Third Global Meeting of WHO Representatives and Liaison Officers

WHO headquarters, Geneva, 10-14 November 2003 R EPORT

Table of Contents

Part I • RECOMMENDATIONS CONCERNING STRENGTHENING OF WHO WORK IN COUNTRIES . . . . 3 INTRODUCTION...... 3 KEY RECOMMENDATIONS...... 4 OTHER RECOMMENDATIONS ENDORSED BY THE MEETING...... 7 Allocation of resources, raising funds and managing budgets ...... 7 Strengthening the WHO country office ...... 8 Country strategies and work plans ...... 8 Working together across the Organization...... 9 Better participation in the United Nations country team and partnerships ...... 9

Part II • ADDITIONAL ISSUES ARISING FROM SELECTED SESSIONS ...... 10 HEALTH CHALLENGES IN THE TWENTY-FIRST CENTURY ...... 10 GLOBAL EMERGENCIES – COUNTRY RESPONSES: WHO 3 BY 5 INITIATIVE ...... 10 COUNTRY REALITIES – GLOBAL RESPONSES ...... 11

Part III • SUMMARY OF PROCEEDINGS ...... 12 COUNTRY FOCUS – THE VISION...... 12 Opening session ...... 12 Address by the Director General...... 12 COUNTRY FOCUS: CHALLENGES AND OPPORTUNITIES ...... 13 Recommendations from previous Global WR/LO meetings ...... 13 Resources and constraints ...... 13 Working groups...... 14 COUNTRY FOCUS – THE PATH ...... 14 Strengthening WHO’s country offices and work at country level ...... 14 Working groups ...... 14 Panel responses to reports of working groups ...... 14 Working with the UN Resident Coordinator System and partnerships ...... 15 Panel response ...... 15 Plenary discussion...... 15 Health challenges in the twenty-first century ...... 16 Plenary discussion...... 16 PUTTING COUNTRY FOCUS INTO PRACTICE ...... 17 Global emergencies – country responses. WHO’s 3 by 5 Initiative ...... 17 Plenary discussion...... 18 In country co-ordination and country offices’ capacity to respond ...... 18 Country realities – global response...... 18 COUNTRY FOCUS: THE WAY AHEAD...... 19 The way forward: next steps ...... 19 Priority recommendations...... 19 Closure of meeting ...... 20

Annex 1 • REFERENCES...... 21

Annex 2 • FINAL ANNOTATED AGENDA ...... 22

Annex 3 • FINAL LIST OF PARTICIPANTS ...... 24

1 ABBREVIATIONS APW Agreement for the performance of work ART Antiretroviral therapy ARV Antiretrovirals CCA Common country assessment CCS Country Cooperation Strategy CEB UN System Chief Executives Board for Co-ordination CMH Commission on macroeconomics and health CPC Caribbean programme coordinator cVDPV Circulating vaccine-derived polio virus DOTS The internationally-recommended TB control strategy FAQFrequently asked questions GMS Global management system GPN General programme network HFA Health For All LO Liaison Officer MDG Millennium development goals NGO Non governmental organization NPO National professional officer PHC Primary Health Care PMDS Performance management and development system PSC Programme support costs SARS Severe acute respiratory syndrome SSA Special service agreement SWAP Sector-wide approach UNCT United Nations country team UNDAF UN development assistance framework UNDGUN development group UNRC United Nations resident coordinator system WLO WHO liaison Officer WR WHO representative PART I

RECOMMENDATIONS CONCERNING STRENGTHENING OF WHO WORK IN COUNTRIES

INTRODUCTION

The participants welcomed the Director-General’s initiative in organizing the Third Global Meeting of WHO Representatives and WHO Liaison Officers (WRs/LOs). They appreciated the opportunity to contribute their ideas and energy to discussions on how to realize his vision of putting countries at the centre of WHO’s work. The spirit of the meeting set by the Director-General in his opening remarks was one of change within continuity. The contribution of the WRs/LOs during the meeting was, not surprisingly, focused on the change. The participants expect that the meeting and its outcome will become a major step in recognizing that WRs/LOs represent a force to be relied on and utilized in the achievement of the Organization’s ambitious aspirations and plans. For this force to be fully exploited, a number of concrete changes must be made in the way the Organization works to make it modern, responsive to countries’ needs and more effective. This is the case for the full spectrum of WHO’s work but also to meet the extra demands of new initiatives, such as the 3 by 5 Initiative, where WHO’s global advocacy, resource mobilization and technical guidance must be matched by efficiency on the ground. Such changes will be essential to achieve the potential of WHO’s renewed commitment to PHC. To maintain the open dialogue that has been re-established with WRs/LOs in this meeting, appropriate permanent mechanisms must be established to ensure that the voices of WRs/LOs continue to be heard along with those of colleagues in regional offices and headquarters. The WRs/LOs are confident that the recommendations of this meeting will be taken seriously and actively followed up in line with the benchmarks and timeframes agreed during the meeting. The WRs/LOs pledge to assume their responsibility and offer their full commitment to making a country-centred WHO a reality.

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KEY RECOMMENDATIONS

Recommendations on which there was a high level of consensus as to their priority are grouped under sections 1-7. Because of time constraints benchmarks could not be proposed for all recommendations. These remain to be developed.

Benchmarks 1. There is a strong consensus on the importance of all countries hav- ing a country cooperation strategy (CCS), linked to a single workplan and budget, all developed jointly by the country office, regional office and as much as possible headquarters, to ensure the coherence of WHO’s work at country level. The meeting recommends that: • The starting point for all WHO activities in all countries should be a coun- CCS and single workplan and budget in all try coordination strategy that serves as the basis for a single workplan countries by end 2004. and a single budget. • The single budget should include regular budget country funds, an esti- mate of extrabudgetary funds from headquarters and the regional office, known and/or likely to be available for use in the country, and locally raised resources. • To enhance a common understanding and commitment to a country- CCS and single workplan and budget in all centred approach, standardized tools should be used across all levels countries by end 2004. and regions of the Organization. • The WR/LO should be responsible for the development of the workplan and budget (preferably with the involvement of regional office and headquarters staff) and should be responsible and accountable for the management of the budget. • No activities/expenditure should be undertaken in a country using WHO staff and funds outside the agreed workplan and budget (unless these are modified by the country office, in consultation with the regional office, to take advantage of new funding). • The workplan and budget should respond first to priorities identified in the country and not be driven by donor priorities and WHO internal ear- marking of funds at global and regional level. Global and regional initiatives must be built into the workplan rather than operating outside it. 2. The meeting concludes that further delegation of authority to WRs/LOs is critical and needs to be defined in three areas: political, programmatic/technical, and administrative. The meeting recommends that: • There should be greater recognition and support of the WRs/LOs role as representatives of the Director-General and regional director, to enhance their political role in promoting health at the country level. • Delegation of authority should be standardized across the regions but Standardized definitions of delegation of allow for exceptions based on the size and staffing of the country office authority at all levels by end 2005. (and possibly in the event of emergencies).

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Benchmarks • The status of LOs and National Professional Officers (NPOs) needs special consideration and clarification. • Delegation of authority in relation to financial and human resource issues requires rapid action (see relevant points in recommendations 1 and 3) 3. The meeting feels strongly that the efficiency and effectiveness of Country offices as budget management WHO at country level can be greatly enhanced by the WHO centres by end 2005. country office functioning as a budget management centre. The meeting recommends that: • WRs/LOs should be given the authority to manage the agreed budget flexibly towards the achievement of an agreed set of expected results. • Where capacity exists (which should be the aim for all large and medium-sized country offices), both the authority for expenditure and the management of procedures for such expenditure should be at country level (for example, agreements for the performance of work, (APW), special service agreements (SSA), local cost requests), within appropriate mechanisms to ensure accountability. • Country offices should also be given more support in auditing to strengthen their capacity to be responsibly accountable. • Flexibility in use of the budget should be allowed for rapid response to an emergency situation. • Country budgets should include a small proportion of unspecified funds to be used at the discretion of the WR/LO (with appropriate regional office consultation) to respond to unforeseen demands. • Fund raising by WRs/LOs at country level should be explicitly encouraged and they should be empowered to negotiate and sign agreements, in consultation with the regional office and headquarters. This should be facilitated by clear instructions, revised standard procedures and tem- plates for memoranda of agreement with donors, training of WRs/LOs and rapid legal clearance. 4. Another key message from the WRs/LOs is that improving the understanding of the roles and responsibilities of different compo- nents of WHO and improved communication are critical to WHO working as one organization. The meeting recommends that: • The predominant (though not exclusive) roles and responsibilities of the Clear definitions finalized and distributed by three levels of WHO should be clearly defined and widely disseminated. June 2004 • Plans to modernize and enhance the IT environment and connectivity Improved connectivity in the African Region (including the global programme network (GPN) or equivalent) across by end 2004 and across the whole the whole Organization should be accelerated, giving priority to Organization by end 2005. regions/countries in greatest need of improvements. • All country offices should have video-conferencing capacity and web- sites (or pages). • Communication should not only occur up and down the hierarchy (headquarters, regional office, country office) of the Organization but simultaneously among and across levels and regions.

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Benchmarks 5. The meeting emphasizes that WHO can only become a truly WRs/LOs included with RO and HQ staff in country-centred organization if there is genuine recognition that reference groups and other mechanisms WRs/LOs are integral members of the Organization’s senior immediately, and mechanisms for ongoing management. involvement defined by June 2004. The meeting recommends that: • More frequent and effective mechanisms of consultation between headquarters, regional offices and WRs/LOs should be established, for example, reference groups and "think tanks" (possibly virtual) on different topics (possibly for each headquarters cluster). • WRs/LOs should be involved in the design phase of all new global initiatives. • More WRs/LOs could be invited to participate in global and regional governing body meetings with additional satellite meetings.

6. The meeting agrees that, in order to implement the work of WHO at coun- Comprehensive plans for upgrading country try level, significant investment is needed in strengthening the level staffing and competencies developed human resource capacity and competency of country offices. by June 2004. The meeting recommends that: • The capacity and competency of country offices must be adequate to support the priorities of the CCS and workplan. In particular, health systems expertise is lacking in many offices despite the universal importance of this area of work. • Country offices with a WHO representative should have a minimum addi- Minimum staffing levels defined by June tional staff of one international administrative officer and at least one pro- 2004, recognizing the additional demands gramme officer. Consideration should be given to categorizing countries in created in some countries by the 3 by 5 and order to determine minimum staffing and resource allocations. other initiatives. • The policy of mobility and rotation should be finalized and implement- Plans developed by June 2004. Targets set ed as soon as possible. Clear benchmarks should be set for the transfer for end 2005 and monitored closely. of headquarters staff positions to the regional and country offices, including redeployment of existing staff, if appropriate. Redeployment of staff to country offices should not be used as a penalty or to relocate non-performing staff. It should be part of an individual career plan. • WR/LO and other country office staff competencies should be continu- Continuing education opportunities for CO ously upgraded, for example through distance learning and peer educa- staff developed by June 2004. tion activities. • The plan to allocate 2% of the budget and 5% of staff time for staff Availability of 2% of budget for staff devel- development should be implemented immediately. To ensure this opment by June 2004. Clear policy on use budget is used for staff development, it should not be accessible for of funds for staff development for country other purposes ("Use it or lose it."). offices by end 2004. • WRs/LOs must be involved in the recruitment of international staff who are to work in their offices. The WR/LO’s opinion should be given greatest weight in selection procedures for long-term staff. Decision making for recruitment of short-term staff should be delegated to the country office. • The Performance Management and Development System (PMDS) must be used more effectively as a tool to manage performance and to prepare individual development plans for country office staff. It should also be used to identify and terminate non-performing staff. To achieve this, the WR/LO’s assessment in the PMDS process should be given due weight.

