Compare: Institutional structure

Joint Learning Network for Universal Health Coverage

The Joint Learning Network for Universal Health Coverage systematically documents the reforms of its member countries and other countries that have expanded health coverage through demand-side financing. The case studies contained in these pages are brief, comparative and modular in nature, describing the key highlights and technical features of each program.


Compare various dimensions of country reform efforts using our interactive tool.


Program Key Actors in Insurance Administration Organizational Structure Collections Responsibility Operations Responsibility Oversight Responsibility Institutional structures
Estonia: Estonian Health Insurance Fund
  • Centralized
  • Central Government
  • Central Government
  • Central Government

The Estonian Health System is centralized at the national level. Funds collection is managed by the Estonian Tax and Customs Board. The tax board then transfers the health contribution to the Estonian Health Insurance Fund (EHIF). The EHIF is also responsible for the operations of the financing system, as it is the only purchaser for health care services within the country. Health system oversight is carried out by both the EHIF supervisory board as well as the health division of the Ministry of Social Affairs.

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The Estonian Health System is centralized at the national level. Funds collection is managed by the Estonian Tax and Customs Board. The tax board then transfers the health contribution to the Estonian Health Insurance Fund (EHIF). The EHIF is also responsible for the operations of the financing system, as it is the only purchaser for health care services within the country. Health system oversight is carried out by both the EHIF supervisory board as well as the health division of the Ministry of Social Affairs.

The Estonian Health Insurance Fund (EHIF) is responsible for the financing of the health system. Its responsibilities include:

  • Purchasing health care services by contracting with service providers
  • Paying for services rendered
  • Reimbursing enrollees for pharmaceuticals, sick leave, and maternity leave.

A 15 member supervisory board is responsible for EHIF results. This board is composed of representatives from employer organizations, insured individuals’ organizations, and the state. This board approves the four year development plan and the annual budget. The supervisory board also composes necessary reports and selects providers for contracting. It also has the authority to examine and audit all documents. The management board is responsible for daily EHIF operations. Under the management board, the central and four regional departments conduct needs assessments, contract with providers, and process claims.

The government plays a role in planning and regulating the health system by:

  • Approving acts regulating public health issues
  • Approving development plans for the hospital network
  • Nominating members to the EHIF Supervisory Board

The health division of the Ministry of Social Affairs is responsible for:

  • Developing and implementing health policy
  • Supervising health service quality and access

Table 2: Influence on decisions made by the EHIF

Decision-makingAppointment of supervisory boardAppointment of management boardFinancingServicesPricesPayment methodsContractingReservesFund management
President------------------
Parliament----+++++--+--
Government+++++++++++++--
Ministry of Social Affairs+++++++++++--
Ministry of Finance----++--------+--
Supervisory board--++++++++++++
Management board--+--++++++++
Providers------+++++----

(++ Strong Influence; + Moderate Influence; -- No Influence)
Source: Habicht T

County governments are responsible for:

  • Announcing family doctor vacancies
  • Approving family doctor post appointments
  • Assigning family doctor service areas
  • Organizing the supervision of practices at the county level

Organization Structure of the Health Care System

All health care providers within Estonia function as private parties operating under the purview of private law. Family practices are organized as private businesses or joint-stock companies, while hospitals are organized as for-profit joint stock companies or non-profit foundations.

Mali: Mutuelles
  • Central Government
  • District/Local Government
  • Mutuelles
  • Decentralized to district/local level
  • Mutuelles
  • Mutuelles
  • Central Government
  • District/Local Government

Although the Social Protection Ministry is the sole entity in charge of the three medical coverage systems, the institutional framework is different for each one.

For the Mutuelles, the National Strategy identifies a new organizational chart, illustrated below. This scheme seeks to create Mutuelles at the community or commune level, networked at the higher levels by the district Mutuelle unions, the regional federations of Mutuelles, and a national federation of Mutuelles.

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Although the Social Protection Ministry is the sole entity in charge of the three medical coverage systems, the institutional framework is different for each one.

For the Mutuelles, the National Strategy identifies a new organizational chart, illustrated below. This scheme seeks to create Mutuelles at the community or commune level, networked at the higher levels by the district Mutuelle unions, the regional federations of Mutuelles, and a national federation of Mutuelles.

 Organization chart of the Mutuelle system

Table 4 illustrates the institutional framework planned for the Mutuelle system.

