About Mon National Health Committee
Mon National Health Committee
The Background
The Mon National Health Committee (MNHC) is a local, not-for-profit organization established in 1992. MNHC provides healthcare services to conflict-affected and remote areas through a hospital and 20 clinics scattered across Mon State, Kayin State, and the Tanintharyi Region along the Thai-Myanmar border. Moreover, community-based healthcare programs also exist in areas administered by the New Mon State Party (NMSP) and in regions mixed managed by the NMSP and the State Government, currently named as the State Administration Council (SAC). Since its inception, MNHC has implemented essential healthcare programs delivering essential services through a primary healthcare approach, focusing on both preventive and curative care. MNHC operates through three tiers of healthcare provision.
- Community-based healthcare including mobile medical care
- Health promotion clinics
- Specialized clinics (MCH, Eye, etc.)
- Hospital (secondary care level)
Health in their own’s hand
- February ‘90- MNRC started with the support of MSF-F, BBC, IRC & AMI.
- October ‘92- MNHC & MNEC were set up and through MHD, MNHC was functioned. The committee worked with its partners as a jointed body on managing health programs and operations in IDPs’ sites & running mobile medical team in remote Mon villages in Myanmar.
- 1993 – MNHC started medical training for HR planning & development in Mon region to assign the medics in each village.
- July ‘98 – MNHC participated as a key founder of BPHWT together with Mon, Karen & Karenni at Mae Sot for outreached PHC services and its community health management through local stakeholders and mobile medical team.
- 2001 – Political position was added to balance the power of central and district level in health dept. Started CHD Project in two districts to sustain the community health care with MNHC’s stewardship & local capability.
- June ‘05 – MSF-F left and provided essential drugs supplies for one year.
- 2006 – adopted the cost recovery of 50% charge from medications fee for further supply reserve.
- 2007- IRC provided clinic operation and referral fee to MNHC in border-based areas, & cost recovery process was stopped under the request of TBBC. Developed strategic plan with MNHC staff.
- 2008 – TBBC stopped the drug supplies & replaced by MSF-Belgium to keep the clinics running. Cholera broke out in one IDP village and was well controlled within 3 days.
Essential health program and community-based health care
- 2009 & 2010 – two episodes of political tensions between the NMSP & military Gov. that threatened the IDPs & health staff in border-based areas. CHDP project had to be run under cover and health care functions were not affected.
- After 2010 – Management body changed too often and affected project management & health programming. CHDP project relied only 25% budget from external was stopped from the lack of stewardship. Most health projects were relying on external support which sounded like they were ignoring the local capability and ownership.
- 2015 – MNHC acted as working for people by fulfilling their health needs through external support.
- Myanmar democratization, which was started in 2012, was enhanced by the first publicly elected regime’s ruling.
- Most international donors supporting ethnic health organizations turned into the country, consequently, cross-border aid declined.
- MNHC started to run an office in Mawlamyine.
- June 2017 – MNHC reviewed its strategic plan and revised vision and mission statement to be in line with changing political situation of the country.
- 2019 – Mon health strategies were developed by MNHC, former MNHC members and external advisors.
- 2020 – COVID -19 pandemics broke out.
- February 2021 – The military coup arose. The short-lived, naïve democratization has collapsed.
- COVID-19 pandemics went on taking lots of lives. MNHC launched COVID-19 treatment centers and was a great help for the people.
- MNHC strategized to receive funds externally and revitalized Sangkhla Buri office.
- More technical experts including healthcare personnels joined forces to uplift Mon health system and reinforced MNHC.
Secondary
October 2022 – The first secondary care level hospital was successfully launched. Mon health seminar was held.
March 2024 – MNHC review its strategic plan and revised vision, mission, values and objectives.
Vision
Providing accessible, equitable, and optimal quality healthcare for the people as a trustworthy organization.
Mission
MNHC provides accessible, equitable, and optimal quality health care through:
- Provision of comprehensive (preventive, promotive, curative, and rehabilitative) healthcare.
- Strengthening of organizational capabilities (policies, regulations) and maximizing resources.
- Broadening networks and promoting partnership – serving as a platform to connect with local and international stakeholders to achieve universal health coverage.
- Enhancing capacity of human resource for health (HRH) to achieve excellence in healthcare.
- Implementation of right-based approach and sustainability focus.
Values
Service
Our key responsibility is to SERVE. Service encompasses all our actions, from providing healthcare and technical assistance to beneficiaries, to undertaking operational work. We engage with everyone –beneficiary, colleague, partner, or any other stakeholder – with genuine care and commitment.
Excellence
We aim to maintain EXCELLENCE at all levels and all times. We ensure knowledge, perception, and practice towards our work at optimal standards.
Accountability
We are ACCOUNTABLE individually and collectively for whatever we carry out, including our behaviors, decisions, actions, and results, during our role or assignment of MNHC.
Transparency
We embrace TRANSPARENCY in all our actions. We are open, honest, and clear in what we expect, observe, realize, share, decide, plan, and manage in the workplace.
Team
We progress every step with or as a TEAM. Valuing every member of the team, we always ensure mutuality, commitment, clear communication, and openness.
Respect
We value and maintain RESPECT in relationships with beneficiaries, colleagues, partners, or any other stakeholders. We recognize each unique contribution, perceive the differences, and celebrate diversity. We have zero tolerance towards aggression, interference in each other’s internal affairs, inequality and...
Directors of MNHC
Nai Aye Mon
1996-1999, 2000-2003, 2005-Jan to June
Nai Aye Mon was a respected Mon leader who served during 1996–1999, 2000–2003, and briefly in 2005. Known for his calm, humble nature, he guided his community with wisdom and dedication. His leadership left a lasting impact, inspiring many through his quiet strength, strong values, and unwavering service to the Mon people during times of change and challenge.
Nai Aye Mon
1996-1999, 2000-2003, 2005-Jan to June
Nai Aye Mon was a respected Mon leader who served during 1996–1999, 2000–2003, and briefly in 2005. Known for his calm, humble nature, he guided his community with wisdom and dedication. His leadership left a lasting impact, inspiring many through his quiet strength, strong values, and unwavering service to the Mon people during times of change and challenge.
Nai Aye Mon
1996-1999, 2000-2003, 2005-Jan to June
Nai Aye Mon was a respected Mon leader who served during 1996–1999, 2000–2003, and briefly in 2005. Known for his calm, humble nature, he guided his community with wisdom and dedication. His leadership left a lasting impact, inspiring many through his quiet strength, strong values, and unwavering service to the Mon people during times of change and challenge.