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Benchmarks • There must be appropriate transparent competitive recruitment of WRs/LOs against established competency criteria. WR/LO post descrip- tions should be revised to reflect such criteria. To facilitate the selection of WRs/LOs, a global pool of candidates who satisfy the criteria should be created. Peer review of WRs/LO’s should be introduced as part of their performance appraisal. 7. The participants strongly request that the recommendations of this meeting be jointly monitored and followed up. The meeting recommends that: • A joint working group should be formed composed of selected WRs/LOs from all regions, regional office and headquarter staff. • Further benchmarks with clear timeframes should be developed by the joint working group.

• The working group should prepare a short progress report every six Report produced every 6 months. months and send it to all WRs/LOs. • Consideration should be given to a follow-up meeting of WHO senior Follow-up senior management meeting by management, including WRs/LOs. end 2005.

OTHER RECOMMENDATIONS ENDORSED BY THE MEETING Allocation of resources, raising funds and managing budgets

8. The Director-General’s objective of allocating 75% of all regular budget Significant progress in 2004-2005 and full and extrabudgetary funds to regional office and country office budgets and transparent implementation in the in 2006 - 2007 should be given high priority. 2006-2007 budget. 9. Poverty and the burden of disease should be taken into account in achieving an equitable distribution of regular and extrabudgetary funds among countries. Allocation of extrabudgetary funds at all levels should be transparent and their management should follow the same rules and scrutiny as for regular budget funds. The budget should be allocated taking into account results achieved but also needs. 10. To facilitate fund raising there should be a clear explanation to donors of how the programme support costs (PSC) are used. To encourage donors, to provide an incentive for country-level fund-raising and to support the country office, a proportion of all PSC (not only from costs levied on resources mobilized at country level) should go to countries. 11. As much as possible essential WHO staff and top priority activities should be the first items to be covered by regular budget funds. Extrabudgetary funds should then be used to cover other areas identified in the single country workplan/budget. 12. Financial procedures should also allow contracting with NGOs and other competent partners, including those outside the health sector as appropriate, to advance selected areas of the country strategy. 13. To allow for more efficient use of funds for the purchase of supplies and equipment, country and regional office procurement thresholds should be increased.

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Benchmarks 14. The development of the staff of their office should be part of WRs/LOs role and responsibility. Support of staff development activities should be an essential element in their performance appraisal. Development of NPOs requires particular attention, in view of their potential as international staff members. 15. To encourage mobility and rotation of senior staff there should be equity in the grading of posts across the three levels of the Organization. The professional challenges and responsibilities undertaken by WRs in some country offices is comparable with that of headquarters department directors. 16. Country offices should issue annual reports and their performance should be reviewed every two years. Appropriate indicators of WHO country office performance should be developed. 17.The WHO office in countries should set an example of a healthy working environment and practices. This includes leave compensation for intensive stressful work during emergencies. 18.The authority of WRs/LOs over visiting headquarters and regional staff and consultants needs to be strengthened and clarified.

Strengthening the WHO country office

19. In a pilot group of large country offices the value of a Deputy WR post should be assessed. 20. WRs/LOs should receive up-to-date information on administrative reforms being undertaken at headquarters, especially those that have a bearing on decentralization and delegation of authority. Clear timeframes for the implementation of the changes should be communicated. One example, among many, is a target date for the roll-out of the global management system (GMS.) 21. All WRs/LOs should undergo a basic training course which goes beyond the current WR/LO orientation and which covers the main current issues in international health (for example, health system financing, macroeconomics and health, trade and health.)

Country strategies and workplans

22. There is a need to provide more clarity about the CCS process, especially for countries that have not yet started it. Training and better (possibly web-based) sharing of information on the CCS are needed. 23. One planning tool for all levels (and all regions) is essential to ensure a shared country focus across the whole Organization. 24. Workplans should not include expected results for which there is no rea- sonable prospect of obtaining the necessary funding. Results-based management has no meaning if appropriate funds have not been allocated.

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Benchmarks Working together across the Organization

25. There should be a global directory of all WHO staff and a standardized email address system. A global database of expertise within the Organization could be a useful tool for collaboration between countries, both within and across regions. 26.Implementing the rotation and mobility policy can serve to strengthen communication while at the same time strengthening all levels of the Organization. 27. Major priority initiatives such as 3 by 5 should be used to test models of all three levels of the Organization working together. At the same time, changes needed to strengthen WHO country offices must be treated as essential for the successful implementation of 3 by 5 and other initiatives. 28. Benchmarks should be set for the progress made in the Country Focus Initiative to put countries at the centre of WHO’s work. 29. The apparent autonomy of and lack of coherence between different global initiatives within WHO should be addressed before they are promoted at country level, to avoid confusion. Similarly, every effort should be made to ensure their relevance to countries. 30. Resistance to the concept of putting countries at the centre of WHO’s work has to be recognized and explicitly addressed to bring about changes in "cultural" and behaviour.

Better participation in the United Nations country team (UNCT) and partnerships

31. More information and guidance should be provided to WRs/LOs on how WHO can most effectively engage in the UN country team (UN Resident coordinator) process, in particular the preparation of the Common Country Assessments (CCA) and UN Development Assistance Framework (UNDAF). Information on develop- ments in the UN system and WHO headquarters thinking on these should be communicated to country offices in a timely manner through WHO channels. 32. Participation in the UNCT should be on the basis of equity among the UN agencies and fairness, values that WRs/LOs can help to promote. This should be seen as an integral part of the WRs/LOs’ work, recognized in their performance evaluation and budgeted. 33. The WRs/LOs requested that WHO should challenge the current arrangement whereby UN resident coordinators (UNRCs) must be (or become) the UNDP resident representative irrespective of their organization of origin. Rotation of the UNRC role among heads of agencies could be considered. 34. WRs/LOs should be given more guidance and support on the Millenium Development Goals, (MDGs), Poverty Reduction Strategies and Sector–wide Approaches (SWAPs) 35. Recognizing that there have been instances where WHO’s lead in health has been challenged, WRs/LOs should be proactive in seizing the leadership in health but recognize that it must be continuously earned. One component of leadership is to embrace all partnerships that effectively advance the overall health agenda in the country irrespective of which partner takes who is taking the initiative. Donor agencies should be treated as partners and not just sources of funds.

9 PART II

ADDITIONAL ISSUES ARISING FROM SELECTED SESSIONS

HEALTH CHALLENGES IN make antiretroviral therapy (ART) available to the 6 THE TWENTY-FIRST CENTURY million people in urgent need and at the same time allows WHO to respond to the world-wide expecta- • A revised and updated Primary Health Care (PHC) tions placed on the Organization as the global UN strategy remains the appropriate path towards Health agency responsible for the coordination of interna- For All. tional health action. • Specific or vertical programmes should be designed • 3 by 5 contributes to filling an enormous gap which in a way that enables them to be integrated in and is unacceptable morally socially and economically. strengthen the health system and ensures their own Somebody has to act urgently and that somebody is sustainable success. WHO. Very high expectations rest on the • The number of top-down initiatives and of tools and Organization. guidelines should be limited and respond to actual • Because 3 by 5 is a "DOTS for life", it represents a country needs/requests. This will reduce the counter- great challenge for WHO, the countries and the part- productive effect of duplication and overlap. ners concerned. It is not business as usual. • Public health common goods such as essential health • The conditions for success with 3 by 5 should be services based on PHC, including essential drugs, defined and countries which satisfy them should be should not be left to the free market. the first to start. • WHO should involve higher levels in the governments • Proper explanations to countries and advocacy with (including others than the Ministry of Health) in order partners are key and the FAQ document in prepara- to deal better with such matters as the MDGs, macro- tion should be distributed immediately. economics and health, poverty reduction strategies and intersectorality. • It is important to build on the experiences of the past and at the same time to be creative, given the speci- • WHO should advocate for and support appropriate ficity of the initiative. investment in health as a way to reduce poverty and ensure sustainable human development. • Strong alliances should be built with relevant and tar- geted partners at country, regional and global level. • Community and civil society involvement should be re-emphasized as a cornerstone of PHC. • It is necessary to make use of and associate regional offices, headquarters clusters, resource centres and others such as UN Volunteers and local experts. GLOBAL EMERGENCIES - COUNTRY • Strengthening the health system and ensuring commu- RESPONSES: THE 3 BY 5 INITIATIVE nity and civil involvement are key factors for success. • The 3 by 5 Initiative is extremely important, relevant • Technical guidance, simplified tools and technical and long awaited. It responds to an urgent need to assistance should be made available to countries and

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the AIDS drugs and diagnostics facility should be • Preparing for and responding to crises provides an established urgently. opportunity for WHO leadership and for WHO to work • The 3 by 5 initiative should be associated with com- well as one organization, but better administrative plementary strategies such as the treatment of sexu- arrangements are needed. ally transmitted and opportunistic infections. • WHO’s comparative advantage is the knowledge and • The initiative has to take into account regional, sub experience of its national and international staff. They regional and country specificities: stigmatization, gen- should all be valued, and be kept secure and safe. der, population movements, tourism, and countries • Insecurity affects work and restricts access, especially with emerging epidemics. in countries in security phases 4 and 5. • In order to respond to country demands it is suggest- • Information is gold, and surveillance vital. Intelligence, ed that the future extension process should be analysis and anticipation are the key to success. planned now. • The initiative should as much as possible avoid creat- • WHO must coordinate for concerted action, building ing new or parallel mechanisms and make use of links within the UN system and among NGOs; it existing ones. should draw on all parts of the Organization (e.g. in environmental health). • Overcoming the Organization’s bureaucratic and administrative constraints (i.e. on recruitment, supply, • The management of communications is vital and and contracts with NGOs) is a very important chal- media work is a part of this. lenge that needs to be met. • It is important to maintain strong country offices and • Local resource mobilization should be intensified to provide support to WRs/LOs via the regions and complement the global and regional level. In that headquarters so that leadership can be maintained. regard, the issue of programmed budget support WHO’s country presence must therefore be scaled costs should be addressed up. • Given the crucial role of WHO’s country offices, • Clear policies are needed for WHO’s response to strengthening them appropriately is crucial. crises at country level incorporating principles, operat- COUNTRY REALITIES - GLOBAL ing methods and systems that reflect the need. The policies should be supported by skillful resource RESPONSE mobilization and management that empowers • Crises reveal links between politics, economics and national staff and communities. health.