Table 4: Institutional system for the Mutuelle system

CommitteeRoleCompositionOperating procedures
Pilot Phase Steering and Monitoring Committee (CPSPP) at the national levelStrategic management and decision-making that contribute to achieving the following goals:
  • Validate the annual development operating plans for the Mutuelle system, including the financial framework
  • Recruit the implementation agencies
  • Raise the funds needed to implement the strategy
  • Assess the results of the activities carried out under this strategy
  • Give orientation and instructions to achieve the strategy’s results
Chairs - Secretaries General MDSSPA, MS, MPFEF

Members - CPS/SSDSPF, DNS, DNPSES, DNDS, APCAM, APCMM, CCIM, CNC, AMM, UTM, DNI, HCCT, DNB, ANAM, CANAM, FENASCOM, Health professional associations, technical and financial partners, National Federation of Mutuelles
The Committee meets twice a year and reports on its work to the Ministers of Social Protection and Health
National level Technical Committee (TC)Technical coordination of activities carried out under the Strategy Pilot:
  • Validate the training materials
  • Validate the Mutuelle management tools
  • Validate the communication plan
  • Assess the investment requirements
  • Assess the results of activities carried out as part of this strategy
  • Send the assessment of the results achieved to the CPSPP
  • Submit all the corrections it deems necessary to promote achieving the objectives to the CPSPP
Chair - DNPSES Director

Members - DNDS, DNPSES, CPS, DNS, UTM, CAMASC, DNB, AMM, National Federation of Mutuelles
The TC meets at least three times a year and reports on its work to the CPSPP
Regional Monitoring Committee (CSR)Monitoring of the activities that are planned under the strategy at the regional level. All the technical parameters, the draft laws and the organizing of unions of district Mutuelles are determined and the Local (District) Monitoring Committee is fully involved:
  • Facilitate the implementation of scheduled activities
  • Mobilize local resources
  • Assess the results of the activities carried out under this strategy
  • Send the evaluation of the results to the TC
  • Propose to the TC all the corrections it deems necessary to help achieve the objectives
Chair - Governor

Members - Decentralized government units (Finances, Social Development and Health), Regional Assembly, Regional Federation of Mutuelles, FERASCOM, cooperatives, women’s associations and decentralized financing systems (microfinance networks)
The CSR meets at least four times a year and reports on its work to the TC
District Monitoring Committee (CSL)Monitoring of the activities planned under the strategy at the district level:
  • Facilitate the implementation of the scheduled activities
  • Mobilize local resources
  • Assess the results of the activities carried out under this strategy
  • Submit the evaluation of the results to the CSR
  • Propose to the CSR all the corrections it deems necessary to help achieve the objectives
Chair - District prefect

Members - Decentralized government units (Finance, Social Development and Health), District Council, District Federation of Mutuelles, FELASCOM, agricultural cooperatives, women’s associations and decentralized financing systems (microfinance networks)
The CSL meets at least four times a year and reports to the CSR on its work
Communal Monitoring Committee (CSC)Monitoring of the status of strategy implementation at the commune level:
  • Report on the status of implementation of the planned activities
  • Make decisions to remove the obstacles that prevent the communal Mutuelle from working properly
  • Report to the CSL
Chair - Mayor(s)

Members - Decentralized technical entities, ASACO, Communal health Mutuelle, local NGOs, village councils

Source: Ministry of Social Protection

For the AMO, a National Health Insurance Fund (CANAM) was set up as a management agency, with two delegated management entities: the Malian Health Insurance Fund (CMSS) and the National Social Welfare Institute (INPS) for collecting dues and paying for health care services. The National Medical Assistance Agency (ANAM) was set up for RAMED. The management bodies and their respective roles are shown in Table 5.

Table 5: Organization and operating procedures– AMO and RAMED

Body and systemRoleRepresentation
Board of directors (RAMED and AMO)
  • Adopt the budget and annual activities program
  • Determine the annual qualitative and quantitative Objectives that the CANAM or the ANAM is to achieve
  • Authorize the implementing regulations for the system
  • Authorize the Managing Director (MD) to sign all the contracts and conventions that are binding on CANAM or ANAM for a period longer than 24 months (for CANAM) or that exceed CFAF 10 million (for ANAM)
  • Determine the organization of the Fund or the Agency
  • Approve the financial statements for the fiscal year and the report on the MD’s activities
  • Approve other investment and real estate transactions and real estate guarantees
AMO - Ministry of Social Protection, Ministry of Finance, Ministry of the Civil Service, Ministry of Health, Ministry of Defense, Associations of employers, workers, retires, MPs, and CANAM

