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V. Fourth goal – Functionalize, reorganization and comletation of the existing infrastructure of
health services. Specific objectives include:
1. Reorganization of health services:
a) Master plan development for health institutions facilities;
b) Renovation of health institutions facilities;
c) Equipment for the functioning of health institutions.
Having better equipment in the health institutions will create possibilities for treatment of differenet cases
which currently need treatment abroad, at the same time this will contribute on savings of this funds whish
are spend now on this.
VI. Fifth goal – Develop a Health Information System: Specific objectives include:
1. Progressive development of qualitative information systems for entire health system:
a) Networking of HIS system in three health systems levels;
b) Equipping and maintenance of HIS network.
c) Using the data for policy analysis and decision making
Health Sector Strategy
The MTEF sets out the goals, objectives and proposed interventions for the health sector as noted above.
These are similar although not identical to the draft Strategic Plan 2009-2013. The Health Sector Strategy
is being revised. The draft Health Sector Strategy was reviewed in May and comments provided. A
summary of the comments are set out below.
The Health Sector Strategy 2010-2014 (dated May 2009) is a useful draft that can be further refined. It
identifies strategic objectives and changes that need to occur to achieve these. It is understandably limited
in its analysis by data problems. The ongoing refinement of the Health Sector Strategy could consider
some key areas noted below, and set out in more detail in the following sections:
The health status analysis and analysis of demand drivers could be developed further.
There are some critical strategic changes being anticipated in this sector (e.g., health insurance
and implementation of the master plan). The Health Sector Strategy is still vague in these areas,
but this may be reflecting the situation with these strategies. Is it possible to be more specific
about what is intended?
The financial implications of the Health Sector Strategy and its relation to the MTEF allocations
could be considered.
The presentation of Health Sector Strategy could be adjusted to convey the main issues, strategic
priorities and strategies early in the document, as many people only read the front sections of long
documents.
Accountability for specific strategies could be more clearly defined (tables on this miss out key
institutions and list several institutions together so specific accountabilities are unclear).
The monitoring indicators have design problems that mean that as a set they are not as strong as
they could be for encouraging performance improvements and changes in the health sector.
The suggested institutional arrangements for monitoring the Health Sector Strategy appear to
bypass key accountabilities for MOH departments and instead recommend new arrangements.
The strengthening of the MOH departments to fulfil the monitoring role and provide analysis would
be a better option. The monitoring of the strategy should be put in the content of the wider
monitoring that the MOH should be doing.
Preparing a sector strategy in the circumstances that this one is being prepared in is a very difficult task.
While there are many suggestions for improvements above, these should be read in the context that this
draft strategy offers the potential to be a good quality document if refined further.
At this stage the strategy sets out the following strategic objectives and issues priorities. The strategic
objectives in the draft Health Sector Strategy are:
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