11 PART III

SUMMARY OF PROCEEDINGS

COUNTRY FOCUS - THE VISION changes were needed to improve the efficiency of the Organization at country level. Communication Opening session catalyses change. The Director-General outlined Suniti Acharya, WR Bangladesh and Chair of the opening measures being taken to improve communication, session, welcomed the participants from all levels of the including increased connectivity and the creation of a Organization, who were coming together in the spirit of health situation room at the centre of a network to "One WHO". The third meeting of WRs/LOs was special share up-to-the-minute information. because it was the first with Dr J.W. Lee as Director- • Change, renewal and reform needed to be built on General. The Chair welcomed Dr Lee’s commitment to tradition and continuity. In that regard, the Director- a more country-centred WHO and thanked him for pro- General drew attention to the celebration of the viding an opportunity to think about how to achieve that twenty-fifth anniversary of the Alma-Ata Conference aim. She concluded by expressing the hope that the on Primary Health Care that same day and empha- meeting and its follow-up would make WHO country sized that Health for All remained a vision of social offices better places to work and that the Organization’s justice that still guided the Organization’s work. improved effectiveness would help to make the world a better place to live in. • The Director-General reminded the meeting that he had declared as a global health emergency the glob- Kerstin Leitner, ADG/SDE, set the stage for the meeting al situation of HIV/AIDS, the most important public by pointing out that it was first and foremost a meeting health problem facing the world today. In particular, of WRs/LOs but with the participation of all three levels the extremely limited access to treatment and care, of the Organization. Its dominant theme was decentral- including antiretrovirals (ARVs) was morally unaccept- ization - of resources, of authority and of accountability. able. That was why he had launched the 3 by 5 That did not mean abdication of responsibility by the Initiative, which would show that the Organization centre. Headquarters and the regional offices must sup- could change that situation and move towards the port the country offices in their work. That required con- ultimate goal of universal access to ARVs. For the 3 by tinuous consultation across all levels of the Organization 5 Initiative, the Organization had the knowledge, and to ensure that strategic decisions were well founded and two years, to achieve its target. That would require shared; all levels should then be responsible for follow- resource mobilization, better coordination, and a ing through on the decisions made. focus on measurable results. Reference: (1) • The Director-General stated that he wanted to see more resources being used at country level and reit- erated his target of 70% of resources being used at Address by the Director-General regional and country level in 2004-2005. In addition to money, improved human resources would be crit- The Director-General began by noting that he could not ical, necessitating an investment in staff training but cover the details of his strategic vision in the short time also an effective system of mobility and rotation. available and that he would focus on a few key points. • The primary objective of WHO was to improve health Summarizing the range of topics to be covered during outcomes in countries. To do that more effectively, the meeting, the Director-General encouraged all to

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speak clearly, honestly and boldly and to generate ideas ings. Most of the recommendations from those two for action. meetings had not been adequately addressed so far, A number of WRs/LOs took up the invitation to pose and they remained valid today. There was a shared view questions. In responding, the Director-General rein- (underlined in subsequent discussions) that for the cur- forced some of his earlier points and made a number of rent meeting to be useful the recommendations must additional points, including the following: have clearly stated timeframes and a process for monitoring their progress. • There was no clear demarcation between WHO’s normative and operational functions and both came • There is a need for a clear though not exclusive, state- together at country level. ment of the predominant roles and responsibilities of the three levels of WHO. • The WR/LO is the point of reference and coordination for all WHO work in countries. WRs/LOs should • The CCS or another strategic planning approach is a ensure that they are not bypassed; the Director- powerful way to guide and ensure coherence of WHO General was ready to discuss candidly any instances work at country level. There is a strong consensus sup- where that role was not respected. porting the idea of joint development of CCSs involving the country and regional offices and-as much as possi- • The Organization's renewed commitment to ble - headquarters. Similarly, joint workplan develop- HFA/PHC was not out of emotional attachment but ment is highly desirable. Common planning tools for all was based on a practical need and the limits of the levels (and all regions) would greatly facilitate this effort. formal health sector. All staff could contribute to updating and reshaping the concepts but must then • There is a need to provide more clarity about the CCS get behind them. process, especially for countries that have not yet begun it. Training and better (possibly web-based) sharing of •For some health problems (and countries) the information on the CCS is needed. Organization must ask itself whether the limited resources available were compatible with its ambi- • Improving communication, especially through tious aspirations and statements. Was it really enhanced IT connectivity is critical to WHO working as equipped to make a difference? one organization. Implementation of the global pro- • The uncertainty surrounding the funding of the 3 by gramme network is a priority. 5 Initiative was not a reason not to push ahead. WHO • WRs/LOs should be considered as integral members of had an obligation to take the lead. Concrete outputs the regional and (as appropriate) global senior man- such as standardized treatment regimens (to be agement teams of WHO. Accordingly, there need to be unveiled on 1 December 2003), and clear guidance more frequent and effective mechanisms of consulta- on how treatment could be linked to testing for tion with them and across the Organization. WRs/LOs seropositivity would help to attract resources, as had should be involved in the design phase for all new glob- happened with the smallpox and polio programmes. al initiatives. WR/LO reference groups should be estab- Among the ideas put forward by WRs/LOs in the subse- lished and WRs/LOs included in meetings and virtual quent discussion was the need to increase resources for "think tanks" on different topics. WRs/LOs could be improving health systems That could be done by using invited to participate in more global and regional gov- a proportion of vertical programme funds for health sys- erning body meetings, with additional satellite meetings. tems issues or by offering better access to multilateral • Implementing an enhanced rotation and mobility policy and bilateral funding for health systems issues. WHO’s can serve to strengthen communication while at the credibility at global level was critical. If WHO led global- same time strengthening all levels of the Organization. ly, it was much easier for WHO to lead in countries. Reference: (2) COUNTRY FOCUS: CHALLENGES AND Resources and constraints OPPORTUNITIES Three presentations from headquarters staff set the scene Chair: Jean-Marc Olivé, WR Philippines for working group discussions. The presentations focused Recommendations from the previous on financial, auditing and human resource issues. global WR/LO meetings Hilary Wild, Comptroller GMG, introduced the current Veta Brown, CPC Barbados, presented a summary (see status and future trends of budget and finance, stressing below) of the findings of the two previous WR/LO meet- the constraints generated by the world wide economy

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and the zero growth policy systematically endorsed by lenges posed to the Organization at the country level, the Organization’s governing bodies, vis à vis the chal- but looking for realistic and practical approaches to cor- lenges of decentralization and mobilization of rect weaknesses and build on existing capabilities in the resources as flexible funding. Ken Langford, Director short and medium terms. The group discussed the fol- AO, stressed that it was important for some audit func- lowing three themes: tions to be thoroughly observed at the country offices • Delegation of authority and accountability level; fraud prevention was primarily a WR’s responsibility and it occurred when there was a failure to oper- • Country office profiles ate basic control measures. He pointed out that pur- • Management and leadership for WRs/LOs chasing was the single most important cause of fraud, and referred to standard procedures to follow in case A summary of the main issues and recommendations of such occurrences. Finally, Alejandro Henning, emerging from the working groups is presented in Part I Director HRS, reviewed ongoing initiatives and the pri- of this report. ority agenda defined for human resources in recruitment, staff development, mobility and rotation, performance management, contract reform and the Panel response to working group reports human resources support function to regional and The three panellists each approached some of the country offices. Participants posed questions on pro- salient issues emerging from the reports. Pascale motions and delegation of authority in the European Brudon, WR Vietnam, drew attention to the consisten- Regional Office before adjourning for working group cy between some of the recommendations made by discussions. the groups now with those made at the two previous References: (3) (4) global meetings, although it was regrettable that they had not been put into practice. On the issue of trans- forming WHO into a country-centred institution, she Working groups pointed to the changes needed in the organizational culture to establish that principle. She also referred to The working groups discussed the following topics: other issues, such as the delegation of authority and its • WHO country offices, regional offices and HQ: work- relevance for some country offices; the need to pro- ing together mote competitive recruitment of WRs/LOs; the urgent need for a more proactive attitude to information-shar- • Ensuring input of WHO country offices into policy dis- ing within the Organization; and the lack of common cussions, global initiatives, strategies and tools understanding of initiatives and processes such as • More efficient management of financial resources CCS, joint planning and UNDAF. Mohamed Abdi Jama, DRD/EMRO, stressed that the work of WHO started • One country plan and budget based on the CCS and ended at the country level; in that context, CCS A summary of the main issues and recommendations had a crucial role as a process intended to articulate a emerging from the working groups is presented in Part I medium-term strategic framework which should be fed of this report. into the development of headquarters and regional office programme budgets. He also highlighted the References: (5) importance of adequate and opportune staff training and development as a need felt by WRs/LOs, together with the need to restore confidence in WHO in the COUNTRY FOCUS – THE PATH immediate future. Finally Anders Nordstrom, Strengthening WHO’s offices and work ADG/GMG, presented a summary of issues raised by the working groups under various headings (joint plan- at country level ning and performance monitoring, financial manage- Chair: William Aldis, WR Malawi ment, human resources, delegation of authority and communications), identifying key priorities for organi- Working groups zational efficiency and benchmarks to ensure that In his presentation of the topics for the working groups, greater results were achieved in countries on priority El Hadi Benzerroug, WR Cape Verde, invited the mem- issues. bers to examine them in the light of the overall chal- References: (6) (7) (8)

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Working with the UN resident coordi- to the country team which although they reflected nator system and partnerships agreements reached among agencies that did not directly involve WHO, were presented as binding for Chair: Agostino Borra, WR Myanmar the entire system. This type of situation underlined the The Chair introduced the two topics to be presented and importance of timely information from headquarters discussed during the session: Corporate relations within and regional offices to WRs/LOs, to ensure that at all the UN and coordination platforms such as the UN times and on all topics, the country office was ade- System Chief Executives Board for Coordination (CEB), quately prepared to respond on behalf of the the United Nations Development Group (UNDG), and Organization. Attention was also drawn to weaknesses the UN resident coordinator system as a way to improve in some regions, where WHO country offices were at a multisectoral collaboration and national capacity disadvantage to other agencies with regard to access building. to information and resources to respond to requests from countries in normal but particularly in emergency Bill Kean, Director GOV/EGB, after a brief historical situations. The panellists recognized a strong partner- review of the UN reform process, described in detail the ship within the system as a key to success in perform- scale and scope of functions of the UNDG system and ing joint and more effective work with a higher impact. WHO’s role in it. He noted that UNDG had proliferated They also emphasized the importance for the UN of in the past three years into some 20 working groups and maintaining a constant dialogue with governments as a task forces, consuming considerable resources at head- system, to ensure that both normative and operational quarters and field levels, with results that were not functions of the various agencies were always finely always clear. He trusted that the process of harmoniza- tuned to countries’ needs. tion and simplification of the UNDG system now under way would eventually better define the parameters of Plenary discussion WHO’s involvement, particularly in relation to the follow- up on MDGs and related tasks. On the resident coordi- Fifteen WRs/LOs intervened on different aspects of the nator system, Kerstin Leitner, ADG/SDE, focused on the presentations and the panellists’ responses. Positive and CCA/UNDAF, process which since 1997 had proved to negative experiences were shared regarding the work of be a valuable tool to articulate the system around coun- the country offices within the UN system. In summary, tries’ needs. UNDAF, she noted, should be continuously the burning issues related to: weaknesses of some developed so as to provide a consolidated platform for country offices, which reduced their role and even pres- country team operations, ensuring the necessary coherence in normal and especially emergency situations; ence to the UN’s work in an environment that enabled inflexible positions on the part of some agencies in the synergies among the agencies. In that regard, the feasi- field with regard to joint planning and implementation of bility of WHO joining common premises should be activities; delays in transmission of information from explored, with due consideration to country offices WHO headquarters and regional offices on policy and where accommodation arrangements with government operational matters; territorial disputes over agencies’ were currently in place. mandates which reduced the impact of the system’s work; and reduced or even non-existent national dia- Panel response logue on crucial exercises such as CCA and UNDAF. However, there was a consensus among practically all In the panel that followed the two presentations, speakers that there was no option for WHO country Mohamed-Mahmoud Hacen, WR Burkina Faso, Nata office but to be an integral and influential part of the sys- Menabde, DCS/EURO, and Philippe Lamy, WR Costa tem, stimulating synergies and exercising leadership in Rica, commented from a country office perspective. health matters in spite of known weaknesses. It was The panellists referred to the wide range of experi- stressed that leadership must be gained and retained ences, from the very positive to the negative, that char- through consistently excellent work of the entire WHO acterized work within the UN system. They stressed team, and that adequate and opportune support from the importance of harmonizing and simplifying mech- headquarters and regional offices should be requested anisms and procedures within the system, as a means and provided in time to back up country operations. to improve the coherence of the UN’s work and syn- Finally, Khalif Bile Mohamud, WR Pakistan, and Kazem ergy among agencies. Mention was made of the con- Behbehani, ADG/EGB, concluded the discussions by fusion sometimes created by directives emanating reiterating the value of the work of WHO as a commit- from UNDG that some resident coordinators brought ted member of the UN country team, and the need to