RAMED - Ministry of Social Protection, Ministry of Finance, Ministry of National Administration, Ministry of Health, High Council of Territorial Governments, Association of District and Regional Governments of Mali, Association of Municipalities of Mali, National Federation of Community Health Associations (FENASCOM), ANAM
Managing Director (RAMED and AMO)
  • Manage, coordinate, lead and oversee all CANAM or ANAM activities
MD appointed by a decree of the Council of Ministers based on a proposal from the Minister of Social Protection
Delegated management bodies (AMO)
  • Collect dues
  • Pay for care services
The Mali Social Security Fund (CMSS) and the National Social Welfare Institute (INPS)

Source: Ministry of Social Protection

Chile: National Health Fund (FONASA)
  • Central Government
  • State Government
  • Centralized
  • Central Government
  • Central Government
  • State Government
  • Central Government

The National Health Fund (FONASA) is a public insurer responsible for providing health coverage to persons who contribute 7% of their monthly wages as well as to the indigent. FONASA provides health coverage to all its beneficiaries without exclusions based on age, sex, income, number of family members, or preexisting conditions. It is also responsible for financing both the Institutional and Free Election modalities by collecting, administering, and distributing health resources. FONASA also finances the purchase of equipment, instruments, implements and other infrastructure elements that are needed for the public health system.

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The National Health Fund (FONASA) is a public insurer responsible for providing health coverage to persons who contribute 7% of their monthly wages as well as to the indigent. FONASA provides health coverage to all its beneficiaries without exclusions based on age, sex, income, number of family members, or preexisting conditions. It is also responsible for financing both the Institutional and Free Election modalities by collecting, administering, and distributing health resources. FONASA also finances the purchase of equipment, instruments, implements and other infrastructure elements that are needed for the public health system.

The Ministry of Health (MOH) exercises many responsibilities within the health system: (1) it formulates, controls, and evaluates general plans and programs within the health sector; (2) it defines national health objectives; (3) it directs all national activities related to the provision of health activities; (4) it establishes general norms relating to technical, administrative, and financial matters within the health sector; (5) it monitors the fulfillment of health norms through the Regional Ministerial Health Secretariats; (6) it evaluates the states of public health issues; and (7) it formulates, evaluates, and implements the Universal Access with Explicit Guarantees (AUGE) plan.

The National Health Superintendence was established in 2005 and charged with the responsibility of watching and controlling FONASA and the ISAPREs. Its primary tasks are to license both public and private health providers and to oversee AUGE compliance by both FONASA and the ISAPREs.

The Health Insurance Institutions (ISAPREs) are for-profit or non-profit private insurers that must offer a minimum benefits package that is equal to the benefits covered under GES. However, they are free to provide additional coverage to those willing to purchase it.

 Chile's Health System, 2006

: Taiwan: National Health Insurance
  • Central Government
  • District/Local Government
  • Decentralized to district/local level
  • Central Government
  • District/Local Government
  • Central Government
  • District/Local Government
  • Central Government

The organization of health administration in Taiwan is divided into two structures: The National level and the local level. The National Health Insurance (NHI) system is administered by the central government, which has the overall responsibility for the formulation of health care policies and the regulation of health care services throughout Taiwan.

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The organization of health administration in Taiwan is divided into two structures: The National level and the local level. The National Health Insurance (NHI) system is administered by the central government, which has the overall responsibility for the formulation of health care policies and the regulation of health care services throughout Taiwan. The Department of Health (DOH) has jurisdiction over the Bureau of National Health Insurance (BNHI), the NHI supervisory Committee, the NHI Dispute Mediation Committee, and the NHI Medical Expenditure Negotiation Committee, all of which plan and monitor tasks that relate to the NHI. BNHI acts as the primary executive of the NHI. BNHI contracts with health care facilities and is the primary organization responsible for administering the National Health Insurance system, collecting premiums from the insured and regulating health care services for the insured.

Under the executive branch, Taiwan has 6 regional divisions divided into 25 local health bureaus under city or county local governments. These local bureaus are responsible for daily operations of health management and directly handle underwriting operations, insurance premium collection, review and payment of medical claims, and management of NHI-contracted medical care institutions. The bureaus all have close relationships to local level health and aid in managing the contracted medical institutions through quality counseling, and management of emergency rescue services, mental health services, and human resources. In addition, each of the 25 county governments in Taiwan has a health liaison bureau, which is responsible for the operation of public health centers within their geographical region under the guidance of the health department.

While the NHI is governed by the central government, most management of NHI is decentralized. The BNHI is the primary overseer of NHI, acts to set the annual national budget, and implements most policy in a centralized, top-down fashion. The BNHI also acts as the primary intermediary between the insured and the providers. Oversight of the NHI is also provided by the NHI Supervisory Committee (NHISC), which provides a forum for social associations, employers and providers to communicate with one another; the NHI Disputes Mediation Committee (NHIDM), which mediates disputes between the insured and providers; the NHI Expenditure Negotiation Committee (NHIENC), which negotiates the payments for providers under the Global Budget Payment; and the NHI Task Force. The daily management of the NHI, however, is highly decentralized. The BNHI distributes responsibilities to the 6 regional divisions and local governments.

