principal Recipient (PR) and the implementation is executed under theoversightofCCM(CountryCoordinatingMechanism),financiallyscrutinizedbyLFA.TheHSSP2or H-EQIP Partners sign their agreement with the government with concrete financialcommitmentthattheywillmake.

Thus,thequestionshouldbe“howtheentireexpenditureforCambodia’sHealthSectorcanbecaptured,boththenationalhealthbudgetandexternalfunding?

6 Commitmenttoestablish,useandstrengthencountrysystemsDPs are supporting the country’s priorities, but how their resources are allocated forCambodia’sHealthSystemStrengtheningmaybedifferent.MostDPs,accordingtothisstudy,are running their own programs/activities without using the country’s systems. The GlobalFund is a key example. The Country CoordinatingMechanism (CCM),which is composed ofCSO representatives, affected community, government officials, private sector, academiccommunity,andDPs,appearstohavenosayinwhatLFAreportstotheGlobalFund.TheCCMsupposedly represents the country and therefore should have a final say on allcommunications between the country and the Global Fund. Furthermore, the GF allocatessubstantial resources for Principal Recipients (PRs) to monitor the outputs, manageprocurement and execute the budget; this is done largely utilising the existing system orreallocatingfundsinordertostrengthenit.TheHealthInformationSystem,whichisoneofthebackbones ofHealth System, is under-funded and notmuch used in reporting the intendedtargets and indicators. Replacing a country systemwith amulti-million-dollar entity such asUNOPS,anexpensivesystemwhichcompeteswithratherthansupportsthecountry’ssystems,maynotbeeffective.Rather than focusingonlyon immediateoutputs investing ina systemthatcanensuresustainableoutputsandoutcomesinthelongertermiskey.HSSP2orH-EQIPappearstobetherightapproachtowardstrengtheningthecountry’ssystemsandusingthecountry’ssystem.ThroughSpecialOperationProcedures(SOP)betweenDPsandthe government, the resources frompartners are put through thenational systems and theMinistry of Health execute the program and financial management. No systems can bestrengthenedandusedwithout taking some risks touse themand improve them—theonlywaythatcountryownershipandsustainabledevelopmentcanbeachieved.6.1 Practice3:PFMsystemsareusedandstrengthened

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As mentioned above, except those supporting HSSP2, DPs do not use the Public FinancialManagement (PFM) system because the requirements and standards of PFM of the RoyalGovernmentofCambodiahavenotmettheirs.TheDPssupportingHSSP2applyspecificSOPsagreed upon with government. GAVI is the second good example of using the country’ssystemsandenhancingcountryownership,leadingtomoresustainability.

OvertenDPsacrossallsectors includingIMFandtheWBaremembersoftheTWGforPFM.The PFM of Cambodia is undergoing reform. Systems, however, can never be strengthenedwithoutbeingusedandimprovedintheprocess.AslongasDPsareputtingtheiremphasisonoutputsbutnotsystems,thereformanduseofthecountry’sPFMcanneverbecomeareality.

6.2 Practice4:Procurementsystemsareusedandstrengthened

Asfarasprocurementsystemsareconcerned,thesituationandissuesareverysimilartotheonesoutlinedaboveforPFM.NoDPswouldusethegovernmentprocurementsystemasitisconsideredfarbelowrequiredstandardsandprocedures.Thisisconsideredanareathatistoosensitivetotouchonforimprovement.Forexample,thegovernmentchosenottorespondtoquestion1to6onpage7to8ofthegovernmentqualitativetool.EffectiveDevelopmentcannever be fulfilled if the two government systems—procurement and PFM - will not beimproved and used. Citizens, CSOs, and other pillars of a society need to participate in thereform of the systems. Such participation can be effective if DPs could provide an enablingenvironmentfortheirparticipation.Otherpillarsofsocietyshouldcallforthegovernmenttoprovideleadershiptoencourageparticipationfromallpartsofsociety.