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persevere through scepticism in search of the real recreate the concepts to allow them to accommodate opportunities to consolidate operational platforms the key new elements. The Madrid meeting was expect- around UNDAF. The issue of timely information to and ed to have facilitated the task of identifying additional from country offices was recognized as an absolute pri- principles and better defining the current environment, ority. with clear directions on policy development and review, as well as on health systems development. Important References: (9) messages to WHO had come out from the Madrid meeting with regards to shifting the focus from advoca- Health challenges in the Twenty-first cy to practical implementation, enhancing coordination among partners to improve international access to cur- century rent evidence about PHC interventions; and fostering Chair: Pavel Ursu, LO Moldova the development of networks to share best practices and experience. Tim Evans, ADG/EIP, stressed the cru- The Chair introduced the three topics to be presented cial role of people as a key element in the entire re- during the session: Future directions for primary health launching of HFA/PHC, since financial resources would care and macroeconomics and health within the MDG not necessarily change the state of affairs; a systematic framework; outcomes from the Madrid Meeting on effort to involve people was mandatory in that regard. Future Strategic Directions for Primary Health Care and Also, the knowledge base of HFA/PHC needed to be the Global Consultation on Increasing Investments in expanded in the light of 25 years of countries’ experi- Health Outcomes for the Poor; and the World Health ence, with due consideration to the leading role of the Report 2003. health sector in the forging of a new vision for health Andrew Cassels, Director HDP/SDE, presented the first systems development, a task that would require an topic, on PHC directions and macroeconomics and alignment of all interested parties around the health sec- health within the MDG framework. The focus was tor. Kerstin Leitner, ADG/SDE, and Vladimir Lepakin, placed on the cost of the MDGs and the priority ADG/HTP, commented on to the need to rally the assigned to poverty, as well as on the increasing num- Bretton Woods institutions around the recommenda- bers of actors involved. Attention was also drawn to the tions of the CMH to bring them to the countries, with necessary links between global and local action recom- concrete proposals for the establishment of national mended by the Commission on Macroeconomics an CMHs and the development of investment plans. The Health (CMH) with specific reference to Goal No. 8, and centrality of essential drugs and the development of finally to the significance of MDGs as shorthand for appropriate health technology in the re-launching of describing outcomes and not a prescription for how HFA/PHC was also emphasized, as well as access to those outcomes would be achieved. Melville George, public health goods at country level. WR Ghana, followed by presenting the experience of Ghana as a case study in developing a conceptual framework for achieving the MDGs. He noted the signif- Plenary discussion icance of the MDG framework for Ghana, as well as the Fourteen WRs/LOs intervened in the subsequent dis- challenges in achieving them within the national context. cussion, raising various issues, including the following: A specific framework for achieving the MDGs in Ghana firm endorsement of and commitment to the re-launch- was also introduced. ing of HFA/PHC not only as a WHO guiding principle but Two presentations followed on the outcomes and mes- to give countries impetus in the review and strengthen- sages from the Madrid Meeting on Future Strategic ing of their health systems, thus securing a leadership Directions for PHC and the Global Consultation on position for the Organization; the need to focus not just Increased Investments in Health Outcomes for the Poor. on the review of contents but also on concrete targets Rafael Bengoa, Director NCD, summarized the process and practical approaches, particularly in connection with for the review of the HFA concept and the PHC community participation in a structured manner; the approach in the recent past at global and regional levels, importance of coordinating all global initiatives to rally all which would eventually feed into the Fifty-seventh World interested parties around one single goal with different Health Assembly in 2004. He noted that the entry points, but avoiding several goals that distracted Organization was definitely re-engaging with HFA/PHC the attention of countries and reduced the impact of beyond advocacy, looking at the key issues emerging interventions; the recognition that national health budg- since the Alma-Ata Conference so as to diversify and ets must be increased to the extent possible so as to

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ensure that a basic financial platform became available tions that the CMH recommendations needed to be fur- for health system development, taking the necessary ther developed. Finally, a strong message from the precautions so that public health goods were not aban- meeting was that the leadership role of WHO in the re- doned to market forces; the need to give due attention launching of HFA/PHC was crucial. Due consideration to neglected areas of health systems development and should be given to the complementary roles of other fields of interest to WHO such as noncommunicable agencies in the UN system and bilateral agencies, as a diseases and mental health, in order to gather evidence reminder that WHO was not alone in that venture, nor and reposition them in the overall national health was it the exclusive territory of the Organization. development process; the design of monitoring and A summary of issues raised during the session is includ- evaluation mechanisms and tools that would assist ed in Part II of the report. countries and WHO to follow progress closely at the conceptual and operational levels; the need to ensure References: (10) (11) (12) (13) that no pockets of inequity were left in the promotion of local action in view of the different political architec- ture of countries (federal, etc.); the need to actively PUTTING COUNTRY FOCUS INTO integrate the work of WHO into the follow-up of the PRACTICE MDGs as a national and not as a UN exercise; the need to monitor vertical programmes so as to bring them Global emergencies - country respons- under the HFA/PHC umbrella so that they reinforced es. WHO’s "3 by 5" initiative. health systems as a whole. Chair: Helène Mambu-Ma-Disu, WR Cameroon A presentation of the World Health Report 2003 by After introductory remarks, the Chair invited Jack Chow, Robert Beaglehole, ADG Office/EIP, closed the round of ADG/HTM, Jim Kim, Advisor to the DG, and Charles presentations for the session. The 2003 Report focuses Gilks, HIV/AIDS, to present the 3 by 5 strategy. on seven headings: global health; millennium health goals; HIV/AIDS; polio eradication; SARS; neglected The presenters stressed the magnitude of the challenge global epidemics; and health systems. posed by the HIV/AIDS epidemic and the responsibility of WHO to respond to the scope and scale of that glob- In response to the presentations, four WRs/LOs took the al task in a collaborative manner. Leadership and own- floor to emphasize the importance of enhancing owner- ership of the challenge might lead to building partnership of HFA/PHC by the people; the need to capitalize ships with other health actors to do more, do better and on experiences in PHC such as the Bamako Initiative in do it now. It was important to face the task with time- Africa; the value of dissemination and sharing of infor- limited, measurable goals that were affordable by health mation on PHC experiences at country level; and the systems at country level without distorting their structure recognition that WRs/WLOs must not only be involved in or functions. Although WHO was aware of constraints the re-launching of HFA/PHC at the country level but and scepticism around such an approach, the delivery of should also be part of the concept review and formula- drugs to people who needed them and the pursuit of tion of strategic directions. behavioural change to control the spread of the epi- The session was brought to a close by Catherine Le demic was mandatory. In that regard, the role of Gales-Camus, ADG/NMH, who summarized the most WRs/LOs was critical, in line with the centrality of coun- salient points from the session. She noted that a leading try response: 3 by 5 would not be implemented by concept emerging from the presentations and discus- WHO but by the countries. The target to be reached by sions was the recognition that health was a political the year 2005 of three million people with access to issue; in the review and "modernization" of the PHC antiretroviral drugs was primarily intended to close the approach that view must therefore be central. Attention treatment gap declared as a global emergency in was also drawn to the need to consider economic sce- September 2003 by United Nations General Assembly. narios that determined health status. It was not only a The 3 by 5 initiative was an intervention within the question of the weaknesses of health systems to be health system to make drugs available to people and redressed. With regard to private health schemes, care maintain treatment for life. More specifically, it meant should be taken not to leave the health sector to market assisting countries to recognize and respond to their forces, while at the same time acknowledging the HIV/AIDS treatment gap and leveraging the necessary important role of the private sector in health systems resources to enable antiretroviral therapy (ART) to be development. Similarly, it was clear from the interven- scaled up rapidly in line with the 3 by 5 target.

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Plenary discussion referred to some milestones to date which included a list of ongoing planning missions with a analysis of Ten participant intervened following the presentation. challenges and opportunities, as well as the immediate Their comments covered a wide range of issues, with steps to be taken by WHO, including mobilization for a broad consensus on the following: recognition of the the commemoration of World AIDS Day on 1 value of the proposed strategy and endorsement by December 2003. WRs/LOs as an absolute priority for the country offices; the importance of rallying all interested parties behind The session ended with a further discussion in which 15 the strategy to secure global scaling-up and sustain- participants took part, including the Regional Directors ability through local fund-raising; the need to continue from Africa and the Americas. A summary of the main gathering evidence on the effect and impact of ART for issues raised in plenary is included in Part II of the advocacy and operational purposes; expansion of tra- report. ditional partnership scenarios, so as to involve civil References: (14)(15) society and sectors other than health at national level; due consideration to the strengthening of health systems to render the strategy feasible and operational; Country realities – global response the need for community mobilization for 3 by 5 to integrate people from the early stages of planning and Chair: Hashim A. Elzein Elmoussad, WR Yemen implementation; legal and ethical issues related to the At the invitation of the Chairperson, David Heymann, implementation of the strategy should be adequately Representative of the Director-General, introduced the dealt with; recognition of the problem posed by coun- topic and the three presentations programmed for the tries with emerging epidemics, for which the presen- session, which represented case studies on the global ters requested inputs from WRs/LOs. Responding to epidemic of severe acute respiratory syndrome (SARS), questions raised by participants, the presenters indi- a national epidemic polio outbreak due to circulating cated that headquarters was preparing a guideline with vaccine-derived polio virus (cVDPV) in Madagascar, and frequently asked questions about the strategy, includ- the humanitarian crisis in Liberia. ing prevention, treatment and other issues, for wide distribution. Concluding the first part of the session, The presentations by Henk Bekedam, WR China, André the Director-General suggested that participants start a Ndikuyeze, WR Madagascar, and Omar Khatib, WR virtual dialogue with the officers responsible for the Liberia, illustrated three complex scenarios where strategy, to build from country experiences and enrich country realities forced a global response from the the entire process. Organization because of their severity and magnitude. At the same time, the case studies put the Organization through a hard test of both its adminis- In-country coordination and CO’s capacity trative and its financial capacities, and especially its to respond leadership role at the global and country levels. The A panel of four WRs, (Kenya, Malawi, Thailand and presentations were followed by a plenary discussion to Zambia) and the Director HTM/HIV discussed the in- which David Nabarro, Representative of the Director- country response to the HIV epidemic in specific con- General, responded with a summary of lessons texts. A description of the ways in which the country learned. Those lessons focused on crises as situations offices were coping with the epidemic in countries with that revealed links between politics, economics and mature epidemics illustrated the weaknesses and health; preparing for and responding to crises provided strengths of WHO operations. Issues reviewed includ- opportunities for WHO leadership; WHO’s comparative ed the importance of wide partnerships and adequate advantage was the knowledge and experience of its coordination mechanisms among all interested parties; staff; information and surveillance were vital as they the need to maintain a constant dialogue with the provided the intelligence for analysis and anticipation health sector and other national institutions on the which were the key to success; coordination of efforts dynamic of the epidemic and the impact of the within the UN system and with other interested parties expanded response to it; the capital importance of sus- was crucial; management of communications must be tained political and financial commitment by govern- considered a priority; a strong country office was a pre- ments; community involvement at all stages; and the requisite for a solid response, with timely support from importance of a qualified core team at the country regional and headquarters levels; and finally, there was office to carryout the various tasks. Director HTM/HIV a clear need for policies for WHO’s response to crises