India: RSBY
  • Central Government
  • State Government
  • Commercial insurers
  • NGOs
  • Decentralized to state level
  • State Government
  • Commercial insurers
  • Commercial insurers
  • Central Government
  • State Government

Several stakeholders are involved in the oversight and execution of RSBY at both the national and state levels. A key actor in the administration of the scheme is the insurer. The insurer must cover the benefit package designed by the central MoLE through a cashless facility. Additionally, it acts as an intermediary between RSBY and local organizations in order to provide grassroots outreach and assist members in utilizing the services after enrollment.

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Several stakeholders are involved in the oversight and execution of RSBY at both the national and state levels. A key actor in the administration of the scheme is the insurer. The insurer must cover the benefit package designed by the central MoLE through a cashless facility. Additionally, it acts as an intermediary between RSBY and local organizations in order to provide grassroots outreach and assist members in utilizing the services after enrollment.

Once a state has agreed to implement RSBY, a nodal department is selected by the State. The nodal department designate sets up a nodal agency which is responsible for implementing RSBY. The nodal agency seeks bids from registered public or private insurance companies. The financial bid is essentially an annual premium per enrolled household.

Technically qualified insurer(s) with the lowest bid is/are selected as the state’s RSBY insurer. A state can seek bids from multiple insurers for various districts. Selected insurers are compensated on the basis of the number of SmartCards issued (i.e. households covered). Each contract is specified on the basis of an individual district in a state, with the insurer agreeing to set up an office in each district where it operates. While more than one insurer can operate in a particular state, only one insurer can operate in a single district at any given point in time.

The use of a cashless facility in turn requires the use of SmartCards which must be issued to all members. This requires that a sub-contract be arranged with a qualified Third Party Administrator/SmartCard provider. The insurer must also agree to engage intermediaries with local presence (e.g., NGOs) in order to provide grassroots outreach and assist members in utilizing the services after enrollment. The insurer must also build a list of empanelled hospitals that will participate in the cashless arrangement. These hospitals must meet certain basic minimum requirements (e.g., size and registration) and must agree to set up a special RSBY desk with SmartCard and fingerprint readers and train the hospital staff. The list should include public and private hospitals.

The insurer must also establish a separate Project Office for implementing the scheme and coordinating activities with the state nodal agency in the state capital. The insurer will have appropriate people in their own/TPA, state, and district offices to perform the following functions:

  • Operate a 24-hour toll free call center
  • Manage district kiosks for post issuance modifications to SmartCards
  • Management info system functions, including collecting, collating, and reporting data on a real time basis
  • Generating reports, in predefined format, at periodic intervals, as decided between insurer and state nodal agency
  • IT related functions which include running the local website/updating data regularly
  • Pre-authorization function for non-package surgical interventions
  • Claims settlement
  • Organizing Health camps
  • Publicity for enrollment and post-enrollment
  • Grievance and dispute resolution
  • Feedback functions

As of January 2010, eleven public and private insurance companies were engaged in insuring RSBY beneficiaries across 23 states.

Since in the initial phases of RSBY, the focus was on stabilizing processes and operations, insurer contracts were set for one year. Now that processes and basic operations have been ironed out and stabilized, the contract period has been extended to a maximum period of three years. However, even three year contracts are subject to annual renewal based on insurer performance, with annual performance goals defined by the government at the time of initial contract signing.

The table below summarizes the roles and responsibilities of all organizations involved in operationalizing RSBY at the state and national level:

Central GovtState Nodal AgencyInsurer/TPANGOs/Other PartnersProviders of Care
Oversight of schemeXX
Financing schemeXX
Setting parameters (benefits package, empanelment criteria, BPL criteria, etc.)XX
Hardware specifications (e.g, systems, SmartCard, etc.)X
Contract management with InsurerX
Accreditation/Empanelment of providers X
Collecting Registration FeesX
EnrollmentXXX
Financial management/planningXX
Actuarial analysisX
Setting rate schedules for services/reimbursement ratesXX
Claims processing and paymentX
Outreach, Marketing to beneficiariesXXX
Service deliveryX
Developing clinical information system for monitoring/evalXX
Monitoring state-level utilization and other patient informationXXX
Monitoring national RSBY informationX
Customer serviceX X X
TrainingXXX