6.3 Practice6:TechnicalsupportiscoordinatedandSouth-SouthCooperationandTriangularCooperationsupportslearning

TheMinistryofHealthdoesnothaveaNationalTechnicalAssistancePlan.MostDPsusetheirown procedures and provide TA on a needs basis. They nevertheless consult with relevantMoH departments in recruitment of consultants, sharing TORs or CVs, but the MoH rarelyparticipates in theactualselectionprocess.ConsultantshiredbyDPsusually report to them,ratherthanreportingtothegovernment.DuringthedevelopmentofHSP3,theDepartmentofPlanningandHealthInformationoutlinedthe needs and requested DPs to provide support. This way, they harmoniously providedtechnicalassistanceaccordingtothePlan.TheDirectorofDepartmentofPlanningandHealthInformationwholedandfacilitatedthedevelopmentofHSP3identifiedareaswheretechnicalassistancewasneededandputforwardaplantodiscussthisduringthemeetingoftheHSP3Development Task Force. For example, Health Sector Analysis, the burden of disease,secondarydataanalysisofCDHS,ClientSatisfactionSurvey,etc.werepresentedanddiscussed.As a result, USAID and WHO supported the study of Disease Burden in Cambodia; GIZsupported the Client Satisfaction Survey; and USAID supported secondary data analysis ofCDHS.Technical Assistance canbewell coordinated if the government is in the lead anddiscussespriority needswith partners. The government andDPs shouldwork together and develop anationaltechnicalassistanceplanonayearlybasis.DPsdosupportSSCandTrC.However,lessonshavenotbeendocumentedandthereappearstobenovisibleimpact.ForSSCandTrCtobemoreeffective,thereshouldbeaTORoutliningnextstepsandthenatureof lessonsandexperience thatwouldbeuseful to facilitatepolicy

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development inCambodia.ThedraftTORshouldbediscussedamong relevant stakeholders.Besidesselectingtherightcountryandcontext,selectingtheright individuals, i.e.thosewhowillactuallyimplementlessonslearned,iskey.7 Commitment to create anenablingenvironment for CSOandPS to

participateinhealthsectordevelopmentcooperation7.1 Practice7:EngagementofCSOCambodia’sHealthSectorthroughtheMinistryofHealthhasprovidedagooddealofvenuesforCSOrepresentativestoparticipateinpolicyprocessesaswellashealthsectorstrategicplandevelopment processes. These forums include the Technical Working for Health (at thenational level), Provincial Technical Working Groups for Health (at sub national level), subTWGHs (for example, RNMCC,Malaria, TB, HIVAIDS), Pre-Joint Annual Performance Review,JointAnnualPerformanceReview,HealthPartnerGroup,TaskForcesforthedevelopmentofHealthSectorStrategicPlan,consultations,workshops/conferences,andmore.However,whilesome CSOs appear to be less interested in policy-levelwork, others lack advocacy capacity.InformationisoftenprovidedtoCSOsatthemeetingsbutnotintimeforCSOstopreparetheirparticipationeffectively.

BothgovernmentandsomeDPsseemtothinkthatCSOengagementiscurrentlygoodenough.NeitherthegovernmentnorDPsprovidefinancialsupportforCSOstoworkonadvocacyandpolicy processes. In discussions with the CSO Community the following recommendationscameup:

§ CSOs should have representatives in key décision-making forums (for example, duringHSP3Development,theMinistryofHealthorganizedinseventaskforcesbutinadditiontothesetask forces, therewasacoreteam inwhichmostdecisionsweretaken.MEDiCAMwastheCSOsrepresentativeinthecoreteam).

§ CSOs shouldworkmorecloselywithdevelopmentpartners.CSOsneed to informDPsoftheirconcerns,policybottlenecksoranyempiricalevidencetoinformpolicydevelopment.

§ AhealthNGOplatformsuchasMEDiCAMshouldcontinuetoexistsothatthecoordinationandrepresentationcanbedoneeffectivelyandefficiently.

§ CSOs should consultwith their own constituency to ensure that they have consolidatedthe collective voice on key issues prior to attending policy meetings. Representativesshouldprovideregularfeedbacktothosetheyrepresentregardingkeypointsofdiscussionanddecisionstakenatsuchmeetings.

§ For meaningful and effective participation, CSO representatives should be part of theprocessfromthestarttotheend(onanyspecificstrategicpaperorpolicydevelopment).

§ Some suggested that CSO shadow meetings should be organized in parallel withgovernmentmeetings. Forexample,during the implementationofHSP2, theMinistryofHealth established four task forces—ReproductiveMaternal, Newborn, and ChildHealth(RMNCH) Task Force, Communicable Disease (CD) Task Force, Non-CD TF, and HealthSystemStrengthening(HSS)TF.Likewise,MEDiCAMestablishedfourCSOTFsonRMNCH,CD,NCD,andHSSrespectivelyandorganisedquarterlymeetingsofthosetaskforces.CSOrepresentativeswereselected/electedthroughtheCSOTFstorepresentintheMinistryofHealth’sTFsofeachoftheseareas--RMNCH,CD,NCN,andHSS.

