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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
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Functional Review and Institutional
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Executive Summary 1. The process fo
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5. There are many constraints on ma
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9. Once the structure is decided th
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Page 13 and 14: other functions it could work along
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Page 33 and 34: Issues raised by staff and others O
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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
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