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at country level, with due recognition of the need to Priority recommendations empower all staff for successful management of the crises. Chair: Stella Anyangwe, WR Zambia Joy Phumaphi, ADG/FCH, wrapped up the session by At the invitation of the Chair, the core rapporteurs intro- thanking all involved in presentations of high quality on duced the priority recommendations based on the work such an important subject. She stressed the need to rec- and conclusions of the working groups. A set of seven ognize the underlying cross-cutting issues, such as the recommendations, many accompanied by clear bench- strength of the health system in place at the time of a marks, were presented to the meeting and further dis- crisis, which would determine the success or failure of cussed (for the final recommendations, see Part I of this the response to the emergency. The capacity for pre- report). paredness of the country offices was vital, and enough The Director-General welcomed the recommendations intelligence and evidence must be continuously gath- of the meeting, which he considered reflected "voices ered to keep the situation analysis updated and local from the heart and a lot of good thinking". He recog- capacities for response adequately assessed. nized that there had been frustration with the lack of fol- A summary of the main issues raised during the plena- low-up of the previous two WRs/LOs’ meetings and the ry discussions is included in Part II of the report. perceived lack of change. The Organization was here to References: (16) (17) (18) (19) serve the world, not its staff, and projecting a positive image to the outside world was critical. He pointed out that the budget of the Organization had doubled in the COUNTRY FOCUS: THE WAY AHEAD past five years, proving that the international community had faith in WHO’s capacity to perform. The way forward: next steps The Director-General considered that the recommenda- Chair: Jacobo Finkelman, WR Brazil tions were directed to him and that he would be per- sonally accountable for their follow-up. He observed that The Chair introduced the task ahead and invited Marie- the recommendations made good sense, particularly André Diouf, Director, SDE/CCO to set the scene for dis- from the perspective of the WRs/LOs. As Director- cussion in working groups. A preliminary draft set of rec- General he had to take into account the bigger picture, ommendations had been prepared by the core rappor- including the governing bodies of WHO and the stake- teurs to guide the prioritization of issues and fixing of holder community. He also had to balance the benchmarks within the broad setting of the Programmes Organization’s commitment to country work with its of Work for 2004-2005 and 2006-2007. That exercise other roles. should provide a valuable framework to follow up and monitor progress in the implementation of WRs/LOs While WRs/LOs were carrying the burden of the country recommendations. response and needed to be fully supported, it would not be honest simply to endorse the recommendations in Working groups their entirety. He committed himself to studying them line by line, and to reviewing their content with col- The following tasks were given to the working groups, leagues in headquarters and the regional office and with for subsequent review in plenary (see section below): WRs/LOs. They needed to be considered in the context • Selection of five top-priority recommendations from of the development of WHO for the long term. among the list of recommendations identified The Director-General said that he believed in the dele- • Identification of steps, benchmarks and mechanisms gation of authority, but that this had to be done intelli- for one WHO country strategy, one WHO country plan gently and with appropriate consideration for mecha- and one WHO country budget nisms of accountability. He stated his firm commitment • Identification of steps, benchmarks and mechanisms to improving connectivity for which headquarters would for strengthening/upgrading country offices to better assume the one-time cost. He requested that a brief implement the CCS (or equivalent) and the leader- update be provided to the meeting by GMG/ITT ship role in public health of WRs/LOs and country As to working within the UN country team, he suggest- teams ed that the world had changed and that WHO must References: (20) accept working closely with all relevant partners. He

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urged WRs/LOs to put their energy into being an active Closure of the meeting member of the UN country team. In her closing words, the Chair extended a vote of thanks The Director-General recognized the importance of the to all those involved in one way or another in the meet- WHO staff and wanted the Organization to be a caring one. ing and thanked in particular the WRs and LOs for their He paid homage to staff members of the Organization who contributions and participation. would be leaving soon. The Director-General concluded by reaffirming his belief that WHO was a great Organization. References: (21) (22)

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Annex 1 REFERENCES

The references listed below are to documents and (10) Future directions, PHC within the MDG frame- power point presentations that were made during the work. Andrew Cassels, Director SDE/HDP meeting. All the below documents are included on (11) PHC and MDGs - the Ghana experience Melville WHO Intranet and in the CD Rom produced after the George, WR Ghana meeting. (1) Proposed schedule, expected outcomes and (12) Future strategic directions for primary health care, annotated agenda of the meeting Rafael Bengoa, Director NMH/NMC (2) Recap of the recommendations from previous (13) The World Health Report 2003- a platform for WR global meetings, Veta Brown, Caribbean PHC. Robert Beaglehole, ADG Office/EIP Program Coordinator, Barbados (14) WHO’s 3 by 5 initiative. Jack Chow, ADG/HTM, (3) Budget evolution - 1982-2005, Hilary Wild, Charlie Gilks, HTM/HIV/SRM Comptroller GMG (15) Country support for the 3 by 5 strategy. Winnie (4) Human resources : ongoing initiatives and priori- Mpanju , Director HTM/HIV ty agenda, Alejandro Henning, Director (16) Country Realities - SARS in China. Henk GMG/HRS Bekedam, WR China (5) Working group reports: (17) Country realities - polio virus in Madagascar. • WHO country offices, regional offices and André Ndikuyeze, WR Madagascar Headquarters: working together (18) Country realities - emergency in Liberia. Omar • Ensuring input of WHO country office into Khatib, WR Liberia policy discussions, global initiatives, strategies and tools (19) Summary and wrap-up: country reality, global responses • More efficient management of financial resources. (20) Working group reports: • One country plan & budget based on the CCS • Priority recommendations (6) Introduction to working groups (day 2), El Hadi • Steps, benchmarks and mechanisms for one Benzerroug, WR, Cape Verde WHO country strategy, one WHO country (7) Working group reports: plan and one WHO country budget. • Delegation of authority and accountability • Steps, benchmarks and mechanisms for strengthening/upgrading Country Offices to • Country office profiles better implement the CCS (or equivalent) • Management and leadership for WRs and the leadership role in public health of WRs/LOs and Country teams (8) Strategic framework for general management, Anders Nordström, ADG/GMG (21) Priority recommendations presented to the meeting (9) The U.N. System - principal U.N. organs of importance to WHO (22) Closing remarks.

21 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

Annex 2 Third Global Meeting of WHO Representatives Monday, 10 November Tuesday, 11 November COUNTRY FOCUS - THE VISION COUNTRY FOCUS - THE PATH 08.00 – 10.00 Registration and welcome coffee Strengthening WHO's office and work at country leve Chair: William Aldis, WR Malawi 10.00 - 10.20 Opening session Chair: Suniti Acharya, WR Bangladesh 09.00 - 09.10 Introduction to working groups Welcome El Hadi Benzerroug, WR Cap Verde Kerstin Leitner, ADG/SDE 09.10 -10.30 I. Working groups: Address by Director-General, i. Delegation of authority and accountability ii. Country office profiles LEE Jong-wook iii. Management and leadership for WRs 10.20 - 11.20 Plenary exchange with participants 10.30 - 11.00 COFFEE BREAK 11.20 - 11.30 The week ahead: 11.00 - 12.00 II. Plenary discussion: Report back from groups Introduction of the vision behind, and process (continued also from day 1) leading up to the Global meeting. Presentation 12.00 - 12.30 III. Panel : short response to group work reports of the agenda. Pascale Brudon, WR Vietnam, Mohamed Abdi Kerstin Leitner, ADG/SDE Jama, DRD/EMRO, Anders Nordström, ADG/GMG 11.30 - 12.00 Short plenary for clarification and comments 12.30 - 14.00 LUNCH 12.00 - 12.30 Photo Session on steps outside EB Room: DG, Working with the UN resident coordinator system and RDs, WRs/LOs, Heads of Offices, ADGs. partnerships Chair: Agostino Borra, WR Myanmar 12.30 - 14.00 LUNCH 14.00 - 14.15 Introduction I. Corporate relations within the UN and coor- 14.00 - 14.10 Country focus: Challenges and dination platforms such as CEB, UNDG and opportunities related UNCT. Bill Kean, Director GOV/EGB Chair: Jean-Marc Olivé, WR Philippines II. Resident Co-ordinator system as a way to Recap of the recommendations from the previ- improve multi-sectoral collaboration and nation- ous meeting al capacity building. Kerstin Leitner, ADG/SDE Veta Brown, CPC Barbados 14.15 - 14.30 III. Panel responses: country perspectives 14.10 - 14.45 Resources and Constraints Mohamed-Mahmoud Hacen, WR Burkina Faso, Nata Menabde DCS/EURO, Philippe Lamy, WR Costa Rica I. Budget and finance: current status 14.30 - 15.20 Plenary discussion and future trends Hilary Wild, Comptroller, GMG 15.20 - 15.30 IV. Wrap up of session. Khalif Bile Mohamud, WR Pakistan, II. Internal audit, accountability Kazem Behbehani, ADG/EGB. and responsibility 15.30 - 16.00 COFFEE BREAK Ken Langford, Director IAO III. Human resources: on-going initiatives and Health challenges in the 21st Century priority agenda. Chair: Pavel Ursu, WHO LO Republic of Moldova Alejandro Henning, Director HRS 16.00 - 16.10 I. Future directions for Primary Health Care and Macroeconomics and Health within the 14.45 - 15.00 Interaction framework of MDGs 15.00 - 15.30 COFFEE BREAK Introductory remarks on the theme. 15..30 - 17.00 Working groups: Melville George, WR Ghana, Andrew Cassels, Director HDP/SDE i. WHO country offices, regional offices and 16.10 - 16.25 II. Outcomes and messages from the Madrid Headquarters: working together meeting on Future Strategic Directions for ii. Ensuring input of WHO country office into poli- Primary Health Care, and the Global cy discussions, global initiatives, strategies and Consultation on Increasing Investments in tools Health Outcomes for the Poor. iii. More efficient management of financial Rafael Bengoa, Director NCD, Tim Evans, resources. ADG/EIP, Vladimir Lepakin, ADG/HTP, Kerstin iv. One country plan & budget based Leitner, ADG/SDE. on the CCS 16.25 - 16.45 Plenary discussion 17.00 -17.30 Plenary discussion: Report back from working 16.45 - 17.00 III. The World Health Report: a platform for groups (continued on day 2) Primary Health Care. How can the WHR be 18.00 - 20.00 All participants invited to the Alma Ata used to take forward WHO policy on PHC? Celebration Robert Beaglehole, ADG Office/EIP 17.00 - 17.20 Plenary discussion 17.20 - 17.30 Wrap up of session: Catherine Le Gales-Camus, ADG/NMH