7.2 Practice8:EngagementofPSCambodia’s Health Sector Strategic Plan has highlighted the importance of private sectorengagement.TheHealthSystemhasbeendefinedtoincludetheprivatesector,bothfor-profit

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andnot-forprofit.Inlinewiththehealthpolicyinwhichtheprivatesectorisconsideredakeypartner in health service delivery as well as at the policy level, the Ministry of Health hasestablishedthesubTechnicalWorkingforHealthforPublicandPrivatePartnership(PPP).Thisisthepointofengagementoftheprivatesectorinpolicyprocesses.However,FGDparticipantsexplainedthatthesub-TWGHforPPPisnotyetfunctioningverywell.Therehavebeenregularmonthlymeetingsbuttheprivatesectormembershavenotyetfullyparticipated.Thismaybedue to the PS not yet understanding the mutual benefits of participation. The Ministry ofHealthwouldbewellplacedtodomoretotrytoengagetheprivatesector.AccordingtotheFGD,aPPPStrategicplanwillbedeveloped induecourseto identifymorestrategicwaysofengagementbetweenthepublicandprivatesectors.

NoneoftheFGDparticipantshaveeverexperiencedanysupportfromDevelopmentPartnersto encourage participation in policy process, nor were they invited to consult with DPprograms. TheMidwifery Association has received support fromUNFPA on the institutionaldevelopmentandcapacitybuildingbutnotforpromotingparticipationinpolicydevelopment.

Thelegalandregulatoryenvironmentisactuallyconducivefortheprivatesectortopresentitsviews.Gettingaccesstokeyforumsandvenuesforadvocacyischallenging.Currently,healthprofessionalassociationsareonlypartofthePPPsubTWGHbutnotinvitedtootherimportantpolicyplatforms.

8 Otherobservations§ Overall,DPsinCambodiaareverysupportiveofthemonitoringexercise.WHOatcountry

level is of great support for this study. Likewise, the Ministry of Health is also verysupportive of the process, even if some sensitive issues such as those concerningprocurementsystemwerenotanswered.

§ Theprocessistime-consumingandsensitivetosomeextent.§ TheQualitativetoolislengthy,vague,andcomplicated,makingrespondingdifficult;some

areasareambiguous.Somequestionsrequirehighlevelinputandthisalsotakestime.§ TherehasbeendifferentunderstandingamongparticipatingDPsregardingwhatinclusion

inthenationalbudgetmeansandhencehowthisquestionshouldbeanswered.§ Most importantly, all the tools should have been discussedwith the National Expert to

reviewandfinalisepriorputtingintouse.

9 ConclusionandrecommendationsThefollowingactionshavebeenproposedbyhealthpartnersfollowingapreliminarydiscussionwiththeMOH:

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10 Annex1:listofDPsthatwereinvitedandthosethatparticipated

Nr ListofDPsactiveinthehealthsector

DPsinvitedtoparticipatein5thIHP+MonitoringRound(pleaseaddanXiftheDPwasinvitedtoparticipate)

DPsthatparticipated(pleaseaddanXiftheDPparticipated)

1 DFAT DFAT DFAT

2 GERMANY(GIZ&KFW) GERMANY(GIZ&KFW) GERMANY(GIZ&KFW)

3 USAID USAID USAID

4 JICA JICA JICA

5 FRANCE FRANCE

6 KOICA KOICA KOICA

7 WHO WHO WHO

8 WFP WFP

9 UNICEF UNICEF UNICEF

10 UNFPA UNFPA UNFPA

11 UNAIDS UNAIDS UNAIDS

12 GAVI GAVI GAVI

13 GFATM GFATM GFATM

14 USCDC USCDC USCDC

15 WB WB WB

*Pleaseaddmorelinesifnecessary

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11 Annex2:listofparticipatingCSOs

Nr ListofCSOsactiveinthehealthsector

CSOparticipatedinonlinesurvey(pleaseaddanXiftheCSOparticipated)

CSOparticipatedinfocusgroupdiscussion(pleaseaddanXiftheCSOparticipated)

1 ADRA

2 AFH X

3 CARE X

4 CHC X

5 CHEC

6 FHD X

7 CRS X X

8 HACC X

9 HI

10 ICRC X

11 KHANNA X

12 MSIC X

13 OperationASHA

14 PLANINTERNATIONAL

15 PSK X

16 RACHA X X

17 RHAC X

18 SC

19 SHCH X

20 TLC

21 TPO X

22 URC

23 WOMEN X

24 WVI

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25 MEDICAM X X

26 LD X

27 AIDSFOUNDATION X X

28 HEAD X

29 FHI360

*Pleaseaddmorelinesifnecessary

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12 Annex3:listofparticipatingprivatesectororganisations

Nr Listofprivatesectoractiveinthehealthsector(asperthedefinitioninthePStool)

Privatesectororganisationparticipatedinfocusgroupdiscussion(pleaseaddanXifparticipated)

1 MedicalCouncil x

2 PharmacyAssociation x

3 MidwifeAssociation x

4 GeneralElectric

5 CambodianChamberofCommerce x

6 Pharmaceutical ManufacturerAssociation

7 RoomchangDental&AestheticHosp x

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10

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12

13

14

15

16

17

18

19

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*Pleaseaddmorelinesifnecessary