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eporting, monitoring arrangements, external auditing, and internal controls and capabilities (such as internal audit) 13 to support the greater flexibilities, information to provided and published, etc. Understandably the agencies are not doing many of these things and it would take time to develop capabilities in the agencies. The MOH‟s and MOF‟s monitoring roles would also have to be developed. Public and private sector The MOH is working on revisions to the Health Law with regard to the roles and regulation of the public and private sectors. From our brief discussions with the MOH staff we understand that an option that may be suggested is to prevent medical staff and other staff from working on both sectors. We have suggested that the MOH should identify the problems it wishes to address and considers the range of options available. There is a risk that this has not been done to a sufficient degree and that choosing a ban on working on both sectors may not address the problems and may bring unintended consequences, such as a loss of staff from the public sector. There are options to have the public and private sector operating closely and to manage potential conflicts of interest in a variety of ways. 13 Other areas including budget planning, costing, procurement management, budget/funds control, financial and performance reporting, and asset management. 22
Appendix E: Number of Staff and Budgets Green shaded (darker shaded) items are controlled MOH; yellow shaded (lighter shaded) items are funded by MOH Programmes Ministry of Health Department of Hospital Services KUCC, Prishtina Regional Hospital, Gjilan Regional Hospital, Prizren Regional Hospital, Gjakova Regional Hospital, Peja Regional Hospital, Mitrovica Regional Hospital, Vushtri Staff numbers 7,393 5,878 2,704 524 759 557 557 309 124 Wages and salaries 20,272,409 16,138,304 7,409,178 1,466,950 2,049,042 1,550,000 1,600,000 794,404 358,034 Goods and Services 29,293,131 8,684,896 4,774,415 775,200 807,500 548,000 772,700 375,300 206,316 23 utilities 3,146,073 2,816,554 1,614,520 217,000 262,000 348,799 166,500 46,200 43,100 subv & trans 1,070,420 - - - - - - - Capital Expenditures 12,500,000 9,135,000 4,899,983 279,700 640,000 582,000 1,711,230 547,087 65,000 Total 66,282,033 36,774,754 18,698,096 2,738,850 3,758,542 3,028,799 4,250,430 1,762,991 672,450
- Page 9 and 10: SECTION I: Legal, policy and medium
- Page 11 and 12: Centre of Telemedicine reports to P
- Page 13 and 14: other functions it could work along
- Page 15 and 16: The whole-of-government budget proc
- Page 17 and 18: Lack of planning and policy functio
- Page 19 and 20: improve their planning and policy m
- Page 21 and 22: Structural problems with excessive
- Page 23 and 24: One option for the organisation of
- Page 25 and 26: Some issues raised by staff include
- Page 27 and 28: main providers of services funded b
- Page 29 and 30: Policy and planning unit A variatio
- Page 31 and 32: Health information is part of the D
- Page 33 and 34: Issues raised by staff and others O
- Page 35 and 36: The roles and functions of the boar
- Page 37 and 38: Some countries have combined health
- Page 39 and 40: Appendices Vertical Functional Revi
- Page 41 and 42: Valdet Hashani, Primary Health Care
- Page 43 and 44: split proposed in the World Bank re
- Page 45 and 46: 56.2. Implementation of the health
- Page 47 and 48: This law regulates tobacco products
- Page 49 and 50: Provides for a grant for minimum st
- Page 51 and 52: V. Fourth goal - Functionalize, reo
- Page 53 and 54: Health information Develop effectiv
- Page 55 and 56: Two projects on Health and Environm
- Page 57 and 58: local government in relation to the
- Page 59: Hospital prepares its own budget an
- Page 63 and 64: Agency for the control of health ca
- Page 65 and 66: Appendix G Additional advice provid
- Page 67 and 68: Improving the health status analysi
- Page 69 and 70: 3. Accountability. Incentives and s
- Page 71 and 72: While there is clarity of central g
- Page 73 and 74: 50.2 Section 1.2 of the Law on Pubi
- Page 75 and 76: [check if section 13 is OK or are t
- Page 77 and 78: all of the directors as soon as pra
- Page 79 and 80: Template for examining decision rig
- Page 81 and 82: Name of agency Invest Give loans bu
- Page 83 and 84: Name of agency Modify a license Can
- Page 85 and 86: The issues raised at the start of t
- Page 87 and 88: Figure 2: Integrated management cyc
- Page 89: fees. The proposal could exclude th
eporting, monitoring arrangements, external auditing, and internal controls and capabilities (such as<br />
internal audit) 13 to support the greater flexibilities, information to provided and published, etc.<br />
Understandably the agencies are not doing many of these things and it would take time to develop<br />
capabilities in the agencies. The MOH‟s and MOF‟s monitoring roles would also have to be developed.<br />
Public and private sector<br />
The MOH is working on revisions to the Health Law with regard to the roles and regulation of the public and<br />
private sectors. From our brief discussions with the MOH staff we understand that an option that may be<br />
suggested is to prevent medical staff and other staff from working on both sectors. We have suggested<br />
that the MOH should identify the problems it wishes to address and considers the range of options<br />
available. There is a risk that this has not been done to a sufficient degree and that choosing a ban on<br />
working on both sectors may not address the problems and may bring unintended consequences, such as<br />
a loss of staff from the public sector. There are options to have the public and private sector operating<br />
closely and to manage potential conflicts of interest in a variety of ways.<br />
13 Other areas including budget planning, costing, procurement management, budget/funds control, financial and performance<br />
reporting, and asset management.<br />
22
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