22 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT and WHO Liaison Officers Geneva, 10-14 November 2003 Wednesday, 12 November Thursday, 13 November PUTTING COUNTRY FOCUS INTO ACTION Global emergencies - country responses Country realities - global response Chair: Hélène Mambu-Ma-Disu, WR Cameroon Chair: Hashim A. Elzein Elmousaad, WR Yemen 09.00 - 10.00 I. The "3 by 5" strategy. The Global challenge, 08.30 - 08. 45 I. Introductory comments the collaborative agenda. David Heymann, Representative to the DG. Jack Chow, ADG/HTM, Jim Kim, Advisor to 08.45 - 09.15 II. Case studies Director-General, i. SARS. Hendrik Jan Bekedam, WR China II. Overview of planning and efforts ii. Polio outbreak due to a cVDPV Charlie Gilks, HIV/AIDS. André Ndikuyeze, WR Madagascar iii. Liberia, Omar Khatib, WR Liberia 10.00 - 10.30 Plenary discussion 09.15 - 10.15 Plenary discussion 10.30 - 11.00 COFFEE BREAK 10.15 - 10.25 Lessons learned: David Nabarro, Representative 11.00 - 12.00 III. In-country coordination ;WR capacity to to the DG respond 10.25 - 10.30 Wrap up of session: Joy Phumaphi, ADG/FCH Discussant panel 10..30 - 11.00 COFFEE BREAK Peter Eriki, WR Kenya, William Aldis, WR Malawi, Björn Melgaard, WR Thailand, Stella Anyangwe, 11.00 - 17.30 Open House - see separate programme WR Zambia, Winnie Mpanju, Director HTM/HIV/SAP 12.00 -12.30 Plenary discussion 12.30 - 14.00 LUNCH Friday, 14 November The way forward : next steps COUNTRY FOCUS: THE WAY AHEAD Chair: Jacobo Finkelman, WR Brazil 14.00 - 14.10 I. Introduction. Marie-Andrée Diouf, 09.00 - 12.30 Open House (cont. ) - see separate Director CCO programme 14.10 - 15.30 II. Working groups 12.30 - 14.00 LUNCH 14.00 - 14.20 The way ahead … i. Selection of 5 top priority recommendations from amongst the list of identified recommenda- Chair: Stella Anyangwe, WR Zambia tions I. Combined presentation of core rapporteurs on outcomes of the meeting ii. Identification of steps, benchmarks and mechanisms for one WHO country strategy, one WHO 14.20 - 15.00 Plenary discussion country plan and one WHO country budget. 15.00 - 15.30 II. Response and final address by the Director- General iii. Identification of steps, benchmarks and mechanisms for strengthening/upgrading Country 15.30 - 16.00 FAREWELL REFRESHMENTS Offices to better implement the CCS (or equivalent) and the leadership role in public health of WRs/LOs and Country teams. 15.30 - 16.00 COFFEE BREAK 16.00 - 17.30 III. Plenary session with feed-back from working groups

23 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

Annex 3 FINAL LIST OF PARTICIPANTS

COUNTRY OFFICES Dr Melville Omorlabie GEORGE Telephone No. : +233 24 326 198 WR/Ghana Fax No. : +233 21 763 920 Email address : [email protected] AFRICA REGION Dr Khadidiatou MBAYE Telephone No. : +224 21 2052 WR/Guinea Fax No. : +224 46 5009 Dr Nourredine DEKKAR Telephone No. : +213 21 91 67 36 Email address : [email protected] WLO/Algeria Fax No. : +213 21 91 16 86 Dr Antonio Pedro da Costa DELGADO Telephone No. : +245 204402/211280 Email address : [email protected] WR/Guinea Bissau Fax No. : +245 201179 Dr Pier Paolo BALLADELLI Telephone No. : +244 91 50 14 78 Email address : [email protected] WR/Angola Fax No. : +244 2 33 23 14 Dr Peter ERIKI Telephone No. : 254733608429 Email address : [email protected] WHO/Kenya Fax No. : +254202719141 Dr Lazare LOCO Telephone No. : +229 30 19 07 Email address : [email protected] WR/Benin Fax No. : +229 30 42 08 Dr Miguel KIASEKOKA Telephone No. : +266 22 31 21 22 Email address : [email protected] WR/Lesotho Fax No. : +266 22 31 02 13 Dr Jean Alfazema KALILANI Telephone No. : +267 713 06 478 Email address : [email protected] WR/Botswana Fax No. : +267 39 59 483 Dr Omar Juma KHATIB Telephone No. : +231 6 516801 Email address : [email protected] WR/Liberia Fax No. : +231 22 67 47 Dr Mohamed-Mahmoud HACEN Telephone No. : +226 30 65 09 Email address : [email protected] WR/Burkina Faso Fax No. : +226 33 25 41 Dr André NDIKUYEZE Telephone No. : +261 331208161 Email address : [email protected] WR/Madagascar Fax No. : +261 202235554 Dr Abdel Wahed EL ABASSI Telephone No. : +257 957 145 Email address : [email protected] SRDGRD/Burundi Fax No. : +257 231 771 Dr William ALDIS Telephone No. : +265 1 772450 Email address : [email protected] WR/Malawi Fax No. : +265 1 772350 Dr Hélène MAMBU-MA-DISU Telephone No. : +237 221 10 78 Email address : [email protected] WR/Cameroon Fax No. : +237 221 02 59 Dr Lamine Cisse SARR Telephone No. : +223 223 83 89 Email address : [email protected] WR/Mali Fax No. : +223 222 23 35 Dr El hadi BENZERROUG Telephone No. : +238 62 1406 Email address : [email protected] WR/Cap Verde Fax No. : +238 621 408 Dr Pathé Mamadou DIALLO Telephone No. : +222 525 99 51 Email address : [email protected] WR/Mauritania Fax No. : +222 525 8644 Dr Yao KASSANKOGNO Telephone No. : +235 52 0057 Email address : [email protected] WR/Chad Fax No. : +235523159 Dr Chrishna Nand BISSOONAUTHSINGTelephone No. : +230 208 3514 Email address : [email protected] WLO/Mauritius Fax No. : +230 210 6474 Dr Mamadou BALL Telephone No. : +269 73 52 39 Email address : [email protected] WR/Comores Fax No. : +269 73 18 25 Dr Bokar TOURE Telephone No. : +258 82 308 307 Email address : [email protected] WR/Mozambique Fax No. : +258 1 498998 Dr Kalula KALAMBAY Telephone No. : +269 73 52 39 Email address : [email protected] WR/Comores Fax No: + 269 73 18 25 Dr Custodia MANDLHATE Telephone No. : +264 61 22 98 25 Email address : [email protected] WR/Namibia Fax No. : +264 61 204 62 02 Dr Léonard TAPSOBA Telephone No. : +243 81700 6400 Email address : [email protected] WR/Congo DR Fax No. : GPN 5401 9097 Dr René ZITSAMELE-CODDY Telephone No. : +227 75 2039 Email address : [email protected] WR/Niger Fax No. : +227 752041 Dr Mame Thierno Aby SY Telephone No. : +225 22517200 Email address : [email protected] WR/Côte d'Ivoire Fax No. : +225 22517232 Dr Mohamed BELHOCINE Telephone No.: +234 1 7741718 Email address : [email protected] WR/Nigeria Fax No. : +234 1 2880744 Dr Benoît SORO Telephone No. : +240 9 4020 Email address : [email protected] WR/Equatorial Guinea Fax No. : +240 9 3236 Dr Maria Teresa do Rosario Lopes ARAUJO Telephone No. : +239 241 033 Email address : [email protected] WR/Sao Tome and Principe Fax No. : +239 221 766 Dr Diosdado Vicente NSUE-MILANG Telephone No. : + 291 1 151613 Email address : [email protected] WR/Eritrea Fax No. : +291 1 151322 Dr Matchok-M. YANKALBE-PABOUNG Telephone No. : +221 644 95 90 Email address : [email protected] WR/Senegal Fax No. : +221 823 3255 Email address : [email protected] Dr Olusegun BABANIYI Telephone No. : +251 1 531550 WR/Ethiopia Fax No. : +251 1 514037 Dr Rui Miguel VAZ Telephone No. : +248 224 686 Email address : [email protected] WLO/Seychelles Fax No. : +248 225 754 Email address : [email protected] Dr Alain Christophe BRUN Telephone No. : +241 734 358 Dr Joaquim SAWEKA Telephone No. : +232 22 233 565 WR/Gabon Fax No. : +241 734 365 WR/Sierra Leone Fax No. : +232 22 235215 Email address : [email protected] Email address : [email protected] Dr James MWANZIA Telephone No. : +220 46 22 84 Dr Welile SHASHA Telephone No. : +27 12 338 52 03 WR/Gambia Fax No. : +220 46 22 89 WLO/South Africa Fax No. : +27 12 320 15 03 Email address : [email protected] Email address : [email protected]

24 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

Dr David Ojut OKELLO Telephone No. : +268 602 0960 WR/Swaziland Fax No. : +268 404 4566 Dr M. Lea Patricia GUIDO LOPEZ Telephone No. : +509 245 4553 Email address : [email protected] PWR/Haiti Fax No. : +509 245 6917 Dr Deogratias BARAKAMFITIYE Telephone No. : +228 221 3360 Email address : [email protected] WR/Togo Fax No. : +228 221 7832 Dr Carlos Enrique SAMAYOA CASTILLO Telephone No. : +504 221 3721 Email address : [email protected] PWR/Honduras Fax No. : +504 221 3706 Dr Oladapo WALKER Telephone No. : +256 41 33 55 00 Email address : [email protected] WR/Uganda Fax No. : +256 4133 55 69 Dr Manuel PEÑA Telephone No. : +876 967 4626 Email address : [email protected] PWR/Jamaica Fax No. : +876 967 85189 Dr Edward Tlholwe MAGANU Telephone No. : +255 22 21 13 005 Email address : [email protected] WR/United Republic of Tanzania Fax No. : +255 22 2113180 Dr Joaquin MOLINA LEZA Telephone No. : +52 55 5208 2874 Email address : [email protected] PWRa.i./Mexico Fax No. : +52 55 5207 2964 Dr Stella ANYANGWE Telephone No. : +2601 256 251 Email address : [email protected] WR/Zambia Fax No. : +2601 252 863 Dr Isaias Daniel GUTIERREZ Telephone No. : +915 845 5980 Email address : [email protected] Chief USMB/US-Mexico Border Fax No. : +915 845 4361 Dr Evarist Kizito NJELESANI Telephone No. : +263 4 253724-30 Email address : [email protected] WR/Zimbabwe Fax No. : +263-4-253732 Dr Patricio ROJAS Telephone No. : +505-289 2800 Email address : [email protected] PWR/Nicaragua Fax No. : +505 289 4999 Email address : [email protected] REGION OF THE AMERICAS Dr Guadalupe VERDEJO Telephone No. : +507 262 0030 PWR/Panama Fax No. : +507 262 4052 Dr Juan Manuel SOTELO FIGUEIREDO Telephone No. : +54 911 44 17 69 98 Email address : [email protected] PWR/Argentina Fax No. : +54 911 43 11 91 51 Dr Hernan Alfredo MALAGA Telephone No. : +595 21 450 495 Email address : [email protected] PWR/Paraguay Fax No. : +595 21 450 498 Ms Lynda CAMPBELL Telephone No. : +1 242 326 7299 Email address : [email protected] PWR/Bahamas & Turks and Caicos Fax No. : +1 242 325 0121 Dr Lilian Ninett RENEAU-VERNON Telephone No. : +1 868 686 1997 Email address : [email protected] PWR/Trinidad & Tobago Fax No. : +1 868 624 5643 Mrs Veta BROWN Telephone No. : +1246 42 79 434 Email address : [email protected] CPC-Barbados Fax No. : +1246 43 69 779 Dr Jose FIUSA LIMA Telephone No. : +598 2 707 2589 Email address : [email protected] PWR/Uruguay Fax No. : +598 2 707 3530 Dr Carol M. BOYD-SCOBIE Telephone No. : +1 246 42 63 860 Email address : [email protected] POEC/CPC-Barbados Fax No. : +1 246 23 69 779 Dr Renato GUSMÃO Telephone No. : +58 212 265 0403 Email address : [email protected] PWR/Venezuela Fax No. : +58 212 261 6069 Mrs Kathleen Patricia ISRAEL Telephone No. : +501 223 39 46 Email address : [email protected] PWR/Belize Fax No. : +501 223 09 17 Email address : [email protected] Dr José Antonio PAGES Telephone No. : +591 715 23 091 EASTERN MEDITERRANEAN REGION PWR/Bolivia Fax No. : +591 22 41 25 98 Email address : [email protected] Dr Musa Ahmad RIYAD Telephone No. : +93 70 28 2357 WHO Sanitary Engineer/Afghanistan Fax No. : +47 233 08 113 Dr Jacobo FINKELMAN Telephone No. : +55 61 426 9500 Email address : [email protected] PWR/Brazil Fax No. : +55 61 426 9591 Dr Jihane TAWILAH Telephone No. : +253 35 45 63 Email address : [email protected] WR/Djibouti Fax No. : +253 35 51 24 Dr Henri JOUVAL Telephone No. : +56 2 264 27 02 Email address : [email protected] PWR/Chile Fax No. : +56 2 264 9311 Dr Zuhair S. HALLAJ Telephone No. : +202 795 7706 Email address : [email protected] WR/Egypt Fax No. : +202 795 37 56 Dr Eduardo ALVAREZ PERALTA Telephone No. : +571 347 8373 Email address : [email protected] PWR/Colombia Fax No. : +571 2547070 Dr El Fatih EL SAMANI Telephone No. : +9821 670 67 86 Email address : [email protected] WR/Iran Fax No. : +9821 670 89 69 Dr Philippe LAMY Telephone No. : +506 258 5810 Email address : [email protected] PWR/Costa Rica Fax No. : +506 258 5830 Dr Naeema AL GASSEER Telephone No. : +8821 663 220 094 Email address : [email protected] WR a.i./Iraq Fax No. : +472 330 8119 Dr Eduardo Patricio YEPEZ MINO Telephone No. : +537535808 Email address : [email protected] PWR/Cuba Fax No. : +537 662075 Dr M. Z. Ali KHAN Telephone No. : +962 6 5684651 Email address : [email protected] WR a.i./Jordan Fax No. : +962 6 5667533 Email address : [email protected] Dr Socorro GROSS Telephone No. : +809 5621519 PWR/Dominican Republic Fax No. : +809 5426177 Dr Habib M. LATIRI Telephone No. : +961 03 381 731 Email address : [email protected] WR/Lebanon Fax No. : +961 1 612973 Email address : [email protected] Dr Diego VICTORIA Telephone No. : +593 2 2460 215 PWR/Ecuador Fax No. : +593 2 2460 325 Dr Ibrahim SHERIF Telephone No. : +218 21478 1823 National WR/Libyan Arab Jamahiriya Fax No. : +218 21 478 1823 Email address : [email protected] Email address : [email protected] Dr Antonio Horacio TORO OCAMPO Telephone No. : +503 298 00 21 Dr Mohammed Raouf BENAMMAR Telephone No. : +212 37 63 22 59 PWR/El Salvador Fax No. : +503 298 11 68 WR/Morocco Fax No. : +212 37 63 22 09 Email address : [email protected] Email address : [email protected] Dr Pedro Luis CASTELLANOS Telephone No. : +502 332 2032 Dr Ibrahim ABDEL RAHIM Telephone No. : +968 699 433 PWR/Guatemala Fax No. : +502 334 3804 WR/Oman Fax No. : +968 602 637 Email address : [email protected] Email address : [email protected] Dr Bernadette THEODORE-GANDI Telephone No. : +592 227 5159 Dr Khalif Bile MOHAMUD Telephone No. : +92-51-9255185 PWR/Guyana Fax No. : +592 22 66654 WR/Pakistan Fax No. : +92-51-9255083 Email address : [email protected] Email address : [email protected]

25 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

Dr Ibrahim BETELMAL Telephone No. : +254 20 622 903 Dr Robertas PETKEVICIUS Telephone No. : +370 5 2126743 WR/Somalia Fax No. : +254 20 623 725 LO/Lithuania Fax No. : +370 5 2126605 Email address : [email protected] Email address : [email protected] Dr Guido SABATINELLI Telephone No. : +249 11 77 64 71 Dr Jukka Tapani PUKKILA Telephone No. : +389 2 30 62 879 WR/Sudan Fax No. : +249 11 77 6282 Acting Head of Country Office/Macedonia Fax No. : +389 2 30 63 710 Email address : [email protected] Email address : [email protected] Dr Abdourahmane SOW Telephone No. : +254 20 622831 Dr Paulina MISKIEWICZ Telephone No. : +48226359496 PHC/Southern Sudan Fax No. : +254 20623640 LO/Poland Fax No. : +48 22 831 0892 Email address : [email protected] Email address : [email protected] Dr Fouad MUJALLID Telephone No. : +963 11 331 626 Dr Pavel URSU Telephone No. : +373 2 23 73 48 WR/Syrian Arab Republic Fax No. : +963 11 333 0289 LO/Republic of Moldova Fax No. : +373 2 23 73 46 Email address : [email protected] Email address : [email protected] Dr Hashim A. Elzein ELMOUSAAD Telephone No. : +967 732 31348 Dr Victor OLAVSZKY Telephone No. : +4021 201 7888 WR/Yemen Fax No. : +967 1 251 612 LO/Romania Fax No. : +4021 201 78 89 Email address : [email protected] Email address : [email protected] Dr Mikko A. VIENONEN Telephone No. : +7 095 787 2166 SRDG/ Russian Federation Fax No. : +7 095 787 2119 EUROPEAN REGION Email address : m. [email protected] Dr Melita VUJNOVIC Telephone No. : +381 113615744 Dr Vasil MIHO Telephone No. : +355 638 2038651 LO/Albania Fax No. : +355 436 4270 LO/Serbia and Montenegro Fax No. : +381 11 3615744 Email address : [email protected] Email address : [email protected] Dr Santino SEVERONI Telephone No. : +355 4223841 Dr Luigi MIGLIORINI Telephone No. : +381 63 406 895 HO/Albania Fax No. : +3554 266163 Head Office for EHA/Serbia and Montenegro (Belgrade) Fax No. : +381 11 3615744 Email address : [email protected] Email address : [email protected] Dr Elizabeth DANIELYAN Telephone No. : +3741 56 25 98 Dr Darina SEDLAKOVA Telephone No. : +421 2 59373140 LO/Armenia Fax No. : +3741 56 25 98 LO/Slovak Republic Fax No. : +421 2 54773662 Email address : [email protected] Email address : [email protected] Dr Farman ABDULLAYEV Telephone No. : +994 12 93 31 90 Dr Nazira ARTYKOVA Telephone No. : +992 372 214 871 LO/Azerbaijan Fax No. : +99412987260 LO/Tajikistan Fax No. : +992 372 214 871 Email address : [email protected] Email address : [email protected] Dr Egor ZAITSEV Telephone No. : +37517 2220445 Dr Yuriy SUBBOTIN Telephone No. : +380 44 493 77 96 LO/Belarus Fax No. : +375172262165 LO/Ukraine Fax No. : +380 44 253 4932 Email address : [email protected] Email address : [email protected] Dr Haris HAJRULAHOVIC Telephone No. : +387 33 276 861 Dr Zakir KHODJAEV Telephone No. : +998 71 144 75 34 LO/Bosnia and Herzegovina Fax No. : +387 33 667 047 LO/Uzbekistan Fax No. : +998 71 144 93 42 Email address : [email protected] Email address : [email protected] Dr Emilia TONTCHEVA Telephone No. : +3592 851 9240 Dr Arun NANDA Telephone No. : +998 71 120 5187 LO/Bulgaria Fax No. : +3592 8519290 WR/HO/Uzbekistan Fax No. : +998 71 144 9342 Email address : [email protected] Email address : [email protected] Dr Antoinette KAIC-RAK Telephone No. : +385 1 3705-523 LO/Croatia Fax No. : +385 1 3757-597 Email address : [email protected] SOUTH-EAST ASIA REGION Dr Alena STEFLOVA Telephone No. : +420 257 199 880 LO/Czech Republic Fax No. : +420 257 328 966 Dr Suniti ACHARYA Telephone No. : +880 2861 2882 Email address : [email protected] WR/Bangladesh Fax No. : +880 2 861 3247 Dr Jarno HABICHT Telephone No. : +372 626 97 36 Email address : [email protected] LO/Estonia Fax No. : +372 626 97 31 Dr Orapin SINGHADEJ Telephone No. : +09752 322 940 Email address : [email protected] WR/Bhutan Fax No. : +0975 2323319 Dr Rusudan KLIMIASHVILI Telephone No. : +995 32 99 80 73 Email address : [email protected] LO/Georgia Fax No. : +995 32 99 80 73 Dr Eigil SORENSEN Telephone No. : +850 2 381 79 14 Email address : [email protected] WR/DPR Korea Fax No. : +850 2 3817916 Dr Gulnara ISMANKULOVA Telephone No. : +7 327 2 50 84 86 Email address : [email protected] LO/Kazakhstan Fax No. : +7 327 2 50 85 23 Dr Salim J. HABAYEB Telephone No. : +91 981 835 7191 Email address : [email protected] WR/India Fax No. : +91 11 23012450 Dr Murat USSATAYEV Telephone No. : +7 3172 326360 Email address : [email protected] Head of Field Office, Astana Fax No. : +7 3172 327847 Dr Georg PETERSEN Telephone No. : +622 15 204349 Kazakhstan Email address : [email protected] WR/Indonesia Fax No. : +622 15201164 Dr Skender SYLA Telephone No. : +381 38 549 216 Email address : [email protected] Deputy Head Office/Kosovo Fax No. : +381 38 549 217 Dr Jorge Mario LUNA Telephone No. : +960 327 519 Email address : [email protected] WR/Maldives Fax No. : +960 324 210 [email protected] Email address : [email protected] Dr Oscon MOLDOKULOV Telephone No. : +996 312 298 798 Dr Agostino BORRA Telephone No. : +95 1 212 607 LO/Kyrgyzstan Fax No. : +996 312 680 940 WR/Myanmar Fax No. : +95 1 212 605 Email address : [email protected] Email address : [email protected] Dr Aiga RURANE Telephone No. : +371 750 3619 Dr Klaus WAGNER Telephone No. : +977 1 5523 993 LO/Latvia Fax No. : +371 7503603 WR/Nepal Fax No. : +977 1 5527 756 Email address : [email protected] Email address : [email protected]

26 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

Dr Kan TUN Telephone No. : +94 112502845 Dr Teguest GUERMA Telephone No. : +212 963 39 52 WR/Sri Lanka Fax No. : +94 112502845 WUN/AFRO Fax No. : +212 963 8565 Email address : [email protected] Email address : [email protected] Dr Bjorn MELGAARD Telephone No. : +662 590 1515 Dr Mirta ROSES PERIAGO Telephone No. : +202 974 3408 WR/Thailand Fax No. : +662 591 8199 RD/AMRO Fax No. : +202 974 3409 Email address : [email protected] Email address : [email protected] Dr Alexander ANDJAPARIDZE Telephone No. : +670 390 313 562 Dr Mariela LICHA-SALOMON Telephone No. : +1-202-974 3197 WR/Timor Leste Fax No. : +670 390 312475 CSU/AMRO Fax No. : +1-202 974 3601 Email address : [email protected] Email address : [email protected] Dr Hussein A. GEZAIRY Telephone No. : +202 276 5010 RD/EMRO Fax No. : +202 6702534 WESTERN PACIFIC REGION Email address : [email protected] Dr James Leonard TULLOCH Telephone No. : +855 12 976 976 Dr Mohamed Abdi JAMA Telephone No. : +202 276 5027 WR/Cambodia Fax No. : +855 23 216 211 DRD/EMRO Fax No. : +202 276 5428 Email address : [email protected] Email address : [email protected] Dr Henk BEKEDAM Telephone No. : +86 10 6532 7189 Dr Abdallah ASSA'EDI Telephone No. : +202 2765024 WR/China Fax No. : +86 10 6532 2359 ARD (WR Liaison)/EMRO Fax No. : +2022765421 Email address : [email protected] Email address : [email protected] Dr Kwang Soo PARK Telephone No. : +686 28 231 Dr Marc DANZON Telephone No. : +13124 WR/Kiribati Fax No. : +686 28 188 RD/EURO Fax No. : +45 39 17 18 88 Email address : [email protected] Email address : MDA@who,dk Dr Giovanni DEODATO Telephone No. : +856 21 413 431 Dr Anne Marie WORNING, Senior Adviser Telephone No. : +45 39 17 1388 WR/Lao People's Democratic Republic Fax No. : +856 21 413 432 RDO-PMI/EURO Fax No. : +45 39 17 18 66 Email address : [email protected] Email address : [email protected] Dr Robert HAGAN Telephone No. : +976 11 327870 Dr Nata MENABDE Telephone No. : +45 233 194 89 WR/Mongolia Fax No. : +976 11 324683 Director, DCS/EURO Fax No. : +45 39 17 18 99 Email address : [email protected] Email address : [email protected] Dr Yves RENAULT Telephone No. : +675 325 7827 Mr André LAPERRIERE Telephone No. : +45 39 17 13 88 WR/Papua New Guinea (PNG) Fax No. : +675 325 0568 Director, DAF/EURO Fax No. : +45 39 17 18 66 Email address : [email protected] Email address : [email protected] Dr Jean-Marc OLIVE Telephone No. : +632 528 97 61 Dr Maria Cristina PROFILI Telephone No. : +45 39 17 12 38 WR/Philippines Fax No. : +632 731 39 14 SCS-DPR/EURO Fax No. : +45 39 17 18 56 Email address : [email protected] Email address : [email protected] Dr Jiri George SLAMA Telephone No. : +822 503 7533/7592 Dr Elena SHEVKUN, Technical Officer Telephone No. : +45 39 39 17 15 40 CLO/Republic of Korea Fax No. : +822 502 7818 DCS-MSP/EURO Fax No. : +45 29 17 18 99 Email address : [email protected] Email address : [email protected] Dr Tieru HAN Telephone No. : +685 24976 Ms Helen VIETH, Programme Assistant Telephone No. : +45 39 17 14 58 WR/Samoa Fax No. : +685 23765 DCS-MSP/EURO Fax No. : +45 39 17 18 99 Email address : [email protected] Email address : [email protected] Dr Salesi Finau KATOANGA Telephone No. : +677 23406 or 677 22053 Ms Julia SOLOVIEVA, Programme Assistant Telephone No. : +45 39 17 14 30 CLO/Solomon Islands Fax No. : +677 21344 DCS/EURO Fax No. : +45 39 17 18 99 Email address : [email protected] Email address : [email protected] Dr Ken CHEN Telephone No. : +679 330 4600 Dr Batyr BERDYKLYCHEV, Adviser Telephone No. : +45 39 17 12 54 WR/South Pacific Fax No. : +679 330 0462 DCS/EURO Fax No. : +45 39 17 18 99 Email address : [email protected] Email address : [email protected] Dr Niklas DANIELSSON Telephone No. : +676 23217 Mr Antonio DURAN, Consultant Telephone No. : +34 954 282767 CLO/Tonga Fax No. : +676 23938 DCS/EURO Fax No. : +34 954 280614 Email address : [email protected] Email address : [email protected] Dr Corinne CAPUANO Telephone No. : +678 27683 Dr Uton Muchtar RAFEI Telephone No. : +91 11 23370804 ext. 26400 CLO a.i./Vanuatu Fax No. : +678 22691 RD/SEARO Fax No. : +91 11 23370639 Email address : [email protected] Email address : [email protected] Mrs Pascale BRUDON Telephone No. : +844 943 3734 Dr Poonam SINGH Telephone No. : +26460 WR/Viet Nam Fax No. : +844 943 3740 DRD/DPM/SEARO Fax No. : +91 112 337 0372 Email address : [email protected] Email address : [email protected] Dr Mynt HTWE Telephone No. : 26403 LCO/SEARO Fax No. : +91 112 337 9507 REGIONAL OFFICES Email address : [email protected] Dr Ebrahim Malick SAMBA Telephone No. : +47 241 39 307 Dr Shigeru OMI Telephone No. : +639 18942 1759 RD/AFRO Fax No. : +47 241 39 506 RD/WPRO Fax No. : +632 526 2217 Email address : [email protected] Email address : [email protected] Dr Luis Gomes SAMBO Telephone No. : +242 63 73 43 Dr Richard Andrew NESBIT Telephone No. : +632 528 9921 DPM/AFRO Fax No. : +47 214 39 509 DPM/WPRO Fax No. : +632 528 9071 Email address : [email protected] Email address : [email protected] Dr Kadri TANKARI Telephone No. : +242 83 96 96 Dr Marcus Haldon HODGE Telephone No. : +632 528 9928 TCC/AFRO Fax No. : +47 241 39 563 PDO/WPRO Fax No. : +632 528 0279 Email address : [email protected] Email address : [email protected]

27 THIRD GLOBAL MEETING OF WHO REPRESENTATIVES AND WHO LIAISON OFFICERS • REPORT

HEADQUARTERS Dr Paulo Teixera, Director HIV Dr Fatoumata Nafo-Traore, Director RBM Dr LEE Jong-Wook, Director-General HTP Cluster Office of the Director-General Dr Vladimir Lepakin, ADG/HTP Mr Denis Aitken, Director of the Office of the Director-General Dr Jonathan Quick, Director EDM Dr Liu Peilong, Adviser to the Director-General Dr Steffen Groth, Director BCT Dr Ian Smith, Adviser to the Director-General Dr Tomris Turmen, Representative of the DG Dr Jim Yong Kim, Adviser to the Director-General Dr Michel Jancloes, Consultant Adviser to the Director-General Mrs Namita Pradhan, Adviser to the Director-General NMH Cluster Mr Ken Langford, Director IAO Mr Tom Topping, Director LEG Dr Catherine Le Gales-Camus, ADG/NMH Dr Graeme Clugston, Technical Ombudsman, DGO Dr Rafael Bengoa, Director MNC Mrs Asha Williams, Ombudsman, DGO Dr Ruth Bonita, Director CCS Mr Iain Simpson, Media Officer Dr Vera Da Costa e Silva, Director TFI Ms Christine McNab, Senior Communications Officer Dr Bruno De Benoist, Director a.i. NHD Dr Etienne Krug, Director VIP Dr Pekka Puska, Director NPH CDS Cluster Dr Benedetto Saraceno, Director MSD Dr Derek Yach, Representative of the DG Dr Anarfi Asamoa-Baah, ADG/CDS Dr Hiroyoshi Endo, Director CPE Dr Guenael Rodier, Director CSR SDE Cluster Dr Carlos Morel, Director TDR Dr Kerstin Leitner, ADG/SDE EGB Cluster Mr Alexander Capron, Director ETH Dr Andrew Cassels, Director MDG Dr Kazem Behbehani, ADG/EGB Dr Margaret Chan, Director PHE Dr André Prost, Director GPR Dr Sergio Spinaci, Director CMH Dr Bill Kean, Director GOV Dr Jorgen Schlundt, Director FOS Mrs Eva Wallstam, Director CSI Dr David Nabarro, Representative to the DG, HAC Mr Alex Correia, Director WHO Office, Africa Union, Addis Ababa Dr John Martin, Director WHO Office, European Union, Brussels Dr Ambrogio MANENTI Telephone No. : +972 2 5400 595 Dr Katja Janovsky, Director WHO Office, World Bank & IMF WHO POB/Palestine Fax No. : +972 2 581 0193 Mr Richard Alderslade, External Relations Officer WUN New York Email address : [email protected]

EIP Cluster Secretariat to the Meeting

Dr Tim Evans, ADG/EIP Dr Marie-Andrée Diouf, Director SDE/CCO Mr Orvill Adams, Director OSD Dr Shambu Acharya, SDE/CCO Dr Abdelhay Mechbal, Director HFS Ms Sheila Ayite, SDE/CCO Dr David Evans, Director GPE Mrs Faustina Coleman-Appiah, SDE/CCO Dr Tikki Pangestu, Director RPC Mrs Anne Colin, SDE/CCO Dr Susan Holck, Director IMD Ms Jeanette Deputter, SDE/CCO Dr Robert Beaglehole, Director, ADGO Miss Shelomi Dias Abeyesinghe, SDE/CCO Mrs Rola Egloff, SDE/CCO FCH Cluster Dr Elisabeth Feller-Dansokho, SDE/CCO Miss Sonia Florisse, SDE/CCO Dr Joy Phumaphi, ADG/FCH Dr Robert John Fryatt, SDE/CCO Dr Daniel Tarantola, Director IVB Dr Paolo Hartmann, SDE/CCO Dr Hans Troedsson, Director CAH Ms Loretta Hieber-Girardet, SDE/CCO Dr Daniel Makuto, Director a.i. GWH Mrs Marthe Jaquet, SDE/CCO Dr Paul Van Look, Director RHR Mrs Eva Joyce Kaddu, SDE/CCO Dr David Heymann, Representative to the DG for Polio Eradication Mrs Carole Marie Landon, SDE/CCO Mr Frédéric Martel, SDE/CCO GMG Cluster Dr Giuseppe Masala, SDE/CCO Mr Iain Mccluskey, SDE/CCO Dr Anders Nordstrom, ADG/GMG Miss Marie-Christine Métral, SDE/CCO Mr Michael Johnson, Director PME Ms Carolin Neudeck, SDE/CCO Ms Hilary Wild, Director CBF Dr Cristina Nogueira, SDE/CCO Mr Alejandro Henning, Director HRS Dr Maria Santamaria, SDE/CCO Dr Xavier Leus, Director Ms Margareta Skold, SDE/CCO Mrs Marjory Dam, Director SEC Dr Yonas Tegegn, SDE/CCO Mr Ambi Sundaram, Director SPT Mrs Tsegereda Tesfalidet Tazaz, SDE/CCO Mrs Elizabeth Haraldsdottir-Thomas, Acting Director ITT

HTM Cluster Facilitators

Dr Jack Chow, ADG/HTM Dr David Wasdell Dr Mario Raviglione, Director STB Ms Laura Jane Hawken

28 World Health Organization – Country Focus 20, av. Appia – 1211 Geneva 27 – Switzerland Tel. 4122 791 46 76 – Fax. 41 22 791 48 43 – E-mail: [email protected]

December 2003